PROJECT ENGINEERING

DEFINITION OF A PROJECT
A project is a temporary endeavor undertaken to create a unique product, service or result.
Temporary means that every project has a definite beginning and a definite end. A project
creates unique deliverables which are products, services or results. A project is a temporary
endeavor undertaken to create a unique product, service or result. Temporary means that
every project has a definite beginning and a definite end. A project creates unique
deliverables which are products, services or results.
It is important to distinguish a project from a program. In contrast to a project, which has
a defined beginning and end, a program is an ongoing operation. A project serves to develop,
modify, or enhance a product, service, or system and is constrained by the relationships
among scope, resources, and time. Programs, on the other hand, encompass the missions,
functions, operations, activities, laws, rules, and regulations that an agency is authorized and
funded by statute to administer and enforce. Programs normally provide products and/or
services to the public.
Objectives
 To explain the main tasks undertaken by project managers
 To introduce software project management and to describe its distinctive characteristics
 To discuss project planning and the planning process
 To show how graphical schedule representations are used by project management
 To discuss the notion of risks and the risk management process
Project staffing
 May not be possible to appoint the ideal people to work on a project
 Project budget may not allow for the use of highly-paid staff;
 Staff with the appropriate experience may not be available;
 An organisation may wish to develop employee skills on a software project.
 Managers have to work within these constraints especially when there are shortages of
trained staff.
Project Characteristics
 It has a specific objective
 It has a specific time constraint
 It has a specific cost constraint
 It consumes resources

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  It is unique in nature
 It is often carried out to provide a new facility for a client
 It is associated with change and therefore carry considerable risk
Types of Projects
Investment projects
Customer ordered projects
R & D projects
Construction projects
IT projects
Service projects
PROJECT EXAMPLES
 Performing a heart transplant
 Producing a film
 Running a political campaign
 Launching a satellite
 Developing a new product or service
 Developing and marketing a new medicine
 Implementing a change in an organization
 Designing a new transportation system
 Constructing a building facility, highway, railways
 Manufacturing a new piece of machinery
 Developing business procedure or process
 Replacing an old manufacturing process by a new one
 Increasing production capacity by addition of new manufacturing processes
 Building a new manufacturing unit like an integrated steel plant
The purpose of a project
 A business purpose, for example to increase profitability, efficiency, turnover or
employment;
 A social purpose, for example to achieve relaxation or enjoyment, or to raise funds for a
worthy cause;
 A humanitarian purpose, for example to provide disaster relief.

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 Project Management
Project Management reflects a commitment of resources and people to a typically important
activity for a relatively short time frame, after which the management effort is dissolved.
Project management is the application of knowledge, skills, tools, and techniques to project
activities in order to meet or exceed stakeholder needs and expectations from a project.
Meeting or exceeding stakeholder needs and expectations invariably involves balancing
competing demands among:
 Scope, time, cost, and quality
 Stakeholders with differing needs and expectations
 Identified needs and unidentified expectations - “client relations challenge”
What is a project plan?
The aim of a project plan is to go through, document and agree upon important issues that
define the work in the project.
 Probably the most time-consuming project management activity.
 Continuous activity from initial concept through
to system delivery. Plans must be regularly revised as new information becomes available.
 Various different types of plan may be developed to support the main software project
plan that is concerned with schedule and budget.
Types of project plan

Plan Description
Quality plan Describes the quality procedures and standards that will be
used in a project. See Chapter 27.
Validation plan Describes the approach, resources and schedule used for
system validation. See Chapter 22.
Configuration Describes the configuration management procedures and
management plan structures to be used. See Chapter 29.
Maintenance plan Predicts the maintenance requirements of the system,
maintenance costs and effort required. See Chapter 21.
Staff development Describes how the skills and experience of the project team
plan. members will be developed. See Chapter 25.

Purpose of planning
to achieve the predetermined intentions
 adequate time allowed for each stage;
 all activities commence at the appropriate time;

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  in the shortest possible time;
 to planned cost;
 in accordance with the design specifications;
 with adequate resources available at the right moment;
 in accordance with relevant mandatory requirements;
 allowance for adjustment in the course of works to cope with unavoidable changes.
Project Planning
1. Determining objectives
2. Defining the project
3. Determining activity requirements
4. Organizing teams
Project Scheduling
1. Assigning resources to activities
2. Arranging relations between activities
3. Updating and revising on regular basis
Project Controlling
1. Monitoring resources, costs, quality, and budgets
2. Revising and changing plans
3. Shifting resources to meet demands
What do we mean by project “programming”?
 The process by which projects are put into a “Program”, that is a “funding
program”, or a “capital program”.
 Programming definition: Programming is the process of matching and
prioritizing proposed projects with available funds to accomplish agreed upon,
stated needs and documenting those decisions in an open environment.
 Once in a Transportation Improvement Program, the project has committed
funding and an estimated timeframe for implementation.
 Projects are usually programmed by phase
Causes of Project Failure
• Failure to establish upper-management commitment to the project
• Lack of organization‟s commitment to the system development methodology
• Taking shortcuts through or around the system development methodology
• Poor expectations management

