Training Workshop on Project Planning and

Management and Monitoring and

Evaluation
7TH - 13TH December, 2020
ADAMA

Project Implementation
Project Implementation
• Translating project plans/studies into actual
investment/implementation and operation is one
of the most critical and difficult task.

• What do you think are the major reasons for this?

• How do you describe project implementation and

what are the reasons for the difficulties?
 Implementation can be described as :

•a project stage which covers the actual

development or construction of the project up to
the point at which it becomes fully operational
(including monitoring).

• it is a stage where the earlier preparations,

designs, plans, analysis, assumptions, etc. are
tested in harsh reality.
• Ithas to be noted that whatever project
preparations are made, activities hardly go strictly
according to the plan.

• Planning the implementation stage of a project

explicitly is one of the important activity in pre-
project implementation. The better and more
realistic a project implementation plan is, the
more likely it is that the plan can be carried out
effectively and expected outputs or benefits are
realized.
• Plans are only good intentions unless they
immediately degenerate into hard work.
Peter F. Drucker
• Implementation of a project is the step where all
the proper planned activities are put into action.
• Project implementation has its own cycle.
Project Implementation: The Cycle within the Cycle

Identification

Preparation

Appraisal

Implementation

Organization
Planning and Design
Procurement
Supervision/Monitoring
Construction/Service Delivery

Evaluation

Transition to Project Operations

Operations and Maintenance

New Project Identification

Project Organization
What is organization?
• Organization design or structure refers how people are
put together or organized to accomplish an objective.
Types of Project Organizations
• There are three fundamentally different ways of
organizing projects within the parent
organization
• The project as part of the Functional Organization
• The project as a free-standing part of the parent
organization
• A third type, called a Matrix Organization is a
hybrid of the two main types
• Each has advantages and disadvantages
 Functional Organization

Departments & Department Heads are organized by the functional

areas within the organization. Each department is headed by a
Functional Manager

Project managers in this organization have no power/control.

 Functional Organization: Characteristics
• Work groups consist of individuals who perform the same
function, such as engineering or ICT.
• Each functional group concentrates on performing its own
activities in support of the organizaton’s mission.
• An organization with a functional structure may periodically
undertake projects, but these are typically in-house projects
rather than projects for external customers/beneficiaries.
• For such projects, a multifunctional project team or task force is
formed.
• Team members may be assigned to the project either full-time or
part-time.
• In most cases if an individual serves part-time on a project task force,
the individual continues to perform her regular functional jobs.
• One of the team members is designated as the project leader or
manager.
 Functional Organization: Characteristics
• A strict chain of command might exist,
• Roughly translated:
• Don’t talk to the big boss without first talking to your
boss who talks to their boss who talks to the big boss.
• Wise project managers should determine
whether there is a chain of command, how strictly
it’s enforced, and how the chain is linked before
venturing outside it.
• Each department or group in a functional
organization is managed independently and has
a limited span of control.
 Project Organization

Projectized organizations are nearly the opposite of functional

organizations. The focus of this type of organization is the project itself. The
idea behind a projectized organization is to develop loyalty to the project,
not to a functional manager.
Organizations with this organization are in the projects business; they do not
produce or deliver standard products or services

Functional managers in this organization have no power/control

 Project Organization: Characteristics
• Resources work on multiple projects at any given time.
• Each project team is dedicated to only one project and each
project is operated like a mini-organization.
• All the resources needed to accomplish each project are
assigned full-time to work on that project.
• A full-time project manager has complete project and
administrative authority over the project team.
• Project organization structures are found primarily in
organizations that are involved in very large projects, i.e.,
high value and long duration.
• Project organization structures are prevalent in the
construction sector. They are also used in the non business
environment, such as for volunteer-managed projects.
 Matrix Organization
CEO

VP Projects VP Engineering VP HR/OD VP Finance

Project Manager1

Project Manager 2

• The matrix-type organization is kind of a hybrid-a mix of both the functional and
project organization structures.
• The idea is that the best of both organizational structures can be realized by
combining them into one. The project objectives are fulfilled and good project
management techniques are utilized while still maintaining a hierarchical
structure in the organization.
• It provides the project and customer focus of the project structure, but it retains the
functional expertise of the functional structure.
 Matrix Organization: Characteristics
• Employees in a matrix organization report to one functional
manager and to at least one project manager.
• It’s possible that employees could report to multiple project
managers if they are working on multiple projects at one time.
• Functional managers pick up the administrative portion of the
duties and assign employees to projects. They also monitor the
work of their employees on the various projects.
• Project managers are responsible for executing the project and
giving out work assignments based on project activities.
• Project managers and functional managers share the
responsibility of performance reviews for the employee.
• Some people may be assigned to a project for its entire duration;
others may work on only one part of the project.
• Sharing of individuals’ time among several projects results in effective
utilization of resources (maximum use of resources) and minimizes
overall idle resource time.

