Flashcards
Project Management in Development: Principles and Constraints
Flashcards do conjunto (50)
- 1Q1. What are the five principles of Project Management in Development?Project Management is Balanced! – Projects should be managed in a balanced way, applying equal rigor through all of the phases of the life of the project.
Project Management is Comprehensive! - Project management disciplines should be applied to manage consistently and deliberately all the work of the project through the entire life of the project.
Project Management is Integrated! - All aspects of project management should be aligned and coordinated as a means to ensure that all elements of project design, planning, monitoring and implementation run smoothly.
Project Management is Participatory! – Include a variety of stakeholders in the identification, design, planning, implementation and monitoring of the project helps to ensure transparency, improve quality, increase human capacity and strengthen buy-in at all levels.
Project Management is Iterative! – Revisit and repeat project management processes through the life of the project to confirm that the project designs, project pl - 2Q2. There are some characteristics that make managing projects in the development sector unique and, at times, especially challenging. Some of these unique characteristics include:1. Development projects are responsible not only for delivering tangible outputs, but also fordelivering less tangible outcomes related to promoting social change and/or behavior change.
2. Development projects are less likely to focus on delivering concrete products as the ultimate goal of the project. Instead, they consider these products as a means that leads to improvements in the well-being of the project’s target populations.
3. Development projects aim to address complex problems of poverty, inequality and injustice.
4. Development projects tend to operate in exceptionally challenging contexts (limited resources, high risks, complex procurement networks, unstable political/financial environments, unsafe conditions).
5. Project implementation is often managed through a complex array of stakeholder relationships (partner agencies, government ministries, community-based organizations, contractors, global consortia).
6. The project approach is often as important as the outcomes themselves (including a high priority placed on participation, rights-based approaches). - 3Q2. There are some characteristics that make managing projects in the development sector unique and, at times, especially challenging. Some of these unique characteristics include: (NASTAVAK)7. Transferring knowledge and learning to the target population is a priority during each and every phase of the project.
- 4Q3. What is a project?A project is a temporary endeavour undertaken to create a unique product, service, or result.
- 5Q3. What is the purpose of project management?The purpose of project management is to plan, organize and manage resources to bring about the successful completion of specific project goals, outcomes and outputs.
- 6Q4. What is the responsibility of project manager?Within the context of project management, the project manager is responsible for ensuring the overall success of the project.
And yet, while the project manager is responsible for project success, this does not mean, however, that the project manager is personally responsible for completing the project work. In fact, this is seldom the case in the development sector. Instead, the responsibility of the project manager is to work closely with an array of stakeholders to complete the work of the project. - 7Q4. What are three constraints for project managers?The job of the project manager is to ensure that the triple constraint triangle stays in balance. Each of the constraints is connected to the others. Whenever one of these constraints is restricted or extended, the other constraints will also need to be extended/increased or restricted/reduced.
- 8Q5. The project manager needs to understand the relationships and trade-offs that exist between each of the constraints. The three basic classifications for the constraints are:Inflexible – indicating that the constraint is critical and must be constrained
Adaptable – indicating that the constraint is negotiable, but should be optimized as much as possible
May concede – indicates a constraint where trade-offs can be made in order to manage the inflexible constraint or optimize the adaptable constraint - 9Q6. What is project management?Project management is the discipline of planning, organizing and managing resources to bring about the successful delivery of specific project goals, outcomes and outputs. The primary challenge of project management is to achieve all of the project’s goals, outcomes and outputs, while honoring the preconceived project constraints related to scope, budget, schedule and quality.
- 10Q7. What is program management?Program management is the process of managing a group of related projects in a coordinated way to obtain benefits and control not available through managing them individually. Programs, unlike projects, are often managed via centralized management which aims to coordinate a group of projects to achieve the program’s strategic objectives and benefits.
- 11Q8. Program management is especially important within the development sector because projects managed via a coordinated program have the potential to realize change (or benefits) that would be impossible if they were managed separately. Some areas of potential program alignment include:1. Geographic Area – Projects often work side by side in the same region or throughout the country, and one of the central concerns of a program manager will be how the resources of multiple projects working in the same geographic area can be leveraged to have a greater impact than each would have in isolation. Most frequently, programs work in a single country, although it is increasingly common to find programs that are multi-country or global in scope.
2. Sector Intervention Areas – While projects generally tend to work in a single sector within a shorter time frame, programs often encompass multiple sectors and work within a longer time frame.
3. Objectives – By coordinating the goals and objectives of multiple projects through a coordinated program, an organization has greater potential to achieve its higher level goals. - 12Q8. Program management is especially important within the development sector because projects managed via a coordinated program have the potential to realize change (or benefits) that would be impossible if they were managed separately. Some areas of potential program alignment include: (NASTAVAK)4. Funding – Often a single organization can manage multiple projects with funds from the same institutional donor. In this scenario, the opportunity exists to coordinate these projects within the context of a single program, which can result in economies of scale.
