2t06 ipmp infrastrucutre programme management plan v4-0

2T06 Infrastructure Programme Management Plan IPMP v4.0

Template 2T06

Province:

Department:

Infrastructure Programme

Management PlanIPMP

(for Client Department)

Date

Version Control Approval ControlVersion Approved: ________________

Approval Type Designation Signature Date

Supported D:

Supported D:

Supported D:Reccommended CD:

Reccommended

DDG: Infrastructure

Reccommended CFO

Approved DG

Version Number

Changes Instructed

byChanges made by Date

1

2

3

Table of Contents

1 Executive Summary 42 Background 42.1 Description of Concepts 42.2 Context 62.3 IPMP Document Structure 63 Programme Objectives 73.1 Linkage to Provincial Growth and Development Plan 73.2 Linkage to Departmental Strategic Plan 73.3 Programme LogFrame 73.4 Development Objectives 84 Programme Implementation Assignment 84.1 Programme Scope Overview 8

4.1.1 Sub-Programme Breakdown and Assignment Approach 94.2 Sub-Programme 1 (PIA 1) Specific Programme Scope Assignment (PIA Specific) 9

4.2.1 Sub-Programme Scope 94.2.2 Sub-Programme Implementation Constraints and Assumptions 94.2.3 Sub-Programme Implementation Organisation Requirements 94.2.4 Initial Identified Sub-Programme Risks 10

4.3 Sub-Programme 2 (PIA B) Specific Programme Scope Assignment (PIA Specific) (etc) 104.4 General Sub-Programme Requirements (Non PIA Specific) 10

4.4.1 Infrastructure Programme Implementation Planning Requirements 104.4.2 Programme Monitoring and Controlling Requirements 104.4.3 Programme Reporting Requirements 104.4.4 Programme Quality Requirements 104.4.5 Programme Procurement Requirements 104.4.6 Programme Environmental Requirements 104.4.7 Programme Health and Safety Requirements 10

5 Internal (Client Side) Programme Management Plan 115.1 Programme Institutional Framework 11

5.1.1 Programme Structure 115.1.2 Programme Roles and responsibilities 125.1.3 Responsibilities of the Client Programme Office 125.1.4 Roles within the Client Programme Management Team 125.1.5 Responsibilities of the Programme Implementing Agent (PIA) 135.1.6 Programme Contractual Arrangements 14

5.2 Programme Integration Management 155.2.1 Programme Management System, Process and Procedures 155.2.2 Integrated Programme Change Control 15

5.3 Infrastructure Programme Timelines and Milestones 155.4 Programme Financial Management 18

5.4.1 Programme Funding management 18


5.4.2 Programme Cost Management 185.5 Programme Quality Management 18

5.5.1 Responsibility: 185.6 Programme Performance Management 19

5.6.1 Progress and Performance Monitoring 195.6.2 Key Performance Indicators 195.6.3 External Evaluation 20

5.7 Programme Reporting 215.7.1 Reports 21

5.8 Programme Communication Management 225.8.1 Objectives 235.8.2 Communications Plan Structure 235.8.3 Responsibility: 24

5.9 Programme Risk Management 245.9.1 Responsibility: 24

5.10 Human Resources Plan 255.11 Programme Procurement Management 25Appendix A 26Appendix B 26

Table of Figures

Figure 1: Context of the IPMP in relation to other IDIP Documents................................................................6Figure 2: Typical Client Programme Office Structure showing relationships with other programme

elements...............................................................................................................................................11Figure 3: Programme Roles showing Lines of Authority..............................................................................12Figure 4: Contractual Relationships.............................................................................................................14Figure 5: Sample Schedule..........................................................................................................................17Figure 6: Schematic of Reporting flow.........................................................................................................22Figure 7: Hierarchy of Infrastructure Related Reports.................................................................................22

Table of Tables

Table 1: Programme Objectives in Logical Framework Format......................................................................8Table 2: Summary of Infrastructure Expenditure by Category......................................................................8Table 3: Programme Assignment per Organisation.......................................................................................9Table 4: Typical Key performance Indicators...............................................................................................20


1 Executive SummaryThe Executive Summary should emphasise the key issues contained in the body of the plan and provide readers with a succinct overview of the entire plan. Some readers who are not concerned with the finer details of the plan may only read the summary.