In a nutshell, functional managers assign employees to projects, while project

managers assign tasks associated with the project in a matrix organization.
 Matrix Organization: Balance of Power
• A lot of communication and negotiation takes
place between the project manager and the
functional manager
• This calls for a balance of power between the two, or
one will dominate the other.
• There are three types of matrix organizations that
are formed as result of the power basis between
the project manager and the functional manager:
• Strong matrix
• Weak matrix
• Balanced Matrix
 Strong Matrix Organization

• In a strong matrix organization, the balance of power rests with the

project manager.
• They have the ability to strong-arm the functional managers into giving up
their best resources for projects.
• Sometimes, more resources than necessary are assembled for the
project, and then project managers negotiate these resources among
themselves, cutting out the functional manager altogether
 Weak Matrix Organization

• On the other end of the spectrum is the weak matrix

• As you would suspect, the functional managers have all the power in
this structure. Project managers are really project coordinators or
expeditors with part-time responsibilities on projects.
• Project managers have little to no authority, just as in the functional
organization. On the other hand, the functional managers have a lot
of authority and make all the work assignments.
• The project manager simply expedites the project.
• Project Expeditor acts primarily as a staff assistant and
communications coordinator. He/she cannot make or enforce
decisions, i.e. has no power
 Weak Matrix Organization
CEO

Proj. Coordinator

VP Engineering VP Marketing VP Finance

Staff Staff Staff

• Sometimes when there are too many local projects and becomes
increasingly difficult to exe to them, the CEO may use the services of a
project manager in the role of a Project Coordinator.
• The Project Coordinator has some power to make decisions, some
authority, and reports to a higher-level manager, possibly the CEO
• The Project Coordinator has power over the individual project
managers
 Balanced Matrix Organization

• A balanced matrix organization is in between the weak matrix and the

strong matrix.
• The power is balanced between project managers and functional
managers.
• Each manager has responsibility for their parts of the project or
organization, and employees get assigned to projects based on the
needs of the project, not the strength or weakness of the manager’s
position.
 Comparing Organizational Structures
Functional Weak Matrix Balance
Matrix
Strong
Matrix Project

Project Project Project

Manager’s coordinator, coordinator, Project Project Project
Title: project leader project leader, or Manager Manager Manager
project expeditor

Project Split between Split between

Manager’s project and project and Projects and Projects and Projects and
Focus: functional functional project work project work project work
responsibilities responsibilities

Project No authority or Minimal authority Balance of Significant Total authority

Manager’s power and power authority and authority and and power
Power: power power

Project Part-time on Part-time on Full-time on Full-time on

Manager’s Full-time on
Time: projects projects projects projects projects

Organization Most like Blend of weak Most like a

Style: Functional functional and strong projectized Projectized
matrix organization

Who Controls Functional Functional Shared Project Project

the Budget: Manager Manager Manager Manager

Project Functional Manager of Manager of

Manager Functional Functional Manager but project project
Reports To: Manager Manager shares managers managers
responsibility
 Discussion Questions
(15 minutes)

• From your experience describe project

organization alternatives you have used
(current/previous projects)
• Discuss and identify the relative advantage and
disadvantages of the functional, project and
matrix form of project organization
• Based on the above comparative analysis of
the three project organizing types; indicate
situations that demand the functional, project
or the matrix form of project organization
Functional project organization

Strengths Weaknesses
• Resources
• Priorities
• Technical excellence
• Competition for resources
• Security
• Lack of project focus
• Comfort
• motivation
• Start up
Pure project organization
Strengths Weaknesses
• Focus
• Upsets organization
• Control
• Duplication
• Communication
• Job security
• Esprit de corps
• Termination
• Customer/client
• Empire building
Matrix project organization

Strengths Weaknesses
• Balance
• Two bosses
• Coordination
• Complex
• Visibility
• Ambiguity
• Use of resources
• Increases costs
efficiently
• conflict
• Communication
• Flexibility
Strength and weakness analysis
• Compared to what?
• From whose view point?
• Each strength is a weakness when over done
 Criteria for Determining the Type of Project
Organization
Factors Functional Matrix Projectized
• Uncertainty Low High High
• Time Criticality Low High High
• Interdependence
between High Medium Low
• Interdependence within
Low Medium High
• Importance Low Medium High
• Size Small Medium Large
• Duration Short Medium Long
• Complexity Low Medium High
• Technology Standard Complicated New
• Differentiation Low High Medium
WORK PLAN
WHAT IS A WORK PLAN?
• Reflections:

1. Work Plan is a “Necessary

Inconvenience”

2. Work plan consists only of

Schedules

3. Work plan consists only of budget

 WHAT ISA WORK PLAN?