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• Premature commitment to a fixed budget and schedule
• Poor estimating techniques
• Over optimism
• The mythical man-month (Brooks, 1975)
• Inadequate people management skills
• Failure to adapt to business change
• Insufficient resources
• Failure to “manage to the plan”
Why Projects Succeed!
 Project Sponsorship at executive level
 Good project charter
 Strong project management
 The right mix of team players
 Good decision making structure
 Good communication
 Team members are working toward common goals
Decision Making
 Avoid consensus abuse
 Consensus may be desired, but is not required
 Lack of consensus does not mean no decision
 Projects force decisions by leaders
 Clarify who makes what decisions
 Establish structure for rapid decision making
 Communicate decisions
 Log/track decisions for future reference
 While everyone may not agree with all decisions, it‟s important that team members agree
to support the decisions
 Get buy-in from sponsor and administrators preventing „end arounds.‟
KNOWLEDGE AREAS
 Scope Management
 Time Management
 Cost Management
 Quality Management

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  Human Resources Management
 Communications Management
 Risk Management
 Procurement Management
 Integration Management
Turn Key Project
In Turnkey project, the total project may be broken into individual units/ packages especially
when the project is large. Each contractor is responsible for complete execution of specific
unit of the project. The contractor‟s scope includes process design, basic engineering,
detailed engineering, procurement, construction, commissioning and performance guarantees.
The contractor is solely responsible with the single point responsibility for complete
execution and performance of specific unit of the project.

Turn Key Project – Key Elements

Provide coordinated services for:
 Building, cleanroom & facilities
 Emerging markets often require retrofits or upgrades of existing
manufacturing facilities
 Technology support
 Due diligence
 Facilities integration
 Potential equipment scope (new/pre-owned)
 Equipment definition/specification & procurement
 Refurbishment
 Logistics & Hook-up
 Equipment installation & start-up, FAT
 Warranty support
Turn Key Project – Motivation
 To serve emerging market requirements
 To extend the Scope of Services
 To provide more added-value for the customer:
 Single point responsibility
 Interfacing / integration optimized

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  Logistics synergies
 Enabler for technology transfer
 Experienced resource pooling
 Staff augmentation
 Rapid knowledge transfer
Projects versus Production
Projects:
 One-off: single cycle
 Often new methods/products/materials
 Limited time for tinkering
 Definite goals
Production:
 Routine: repetitive cycles
 Known methods/products/materials
 Continual improvement
 Goal=cost-effective, predictable production

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 Project Constraints
 Financial – the amount and timing of release of capital to the project, and the revenue or
other benefit it should generate;
 Legal-this may not be explicitly stated but there will be legal constraints, e.g. a building
may not be constructed unless the planning permission for it has been obtained;
 Ethical –Consumers are becoming as concerned about the ethical behavior of the
companies they buy from as they are about the environmental friendliness of the
products they buy. While this is at present limited to certain sectors of the community,
the need to behave in an ethical manner as well as being seen to behave ethically is a
factor in the way that projects are managed;
 Environmental – the deluge of environmental legislation that has been generated by the
European Union has changed the role of environmental control from a subsidiary issue
to one which is at the forefront of management thinking;
 Logic constraints- the need for certain activities to have been completed before a project
can start;
 Activation-action to show when a project or activity can start;
 Time-the biggest constraint for most projects;
 Quality- the standards by which both the product (the output of the process) and the
process itself will be judged;
 Indirect effects-it is practically impossible for any change to take place in isolation.
There will be ripple effects which will need to be taken into account at the outset. The
output of the project will be in the form of:
 converted information, e.g. a set of specifications for a new product
 a tangible product, e.g. a building
 Changed people, e.g. through a training project, the participants have received
new knowledge and so are part of the transformation process as well as being
a product of it.
Mega Infrastructural Projects in India

Sea-Ports Project:
This project of upgrading existing ports along the gigantic Coastline of the country will be an
invitation to traders from all over the world in all Directions, hence the project is called as
Neck less Project. The total outlay of project of about 60000 crores rupees. This project is
also expected to relieve the pressure on the rail, road and air traffic systems, by allowing the

