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Understand the growing need for better
Project Management.
Define the term Project; provide
examples, list various project attributes, and
describe the triple constraint of projects.
Learning Objectives
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Describe project management and discusskey elements of the project management
framework, including project stakeholders,
the project management knowledge areas,common tools and techniques and project
success factors.
Understand the role of the Project Managerby describing what project managers do,
what skills they need and the career field.
Learning Objectives
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Describe the project management profession,
including its history, the role of professional
organizations such as the ProjectManagement Institute, the importance of
certification , ethics, and the growth of
project management software.
Learning Objectives
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A project is a temporary endeavorundertaken to create a unique product,
service, or result.
A project ends when its objectives have been
reached, or the project has been terminated.
Projects can be large or small and take a shortor long time to complete.
What is a Project?
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The Project
An activity which has
Definitestarting point.
Definite ending point.
Designed to achieve aspecific objective
A project may refer to an investment onwhich resources are used to create assets
that will produce benefits over an
expanded period of time.
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Project Attributes
A project:
Has a unique purpose.
Is temporary. Is developed using progressive elaboration.
Requires resources, often from various areas.
Should have a primary customer or sponsor.
The project sponsor usually provides the direction and
funding for the project.
Involves uncertainty.
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Project Cycle
Evaluation
Monitoring
Implementation
Preparation
Identification
Approval
Appraisal
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Project Stakeholders
Stakeholders are the people involved in oraffected by project activities.
Stakeholders include:
Project sponsor
Project manager
Project team
Support staff
Customers Users
Suppliers
Opponents to the project
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A project life cycle is a collection of projectphases that defines:
What work will be performed in each phase. What deliverables will be produced and when.
Who is involved in each phase.
How management will control and approve work
produced in each phase. A deliverable is a product or service
produced or provided as part of a project.
Project Phases & the Life Cycle
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More on Project Phases
In the early phases of a project life cycle:
Resource needs are usually lowest.
The level of uncertainty (risk) is highest.
Project stakeholders have the greatest opportunityto influence the project.
In the middle phases of a project life cycle:
The certainty of completing a project increases.
More resources are needed.
In the final phase of a project life cycle: The focus is on ensuring that project requirements
were met.
The sponsor approves completion of the project.
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The Project Cycle
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What is ProjectManagement?
Project management is the application of
knowledge, skills, tools and techniques to
project activities to meet project
requirements.*
*PMI, A Guide to the Project Management Body of Knowledge
(PMBOK Guide)(2004), p. 8.
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History of ProjectManagement
Some people argue that building the Egyptian
pyramids was a project, as was building the
Great Wall of China.
Most people consider the Manhattan Project
to be the first project to use modern project
management.
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Introduction
Many organizations today have a new or
renewed interest in project management.
Computer hardware, software, networks, and the
use of interdisciplinary and global work teams
have radically changed the work environment.
The U.S. spends $2.3 trillion on projects every
year, or one-quarter its gross domestic product,
and the world as a whole spends nearly $10trillion of its $40.7 gross product on projects of
all kinds.*
*PMI, The PMI Project Management Fact Book, Second Edition, 2001.
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DoWe Need ProjectManagement ?
Is the job large or complex ? Are the constraints tight ?
Does the job require integration of
several activities ?
How many boundaries must becrossed ?
Are there any importantenvironmental considerations?
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Better control of financial, physical, andhuman resources.
Improved customer relations.
Shorter development times. Lower costs.
Higher quality and increased reliability.
Higher profit margins. Improved productivity.
Better internal coordination.
Higher worker morale (less stress).
Advantages of Using Formal
ProjectManagement
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A process is a series of actions directed toward a
particular result.
Project management can be viewed as a number of
interlinked processes.
The project management process groups include:
Initiating processes
Planning processes
Executing processes
Monitoring and controlling processes
Closing processes
ProjectManagement Process Groups
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The Cycle of Operations
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Level of Activity and Overlap of Process
Groups Over Time
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Project and Program Managers
Project managers work with project sponsors,
project teams, and other people involved in
projects to meet project goals.
Program: A group of related projects managed
in a coordinated way to obtain benefits and
control not available from managing them
individually.
Program managers oversee programs and often
act as bosses for project managers.
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The Triple Constraint
Every project is constrained in different ways byits:
Scope goals: What work will be done?
Time goals: How long should it take to complete?
Cost goals: What should it cost?
It is the project managers duty to balance these
three often-competing goals.
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The Triple Constraint of Project
Management
Successful projectmanagement means
meeting all three
goals (scope, time,
and cost) and
satisfying the
projects sponsor!
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ProjectManagement Framework
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Relationships Among Process Groups
and Knowledge Areas (contd)
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Relationships Among Process Groups
and Knowledge Areas
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Sample Enterprise ProjectManagementTool
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Nine ProjectManagement
Knowledge Areas
Knowledge areas describe the key competenciesthat project managers must develop.
