Prof P O Oladele

Prof. P.O.
Oladele
Ekiti State University, Ado-Ekiti
At
Agricultural Entrepreneurship Workshop
Landmark University, Omu-Aran, Kwara State
May 11, 2016
 Overview of Project and Project Management
 Project Life Cycle
 Project Planning
 Project Implementation
 Project Monitoring
 Project Evaluation
Prof. P.O. Oladele/ Project Planning, Monitoring & Evaluation 2

 A project is a unique endeavour to produce a
set of deliverables within clearly defined
constraints of time, cost and quality.
 A project is an investment activity where
resources are used to create capital assets
which produces benefits overtime and has a
beginning and an ending with specific
objectives.

 A programme is an ongoing development effort
or plan.
 A programme is therefore a wider concept than
a project. It may include one or several projects
at various time, with specific objectives linked to
the achievement of higher level of common
objective e.g. a health program may include a
water project, as well as construction of a health
center both aimed at improving the health of a
given community which previously lacked easy
access to these essential facilities.

 Projects which are not linked with others to form
a program are sometimes referred to as stand
alone projects.
 A project to build a feeder road from an interior
agricultural district to a district headquarter may
qualify to be a stand alone project.
 When projects are designed to improve health of
the community such as rural clean water supply
project, health center construction project, pit
latrine construction project and sanitary
education project; they can be referred to as a
programme.
Projects are different from business operations in terms of uniqueness,
timescale, budget, resources, risks and change.
 Uniqueness: Every project is different from the last one, whereas
operational activities typically involves repetitive (if not identical)
processes
 Timescale: A project has clearly specified start and end dates
within which deliverables are produced to meet customer’s
requirements.
 Budget: A project has a maximum limit to the expenditure within
which the deliverables must be produced, to meet the customer’s
requirements
 Resources: A project is allocated a specified amount of labour,
equipment and material at the start.
 Risk: A project entails uncertainty and therefore carries business
risks
 Change: The purpose of a project is typically to improve a situation
through the implementation of change.
• Project Management is the capacity to marshal
resources, lay out plans, program work and spur effort for
a temporary endeavor which is finite in that it has a
defined beginning and ending, and which is undertaken
to create a unique product or service.
• Project Management is the utilization of skills, tools and
management processes to undertake a project
successfully .

• Project management methodology includes:
▪ A set of skills: specialized knowledge, skills and
experience help to reduce the level of risks and
improve the likelihood of success.
▪ A suite of tools: Project managers use several types
of tools to ensure a project’s success rate. These
include templates, forms, registers, software,
checklist, etc.
▪ A series of Processes: A suite of management
processes are needed to monitor and control the
project; such as time management, cost management,
quality management, change management, risk
management, etc.
 A successfully managed project is one that is
completed at a specified time, acceptable
quality delivered on or before the deadline, and
within the budget.
 In addition, client satisfaction will indicate
success and possibility of replication or
sustainability.
 Each of these parameters is specified in details
during the planning phase of the project. This
specification then forms the basis for evaluating
the project during the implementation phase.

 The essence of project management is to:
 Maximize chances of reaching the objectives of
the project which fits with the specification, and
respect or exceed the agreed QUALITY to be
delivered in TIME, SCOPE and BUDGET
 Strive for efficiency because of limited resources
which are available, and the need to achieve the
objectives of the project as earlier as possible

1. Define the objectives, goals and products of the
project e.g in animal health project you need to
have objectives and goals of the project
2. Check for feasibility i.e is the project viable or not
3. Make a project plan or schedule of activities
4. Organize the people who are going to carry out the
project and make sure that communication is clear
5. There is a need to have a baseline data
6. Then execute the plan
7. Control the activities and monitor the progress of
the project

8. Measure and assess the project against the baseline
9. Evaluate the project
10. Re-plan any changes to the project implementation
with greater precision until project completion
11. Close the project
12. Learn lessons from the project

 ANALYSIS = PRE-PRODUCTION
 DESIGN = PRODUCTION
 DEVELOPMENT = PRODUCTION
 IMPLEMENTATION = POST-PRODUCTION
 EVALUATION = POST-PRODUCTION

 A cycle is a sequence of events which a project
follows.
 These stages (events) or phases can be divided into
several equally varied ways, depending on the
executing agencies or parties involved e.g. world
bank, Africa Development Bank, etc
 But some of these stages may overlap