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Ship and ferry services throughout the coastline. It includes improvement of harbor structures,
developing advanced navigational inventory systems for small and large structures and
adding a few smaller ports for linkage.
Air-Taxi project:
This is another Mega-Project which will enhance air connectivity between various places in
the country. The project entails enhancement of existing airports to higher standards and
capacity, and addition of new airports at critical locations will lead to more hubs for traffic
exchange in contrast to only Metro cities. It will lead to dropping Down of air tariff cost to
70-80% of current charges. The financial outlay for this project is expected to exceed some of
the ongoing Mega Projects in country.
Metro Rail Project:

Giant Tunnel Boring Machines used in underground tunneling work in the Delhi
PROJECT SELECTION CRITERIA

 Strategic Fit - - - - - - - - - - > us, partners, funders, government

• Capability - - - - - - - - - - - -> us, partners, local
• Market Acceptability - - - - > demand, public acceptance, competition
• Finances - - - - - - - - - - - - > funding sources, short- & long-term viability
• Innovation - - - - - - - - - - -> unique, progressing technology
• Enthusiasm - - - - - - - - - -> who really wants to do it
Strategic fit. . . .
How does the project fit with each stake holder‟s strategy?
How does the project fit with potential funder‟s strategy?
How does the project fit with government strategy?

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Does the project help strategy to push out strategic boundaries?
Is the project a step change in strategy?
The closer the strategic fit the more likely a project is to be supported and hence
improve chances of success.
Capability. . . .
How does the project fit with stake holder‟s capabilities?
How does the project fit with local capabilities and skills?
What are the capability gaps?
How can these capability gaps be adequately filled?
The closer the project is to the capability profile the more likely it is to succeed.
Market Acceptability. . . .
What is the market demand for the project now / in future?
What is the public acceptance of the project?
What competition exists?
What are the commercial, economic, environmental, social and security of supply risks /
benefits of the project.
Do these risks / benefits change with market changes?
What further development opportunities arise from the project?
Market acceptance = greater chance of success

Finances. . . .
How much will the project cost?
How much of this is met from the partners (what balance)?
What other funding sources exist & how likely are they to contribute?
What is the long-term commercial viability of the project?
What are the plans for financing to commercialization or to the next stage of the innovation
chain?
What are the risks to the project if (some) funding sources withdraw?
Funding should be seen as a pump primer. Longer term financial viability
must also be considered.
Innovation. . . .
How is this project innovative (pushing the boundaries)?
Is the project unique?
If so what are the associated risks?

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What IP protection issues are there?
If not unique, how does it take hydrogen energy forward?
What other technology risks are associated with the project?
How does the technology contribute to Welsh (UK) industry & knowledge base?
Innovation may attract funding, but carries risks that should have controls
in place. Funders will often demand this.
Enthusiasm. . . .
How enthusiastic are we about this project?
How enthusiastic are other stakeholders (partners, funders, govt. public)?
Is enthusiasm matched with capability?
How sustainable is the enthusiasm?
What barriers to enthusiasm exist?
Is enthusiasm matched with permission?
Enthusiasm is often overlooked, yet a critical factor in the success of new
ventures or innovative projects.
PROJECT MANAGER : RESPONSIBILITIES

 Requirement Analysis, Planning and budgeting

 Decision Making
 Standardizing procedures, Project workplan and allocation of resources
 Coordination with clients, vendors, team
 Operational efficiency, Quality control and Change Management
 Setting the work culture
 Team Building – Inspiring, motivating, rewarding, guiding the team, taking care of their
growth in organization and maintaining good team environment
 Anticipating potential threats – Risk management
 Resilience - Dealing with internal and external pressure
 Balancing between organizational goals, employee and client satisfaction
 Status Reports
 Team Meetings, Review Meetings and Look Ahead Meetings (LAM)
 Getting approvals and feedback on deliverables
 Negotiations
 Recruitment
 Keeping up with the new technology

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 PROJECT MANAGER : QUALITIES

 Vision
 Innovation
 Direction and leadership
 Technical expertise and People Management Skills
 Effective communication
 Trust, respect, credibility
 Cross-functional cooperation
 Negotiation and Conflict Resolution skills

PROJECT MANAGER : CHALLENGES

 Management of team dynamics

 Management of client relationships
 Long working hours
 High stress work environment
 Ethical dilemmas
 Impact on personal life

PROJECT MANAGEMENT STRUCTURE

ORGANISATION: STRUCTURE
Objectives:
 Understand the various organizational structures for project management
 Understand how to choose the most appropriate structure
 Understand the role of corporate culture in project management
Challenges to organize projects:
 The uniqueness and short-term duration of projects relative to the ongoing longer-
term organizational goals
 The multi-disciplinary and cross-functional nature of projects creates authority and
responsibility dilemmas choosing an appropriate project management structure
 The best system balances the needs of the project with the needs of the organization