5. Target populations – Organizations often overlap between targeted populations for projects in different sector areas (health, water, education, etc.) Coordinating these projects through a program-based approach allows the organization to link them via common indicators, shared resources and processes that help the communities continuously assess whether organizations are conducting the “right” interventions.
6. Management – While the staff of individual projects will focus on implementing the activities that contribute directly to the outputs and outcomes within their scope, at the program level, managers will focus on the challenge of coordinating projects, best leveraging resources of multiple projects, and increasing the impact of the program. - 13Q9. What is portfolio management?Portfolio management oversees the performance of the organization’s collection of project and programs. Portfolios are generally managed by a senior team at the highest level of an organization or by a specific unit of an organization (regional office or headquarters). Portfolio management is not concerned with day-to-day project tasks;; but focuses instead on selecting, initiating and managing the overall collection of projects in a way that addresses the strategic objectives of the organization. Portfolio management often includes choosing which projects not to do, which to start earlier, or which to stop doing in order to optimize the strategic fit of the projects being undertaken to fulfill the organization’s mission.
- 14Q10. While multiple competency models exist for project managers, the PMD Pro model organizes project management competencies into four areas:1. Technical – these are often referred to collectively as the ‘science’ behind project management. Can the project manager identify, select and employ the right tools and processes to ensure project management success?
2. Leadership/Interpersonal – often referred to collectively as the ‘art’ of project management. For example, how does the project manager communicate, inspire, and resolve conflict?
3. Personal/Self-Management – the project manager's ability to self-manage. For example, can the project manager effectively prioritize, manage time and organize work?
4. Development Sector Specific – the ability to apply the technical, leadership/interpersonal and personal/self-management competencies in the context of development projects. For example, can the project manager identify, select and employ the right tools and processes that are unique and specific to the development sector? - 15Q11. What are the technical illustrative elements of project manager?1. Proactively manage scope
2. Comprehensively identify the activities required for project success
3. Manage the overall schedule to ensure work is on time
4. Define and collect metrics to measure project progress
5. Identify, track, manage and resolve project issues
6. Proactively disseminate project information to all stakeholders
7. Identify, manage and mitigate project risk
8. Establish logistics systems
9. Ensure that project deliverables are of acceptable quality - 16Q12. What are the leadership illustrative elements of project manager?1. Vision the ‘big picture’ of a project within an organization portfolio
2. Champion the project (promoting buy-in)
3. Communicate vision – setting reasonable, challenging expectations
4. Provide timely and helpful performance feedback to team members
5. Facilitate a productive team environment
6. Communicate proactively (verbal and written), including active listening
7. Motivate team members to willingly follow direction and achieve goals - 17Q13. What are the personal/self-management illustrative elements of project manager?1. Organizational skills
2. Attention to detail
3. Ability to multi-task
4. Logical thinking
5. Analytical thinking
6. Self-discipline
7. Time management - 18Q14. What are the development sector specific illustrative elements of project manager?1. Understand development sector values and paradigms
2. Understand the different stakeholders involved in development projects
3. Understand and navigate complex development environments
4. Work effectively with an array of implementing partners
5. Cope with the unique pressures of development environments
6. Exhibit cultural sensitivity - 19Q1. How does PMD Pro model of phases looks?
- 20Q2. What phases in project do we have?1. Project Identification and Design
2. Project Set Up
3. Planning
4. Implementation
5. End of Project Transition
6. Monitoring, Evaluation and Control - 21Q3. Describe the Project Identification and Design phase?Project Identification and Design - It is during this phase that the project teams define needs, explore opportunities, analyze the project environment, and design alternatives for project design. The decisions made during the Project Identification and Design Phase set the strategic and operational framework within which the project will subsequently operate.
- 22Q4. Describe the Project Set Up phase?Project Set Up - It is during this phase that the project is officially authorized and its overall parameters are defined and communicated to the main project stakeholders. It is also during this phase that the project team establishes the high-level project governance structure.
- 23Q5. Describe the Project Planning phase?Project Planning – Starting from the documents developed in earlier phases of the project, during the planning phase the team develops a comprehensive and detailed implementation plan that provides a model for all the work of the project. This plan is revisited throughout the life of the project and updated (if necessary) to reflect the changing contexts of the project.
- 24Q6. Describe the Project Implementation phase?Project Implementation – The daytoday work of project implementation is to lead and manage the application of the project implementation plan: Leading the team, dealing with issues, managing the project team and creatively integrating the different elements of the project plan.