 At this stage an idea regarding a required
intervention in a specific area is conceived
 The idea is usually formed through discussion with
specialists and local leaders from the community as
a need based issue and this is crystalized in to a
proposal

 A statement of the problem, not the solution.
 Normally contains errors, ambiguities, &
misunderstandings
 Need a written definition of requirements and
deadlines
 Should be clear, complete
 It is usually rigorous to eliminate
misunderstandings, contradictions, oversight of
technical difficulties

 Projects are conceived through:
 Need: To make available to all people in an area
minimum amount of certain basic material
requirements – a need assessment survey will
establish the agency for intervention
 Market demand: This can be domestic or
overseas
 Resource availability: This includes opportunities
to make profitable use of the available resources
 Basis of technology improvement

 Natural calamity: These are mainly against the
adverse effects of natural events such as floods
and drought
 Political considerations
 usually identified by technical specialists,
sometimes politicians
 sometimes identified from other proposals to
extend on-going programs
 suggestions often arise due to present or
anticipated lack of supply of some product

 Potential projects arising from ideas which were
formed or crystalized in the first stage are
determined
 The information in the proposal from project
conception may be submitted by an individual or
community representative to an agency capable of
identifying an institution to provide the necessary
support to realize the expectation

 The type of information provided at this stage is
usually general and descriptive in nature.
 The information is basically provided to justify an
intervention through a felt need in the community.
 Usually some objective judgment is applied to
assess the proposal or a set of proposals to establish
if the proposal can proceed to the next stage of the
cycle.
 In many ways, stages one and two are so interlinked
but some people call them identification phase.
 This stage involves a more thorough exercise of
collecting data and information on the proposed
project.
 The exercise is performed by personnel with
technical skills in consultation with the target and
beneficiary community.
 Project preparation contains design of a set of
proposals that are feasible technically, financially
and economically, and which are also socially
acceptable
 Decisions are made on scope of the project, location, site
and size amongst others.
 The details of a feasibility study depend on the complexity of
the project and on how much is already known about the
proposal.
 A succession of increasingly detailed feasibility studies are
sometimes called for in corporate projects.
 The feasibility studies provide opportunity to shape the
project to fit its fiscal and social environment and exclude
relatively poor alternative ways of achieving the project
goals.
 A careful preparation may cost up to 10% of the total
projects investment, but this is absolutely necessary to
ensure projects efficiency.

 This involves a further analysis of a proposed project
 At this stage, a critical review of the proposal is
undertaken
 A systematic and comprehensive review is
undertaken by an independent team in consultation
with project stakeholders
 This provides an opportunity to re-examine every
step of a project plan, and to examine if the
proposal is justified before funding

 This is based on project plan, but may involve new
information if the appraisal team feels that some of
the data used in preparation or some assumptions
are faulty.
 The implication of the projects in the society and
the environment is also thoroughly evaluated and
recommendations are made
 Similarly technology, design, financial measures,
commercial agents, incentives, economic
parameters are variedly scrutinized
 On the basis of an appraisal report decisions are
based about whether to go on with the project or
not
 The appraisal report may also change the project
plan or develop a new plan

 This is achieved on the basis of stakeholders
and the available resources
 For example, treasury may impose a budget
ceiling on ministries with a big portfolio of
investment calling for prioritization of the
important or core and low priority projects

 Projects are usually selected based in part on
numerical indicators of value of costs and returns
(Return on Investment (ROI), Net Present Value
(NPV), Internal Rate of Return (IRR), etc.)
 large-scale projects look at the same as above, but
also national income, income of typical farmer
 the typical yardstick might be market price (actual
price at which goods and services are traded)
 sometimes market price is not used; instead, a better
indicator of value (shadow price) is used (shadow price
= value based on scarcity of the resource)

 Once the project to be implemented is agreed on,
for donor funded projects, discussions are held on
funding and associated aspects of funding such as
conditions for grants, repayment period and
interest rates on loans
 Flow of funds from the stakeholders and if there is
co- financing or not
 This culminates in an agreement document for the
project which binds the parties involved during the
implementation of the project
 This is a stage before actual the implementation
begin or before the start of a new phase of
 The exercise is conducted at the level of the project
and involves the implementers, beneficiaries and
the funding agencies i.e all the stakeholders to the
project

 Project planning involves enabling the project
management team to address the important
implementation issues including the realigning of
project objectives, scope, financial arrangement and
implementation schedule given the overall project
structure and the resource and working environment
 The likelihood of further changes occurring either in
design or fiscal and policy environment that may affect
the project are also discussed

 During the exercise, the team should define clearly
as possible the objectives and hierarchy of the
project’s objectives
 One technique for defining and analyzing the
objectives is the logical framework approach or goal
oriented project planning approach

1. Preliminary coordination with various parties
(client, developer, government agency)
2. Provide detail description of various tasks involved.
3. Deriving project budget.
4. Work on schedule.
5. Project status report.
6. Project termination.