Four core knowledge areas lead to specific projectobjectives (scope, time, cost, and quality).
Four facilitating knowledge areas are the meansthrough which the project objectives are achieved(human resources, communication, risk, andprocurement management).
One knowledge area (project integrationmanagement) affects and is affected by all of theother knowledge areas.
All knowledge areas are important!
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ProjectManagementTools and
Techniques
Project management tools and techniques assist
project managers and their teams in various
aspects of project management.
Specific tools and techniques include:
Project charters, scope statements, and WBS
(scope).
Gantt charts, network diagrams, critical pathanalyses, critical chain scheduling (time).
Cost estimates and earned value management (cost).
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30
SAMPLE GANTT CHART
WBS (Work Break Down Structures)
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Why the Improvements?
The reasons for the increase in successful
projects vary. First, the average cost of a project
has been more than cut in half. Better tools
have been created to monitor and control
progress and better skilled project managerswith better management processes are being
used. The fact that there are processes is
significant in itself.*
*The Standish Group, CHAOS 2001: A Recipe for Success (2001).
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Project Success Factors
1. Executive support
2. User involvement
3. Experienced project
manager
4. Clear business objectives
5. Minimized scope
6. Standard softwareinfrastructure
7. Firm basic requirements
8. Formal methodology
9. Reliable estimates
10. Other criteria, such as
small milestones, proper
planning, competent
staff, and ownership
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The Role of the ProjectManager
Job descriptions vary, but most include
responsibilities such as planning,
scheduling, coordinating, and working with
people to achieve project goals.
Remember that 97 percent of successful
projects were led by experienced project
managers.
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Define scope of project.
Identify stakeholders,
decision-makers, and
escalation procedures. Develop detailed task list
(work breakdown structures).
Estimate time requirements.
Develop initial projectmanagement flow chart.
Identify required resources
and budget.
Evaluate project requirements.
Identify and evaluate risks.
Prepare contingency plan.
Identify interdependencies. Identify and track critical
milestones.
Participate in project phasereview.
Secure needed resources.
Manage the change controlprocess.
Report project status.
Fifteen ProjectManagement Job Functions
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Suggested Skills for ProjectManagers
Project managers need a wide variety of skills.
They should:
Be comfortable with change.
Understand the organizations they work in and with.
Lead teams to accomplish project goals.
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Suggested Skills for ProjectManagers
Project managers need both hard and soft
skills.
Hard skills include product knowledge andknowing how to use various project management
tools and techniques.
Soft skills include being able to work withvarious types of people.
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Suggested Skills for ProjectManagers
Communication skills: Listens, persuades.
Organizational skills: Plans, sets goals, analyzes.
Team-building skills
: Shows empathy, motivates,
promotes esprit de corps.
Leadership skills: Sets examples, provides vision
(big picture), delegates, positive, energetic.
Coping skills: Flexible, creative, patient, persistent. Technology skills: Experience, project knowledge.
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Media Snapshot Good ProjectManagement
Skills from The Apprentice
Leadership and
professionalism are crucial.
Know what your sponsor
expects from the project,
and learn from your
mistakes.
Trust your team and
delegate decisions. Know the business.
Stand up for yourself.
Be a team player.
Stay organized and dont be
overly emotional.
Work on projects and for
people you believe in.
Think outside the box.
There is some luck involved
in project management, and
you should always aim high.
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Most Significant Characteristics of Effective
and Ineffective ProjectManagers
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Importance of Leadership Skills
Effective project managers provideleadership by example.
A leader focuses on long-term goals and
big-picture objectives while inspiringpeople to reach those goals.
A manager deals with the day-to-day details
of meeting specific goals.
Project managers often take on both leader
and manager roles.
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ProjectManagement Office (PMO)
A PMO is an organizational group responsible for coordinating
the project management function throughout an organization. Possible goals include:
Collect, organize, and integrate project data for the entire
organization.
Develop and maintain templates for project documents. Develop or coordinate training in various project
management topics.
Develop and provide a formal career path for project
managers. Provide project management consulting services.
Provide a structure to house project managers while they are
acting in those roles or are between projects.
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The ProjectManagement Profession
Professional societies such as the Project
Management Institute (PMI) have grown
significantly. There are specific interest groups in many
areas, such as engineering, financial services,
health care, and IT.
Project management research and certification
programs continue to grow.
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ProjectManagement Certification
PMI provides certification as a ProjectManagement Professional (PMP).
A PMP has documented sufficient project
experience, agreed to follow a code ofethics, and passed the PMP exam.