CHOOSING THE APPROPRIATE STRUCTURE

Project Considerations:
 Size of the project
 Strategic importance
 Novelty and need for innovation
 Need for integration (number of departments involved)

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 Environmental complexity (external interfaces)
 Budget and time constraints
 Stability of resource requirements.
MATRIX STRUCTURE
 High degree of co-ordination
 Flexibility
 Less work load on top management
but…
 Unclear authority
 Internal conflicts and fight for power
 Difficult to reach decisions

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14
 PROJECT COMMISSIONING
What is Project Commissioning?
A systematic process to document, test and verify that the project design, installation,
operating and maintenance procedures meet the owner‟s needs.
Questions That Commissioning Answers
Is the project design adequate for the required task?
Was the specified equipment installed properly?
Does the control system operate as intended?
• Are sensors and other control hardware properly calibrated?
• Are control set-points appropriate for the zone?
• Does equipment respond to control signals properly?
Benefits of Commissioning
 Helps owners achieve guaranteed savings
 Extends equipment life
 Contributes to a healthy building by improving indoor air quality
 Results in proper quantities of air and water delivered to heating and cooling equipment
for optimum savings, operation, control and comfort
 Verifies controls calibration and measures accuracy so that individual system components
will work together as a “tuned” system to maximize savings
 Ensures complete and orderly systems documentation, by recording the correct start-up,
shutdown, seasonal change over, and adjustment procedures
 Identifies aspects of a system‟s design or installation that cause unsatisfactory savings
performance
 Helps train building operators to understand system capabilities, limitations, operating
characteristics and procedures
 Provides the documentation for a self sustaining training program for new personnel, thus
reducing the savings risks that result from staff turnover
Frequency of Commissioning Benefits
 Improve system performance 95%
 Avoid unnecessary capital costs 90%
 Reduce operating costs 80%
Overview of Commissioning Process
 Develop a commissioning plan
 Identify equipment that requires commissioning
 Identify specific test procedures
 Develop pre-commissioning checklists
 Conduct functional performance testing

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 Report commissioning results
Project Commissioning Time Allocation
 Design review 10%
 Installation inspection 20%
 Performance verification 35%
 Validating appropriateness of corrective actions 25%
 Operation and maintenance training 10%
Elements of a Commissioning Plan
 Scope or level of commissioning
 Commissioning schedule
 Team member responsibilities
 Communication, reporting and management protocols
 Documentation requirements
 Detailed scope of testing
 Detailed scope of monitoring
 Recommended training format
Technologies That Require Commissioning
 Lighting control (day lighting, occupancy sensors)
 Energy management control systems/strategies
 Pneumatic equipment
 HVAC equipment
 Central power plants
 Thermal energy storage
 Controls for cogeneration turbines
 Fume hoods
 Variable air volume/variable frequency drives
What is a Feasibility Study?
 A feasibility study is an analysis of the viability of an idea through a disciplined and
documented process of thinking through the idea from its logical beginning to its logical
end.
 A feasibility study provides an Investigating function that helps answer “Should we
proceed with the proposed project idea? Is it a viable business venture?”
 A feasibility study should be conducted to determine the viability of an idea BEFORE
proceeding with the development of a business.

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 Why do a Feasibility Study?
 Provide a thorough examination of all issues and assessment of probability of business
success
 Give focus to the project and outline alternatives
 Narrow business alternatives
 Surface new opportunities through the investigative process
 Identify reasons NOT to proceed
 Enhance the probability of success by addressing and mitigating factors early on that
could affect the project
 Provide quality information for decision making
 Help to increase investment in the company
 Provide documentation that the business venture was thoroughly investigated
 Help in securing funding from lending institutions and other monetary sources
The feasibility study phase

 Objectives of a feasibility study:

 To find out if an system development project can be done:
- ...is it possible?
- ...is it justified?
 To suggest possible alternative solutions
 To provide management with enough information to know:
- Whether the project can be done
- Whether the final product will benefit its intended users
- What the alternatives are
- Whether there is a preferred alternative
 A feasibility study is a management-oriented activity
 After a feasibility study, management makes a “go/no-go” decision.
 Need to examine the problem in the context of broader business strategy
Four types of feasibility
 Technical feasibility
 Is the project possible with current technology?
- How much technical risk is there?
 Does the technology exist at all?
- Is it available locally?