 Define objectives & scopes of the project.
 Technical objectives are established.
 Basic areas of performance responsibilities
delegated.
 Tentative schedules and budgets are worked
out.

1. Overview
 Short summary of the objectives and scope of the
project.
2. Objectives
 Detailed statement of the goals (profit, etc ….)
3. General Approach
 Describes both the managerial and the technical
approaches.
4. Contractual Aspects
 A complete list and description of all reporting
requirement.

5. Schedules
 Various schedule and lists of all milestone.
6. Resources
a) Budget.
b) Cost monitoring and control.
7. Personnel
 Personnel requirements (subcontracting)
8. Evaluation Methods
 Be evaluated against the standard.
9. Potential Problems
 Anticipate potential difficulties.

1. Goals must be specified.
2. Identifying the set of required activities to
achieve the goals.
3. Each activities and events can be
decomposed into sub-activities and sub-
events.

 Work Breakdown Structure (WBS).
 Linear Responsibility Chart.
 Bar charts and activity network
 Gantt Chart

 Project sub-divided into hierarchical units of
tasks, work packages, and work units.
 Project is breakdown into a group of activities.
 Each activity is breakdown into a task list.
 This task list is put into a calendar.
 Then, assign people, time, money and other
resources.
 Each part of unit tasks, work packages and work
units is budget able, in terms of money, labor
hours, and other requisite resources.

 Schedule Task list into calendar.
Activity Calendar

 Breakdown task into activities
 Top-down refinement possible
 List activities which form a single operation
or function which you know is achievable

Goal
Activity Activity Activity Activity
Task Task Task Task
Task Task Task Task
Task Task Task Task
Task Task Task Task

Replace Car
Define Choose Make

Shop for Car
Needs Make/Style Purchase
Mileage Body Online Negotiate
Space SUV? Dealers Finance
Features Make? Buyer Prep
Cost Limit Colors Set Price Receive

• Graphical notations used to illustrate the
project schedule
• Show project breakdown into tasks. Tasks
should not be too small. They should take
about a week or two
• Activity charts show task dependencies and
the critical path
• Activity Bar charts show schedule against
calendar time
Activity Duration (days) Dependencies
T1 8
T2 15
T3 15 T1 (M1)
T4 10
T5 10 T2, T4 (M2)
T6 5 T1, T2 (M3)
T7 20 T1 (M1)
T8 25 T4 (M5)
T9 15 T3, T6 (M4)
T10 15 T5, T7 (M7)
T11 7 T9 (M6)
T12 10 T11 (M8)
What is the minimum total

Prof. duration of this
P.O. Oladele/ Project project?
Planning, Monitoring & Evaluation 52
“slack” time
one week, 5
business/working
days

 Assign tasks to specific people (or teams)
 Order tasks so that they occur in a logical sequence
 Match tasks to abilities of the team
 Allow for flexibilities – the team can do sub-planning
 Match task with personalities and goals
 Person 1 needs more responsibility
 Person 2 needs more detail
 Person 3 needs to learn how to use the fluorescent microscope

 One person (or team) may do multiple tasks (e.g. to reduce
boredom).
 Do not overspecify
 Start at the bottom of the tree. I.e. sum the time for
individual subtasks to estimate total task time.
 Times are based on previous experience
 They are always wrong – plan accordingly
 Example: How long should it take you to climb the statue of
Liberty?
 Estimate the number of steps
 Estimate the time per step
 Can do a preliminary study on a flight of stairs
 Add extra buffer where tasks depend on one another
 Weigh speed against quality

 Show the relationship of personnel (who is
responsible for what) and to identify where
special coordination is necessary.