2 Background

2.1 Description of Concepts

The following concepts are used in this document1:

Concept Description

Infrastructure Plan The Infrastructure Plan is a formally approved document prepared by the Client Department detailing over the medium and long term how the infrastructure required by the department to deliver its mandated services will be acquired, rehabilitated, maintained and funded.

IDIP The Infrastructure Delivery Improvement Programme (IDIP) is a National programme with the objective of Improving the effectiveness and efficiency of delivery of provincial public sector infrastructure through institutionalising best practice tools and building capacity.

IPMP The Infrastructure Programme Management Plan is a formal approved document prepared by the Client Department that specifies how the infrastructure programme will be executed, monitored and controlled over the current MTEF period.

If all or part of the implementation is assigned to one or more Implementing Agents, the IPMP defines the scope deliverables, targets and requirements of the sub-programmes assigned to specific Implementing

1 For more detail please refer to the IDIP Toolkit


Agents

IPIP The Infrastructure Programme Implementation Plan is a formal approved document prepared by the Implementing Agent in response to the sub-programme assigned to it through the IPMP

Client Department The Client Department is the Department mandated to delivery of a specific service such as Education, Health, Transportation etc.

Implementing Agent The Implementing Agent can be a Department of Public Works or another organisation contracted by the Client Department to implement part or all of its Infrastructure Programme.

SDA The Service Delivery Agreement is a formally approved and signed contract between the Client Department and the Implementing Agent defining the contractual relationships between the two parties in respect of the delivery of the programme scope defined in the relevant programme scope statements defined in the Client Department’s IPMP.


2.2 Context

Figure 1: Context of the IPMP in relation to other IDIP Documents

2.3 IPMP Document Structure

A short description of how the document is structured and the purpose of the Key Sections., e.g:

1 Executive Summary

2 Background to the plan – Discussion of the context and purpose of the plan

3 Infrastructure Programme Objectives for <Name of Department> <Name of Province> - discussion of the objectives of this programme, its linkages to the Provincial and Departmental Strategic Plans and its Developmental Objectives. This is also the ideal place to refer to the Programme objectives through the high level Programme Logical Framework.


Module 4: Module 4: Module 4:

Project DeliveryProject DeliveryProject Delivery


Programme ImplementationProgramme ImplementationProgramme Implementation


Toolkit overview Toolkit overview Toolkit overview

Module 2B:Module 2B:Module 2B:

Programme Management by Programme Management by Programme Management by

the Client Departmentthe Client Departmentthe Client Department

Service Delivery Agreement

Project Execution

Plans (PEPs)

Infrastructure Programme Implementation Plan(s)

(IPIP)

Infrastructure Programme Management Plan

(IPMP)


ProcurementProcurementProcurement

Module 2A: Module 2A: Module 2A:

Infrastructure PlanningInfrastructure PlanningInfrastructure Planning

Infrastructure Plan

Org & Support Plan

Long

Term

Budget

MTEFWindow

5 Year Strategic

Plan

3 Year MTEF Infrastructure Budget

3 Year MTEF Org & Support Budget

AssetManagement

Plan

AssetManagement

Plan

Annual Performance

Plan

Annual Performance

Plan

4 Programme Implementation Assignments – This section covers the approach to and detail of breaking up of the Programme into Sub-Programmes and the assignment of sub-programmes to implementing agents, complete with detail on programme management requirements and project pre-conditions.

5 Internal (Client Side) Programme Management Plan - This section of the plan deals with the internal programme management issues, such as programme team structures, programme management systems, process and procedures and contains sub-plans dealing with financial, quality, performance, communication, reporting, risk and procurement aspects.

3 Programme Objectives

3.1 Linkage to Provincial Growth and Development Plan

Summarise the key linkages to the PGDP with specific reference to Key Performance Indicators relevant to the programme required at a Provincial level.

3.2 Linkage to Departmental Strategic Plan

Summarise the key linkages to the PGDP with specific reference to Key Performance Indicators relevant to the programme required at a Provincial level.

3.3 Programme LogFrame

Include the High level Programme LogFrame in this section and cross reference to the detail LogFrame in an Appendix. The Logframe will serve to tie in this IPMP with the goals and objectives of the IDIP as well as Provincial and departmental Goals and objectives.


