project management

Last Mile Learning: PMD Pro1

Module 1Introduction to

Project Management

You are never given a wish without also being given the power to make it true. You may have to work for it, however.

-Richard Bach


A representative of a potential donor agency contacts you expressing interest in visiting your field projects. What activities need to be completed to move forward?

Discussion Question

2


Are we doing the right project? How do we do the project right?

• Do we want a relationship with this donor?

• Do they finance activities in an area of interest?

• Is soliciting funds a priority in

the work plan?

• What results might get from this donor visit?

• Is there a clear plan (charter)?• Is the scope clear? (goals,

objectives, activities)• Is the trip well planned

(procurement, schedule, resources, money)

• Are we in a position to execute? (resource plan – staff plan)

• Is the monitoring criteria clear? What is a success indicator?

Questions to Consider for New Projects


What is the difference between projects and business as usual (on-going operations)?

Discussion Question

4


The discipline of planning, organizing, and managing resources to bring about the successful delivery of specific project goals, outcomes, and outputs

What is a project?

5


Program and Portfolio Management

6

Program Management Portfolio ManagementThe process of managing a group of related projects in a coordinated way to obtain change, benefits and control not available from managing them individually

Oversees the performance of projects and programs for the organization’s overall strategic purposes and not concerned with day-to-day management


Portfolios, Programs, and Projects

7

Portfolio

Sub-Portfolios Projects Programs

Programs Projects

Projects

Programs Projects

Projects Projects


Value & Complexity MatrixVa

lue

(siz

e of

bud

get)

High

Low

Simple Complexity Complex


What percentage of private-sector projects do you think would be evaluated as “successful,” according to the definition below?

Successful = on time and on budget, with all features and functions initially specified

a. 76% - 100%b. 51% - 75%c. 26% - 50%d. 0% - 24%

Yearly surveys by the Standish Group show that few projects are completed successfully (as defined)—generally around 30%.

9


What percentage of private-sector projects do you think would be evaluated as “successful,” according to the definition below?

Successful = on time and on budget, with all features and functions initially specified

a. 76% - 100%b. 51% - 75%c. 26% - 50%d. 0% - 24%

Yearly surveys by the Standish Group show that few projects are completed successfully (as defined)—generally around 30%.

10


Project Statistics


Do NGOs working in the international development sector do better or worse than those who manage private sector projects?

What are some common reasons that NGO projects fail and/or are challenged?

Discussion Questions

12


International NGO Example

In one well-known international NGO, over a one year period:

• 70 programs were overspent by more than 10%

• 235 projects were overspent by more than 10%

• The amount of project overspend was over £15 million

• At the end of the year, 89 projects had overdue milestones

13


Why Projects Fail


The Project Constraint Triangle

risks

risks

risks


Can you think of a project in which one side of the triple constraint changed?

How did that change impact the other two sides?

Discussion Question


What project life cycles, phase models or project management processes have you used?

Discussion Question


Project Life Cycle Examples

18

Food and Agriculture

Organization

European Union


PMD Pro Project Phase Model

19


What are some examples of decision gates in your project (past or present)?

Discussion Question

20


In your experience, what are the most important skills and competencies for a successful NGO Project Manager?

Discussion Question


Project Manager Competencies

Technical Leadership/Interpersonal

Personal/Self-Management

Development-Specific


Development-Specific Competencies

Understand the development sector values and paradigms

Understand stakeholders Navigate complex

environments Work with partners Cope with pressures Exhibit cultural sensitivity

Development-Specific


Personal/Self-Management Competencies

Organize your work Pay attention to detail Multi-task effectively Think logically and

analytically Practice self-discipline Manage your time

Personal/Self-Management


Leadership/Interpersonal Competencies

Create, document, and communicate the vision Promote buy-in

Provide feedback Facilitate a productive

team environment Communicate proactively Listen actively Motivate team members

Leadership/Interpersonal


Technical Competencies

Manage scope Identify required activities Manage schedule Define and collect metrics Identify, manage, and

mitigate project risk Identify, track, manage,

and resolve issues Disseminate information Establish logistics systems Ensure quality of

deliverables

Technical


The 6 Project Management Disciplines

1. Scope Management2. Time Management3. Project Resource Management

4. Risk Management5. Project Justification Management6. Stakeholder Management


Questions?

The value of a man resides in what he gives and not in what he is capable of receiving.

-Albert Einstein


Challenge Questions (1 of 3)

• What is project management, particularly in the development sector?

• What is the relationship between complexity and risk of a project?

• What are a project manager’s responsibilities?

• What skills and competencies does a project manager need?


Challenge Questions (2 of 3)

• What are the phases and the sequence of the PMD Phase Model?

• What is a decision gate and what are some examples?

• What are the characteristics of each of the six project disciplines?

• What area tends to be a relative weakness of project managers in the international development sector?


Review of Challenge Questions 3 of 3

• What at the differences between project, program & portfolio management?

• How are the six project disciplines applied through the PMD Pro phase model

• What are the technical competencies of project management?

• What is the purpose & meaning of the project constraint triangle?

project management

Government & Nonprofit