 The implementation phase has three (3) phases:
1. Investment period
2. Development period
3. Full development period

 The investment period forms the life of the project
investment period referred to when the major
project are undertaken, and can take 1-3 years
depending on nature of project
 The development period occurs as production build
up
 Full development is reached when production peaks
up
 Both financial and economic analysis of the project
relates to this time horizon

 This is the critical stage of any project since the objective of
the earlier effort was to have the project to be undertaken.
 At this stage the activities of the project are carried out and
funds disbursed to facilitate the activities.
 The management should ensure that the project is carried
out according to the design, however, depending on the
fiscal and policy environment there may be need for
flexibility to the reality on the ground.
 Monitoring or progress reporting therefore becomes crucial.
 Implementation is a process of refinement or learning from
experience and can be considered as a minicycle in a larger
project cycle.

 Process whereby “project inputs are
converted to project outputs”.
 It may be looked at as:
 Putting in action the activities of the project.
 Putting into practice what was proposed in the
project document (i.e. transforming the project
proposal into the actual project.)
 Management of the project or executing the
project intentions.

 Implementation usually done by implementing
agency (organization) that prepared the project and
received funding for it.
 Other organizations that participate in the

 by way of collaboration, say by according good working
relationship, extending technical advice or seconding their
staff to the project
are referred to as co-operating agencies.

Top-down approach
 Implementation mainly done by agencies from
outside the community with limited involvement by
the beneficiaries.
Bottom-up approach
 Beneficiaries implement the project. Outside
agencies may provide the financial resources and
technical assistance.
Collaborative participatory approach
 Both top-down and bottom-up approaches to
project implementation are applied in the process.
Project Implementation Plan includes:
a) The project implementation schedule
This is concerned with:
 What activities can produce expected project
outputs?
 What is the sequence of these activities?
 What is the time frame for these activities?
 Who will be responsible for carrying out each
activity?

 The following methods may be used to
answer the above questions:
 Gantt chart
 Critical Path Method (CPM) or Net work analysis
 Project Evaluation and Review Techniques (PERT)
 Simple formats

 The Gantt chart is also referred to as the
progress chart.
 It is a chart showing the timing of project
activities using horizontal bars.
 It is one of the techniques of project
scheduling, which depicts the frequency of
activities and determines the period of time
for implementation.

 Determine the parts or implementation
phases of the project and the sequence in
which the associated activities shall be
carried out
 Then estimate the amount of time required
for each activity
 List the activities that can be carried out at
the same time and identify those to be
carried out sequentially

 Time represented on the horizontal axis, and
activities on the vertical axis.
 Bars are entered to indicate the time period
allocated for each activity and the state of
progress at any particular point in time.

Activity
 Marketing
 Threshing
 Harvesting
 Weeding
 Planting
 Preparing seedbed
J F M A M J J A S O N D
Time period/ months

ACTIVITY STARTING ENDING COST RESPONSIBLE REMARKS
DATE DATE PERSON
- Preparing seed bed
- Planning
- Weeding
- Harvesting
- Storage
- Threshing
- Marketing

b) The role of the implementing agency
 The specific responsibilities of the key staff
during project implementation and
monitoring are outlined.
c) Beneficiary participation
 The involvement of the beneficiaries in
planning and implementation and what is
expected of them is spelt out.

d) Organizational structure and staffing
Here the following are sought:
 Project structure for purposes of management
 Qualifications and skills for the staff
 Job descriptions and specifications for the staff
 Technical assistance if needed
e) Financial management
This looks at funds management, accounting
period, financial reports and statements and how
often they will be made?

f) Reporting system
This looks at who will be reporting to whom and
how often. There is need to design standard
reporting formats.
g) Sustainability
The concept of sustainability is based on belief that
project should result in benefits that have lasting
effect. Project should be sustained beyond the life
of funding - especially if it is a grant.
Project should not exhaust the available resources
like raw materials and labor.
Time control and remedial action
Time taken to implement project activities is one
measure of successfulness of supervision or
monitoring of project implementation.
Supervisor pays particular attention to time control
measures, time scheduling and its supervision, time
extension and postponement, damages for non-
completion and defect or warranty period.

Supervision of implementation of project
schedule
This involves a set of checks and balances to ensure
that the schedule is being adhered to.
To ensure that the time schedule is being adhered
to, the project activity time listing can be of great
importance.