Programme NameOverall Logical Framework for Programme Phase - -

yearDate Updated: of n

Intervention logic Objectively verifiable indicators

Means of verification Assumptions

Goal Improved effectiveness & efficiency of delivery of provincial public sector infrastructure through institutionalising best practice tools and building capacityPurposeOuputsActivities

Table 1: Programme Objectives in Logical Framework Format

3.4 Development Objectives

Specific reference to the Developmental objectives of the programme and the approach to meeting these objectives. Programme Implementation Assignment

3.5 Programme Scope Overview

Table 2: Summary of Infrastructure Expenditure by Category


3.5.1 Sub-Programme Breakdown and Assignment Approach

Provide motivation why the programme is divided into specific sub-programmes and indicate linkage of these sub-programmes to strategic objectives. Also discuss motivations for assignment of sub-programmes to Implementing Agents as applicable. Discuss strengths and weaknesses ito technical competence and capacity

Table 3: Programme Assignment per Organisation

3.6 Sub-Programme 1 (PIA 1) Specific Programme Scope Assignment (PIA Specific)

This sub-sectioned is aimed at a specific Programme Implementing Agent and contains detail of the programme and sub-programmes being assigned to that PIA only.

3.6.1 Sub-Programme Scope

The Scope of the projects assigned to the PIA is defined and described here. This section should include summary tables similar to those for the programme in section 4.1 above, with detailed project lists included in tables and spreadsheets attached in the appendices.

Any pre-conditions specific to projects identified during the infrastructure planning processes; specific design requirements; developmental targets such as Expanded Public Works Development Programme targets; delivery dates and any other project specific requirements must be included with the project scope assignment detail.

3.6.2 Sub-Programme Implementation Constraints and Assumptions

In this section the Client Department will inform the PIA of any external constraints and or assumptions that need to be considered in the implementation of the specific sub-programme.

3.6.3 Sub-Programme Implementation Organisation Requirements

In this section the Client Department will inform the PIA of any specific requirements in respect of the Implementation Organisation.


3.6.4 Initial Identified Sub-Programme Risks

In this section the client department will inform the PIA of any specific initial Risks that have been identified and which will require management.

3.7 Sub-Programme 2 (PIA B) Specific Programme Scope Assignment (PIA Specific) (etc)

Ditto as above for any additional PIA’s

3.8 General Sub-Programme Requirements (Non PIA Specific)

In this section, the Client Department will provide general, non-PIA specific requirements in respect of the management of the implementation programme.

Describe each of the topics under the relevant headings below:

3.8.1 Infrastructure Programme Implementation Planning Requirements

3.8.2 Programme Monitoring and Controlling Requirements

3.8.3 Programme Reporting Requirements

3.8.4 Programme Quality Requirements

3.8.5 Programme Procurement Requirements

3.8.6 Programme Environmental Requirements

3.8.7 Programme Health and Safety Requirements


4 Internal (Client Side) Programme Management Plan

4.1 Programme Institutional Framework

In these sections define the institutional arrangements, roles and responsibilities and contractual arrangements between the various stakeholders. A table of stakeholders and their

4.1.1 Programme Structure

Implementation Sub-Programme (1)

Projects

Client DepartmentExecutive

Client Side Infrastructure ProgrammeManagement Office

Programme Manager

Cost Manager

PerformanceManager

Scope Manager

Other Programme

Stakeholders


Projects

Authorityand

ControlReporting

Authorityand

ControlReporting

Authorityand

ControlReporting

I f Relevant


Projects



Programme Manager

Cost Manager

PerformanceManager

Scope Manager

Other Programme

Stakeholders


Projects

Authorityand

ControlReporting

Authorityand

ControlReporting

Authorityand

ControlReporting

I f Relevant


ProjectsProjects



Programme Manager

Cost Manager

PerformanceManager

Scope Manager

Cost Manager

PerformanceManager

Scope Manager

Other Programme

Stakeholders


ProjectsProjects

Authorityand

ControlReporting

Authorityand

ControlReporting

Authorityand

ControlReporting

Authorityand

ControlReporting

Authorityand

ControlReporting

Authorityand

ControlReporting

I f Relevant

Figure 2: Typical Client Programme Office Structure showing relationships with other programme elements


4.1.2 Programme Roles and responsibilities

Project Project ManagerManager

ContractorContractorArchitectArchitect EngineerEngineer Quantity Quantity SurveyorSurveyor

