Constraints in the Law on Scope of PPP Projects

aspects of the existing legal environment of the host country that would limit the scope of the project.

The following illustrate some of these limitations:

● limitations on the power to delegate public services
● limitations on tariff increases
● restrictions on disconnection of consumers who fail to pay their bills
● vesting rights in public land/assets
● limitations on granting security over assets

CROSS CULTURAL DIFFERENCES AND THEIR IMPLICATIONS FOR MANAGING

INTERNATIONAL PROJECTS:

socio-cultural dimensions

1. Relations between people.

2. Motivational orientation
3. Attitudes toward time.

cultural
1. Power distance
2. Uncertainty avoidance
3. Individualism, versus its opposite, collectivism,
4. Masculinity versus its opposite, femininity
5. Long-term versus short-term orientation

➔ Global project management can succeed through effective leadership, cross-cultural

communication, and mutual respect. Without them, it is destined to fail.

➔ International projects that use effective cross-cultural teams can provide a source of experience
and innovative thinking to enhance the competitive position of their companies, and to resolve
potential communication barriers.

➔ Multi-cultural projects are becoming the norm. More and more projects are being executed
successfully using multicultural teams.

➔ To achieve project goals and avoid potential risks, project managers should be culturally sensitive
and promote creativity and motivation through flexible leadership.

Leading effective project teams:

 ● Team building

● Goals
● Psychological Safety
● Roles & Responsibilities
● Leadership
● Communication
● Team Emotional Intelligence
● Processes & Templates

project execution strategies to keep projects running efficiently and on schedule:

1. Define specific and measurable objectives.

● the timeline for the project.
● The staff and infrastructure resources necessary to complete the project.
● The cost of the project.
● The metrics for success for participants and organizational leadership

2. Plan for the unexpected.

3. Measure progress through project waypoints.
components of competency model
 ● A competency model is a collection of competencies that together define
successful performance in a particular work setting.
● Competency models are the foundation for important human resource
functions—e.g., recruitment and hiring, training and development, and
performance management.
● they specify what is essential to select for or to train and develop.
● Competency models can be developed for specific jobs, job groups,
organizations, occupations, or industries.

Elements of a Competency Model

Project cost management

Project Cost Management (PCM) is a method that uses technology to measure cost and
productivity through the full life cycle of enterprise level projects.
PCM encompasses several specific functions of project management including:
● Estimating,
● job controls,
● field data collection,
● scheduling,
● accounting and
● design.
PCM main goal is to complete a project within an approved budget

➔ It is used during the Planning and Monitoring & Controlling Process Groups.
➔ Important concepts include profits and profit margins, life cycle costing, cash flow analysis,
sunk cost, and learning curve theory.

the different steps or processes in Project Cost Management

Step 1: Resource planning

In the initial phase of a project the required resources to complete the project activities need to be

defined. Work Breakdown Structures (WBS) and historical information of comparable projects can be

used to define which physical resources are needed.Once the resource types and quantities are known

the associated costs can be determined.

Step 2: Cost estimating

Several cost estimating methods can be applied to predict how much it will cost to perform the project

activities. Another option is to use parametric models in which the project characteristics are

mathematically represented. Estimates can be refined when more information becomes available during

the course of a project.

Step 3: Cost budgeting

The cost estimate forms together with a project schedule the input for cost budgeting. The budget gives

an overview of the periodic and total costs of the project. The cost estimates define the cost of each work

package or activity, whereas the budget allocates the costs over the time period when the cost will be

incurred. A cost baseline is an approved time-phased budget that is used as a starting point to measure

actual performance progress.

Step 4: Cost control

Cost control is concerned with measuring variances from the cost baseline and taking effective corrective

action to achieve minimum costs. Procedures are applied to monitor expenditures and performance
against the progress of a project. All changes to the cost baseline need to be recorded and the expected

final total costs are continuously forecasted. When actual cost information becomes available an

important part of cost control is to explain what is causing the variance from the cost baseline. Based on

this analysis, corrective action might be required to avoid cost overruns.

RISK MANAGEMENT

➔ Project risk management is the process of identifying, analyzing and then responding to any risk
that arises over the life cycle of a project to help the project remain on track and meet its goal.

➔ Managing risk isn’t reactive only, it should be part of the planning process to figure out risk that

might happen in the project and how to control that risk if it in fact occurs.

➔ risk management, then, is the process of identifying, categorizing, prioritizing and planning for

risks before they become issues.

➔ On large-scale projects, risk management strategies might include extensive detailed planning for

each risk to ensure mitigation strategies are in place if issues arise.

➔ For smaller projects, risk management might mean a simple, prioritized list of high, medium and

low priority risks.

➔ Risk can be either positive or negative, though most people assume risks are inherently the latter.

➔ Where negative risk implies something unwanted that has the potential to irreparably damage a

project, positive risks are opportunities that can affect the project in beneficial ways.

Project Quality Management

Project quality management is all of the processes and activities needed to determine and achieve
project quality.
➔ At its most basic level, quality means meeting the needs of customers. This is also known as
"fit for use."
➔ The main principle of project quality management is to ensure the project will meet or exceed
stakeholder’s needs and expectations.

Project management consists of four main processes:

 ● Quality Definition: The first step on the quality management is to define quality, the project
manager and the team must identify what quality standards will be used in the project, it will look
at what the donor, beneficiaries, the organization and other key stakeholders to come up with a
good definition of quality.
➔ Functionality
➔ Performance
➔ Reliability
➔ Relevance
➔ Timeliness
➔ Suitability
➔ Consistency
➔ Completeness

● Quality Assurance: Assurance is the activity of providing evidence to create confidence among
all stakeholders that the quality-related activities are being performed effectively; and that all
planned actions are being done to provide adequate confidence that a product or service will
satisfy the stated requirements for quality.
➔ Quality Audits
➔ The PDCA Cycle

● Quality Control : Quality control is the use of techniques and activities that compare actual
quality performance with goals and define appropriate action in response to a shortfall. It is the
process that monitors specific project results to determine if they comply with relevant standards
and identifies different approaches to eliminate the causes for the unsatisfactory performance.
➔ Acceptance
➔ Rework
➔ Adjustments
➔ QC Tools

● Quality Improvements: It is the systematic approach to the processes of work that looks to
remove waste, loss, rework, frustration, etc. in order to make the processes of work more
effective, efficient, and appropriate.
➔ four steps in quality improvement:
1. Identify
2. Analyse
3. Develop
4. Test
As the project manager, there are three key quality management concepts that will help you deliver a
high quality project...
● Customer Satisfaction
● Prevention over Inspection
➔ The cost of preventing mistakes is usually much less than the cost of correcting them.
 ➔
● Continuous Improvement

Project Quality Management has three key processes

1. Plan Quality involves identifying the quality requirements for both the project and the product and

documenting how the project can show it is meeting the quality requirements. The outputs of this

process include a Quality Management Plan, quality metrics, quality checklists and a Process

Improvement Plan.

2. Quality Assurance is used to verify that the project processes are sufficient so that if they are

being adhered to the project deliverables will be of good quality.Process checklists and project

audits are two methods used for project quality assurance.

3. Quality Control verifies that the product meets the quality requirements. Peer reviews and

testing are two methods used to perform quality control. The results will determine if corrective

action is needed.