- 25Q7. Describe the Project Transition phase?End of Project Transition – This phase includes implementing all the transition activities that need to occur at the end of a project, including (but not limited to) confirming the deliverables with beneficiaries, collecting lessons learned, and completing the administrative, financial and contractual closure activities.
- 26Q8. Describe the Project Monitoring, Evaluation and Control phase?Project Monitoring, Evaluation and Control – This phase extends through the entire life of the project and continually measures the project’s progress and identifies appropriate corrective actions in situations where the project’s performance deviates significantly from the plan.
- 27Q9. While there are a variety of activities that can be completed during this phase, in general terms the work completed during this phase can be rolled up into three overarching categories:1. Collecting data
2. Analyzing data
3. Identifying the project intervention logic - 28Q10. What are four categories of social needs in terms of collecting data?• Normative needs - compare the current situation to a set of professional or expert standards. Often, these needs are identified by a professional or expert – physicians, engineers, public health professionals, etc. For example, a sanitation expert might indicate that rates of fecal matter in household water are above the standard established by the ministry of health.
• Comparative needs – compare the current situation with the situation of others. One of the most common uses of this approach has been the comparison of people’s access to resources. This approach recognizes that need is a relative concept and so any debate about need must take place in the context of a comparison between people. For example, members of fishing cooperative may observe that the fish stocks are higher in a nearby town with sanitation facilities. - 29Q10. What are four categories of social needs in terms of collecting data? (NASTAVAK)• Felt needs – focus on the thoughts and dreams of the community itself. What the people themselves believe should be the priority. A felt need is likely to be subjective and could be better described as a ‘want’. Felt need is necessarily affected by the knowledge and expectations of the individual, which may be unrealistic and/or unaffordable. For example, mothers might express displeasure with the mess and sickly conditions that result from lack of hygienic sanitation – but might be unaware of alternatives that exist to change the current state.
• Expressed needs – are inferred by observation of the community’s actions. For example, if there are long waiting lists for a service, then there is an indication that the community prioritizes that need. At times, the expressed needs are consistent with what the community has expressed (their felt need). However, at times, these needs might not be concretely identified publicly (as a felt need) as a result of political/cultural pressures or because nobody has ever asked. - 30Q11. To fully understand the project context, the project team will need to collect data regarding a number of areas related to the project environment, including, but not limited to data related to:1. Project stakeholders
2. Community strengths, opportunities and vision
3. Successes and capacity
4. Biological/physical environment
5. Organizational networks
6. Infrastructure
7. Legal, policy and political institutions
8. Social and cultural conditions - 31Q12. What kind of data we have?Secondary and primary data
- 32Q13. What is secondary data?Secondary data – Information available through published and unpublished sources, including literature reviews, surveys, evaluations, assessments, reports from NGOs, UN agencies, international organizations and government offices. Secondary data can be very cost effective and should be the first sources accessed for assessment data. Unfortunately, access to secondary documents is often limited and care is needed when interpreting secondary data. Sometimes selective primary data collection will be necessary to verify the reliability and relevance of secondary data to the specific context, or to obtain deeper, more specific information.
- 33Q14. What is primary quantitative data?• Primary quantitative data – In situations where secondary sources do not provide sufficient assessment information, organizations can collect data via quantitative assessment approaches (surveys, questionnaires, tests, standardized observation instruments) that focus on information that can be counted and subjected to statistical analysis. The strengths of quantitative data collection methods include:
o Scalability - Processing results from a great number of subjects and permit a generalization of results
o Objectivity and accuracy of results - Less personal bias in the collection and interpretation of data
o Standardization – Data collectors use standard approaches whose results can be compared to other data. - 34Q15. What is primary qualitative data?• Primary qualitative data – In contrast to quantitative data approaches, qualitative approaches seek to capture participants’ experiences using words, pictures and objects (and even non-verbal cues provided by data providers). The strengths of qualitative data collection include:
o Depth and detail: Qualitative data often provides detailed descriptions of situations, providing the richness of context that is missing from quantitative data. If qualitative techniques are used alongside quantitative data collection, it can explain why a particular response was given.
o Creates openness: encouraging people to expand on their responses can open up new topic areas not initially considered.
o Simulates people's individual experiences: a detailed picture can be built up about why people act in certain ways and their feelings about these actions. - 35Q16. What is the purpose of data analysis?The purpose of data analysis is to order and organize the raw data so that useful information can be extracted from it. More specifically, development projects tend to focus on two broad categories of analysis:
1. Current State Analysis.
2. Future State Analysis. - 36Q17. What tools do we use to analyse current state?
- 37Q18. Future state analysis helps to develop a picture or description of where the project will lead:• What will be different in the future if this project is successful at meeting expectations?