SubSub--contractorcontractor



Client Client Programme Programme

ManagerManager

PIA A PIA A Programme Programme

ManagerManagerPIA BPIA B PIA CPIA C

Project Team

Implementing programme Team

Client Programme Team


ContractorContractorArchitectArchitect EngineerEngineer Quantity Quantity SurveyorSurveyor ContractorContractorArchitectArchitect EngineerEngineer Quantity Quantity SurveyorSurveyorArchitectArchitect EngineerEngineer Quantity Quantity SurveyorSurveyor







Client Client Programme Programme

ManagerManager





Project Team

Implementing programme Team

Client Programme Team

Figure 3: Programme Roles showing Lines of Authority

4.1.3 Responsibilities of the Client Programme Office Contract with the PIA/s;

Provide policy regarding the programme;

Prioritise and approve projects and provide the PIAs with comprehensive Infrastructure Programme Management Plans (IPMP) referring to the portions of the programmes allocated to them;

Review and approve the Infrastructure Programme Implementation Plans (IPIP)of the PIA/s;

Monitor the performance and report progress of the overall programme;

Provide funding to PIAs in terms of the service delivery agreements with them;

Receive and sign off completed infrastructure;

Monitor the programme and performance of the PIA;

Approve payments to the PIA;

4.1.4 Roles within the Client Programme Management Team

Below are examples of roles of client side programme office team members. The exact requirements will vary from programme to programme.4.1.4.1 Infrastructure Programme Manager

Carries overall responsibility for implementation of the Programme;

Accepts and understands the Infrastructure Plan which is to be implemented;

Facilitates the service delivery agreements with the PIA/s;


Develops the Infrastructure Programme Management Plan

Reviews and approves the PIA/s Infrastructure Programme Implementation Plan/s;

Manages overall programme management budgets and expenditure;

Reviews and reports on capital cash flow requirements;

Overall management of the Programme to delivery the infrastructure stipulated in the Infrastructure Plan specifically in terms of scope, time, quality, risk and cost management;

Checks and approve payment certificates of the PIA/s;

Chairs coordination meetings with PIA/s;

Reviews PIA progress reports and provides overall reports for the Programme;

Manages progress through cash-flows;

Ensures that targets are met;

Ensures programme close-out;

Coordinates the handover of the completed projects from the PIA/s to the users within the Department;

4.1.4.2 Financial Controller

Monitors overall performance of Programme with respect to cash flows and targets;

Prepares financial reports summarising project and Programme progress;

Manages financial aspects of scope changes;

Monitors programme management costs.

Reconciles programme payments;

Administers payment protocols and procedures;

Provides financial reports to the Programme Manager;

Administers Programme Finances.

4.1.4.3 Programme Administration Assistant

Captures programme data;

Captures and processes payment certificates of the PIA/s;

File correspondence between the department and the PIA/s;

General assistance to the programme manager as instructed;

4.1.5 Responsibilities of the Programme Implementing Agent (PIA) Prepare and Submit a Infrastructure Programme Implementation Plan (IPIP) for approval by

the Client ;

Assume responsibilities for appointment and management of project managers;

Carry out feasibility assessments of all potential projects;


Appoint all professional service providers and contractors;

Ensure all appropriate insurances are in place to cover all potential risks;

Ensure that all professional service providers are covered by adequate professional indemnity insurances during the contract;

Receive and analyse assessment reports;

Receive and analyse cost reports and monitoring tools;

Set up adequate monitoring tools and suitably qualified personnel;

Monitor performance of contractors and service providers;

Prepare and submit monthly reports to the Client in the prescribed format;

Co ordinate, chair and minute coordination meetings and monitor progress;

Ensure timely payment of professional service providers and contractors;

Ensure compliance with Treasury requirements.

4.1.6 Programme Contractual Arrangements






Client Client DepartmentDepartment

PIA APIA A PIA BPIA B PIA CPIA C









ContractorContractorArchitectArchitect EngineerEngineer Quantity Quantity SurveyorSurveyorArchitectArchitect EngineerEngineer Quantity Quantity SurveyorSurveyor









Figure 4: Contractual Relationships

Provide a short description of the contract between the Client Department and the PIA - the Service Delivery Agreement (SDA).