• A work plan:
• Also called an implementation plan
• Is a document that lays out:
• Planned activities
• Resources required
• Schedules, deliverables, roles and targets
• Ensures that performance is efficient and on
schedule:
• By identifying all tasks to be accomplished
• Important tasks are not overlooked
• Helps achieve the goal(s) of IPs
programs/projects
PURPOSE OF A WORK PLAN
• The work plan is prepared to:
• Strengthen IP goals and priorities
• Communicate the value of your work
• Define the work of IP employees
• Serve as a road map to success
• Serve as a core project management tool
• Help IPs stay focused on core issues of a
project
• Assist IPs in avoiding distractions
• Justifies the release of money
• Provides transparency for third parties
 KEY FEATURES OF A WORK PLAN
• The work plan:
• Contains activities as its core element
• Comprises actions to achieve a certain
output
• Includes a SMART statement
• E.g. By December 2019, submit a
written report of mid-term evaluation
findings to USAID
• Envisioned to be flexible & scalable
• Detailed to enable effective management
of implementation
• Displays seasonal/monthly schedules
• Matches resources to requirements
WHAT MAKES UP A WORK PLAN?

• Work plan should comprise:

• A clear picture of planned activities
• When such activities will occur
• Resources that will be required to complete
said activities
• Specifications of responsible persons for each
activity
 What are the five key features of an
effective plan?
1 What needs to be done? How does
Clear descriptions of activities it connect to other activities?

2 What are the deliverables? What

Clearly defined outputs are the intermediate milestones
and outputs?
3 Which tasks have the longest lead
Effective sequencing of activities times? Which are most urgent and
important? Can we do this before we
finish that?
4 Who is going to do this? Who
Clearly assigned responsibilities
else needs to be involved?

5 When is this required by? How

Clear, realistic timelines much work does it really involve?
Can we meet timelines with
assigned resources?

Workplanning has to balance three dimensions –

project scope, timelines and resources – with a priority on timelines
 HOW TO PREPARE A GOOD WORK PLAN

• Preparing the work plan: steps, actions and questions to ask

Steps Actions Questions to ask

Step 1 List activities per category What is the activity?
By what date should the activity be
Step 2 Estimate the time
completed and how long will it take?
Step 3 Assess resources required What resources are necessary?
Which activity should come first and
Step 4 Schedule the sequence of work
which should come next?
Assign who is responsible for Who is responsible for seeing that the
Step 5
each activity activity is carried out?
Let’s take a closer look at each of these steps…
HOW TO PREPARE A GOOD WORK PLAN
Step 1: List activities per category
• List each output that you need to
accomplish for a specific outcome
• Write activities you need to accomplish for
each output
• Break each activity into smaller units of
work/tasks
• Check if activities and tasks are properly
grouped
• Ask if a set of tasks will result in
achievement of an activity
• Give each activity a unique identifier
• List each activity under its objective
HOW TO PREPARE A GOOD WORK PLAN

Step 2: Estimate the time

• Analyze whether a certain task is
continuous or must be
accomplished in a specific time
• If a task is to be accomplished in a
specific time, decide when it
should be accomplished
• Use a time identifier tool for each
task
• E.g. table formats, Gantt chart
HOW TO PREPARE A GOOD WORK PLAN
Step 3: Assess resources required
• Estimate the budget required to
accomplish each task
• Assess whether the budget matches
with the task realistically
• Sum up the task budgets to get an
activity budget
• A shift in budget due to changes in
the size of tasks or activities must be
approved before the work is
performed
 HOW TO PREPARE A GOOD WORK PLAN

Step 4: Arrange and schedule

sequences of work
• Certain tasks could be obligatory to precede
other consecutive tasks
• E.g. printing of training materials before
training sessions
• Work needed to be done to the land before
starting to build a building
• Such consecutive tasks should be scheduled
chronologically
• May appear like a staircase
 HOW TO PREPARE A GOOD WORK PLAN

Step 5: Assign responsible person(s)

for each activity
• Each task should have a
responsible person
• Check responsibilities against
timing so that there will not be
overlap
• Insert functional titles of
responsible persons
• Functions of responsible staff
should fit with their technical
expertise
HOW TO EFFECTIVELY USE YOUR WORK PLAN
• Using implementation/work plans
• Communicate your work plan to your
employees
• Monitor progress against your work
plan, and ask:
• Are all the steps in the plan being
followed?
• Are extra steps required that were
not planned for?
• Will extra steps require additional
resources?
• Were schedules realistic?
• Are changes required based on
concrete analysis?
 DEVELOP SCHEDULE