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 - Can it be obtained?
- Will it be compatible with other systems?
 Economic feasibility
 Is the project possible, given resource constraints?
 What benefits will result from the system?
- Both tangible and intangible benefits
- Quantify them!
 What are the development and operational costs?
 Are the benefits worth the costs?
 Schedule feasibility
 Is it possible to build a solution in time to be useful?
 Operational feasibility
 Urgency of the problem and the acceptability of any solution:
- If the system is developed, will it be used?
 Human and social issues…
- Manager resistance?
- Organizational conflicts and policies?
- Social acceptability?
- Legal aspects and government regulations?
Technical feasibility
 Is the proposed technology or solution practical?
 Do we currently possess the necessary technology?
 Do we possess the necessary technical expertise, and is the schedule reasonable?
 Is relevant technology mature enough to be easily applied to our problem?
 What kinds of technology will we need?
 Some organizations like to use state-of-the-art technology …but most prefer to
use mature and proven technology
 A mature technology has a larger customer base for obtaining advice concerning
problems and improvements
 Is the required technology available “in house”?
 If the technology is available …does it have the capacity to handle the solution?
 If the technology is not available …can it be acquired?

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 Economic feasibility
 Cost-benefit analysis
 Purpose - answer questions such as:
- Is the project justified (i.e. will benefits outweigh costs)?
- Can the project be done, within given cost constraints?
- What is the minimal cost to attain a certain system?
- Which alternative offers the best return on investment?
 Selection among alternative financing arrangements (rent/lease/purchase)
 Difficulties
- benefits and costs can both be intangible, hidden and/or hard to estimate
- ranking multi-criteria alternatives
Schedule feasibility
 How long will it take to get the technical expertise?
 We may have the technology, but that doesn't mean we have the skills required to
properly apply that technology
 May need to hire new people or re-train existing systems staff
 Whether hiring or training, it will impact the schedule
 Assess the schedule risk:
 Given our technical expertise, are the project deadlines reasonable?
 If there are specific deadlines, are they mandatory or desirable?
 If the deadlines are not mandatory, the analyst can propose several alternative
schedules
 What are the real constraints on project deadlines?
 If the project overruns, what are the consequences?
- Deliver a properly functioning information system two months late…
- …or deliver an error-prone, useless information system on time?
 Missed schedules are bad, but inadequate systems are worse!
Operational feasibility
 How do end-users and managers feel about…
 …the problem you identified?
 …the alternative solutions you are exploring?
 You must evaluate:
 Not just whether a system can work…

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  … but also whether a system will work
 Any solution might meet with resistance:
 Does management support the project?
 How do the end users feel about their role in the new system?
Which users or managers may resist (or not use) the system?
- People tend to resist change.
- Can this problem be overcome? If so, how?
How will the working environment of the end users change?
Can or will end users and management adapt to the change?
Comparing alternatives with the feasibility analysis matrix
In a feasibility analysis matrix, the columns correspond to the candidate solutions; Rows
correspond to the feasibility criteria; Cells contain the feasibility assessment notes for each
candidate. Each row can be assigned a rank or score for each criterion (e.g., for operational
feasibility, candidates can be ranked 1, 2, 3, etc.);
After ranking or scoring all candidates on each criterion, a final ranking or score is recorded
in the last row.

What is a Resource?
A resource is any entity that contributes to the accomplishment of project activities
– Personnel
– Equipment
– Contractors
– Space
– Materials
Resource Planning
Resource planning is the process of making sure resources are available as required to
execute the project according to schedule. Questions to ask:

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– What type of resource is required?
– How much resource is required?
– When and how long is the resource needed?
– Where is the resource required?
Resource Loading
Resource loading involves specifying the types and quantities of resources required to
complete each activity in a project. Note that resources are loaded not at the project level, but
at the activity level. Resources can be identified
 By name (if you have individual professionals with unique skills, this is a reasonable
approach)
 By generic type (e.g., system analysts)
How Do We Quantify Resources Used?
 One way is to use some measure of resource usage:
 Programmer days
 Staff hours
 Equipment hours
Another way is to indicate the number of units of resource assigned
 Programmers
 Workstations
Scheduling Resources
A resource requirements list can be constructed by listing each activity and the resources that
will be required. Required resources are then mapped to the activity plan to assess the
distribution of resources required over the duration of the project.
Resource Leveling
Scheduling resources by earliest possible start date often leads to an uneven resource profile
that is more likely to call for levels of resource beyond those available. By adjusting the start
date of some activities and splitting others, we can achieve a more level resource profile,
reducing the maximum level of demand for limited resources. Allocating a resource to one
activity limits the flexibility for resource allocation and scheduling of other activities.
Resources should be allocated to activities in some rational order. The priority must always
be to allocate resources to critical path activities and then to those activities that are most
likely to affect others. In this way, lower priority activities are made to fit around the more
critical, already scheduled activities.
Project evaluation plan
Background
To develop an understanding of the implications of the use of web-based lecture recording
technologies, for the design and delivery of curricula, good teaching and high quality learning
in higher education.
The project aims to identify:
 how web-based lecture recording technology is being integrated into the curriculum,
its role and relationship with other elements within the curriculum;
 how the technology can effectively support learning and teaching in different contexts,
taking into account disciplinary differences, student diversity, specific teaching aims
and learning outcomes; and
The educational implications of its use for:
 the design and delivery of curricula
 academics and their teaching
 students, their learning and the establishment of effective learning environments
 professional development of academic staff
 academic policies and practices.