The number of people earning PMP
certification is increasing quickly. PMI and other organizations are offering
new certification programs
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Information
Technology Project
44
Growth in PMP Certification, 1993-2003
1,000 1,9002,800
4,4006,415
10,086
18,184
27,052
40,343
52,443
76,550
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
1 993 19 94 1995 1996 19 97 199 8 1999 2000 200 1 200 2 20 03
Year
#PMPs
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Project Execution
Project execution usually takes the most time and
resources.
Project managers must use their leadership skills to
handle the many challenges that occur during project
execution.
Many project sponsors and customers focus on
deliverables related to providing the products,
services, or results desired from the project.
A milestone report can keep the focus on completing
major milestones.
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ProjectMonitoring and Controlling
Involves measuring progress toward projectobjectives, monitoring deviation from the plan,
and taking corrective action to match progress
with the plan.
Affects all other process groups and occurs
during all phases of the project life cycle.
Outputs include performance reports, requested
changes, and updates to various plans.
CONCEPTUAL DIFFERENCE
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Monitoring (M)
- Checks progress
towards output targets
- Stresses conversion of
inputs to outputs
- Reports on current
progress at short
intervals for immediate
corrective action
Evaluation (E)
- Measures performance
in terms of objectives
- Emphasizes achievement
of overall objectives
- Provides in depth
assessment of
performance for future
feedback
CONCEPTUAL DIFFERENCE
PRACTICAL DIFFERENCE
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Monitoring (M)
- Keeps track of daily
activities
a continuousfunction
- Accepts objectives,targets and norms
stipulated in the
project documents
Evaluation (E)
- Takes long range view
through in depth study
one time function
- Questions pertinence &validity of project
objectives / targets
PRACTICAL DIFFERENCE
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i) Sorting out various problems which
hinder or might hinder the progress
of the project.ii) Devising ways and means to monitor
the progress of the project.
iii) Co-ordination with outside agencies.
BENEFITS OF INTERNAL MONITORING
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Programme Evaluation and ReviewTechnique (PERT)
Critical Path Analysis (CPA)
Critical Path Method (CMP)
Critical Path Planning (CPP)
Use of Gantt Bart Charts
Methods / Techniques of Internal Monitoring
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A comparison should be made of theplanned progress with the actual
progress.
Charts and diagrams should be used for
such a comparison where it is possible.
Physical and Financial Progress
RELEASE TREND
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RELEASE TREND
Typical Project
0
20
40
60
80
100
1 2 3 4 5 6 7 8 9 10 11 12
Time
Release
Requirement Release
RELEASE TREND
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RELEASE TREND
Project Requiring Upfront Releases
0
20
40
60
80
100
1 2 3 4 5 6 7 8 9 10 11 12
Time
Release
Requirement Release
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Project Closing
Involves gaining stakeholder and customer
acceptance of the final products and services. Even if projects are not completed, they should
be formally closed in order to reflect on what
can be learned to improve future projects. Outputs include project archives and lessons
learned, which are part of organizational process
assets. Most projects also include a final report and
presentation to the sponsor or senior
management.
IMPLEMENTATION ISSUES
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Unclear or inadequate definition of requirements
Weak Conceptual Planning & Preparation of PC-I
Poor initial appraisal, Scrutiny & Evaluation
NoIntegration between P
hysical
Targets andFinancial Phasing
Confusion & lack of responsibility
Non Synchronized Coordination
Capacity of Utilization
Physical Targets not properly prepared
IMPLEMENTATION ISSUES
GENERAL EXECUTIONAL PROBLEMS
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GENERAL EXECUTIONAL PROBLEMS
Appointment of suitably qualified PDs
Poor planning, management & implementation.
Failure to use available techniques (because of
lack of skill, resources etc.)
Inadequate information flow /
Reporting
Failure of Consultants & Contractors.
Faulty Designs , equipments, material and
workmanship.
Payment Procedure
Improper Supervision by Consultant/PD/Works
Labour Troubles
Accident and bad weather
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Standard Guidelines for
Implementation ofDevelopment Projects
Step I Appointment of Project Director
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For successful implementation, the Project
Director is a key position to be filled in theorganizational set-up.
As per decisions of National Economic Council(NEC) of July 04, 1988, further endorsed by the
CDWP on March 01, 2008 that a suitably qualified
Project Director should be appointedin each
project (CDWP Level) who should not normallybe transferred during the currency of the project.
Step I Appointment of ProjectDirector
Contd
Step I Appointment of Project Director
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The Project Director should be delegated fullAdministrative and Financial powers commensurate
with the level of his/her responsibility and size of the
project given to him/her for implementation.
For efficient technical and administrative control, the
Project Director ought to be well-versed in the specific
field with long and rich experience gained on similar
projects executed in the past under similar conditions.
Step I Appointment of ProjectDirector
Step II Review of PC I
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Step II Review of PC-I
Checking of administrative approval in letter andspirit especially check financial allocation and
arithmetics.
Review and assessment of the PC-I allocations v/sfacilities proposed.