Define or Describe the Consultants Agreements to be used between the PIA and the various professional team members

Define or Describe the Building or Construction Agreement to be used between the Main Contractor and the PIA

Note, if the Client Department chooses not to use a PIA, then all contracts are entered into directly by the Client Department.


4.2 Programme Integration Management

4.2.1 Programme Management System, Process and Procedures

In this section define the various systems, processes and procedures that will be used to manage the direction and monitoring and control of programme work.

4.2.2 Integrated Programme Change Control

Changes to scope, cost, time and quality parameters on projects are inevitable. A change to any one of these parameters will have an impact on the others, and it is therefore essential that an integrated approach to change control be prescribed.

It is good practice to define a Change Control Board mandated to approve changes to individual projects. Authority to approve changes within defined limits can be delegated by the CCB to the PIA and even down to Project level. It is however essential that all information in respect of changes be collated at a programme level.

4.3 Infrastructure Programme Timelines and Milestones

The synoptic programme for the Infrastructure Management Programme is set down in

A detailed schedule is attached as Appendix D of this document.

MILESTONE & SUB-MILESTONE TARGET DATE1 Annual Infrastructure Programme Management Plan established

1.1 Budget allocation confirmed1.2 Projects selected (including identification, prioritisation, assessment and approval) 1.3 Programme Plan prepared1.4 Programme Plan approved

REQUIRED OUTCOMESa. Infrastructure Programme Management Plan approved (including budget allocation and project approval)

2 Infrastructure Programme Mobilized2.1 Programme management unit established and

capacitated (required at the start of the programme and capacitation regarding any changes to the programme on the basis of policy changes and improvements based on the evaluation of the previous programme

2.2 Implementing agents appointed (if agents are to be used) in terms of PIA/SLA agreements

2.3 Projects assigned to implementing agents2.4 Forward planning defined (as required to effectively

mobilize the projects to be implemented in future years)


MILESTONE & SUB-MILESTONE TARGET DATE

REQUIRED OUTCOMESa. Programme management in place and

capacitatedb. Programme implementing agent agreements

(SLA/s) in place c. Projects assigned to implementing agentsd. Forward planning for future years defined

3 Project Delivery – see table 4.2 for details of the project cycle

3.1 Scope of all projects confirmed 3.2 All projects set up (i.e. professional team appointed and

project steering committee formed and empowered)3.3 All projects planned, designed and tendered3.4 All projects awarded3.5 All projects constructed 3.6 All projects handed over for use3.7 All projects completed (i.e. project documentation

completed and construction contracts closed out)3.8 Forward planning for following year completed (only if

planning and design is to be carried out in the current year in order to accelerate project delivery within the next year)

REQUIRED OUTCOMESa. All projects completed to specification within

budget and agreed timeframeb. Forward planning completed

4 Infrastructure Programme Completion1.1 Programme evaluated (including evaluation of a sample

of projects)1.2 Programme completion report prepared 1.3 Programme completion report reviewed and approved1.4 Recommendations implemented for following year’s

programme

REQUIRED OUTCOMESa. Infrastructure Programme evaluatedb. Programme completion report approvedc. Recommendations for improvements implemented

Use Template 2T10 or a Microsoft Projects Gant Chart to produce the summary programme timeframe overpage


Department : XXXProgramme : XXX

Activity Duration Responsibility Planned Actual Status Apr

May

Jun

Jul

Aug Sep

Oct

Nov Dec Jan

Feb

Mar

Apr

May

Jun

Jul

Aug Sep

Oct

Nov Dec Jan

Feb

Mar

1. Budget Allocation Dept Apr-02

2. Project Identification & Prioritisation

Planning Unit

3. Infrastucture Plan produced and approved

Planning Unit

4. Infra Programme Management Plan produced and approved

Prog Manager

5. SLA/s with PIA,s Prog Manager

6. PIA Infra Prog Implementation Plan produced and approved

PIA

7. Project Feasiblity confirmedPIA

8. Project Planning Implementing Agent

9. Project Business Plan Approval

Prog Manager

10. Tender and contract award Implementing Agent

11. Construction Contractor

12. Handover to Client Implementing Agent

200ZSummary Programme Timeframe 200X 200Y

Figure 5: Sample Schedule


2T01 – v4.0 (2006) Infrastructure Plan Template of 26

4.4 Programme Financial Management

4.4.1 Programme Funding management

Describe here the various sources of funding to be used to fund the programme and its sub-programmes and provide a summary table.