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Part of the funding requirement is the undertaking of an external evaluation to:
 monitor project processes and analyze critical success factors and factors that
impeded success;
 assess the achievement and potential scalability and sustainability of project outcomes.
Methodology
The Project Evaluation will use both process and outcomes based approaches, which examine
both the project‟s development processes and whether or not project outcomes have been
achieved. It will specifically examine project management, communication and dissemination
strategies and will review project outcomes within the overarching framework of the stated
values of the Institute for Learning and Teaching in Higher Education.
To achieve this, the evaluation will monitor and review progress in relation to processes and
outcomes at pivotal stages of the Project against the stated Project Plan. The evaluation will
contribute to the communication of the results of the Project‟s work to others, which will help
contribute to the larger body of knowledge about work in the area of the Project.
The effectiveness of the Project will be evaluated using a staged approach. Stage 1 and Stage
2 will examine progress in implementing Project activities and achieving Project outputs
against the Project Plan for activities identified for each Stage. An outcomes evaluation at
each stage will look at whether or not the Project outcomes are being achieved and whether
there is a need to modify the Project Plan.
The Final Stage will be a summative evaluation which will report on the critical success
factors, factors that impeded success and the potential scalability and sustainability of Project
outcomes. It will report on the overall outcomes of the Project within the framework of the
values of inclusiveness, long-term change, diversity, collaboration and excellence.
Project Evaluation Stages
Stage 1 – Project Goal Statement:
To evaluate whether the project has captured the diversity of student and staff experiences in
the use of technologies in order to identify and categories the issues and usage patterns that
are emerging across participating universities.
The process evaluation at this stage will examine progress in implementing Project
activities and achieving Project outputs against the Project Plan for activities identified in
Stage 1. A review of project processes and self-reflection exercise with institutional
coordinators/project manager/research assistant to further identify benefits, risks and
constraints will be undertaken.
The outcomes evaluation at this stage will look at whether or not the Project outcomes are
being achieved and whether there is a need to modify the Project Plan.
Process Evaluation Questions
 Is the Project proceeding according to the timeline in the stated plan? If not, why not?
 Are the project processes leading to effective outputs? Eg, communication, project
management, Reference Group
 Is the collaboration between the 4 participating Universities working effectively?
 Are identified stakeholders being kept updated on progress?
Outcomes Evaluation Questions
 Have adequate numbers and teaching and learning characteristics been included in the
student and staff samples? (For example gender, age, discipline, enrolment status,
employment status.) Does more data need to be collected?
 Have the survey results identified usage patterns and the teaching and learning
contexts of students?
 Have the survey results been able to identify the uses students are making of the
technology to support their learning?
 Have a variety of teaching issues and strategies been identified?

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  Is the survey data able to identify changes taking place in the learning environment
from a teaching and student learning perspective? If not, why not?
 Have issues relating to the changing role and place of lectures within the curriculum
been identified for further investigation.
 Have issues relating to the impact of the technology on lecturing styles and lecture-
room dynamics been identified.
Summative Process Evaluation Questions
 Did the Project proceed according to the timeline in the stated plan?
 Was there evidence of flexible planning strategies during the project to accommodate
issues as they emerged?‟
 Have the issues identified from the interim report/s been addressed?
 What are the critical success factors?
 What are the factors that impeded success?
 Did the communication processes work?
 Was the collaboration between the different Universities effective?
 Did the Reference Group make an adequate contribution?
 Were the identified stakeholders kept updated on progress?
Summative Outcome Evaluation Questions
 Are plans in place for the outcomes to be disseminated to the sector (journal and
conference papers, formal reports and materials made available. University‟s
professional development web site)?
 Do dissemination plans have the potential to enable more effective capacity building
across the sector?
 Are the Project development processes/ methodology scalable and sustainable?
 Were sufficient resources available to the project?
Social benefit-cost analysis
Social benefit-cost analysis is a process of identifying, measuring and comparing the social
benefits and costs of an investment project or program.
Evaluation refers to the process of reviewing the performance of a project or a program (in a
retrospective sense).
Appraisal refers to the process of deciding whether resources should be allocated to a project
or program or not (in a prospective sense).
 The function of a social benefit-cost analysis is to inform the on-going decision-
making process
 It has not the function to supplant (replace) the decision-making process.