Activity Activity Activity Activity Activity Progress
code Description duration earliest time latest time remark
Start Finish Start Finish

 Factors that lead to  Factors and problems
success of projects that lead to failure of
 Political Commitment projects
 Simplicity of Design  Financial Problems
 Careful preparation
 Good management  Management problems
 Involvement of  Technical problems
beneficiaries/community  Political problems

Other typical implementation problems
 Poor scheduling of projects leading to delays in
 Poor scheduling of projects leading to delays in
implementation.
 Misallocation of funds
 Delay and sometimes lack of counterpart funding
 Lack of accountability and transparency
 Bureaucracy in decision-making.
 Selfishness/nepotism/favoritism by some project
managers.
Other typical implementation problems
(cont.)
 Weak monitoring systems
 Natural calamities like drought, earthquakes,
landslides, and hailstorms.
 Policy changes
 Migration of beneficiaries
 Lack of team work
 Lack of incentives for implementers.
 etc
 If you do not measure results, you can not tell success
from failure
 If you can not see success, you can not
reward it
 If you can not reward success, you are probably
rewarding failure
 If you can not see success, you can not learn from it
 If you can not recognize failure, you can not correct it
 If you can demonstrate results, you can win
public support
Adapted from Osborne & Gaebler, 1992

Monitoring is an on-going long term process
in order to ensure activities are taking place
according to standards and to find out
weaknesses and gaps within the project
Monitoring involves the team that is
implementing the project
Monitoring is activity based

 Evaluation: This takes place at the end of the project
(or at mid-term) to find out the weaknesses and the
results of the project (positive outcomes).
 Evaluation can be used as a point of reference for
futur projects (measure outputs, outcomes and
impacts)
 Evaluation involves external people
 Evaluation is a one time event (happens at the end of
the project)
Monitoring Evaluation
Clarifies program objectives Analyzes why intended results were
or were not achieved
Links activities and their resources to Assesses specific causal

objectives contributions of activities to results
Translates objectives into performance Examines implementation process

indicators and set targets
Routinely collects data on these indicators, Explores unintended results

compares actual results with targets
Reports progress to managers and alerts Provides lessons, highlights

them to problems significant accomplishment or
program potential, and offers
recommendations for improvement

Monitoring Evaluation
A continuous process A specific activity or moment
To provide information to To provide recommendations to
day-to-day decision strategic decision-making
making (adjustments) processes
It is carried out by the project It is carried out by an evaluation
team team (internal or external to
For the project team (to the project team)
adapt and improve the
impacts) and the donors For the project team and the
(to follow the progress) donors (lesson learned)
The monitoring system should provide information for
evaluations
 Provides crucial information about project
performance
 Provides a view over time on the status of a
project, program, or policy
 Promotes credibility and public confidence by
reporting on the results of programs
 Helps formulate and justify budget requests
 Identifies potentially promising programs
or practices
 Focuses attention on achieving outcomes
important to the organization and
its stakeholders
 Provides timely, frequent information to staff
 Helps establish key goals and objectives
 Permits managers to identify and take action to
correct weaknesses
 Supports a development agenda that is shifting
towards greater accountability
for aid lending

 This should be an ongoing activity during the
implementation
 Monitoring is carried out by the beneficiaries, the
implementing staff, the supervisory staff and the
management staff
 The aim should be to ensure that the activities of the project
are being undertaken on schedule to facilitate
implementation as specified in project designed
 Any constraint in operationalizing the design can be quickly
detected and corrective action taken
 This would enable the management to be proactive rather
than being reactive in correcting mistakes during
implementation

 The channels of communication should also be clear
and easy to allow transparency and accountability
for all staff involved
 Thus relevant actions, results and barriers to
implementations should be monitored for smooth

 continuous examination of implementation
progress
 tracking compliance against planned
objectives
 generating data and information on
performance to enable corrective measures
to be taken

 This involves tracking inputs (finance,
resources, strategies), activities (what
actually took place) and outputs (the
products or services produced)
 This approach focuses on monitoring how
well a project, program or policy is being
implemented
 Often used to assess compliance with work
plans and budget
 Results-based monitoring involves the
regular collection of information on how
effectively a project, program, government
policy or any organization is performing
against expected results
 Results-based monitoring demonstrates
whether a project, program, or policy is
achieving its stated goals

 What is monitored is more likely to get done.
 If you don’t monitor performance, you can’t tell success
from failure.
 If you can’t see success, you can’t reward it.
 If you can’t recognise failure, you can’t correct it.
 If you can’t demonstrate results, you can’t sustain support
for your actions.
 It ensures the project is being efficiently implemented
 Ensure project reaches the intended target groups
 Ensures project achieves its intended objectives

 Monitor the use of project inputs
 Monitor the effectiveness of the project implementation
process
 Monitor the production of project outputs
 Assess project impacts on the target communities
 Assess the effectiveness of project outputs in producing the
intended short-term and long-term impacts.
 Assess the extent to which these impacts can be attributed
to the effects of the project.