4.4.2 Programme Cost Management

One of the primary tasks of the client side programme office is to monitor expenditure against budget as a measure of programme performance. The cost management tasks performed by the programme office must be defined here. These tasks are usually to do with cost estimation, cost budgeting and cost control. Procedures and systems must ensure compliance with the PFMA.

Insert tables of monthly baseline cashflow as well as anticipated cash-flow S curve graphs.

4.5 Programme Quality Management

The key quality management processes are defined here, namely: Quality planning

Quality Assurance and

Quality Control

The Quality Management Plan is contained in Appendix H of this Document. Quality issues are addressed on the following components: Programme components;

Project construction quality control.

Insert appropriate guidelines for the programme

4.5.1 Responsibility:

The Project Managers are responsible for managing the quality plan at a project level and the PIA Programme Manager is responsible for management of the programme components. Management of quality is to be reported monthly by the Project Managers to the PIA Programme Manager and hence by the PIA to the Client Organisation Programme Manager.

File name: document.doc


Quality Assurance is best achieved through the use of Design Guidelines for projects within the programme. The applicable guidelines and codes of practice should be specified here.

For building projects, typical guidelines could include: Objectives and Broad Principles

Space Norms

Natural Lighting

Ventilation

Water Supply and Sanitation

Electricity Supply

Plumbing and Drainage

External Works and Stormwater Management

Safety and Security

Branding and Marketing

Renovations and redecoration

Basic Building Techniques, Materials and Fittings

4.6 Programme Performance Management

4.6.1 Progress and Performance Monitoring

The Programme Managers will have overall responsibility for quality assurance, scope, time and cost management of the PIA/s.

4.6.2 Key Performance Indicators

In order to monitor and evaluate the Programme in terms of its Objectives, Key Performance Indicators (KPI’s) will be reported on throughout the implementation of the programme. These are summarised as follows in Table 6

(Insert appropriate KPIs )



Key Performance Area

Key Performance Indicator

1. Project Implementation Indicators

1.1 Total No. of Projects delivered1.2 No. of projects: Project Manager & team appointed1.3 No. of projects planned (design & tender documents complete)1.4 No. of projects tendered 1.5 No. of contracts awarded1.6 No. of projects complete1.7 No. of projects handed over1.8 No. of projects with close out report issued

2. Social Impact indicators

2.1 No. of local people employed2.2 No. of local youth employed2.3 No. of Person days of employment2.4 No. of women employed2.5 No. of disabled people employed2.6 Total payments to local communities2.7 Total payments to local materials suppliers2.8 Total No. of PDI Contractors

3. Capacitation 3.1 No. of SGB members provided with School management training (Education example)3.2 No. of community workers provided with construction skills training3.3 No. of people provided with HIV/AIDS awareness training3.4 No. of students with experiential training

Table 4: Typical Key performance Indicators

4.6.3 External Evaluation

Evaluation comprises the process of reviewing what has been done, and identifying weaknesses on the basis of which identification improvements can be made both to the way the Programme is implemented as well as to individual projects. Evaluation provides a “feedback” loop to enable continuous improvements.

A distinction needs to be drawn between internal evaluations i.e. by the various levels of management within the Programme and external evaluations which are independent assessments of the effectiveness of the Programme. Both types of evaluation are important. Furthermore, evaluations can be either very focused e.g. evaluation of quality or of employment or can be very broad covering the entire scope of development as well as resultant impact.



The internal evaluations provide an opportunity for those involved in the Programme to pause and take stock by honestly evaluating the work done and formulating improvements. Those involved in the Programme have first-hand experience and are often acutely aware of the weaknesses, and therefore can identify them quickly.

External evaluations should be carefully planned in order for them to be effective. They are also not without their problems. In some instances, because the evaluator does not fully understand the work undertaken or the prevailing circumstances, he/she may make biased value judgements which are not based on all the correct information.

It is recommended that, within the Programme, internal evaluations should be undertaken on at least a 6-monthly basis in order for the managers involved to take stock and rapidly formulate improvements.

External independent evaluations should be undertaken at least annually and should focus on problem areas so that the impact on improvements is maximised. They should include a formal feedback loop to the managers within the Programme both to clarify issues raised within the evaluations and to provide the managers with insight into proposed improvements. The evaluations (both internal and external) should always include formal appropriate and realistic recommendations for improvements. Senior management should be held accountable to seriously consider the recommendations, as part of performance review and implement approved recommendations timeously, so that the Programme can benefit from the improvements as soon as possible.