• Gantt Chart
• Network analysis
• Technique that generates the project schedule
• It identifies early and late start dates & early
and late finish dates, for uncompleted portions
of project schedule activities
 DEVELOP SCHEDULE

• Critical Path Method (CPM)

• A schedule network analysis technique
• This method determines:
• The amount of float, or schedule flexibility, for each of the network
paths by calculating the earliest start (ES), earliest finish (EF), latest
start (LS) and latest finish (LF) dates for each activity
• Determines schedule durations without regard to resource availability
• As such CPM is concerned more with meeting project timelines than
costs
• Early Start (ES), Late Start (LS), Early Finish (EF) and Late Finish
(LF) dates for all project activities without regard to resource
limitations
• This is done by performing a forward pass and a backward pass analysis
through all the paths of the schedule network
 5. DEVELOP SCHEDULE

• Critical Path Method (CPM)

• The critical path (CP) is the longest full path on
the project or the earliest time that the project can
finish
• Any project activity with a float time that equals
zero is considered a critical path activity
• Total float/slack time
• The amount of time an activity may be delayed from its ES
without delaying the project’s completion date
• i.e. Task A can be delayed 20 days without delaying the project’s
completion date. If the total float is 0, the path is called the
critical path and all the activities in that path are called critical
activities. The Float/slack of any activity on the critical path is 0!
DEVELOP SCHEDULE
• Finding the critical path
• First develop a good project network diagram, with good logic :
activity sequence and dependencies
• Add the durations for all activities on each path through the
project network diagram
• The longest path is the critical path

A B C
Start Finish
D E F
 DEVELOP SCHEDULE
• Forward pass through the network
• Determines the ES and EF dates for each activity.
– ES: The earliest an activity can start, based on the defined schedule
logic
– EF: The earliest an activity can finish, based on the defined schedule
logic

ES EF
D
LS LF

• The first node in a diagram normally has an ES start of 0. However, some

people use 1 as the ES. Both approaches produce the same result.
• Formula when ES = 1 on the first node: EF = ES + D -1 or ES = EF – D + 1
• Formula when ES = 0 on the first node: EF = ES + D or ES = EF – D
 DEVELOP SCHEDULE
• Backward pass through the network
• Determines the LS and the LF for each activity
• The starting point for the backward pass is the end date from the forward pass
– LS: The latest an activity can start, without delaying the project completion
date, based on the defined schedule logic
– LF: The latest an activity can finish, based on the defined schedule logic
– Starting on day 1 : LF = LS + D – 1 or LS= LF – D + 1
– Starting on day 0 : LF = LS + D or LS= LF – D
– Also:
• LF = Critical path (CP) – Total duration of all activities after it
• LS = CP – Total duration of all activities including the current activity

ES EF
D
LS LF
REVIEWINGANDAMENDINGYOUR WORK PLAN

• Amending of your work plan:

– Amend your work plan even if changes represent less than 10% of proposed
project budget!
– Amend using the cycle of the work plan
REVIEWING AND AMENDING YOUR WORK PLAN
• Based on lessons learned during
implementation, your work plan will require
periodic reviews:
• Meet with your team regularly and check
progress made against the plan
• Respond to the following key questions:
• Is the project on time, target, and budget?
• What important adjustments need to be made and
why?
• How will you monitor the impact of the new
adjustments?
• Remember also that your work plan is a living
document that will evolve at each level of the
review in advancing your program and improving
your services
REVIEWING AND AMENDING YOUR WORK PLAN
• Why should you amend your work plan?
• Monitoring activities might have increased
or decreased
• Scenarios added or changed
• Monitoring locations are changed
• Community outreach activities increased
or decreased
• Activities might not have been
accomplished on time, target and budget
• Check with your donor if any of the
proposed changes require prior approval
 EXERCISE
An irrigation rehabilitation project has the following nine activities with
their estimated time.
Activity in Question Immediate Duration
predecessors (weeks)
A. Field survey & design None 2
B. Repair of canal earth works A 12
C. Detailed design of drainage system A 9
D. Repair barrage A 12
E. Lay road foundation B 3
F. Build canal structures (including lining) B 5
G. Construction of drainage system C 12
H. Road paving E,F 1
I. Trial operations D,G,H 1

1. Draw a network diagram

2. Identify the critical path and the total project time
3. Calculate ES, EF, LS, LF
 THANK YOU!

ANY QUESTIONS?