 Setting goals and objectives
 Reporting to Parliament and other
stakeholders
 Managing projects, programs
and policies
 Reporting to donors
 Allocating resources

“Better to have an approximate answer to the right
question, than an exact answer to the wrong
question.”
Paraphrased from statistician John W. Tukey
“Better to be approximately correct than precisely

wrong.”
Paraphrased from Bertrand Russell

 This phase regards evaluation of success or failure
elements of a project with relevance to the future
 usually takes place throughout the project, but
sometimes only at the end
 undertaken by sponsoring company, agency, etc.
 some projects have separate internal units for this
or use outsiders
 Are or have objectives being/been met? If not, were
the objectives realistic?

 Was the technology proposed appropriate?
 Were the institutional, management arrangements
suited to the conditions?
 Were the financial aspects carefully worked out?
 Were the economic aspects carefully explored?
 Did management quickly respond to changes?
 Was its response carefully considered and appropriate?
 How could the project’s structure be changed to make it
more flexible?

 Results-Based Evaluation
An assessment of a planned, ongoing, or
completed intervention to determine its
relevance, efficiency, effectiveness, impact
and sustainability. The intent is to
incorporate lessons learned into the decision-
making process.

 assessment conducted at a single point in time (before,
during or after).
 focuses on determining whether what was planned actually
happened, and why it did or did not happen.
 Assessing:
 relevance – whether the intervention was appropriate
 impact – whether it made a difference in the lives of people
 effective – whether it achieved what it set out to
 efficient – whether it did so at the lowest cost
 sustainable –whether it will leading to lasting change.

“Why” Questions – What caused the changes we
are monitoring
“How” Questions – What was the sequence or
processes that led to successful
(or not) outcomes
“Compliance/ – Did the promised activities
Accountability actually take place and as they
Questions” were planned?
Process/ Was the implementation process

Implementation followed as anticipated, and with
Questions what consequences
• Ongoing evaluation
– This stage involves a systematic review and/or examination of
the elements of success and failure in the project experience,
during the projects life to learn how better to plan for the future
– This implies that evaluation is a continuous exercise during
projects life and is very related to monitoring
– Monitoring provides data on which evaluation is based,
however, formalized evaluation is undertaken at specified
periods
– There is usually a MID TERM and TERMINAL EVALUATION,
however, evaluation can also be undertaken when the project is
in trouble as the first step in re-planning effort

 Careful evaluation is also undertaken before any follow up of
a project is undertaken
 Evaluation can be done internally or by external reviewers
 Some organizations have monitoring and evaluation units
 Such units can provide the management with useful
information to ensure efficient implementation of projects
especially if it operates independently and objectively

 This is because what the unit needs is to judge project on the
basis of objectives that original project was designed and the
reality on the ground, that is the operating fiscal
environment
 With no free hand, the feedback mechanism will be hindered
and information will be held back instead of being feedback
 Some projects may be subjected to external evaluation
 The aim of the evaluation is largely to determine the extend
to which the objectives are being realized

 Desk review of relevant documents (project
documents, annual reviews, donor-specific,
etc)
 Key informant interviews: with key partners
and information stakeholders both at central
and field levels. Drawing on specific check-
listed questions
 Focus group discussions: internally and
external parties both at central and field
levels. Gaining consensus on key issues.
 Sample surveys: of effects and impacts of
initiatives as and where necessary

Figure 1 Monitoring and Evaluation Model of the Project Implementation Process
Economic and Political Institutional context

context within which the within which the project
project is implemented is implemented
Project
Project Implementation Project outputs Project impacts Project
planning process sustainability
and Inputs
Socio-economic characteristics of the communities

affected by the project

 To be an effective project manager, you must
keep an eye on the project’s intended objective
and results; as well as conduct periodic
monitoring to ensure reasonable progress
toward achieving those results.
 Being a good project manager also means taking
appropriate actions or making management
decisions when you are not achieving intended
results.
 The report must be timely, having adequate
content, comply with project contract and
presented appropriately

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Activity Activity Activity Activity

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Define Choose Make

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Cost Limit Colors Set Price Receive

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What is the minimum total

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 Person 2 needs more detail

 Person 3 needs to learn how to use the fluorescent microscope

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 Other organizations that participate in the

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