4.7 Programme Reporting

4.7.1 Reports

The flow of reporting and hierarchy of reporting up to the summary management report is illustrated in Figure 6 and Figure 7 below.

Insert the reporting requirements appropriate to the programme.



ClientConsolidated Organisation Projects Report:

25th of month

Implementing Agent Programme Manager(or PMU)

IA Consolidated Report : 15th of month

Project Manager(or Principal Agent)

Project Report : 10th of month

ContractorMonthly Employment Report :

5th of month


25th of month






5th of month


25th of month






5th of month

Figure 6: Schematic of Reporting flow

3T13 Summary Report Status and Key Performance Indicators for all projects

Financial Management SystemExpenditure against budget

3T13 Summary project key performance indicators (expenditure, progress and milestones)

3T01 Project Tracking Schedule Project data (financial, project details, status, employment etc)

3T12 Activity Management Schedule Status of all activities within a phase

3T14 Contractors Employment ReportEmployment data for each project (Phase 3)

3T13 Summary Report Status and Key Performance Indicators for all projects

Financial Management SystemExpenditure against budget

3T13 Summary project key performance indicators (expenditure, progress and milestones)

3T01 Project Tracking Schedule Project data (financial, project details, status, employment etc)

3T12 Activity Management Schedule Status of all activities within a phase

3T14 Contractors Employment ReportEmployment data for each project (Phase 3)

Figure 7: Hierarchy of Infrastructure Related Reports

4.8 Programme Communication Management



4.8.1 Objectives

The objectives of the Communications Plan are: (Insert appropriate objectives for the Programme, for example as shown below)

1. To provide effective communication among the various key stakeholders on the Programme.

2. To provide a structured mechanism to convey to the recipient communities all appropriate information necessary to ensure that they are kept informed of progress and involved in the development process.

3. To provide the necessary communication channels at the district/regional level to ensure the effective implementation of the Programme.

4. To provide a mechanism to ensure that the PIA’s client is kept informed on the Programme progress at all times.

5. To provide for the PIA internal communications mechanism.

4.8.2 Communications Plan Structure

The Communications Plan is structured as follows:

1. Communication element/major events - what are the communication projects/activities and major events planned for the year and key dates for specific communications.

2. Target audiences - with which target audiences are we communicating.

3. Message - what message needs to be communicated to each target audience.

4. Medium - what medium/s should be used to communicate the message e.g. news print, advertorials, road shows, etc.

5. Frequency - how often should communication be made with the target audience e.g. monthly, quarterly, ad hoc, etc.

6. Action Plan - what actions are required to achieve the communications with each target audience.

7. Responsibility - who is responsible for the communications with the various target groups.



8. Risk Assessment - what are the risks involved, how can the risks be minimised and what are the Key Success Factors.

9. Communication cost - what is the cost of the communications with each target audience and for the major events.

The Costs for the implementing of the Communications Plan have been incorporated into the Financial Plan.

The detailed Communications Plan for Process 3: Project Delivery is detailed in Appendix I.


The Programme Manager is responsible for the management of the Communications Plan, with input from the Communications Officer.

4.9 Programme Risk Management

The Risk Management Plan is contained in Appendix G of this Document. It identifies and addresses issues on the following basis: Risk Categorisation;

Institutional Procurement Financial Management Human Resources Programme Systems Environmental Beneficiary management Political Programme Closure

Risk evaluation;

Likelihood and consequence; Ranking;

Proposed mitigation including responsibilities.


It will be the responsibility of the Infrastructure Programme Manager to develop a Risk Management Plan for the Programme and to ensure that the risks are minimised and adequately managed.

4.10 Human Resources Plan



The resource requirements to manage the programme are detailed in the Table below. The HR Plan must be in total alignment with the Organisational and Support plan and subsequent Capacitation plan developed for the Infrastructure Programme.

Position /Resource Total required

Comment Date required

4.11 Programme Procurement Management

In this section the following programme processes are defined and described: Programme purchase and acquisition strategy development

Programme contracting strategies

Programme tender requirements; evaluation strategies etc.

Contract Administration

Contract closure



Appendix A

Appendix Betc