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The Kaldor-Hicks criterion and Pareto improvement
If X>Y, recommend the project
Kaldor-Hicks criterion
Even if some members of society are made worse off as a result of undertaking a project, the
project confers a net benefit if the gainers from the project could compensate the losers.
Pareto improvement
A situation where at least some people are better off and no one is worse off as a result of
undertaking the project.
The Cost Benefit Analysis grand formula

C = Cost in year t
r = Discount rate
t = year t
B = Benefit in year t
If sum (Net present value) is negative, the project is not worthwhile.
Spreadsheets in BCA
Spreadsheets are becoming an increasingly important part of social BCA. Spreadsheets allow
the use of modern IT and offers the possibility to include large data sets into the analysis as
well as showing the net benefits for different stakeholder Groups in a systematic way.
Spreadsheets are typically developed to characterize the project or program in five different
parts:
1. A data section containing all relevant information about the project – costs, outputs,
prices, tax rates etc. This is the only part of the spreadsheet that contains the raw data
pertaining to the project. All the entries in the remaining four parts of the spreadsheet
consist of references to the data in this first section.
2. A section containing the project benefit-cost analysis.
3. A section containing the private benefit-cost analysis.
4. A section containing the efficiency benefit-cost analysis.
5. A section containing the referent group benefit-cost analysis.
Extended BCAs: Principles
 Many external costs influence on the overall social net benefits from a project but are
currently difficult to include in BCAs.
 Extended BCAs tries to internalize external costs such as environmental costs and
social costs.
 As environmental flows and stocks (pollution flows and contamination of atmosphere,
soil and water) are increasingly recognized as social costs, it may be anticipated that
improved methods of internalization of these costs will be developed.
 Until accepted methods for internalization have been developed, it is wise to include
assumed costs as a sensitivity appraisal in CBAs.

Environmental pollution
Environmental policy
Action fields:
 Clean environment
 Well-being

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  Energy
 Water
 Waste
 Air
 Noise
 Ground
 Green spaces & biodiversity
 Buildings & landscaping
 Eco-consumption
 Relationship with external suppliers
 Mobility
Environmental actions + funding
 Inventory of environmental impact
 Environmental management
 Waste & energy management
 Eco-consumption
 Information campaigns, etc.
 Annual budget for environmental actions
 Public incentives (competitions, grants, env. laws)
 Green accountancy: identify environmental and financial savings
 public/private partnerships
Priority Areas of Project Financing
Clean up of past pollution
 hazardous waste and hazardous substances disposal;
 sources of drinking water or food contamination (by heavy metals, toxic organic
compounds or other harmful chemicals).
Reduction of air pollution
 pollutants of health concern: particulate matter, sulphur dioxide, nitrogen oxides, lead
and other toxic chemicals in urban areas, and
 green-house gases: carbon dioxide, methane, etc.
Clean water protection
 municipal and industrial waste water treatment plants;
 municipal and industrial waste water treatment plants in the Black Sea watershed.
Protection of biodiversity
 development of infrastructure in protected areas for species protection and habitat
preservation;
 biodiversity inventory and monitoring and sustainable utilization of components for
creating social alternatives.
General Requirements to Submitted Projects
 Proved lowest investment and operational costs per unit of environmental pollution
reduction, based on evaluation of possible alternatives for project implementation;
 Proved compliance with the effective national environmental standards and
requirements through environmental impact assessment, when required by the
Environmental Protection Act.
 Available organizational and financial potential for successful operation of the
facility upon project completion, aimed at obtaining of positive effect on the
environment.
 Provided conformity with the government’s environmental programs for the
implementation of the national environmental policy and with the priorities of the
local authorities.

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Requested Information and Documents
 Imposed or anticipated penalties and prescriptions following violation of
environmental laws;
 Scope of project impact by environmental components, population segment and
healthcare effects;
 Environmental benefits, including quantitative estimates and economic justification;
 Environmental impact assessment (EIA) and positive resolution on the environmental
impact assessment, when required by the Environmental Protection Act;
Project Feasibility Criteria
 Scope of the expected environmental effect
 Provisions for successful post-implementation project operation for obtaining the
environmental effect.
Pollution
Introduction by man, waste matter or surplus energy into the environment, which directly or
indirectly causes damage to man and his environment.
Pollutant
A substance or effect which adversely alters the environment by changing the growth rate of
species, interferes with the food chain, is toxic, or interferes with health, comfort amenities or
property values of people.
We use Resources extensively and then are NOT responsible for The Consequences !!!
EFFECTS ON BIOSPHERE
 Damage to human health by specific chemical substances present in the air, food,
water and radioactive material
 Damage to natural environment affecting vegetation, animals, crops, soil and water
 Damage to visual quality by smoke, fumes, dust, noise and waste
 Damage by carcinogens, radioactive materials and excessive noise.