Preparation of list of infrastructural development
requirements and estimation as per PC-I proposedrates.
Step III Scheduling
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Step III Scheduling
Preparation of physical schedule ofactivities (The scheduling of activities
and availability of physical facilities are
interlinked with thecompletion periodand Implementation Schedule should be
based on Bar Charts/PERT/CPM.)
Step IV Hiring of Consultants for Design & Construction
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Step IV Hiring of Consultants for Design & Construction
Supervision
Advertisement for Pre-qualification of Consultants, approval
and press appearance Receipt of Applications
Scrutiny and Evaluation of Applications
Pre-qualification Evaluation by the Committee (Works /Building / Campus)
Approval ofPrequalified Consultants by CompetentAuthority
Formulization of ToRs for the Consultants to be hired forPlanning, Designing and Construction Supervision.
Finalization of TOR's & Approval by the Competentauthority
Issuance of TOR's to Pre-qualified Consultants Contd
Step IV Hiring of Consultants for Design & Construction
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Receipt of Technical and Financial Proposals
Opening of Technical Proposals
Scrutiny & Evaluation of Technical Proposals
Opening ofFinancial Proposals
Final Evaluation Report (Technical & Financial)
Approval by the Competent Authority
Letter ofIntent & Draft Agreement
Contract Negotiations (if applicable)
Audit & Legal Vetting
Contract Signing & Commencement ofServices
Step IV Hiring of Consultants for Design & Construction
Supervision
Step V Design Development
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Step V Design Development
Survey & Investigations (Topographic Survey & Geo-TechInvestigations)
Master Planning if required including Zoning Plan, Schematic /Line Plan
Approval ofMaster Plan by Competent Authority
Preparation of conceptual design based on reviewed PC-I & asper step -II
Preparation ofPreliminary Architectural Design options
Presentation in the End User Meeting and Building/CampusCommittee
Finalization of Architectural Design
Preparation of Detail Designs and Technical specifications
Contd
Step V Design Development
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Preparation of Engineers Estimates / BoQ by adaptingeither Present Market Survey or a pre-tender quotation or in
vogue updated schedule of rates of the respective province.(Refer 4.14 k of Manual for Development Plan Planningand Development Division, Government ofPakistan.)
Approval from the University / Institute
F
inalization of Tender documents(Planning & DevelopmentDivision, GoP, has issued an SRO bearing No.
8(60)WR/PC/2008 dated February 12, 2008 regardingImplementation of Revised PEC Standard Bidding/ContractDocuments)
Review and approvals
N.B. The project implementation agencies/departmentsshould seek the approval of the competent authority as soonas they consider change either in cost and scope of work was
imminent
Step V Design Development
Step VI Tendering and Award
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Step VI Tendering and Award
Advertisement for Prequalification
Receipt of Applications Scrutiny / Evaluation of Applications
Approval of Prequalification
Issuance of Tender Documents Receipt of Tenders
Opening & Scrutiny
Evaluation by the Committee(Works/Building/Campus)
Award & Contract
Approval by Competent Authority
Step VII Construction Supervision
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Step VII Construction Supervision Submission of Bid Bond, Performance Guaranty etc.
Mobilization, Site Clearance & Layout of Designs
Utility Connections
Excavation in Foundation
Structural Works
Sanitary Works Electrical Works
Plastering
Wood Works
Finishing Works
External Development & Landscape
Handing Over, Defect List
Rectifications
Project Coordination
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Completion of the project is dependent upon
completion of some other facilities which are to beprovided by the organizations like;
Provision of electricity,
roads, Sanitation & sewerage, and
Telephone & Internet
Completion of all these activities, even if these are
not critical, needs better coordination for the
success of the project.
Project Coordination
PROJECT EVALUATION
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Means to identify, analyze and assess
projects costs and benefits on completion ofthe project.
The basic objective of evaluation is toascertain the real worth of a project and to
assess the effects/impacts and benefits being
achieved. The examination of differentaspects of the project can provide important
lessons of experience for new projects.
PROJECT EVALUATION
TYPES OF EVALUATIONS
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TYPES OF EVALUATIONS
Situation Analysis
Effect Analysis
Efficiency Analysis
Impact Analysis
Situation Analysis
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Situation Analysis is the simplest form of
analysis where all additional benefits areassumed to results from the investment.
Effect Analysis is required to isolate thespecific contribution of the investment. Such
an exercise will require the projection of
benefits over the life of the project under'without' project conditions but taking into
account other factors. In summary a
Situation Analysis is ' before and after
Situation Analysis
Effect Analysis
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Effect Analysis is under "with and without"project conditions.
Efficiency Analysis is an integral part of
evaluation exercise where the actual and
anticipated costs and benefits are compared
with one another and in relation to the actual
and anticipated benefits and cost.
Effect Analysis
Efficiency Analysis
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