• What will project beneficiaries be able to do that you can’t do now?
• What social change will be enabled? - 38Q19. During the future state analysis, development organization should consider three critical strategic questions:• Which elements will be included in the project intervention?
• Which elements will not be included in the scope of the project?
• What are the criteria which will be used to make these decisions? - 39Q20. What are the criteria to determine what is included in Project Intervention?
- 40Q20. What are the criteria to determine what is included in Project Intervention? (NASTAVAK)
- 41Q21. What is the Logical framework matrix?The logical framework matrix identifies and communicates the logical relationships in a project by tracking the vertical and horizontal reasoning that connects the levels of the matrix.
- 42Q22. The objectives of the Project Set Up Phase include:1. Establishing the Project Governance Structure.
2. Officially authorizing the start of the project.
3. Communicating the project launch. - 43Q23. In the context of project management, governance defines the management framework within which project decisions are made. A robust governance structure clarifies:Authority: Who has the power to make decisions and within what tolerance levels;
Accountability: Who is accountable for the success of the project? With no clear accountability for project success, there is no one moving agendas to resolve project issues. - 44Q24. Governance structures can take many forms. In its simplest form, a governance structure comprised of a single individual – the Project Sponsor – might be sufficient. In this scenario, the responsibility of the Project Sponsor would be to:1. Ensure organizational commitment and accountability for the project;
2. Decide on proposed project changes (scope, budget, calendar or others) that extend beyond the project manager’s agreed tolerances;
3. Oversee the project, providing resources, direction and insight as necessary;
4. Monitor the ongoing viability of the project, making decisions to terminate the project if necessary;
5. Support and advise the Project Manager on the management of the project, especially on issues that extend beyond the span of control of a project manager.
6. Advocate for necessary organizational support and resources for the project; and
7. Ensure that the organization “owns” the process and results of the project. - 45What is the size of the project board?Size There is no standard size for project boards. At minimum, there should be two people and it is common to find boards comprised of three, four or five representatives. As mentioned previously, smaller group size facilitates efficient collaboration and decision-making. However, it is often helpful to expand the size of the Board when stakeholder management is complex. For example, if there are multiple donors, multiple beneficiaries groups, or multiple organizations working on the same project
- 46What is the composition of the project board?• An Executive perspective - assessing whether the project is providing value as a whole, and providing the funding and resources necessary to obtain that value. There is only one representative with Executive Perspective on the Board.
• A Senior User perspective - establishing that the project is meeting the needs of the people who will be directly working with the project's outputs. There can be more than one representative with Senior User Perspective on the Board. Another alternative would be to establish a “senior user group” for the project, which in turn identifies a single representative on the board to represent the opinions of all group members. - 47What is the composition of the project board? (NASTAVAK)• A Senior Supplier perspective - providing confidence that the project's outputs (from which value will be derived) can be achieved with available resources, and at the required level of quality. There can be more than one representative with Senior Supplier Perspective on the Board. Another alternative would be to establish a “senior supplier group” for the project, which in turn identifies a single representative on the board to represent the opinions of all group members.
Each board member perspective reflects a different dimension of the project in terms of resources provided to the project; understanding of organizational, user, and developer needs (for decisionmaking on ongoing project viability); and weighing project results. Each has its own assessment of what "success" means and all perspectives when taken together define project success. - 48What are the responsibilities of the project board?Responsibilities Collectively, the Project Board owns the project and its responsibilities include:
1. Decide on proposed project changes (scope, budget, calendar or others) that extend beyond the project manager’s agreed tolerances;
2. Oversee the project, providing resources, direction and insight as necessary;
3. Monitor the ongoing viability of the project, making decisions to terminate the project if necessary;
4. Represent the interest of the perspective they represent;
5. Support and advise the Project Manager on the management of the project, especially on issues that extend beyond the span of control of a project manager; and
6. Advocate for necessary support and resources for the project. - 49Q26. The contents of the Project Charter can vary, but usually includes statements regarding the:1. Project Purpose – including a statement of the need the project will address.
2. Project Deliverables – articulating the scope of the project, including the project goal, outcomes, and major outputs.
3. High-level Project Estimates – including a high-level statement of:
3.1. The project activities;
3.2. The project schedule;
3.3. The project budget; and
3.4. A preliminary list of the roles and skills required to perform the necessary work.
4. Project Risks – identifying potential problems/risks that the project might encounter.
5. Project Tolerances – articulating project tolerances regarding project deliverables, schedule, cost and risk.
6. Project Change Control – establishing an exception handling process for when the project exceeds a tolerance in any of these areas. - 50—
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- Business/Economics FlashCards sobre Sem título, criado por Muamer Pekmez em 02-10-2018.
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