ANATOMY OF A PROJECT
 THE WINNING CONCEPT
 DEVELOPING A PROJECT
 IMPLEMENTING A PROJECT
The Winning Concept
 Why develop an energy project ?
 Characteristics of good energy projects
 Ways to identify good energy projects
 Selecting the winner

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Why Develop an Energy Project Why Develop an Energy Project ?
 Conserve energy & water resources
 Cut utility costs
 Respond to crises/opportunities
 Reduce dependence on imported oil, external power & gas supplies
 Reduce vulnerability
 Reduce pollution
 Take advantage of incentives/rebates
 Improve management & control
 Make infrastructure improvements
Characteristics of Good Energy Projects
 Technically sound
 Good economics
 Supports or enhances operations/mission
 No actual or perceived adverse impact on operations, working conditions, health,
safety or morale
 Low risk
Ways to Identify Good Energy Projects
Energy Manager knowledge/familiarity of facilities
Observations & data analysis
Audits and Surveys
Data logging
Technology transfer
Others
Selecting the Winner
Review all identified Energy Conservation Opportunities
Cost vs. Benefit (Life Cycle Cost Analysis)
Stakeholder support & involvement
Funding availability
Potential grants, incentives, rebates
DEVELOPING A PROJECT
 Proposal preparation and programming
 Stakeholder identification and acceptance (buy –in)
 Approvals/Clearances/Permits
 Funding/Financing
 Deciding on contract mechanism
 Detailed energy survey/audit
 Design
 Cost Estimate and Savings Calculations
 Reviews and approvals
Proposal Preparation and Programming
 Initiates project into the system
 Make it comprehensive and convincing
 Follow required procedures, forms, template
 Write it for the audience you are trying to convince for approval and funding
 Budget estimate and cost savings estimate
 Prior stakeholder coordination helpful
 If at first you don‟t succeed, try again
Stakeholder Identification and Acceptance (Buy-in)
 Determine stakeholders

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  Invite their participation
 Insure everyone understands the plan
 Keep stakeholders informed of progress
 Incorporate their feedback
Approvals/Clearances/Permits
 Site approval
 Environmental clearances
 Historical preservation considerations
 Building/construction permits (State & Local)
Funding/Financing
 Where is the money ?
 Local funds
 Centrally managed funds
 Financed project
 OPM (Other People‟s Money)
 Grants
 Rebates
 Tax incentives
Deciding on Contract Mechanism
 In-house or contract ?
 Design-Build or Design-Bid-Build ?
 May depend on funding availability
 Performance Contracting
Detailed Energy Survey/Audit
 Obtain more data
 Support project design & cost savings estimate
 Equipment and control schedules
 Establish performance baseline of existing system
 Data logging
Design
 Drawings and Specifications
 Good application of proven technology
 Optimize energy efficiency
 Good fit with customers O & M
 Concept/energy modeling to support design solution
Cost Estimate and Savings Calculations
 Detailed cost estimate
 Labor/Material/Equipment Costs & Markups
 Use cost estimating guides and vendor quotes
 Reflect local area cost factors
 Savings Calculations
 Existing vs. Proposed
 Investment and Maintenance savings
 Savings modeling
Reviews and Approvals
 Key stakeholders should participate in the design review process
 Conformance to requirements & design criteria
 Engineering integrity
 Constructability
 Cost estimate vs. Budget

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  Comments from previous reviews should all be addressed by final design submittal
IMPLEMENTING A PROJECT
 Construction contract/delivery order award
 Stakeholder partnering meeting
 Construction schedule
 Managing RFIs, changes and modifications
 Turnover/final inspection
 M & V plans
 Warranties
 Post Occupancy Audit
Construction Contract/Delivery Order Award
 Kickoff meeting
 Safety Plan
 QC Plan / Inspection surveillance
 Procedures/notification– Access
– Outages and disruptions
 Payment processing
Stakeholder Partnering Meeting
 Very helpful for a smooth running project
 Team Building
 Everyone responsible for success
 Opens lines of communication
 Identify obstacles and solutions
 Define roles and responsibilities
 Set procedures and timelines for actions
 Schedule follow up meetings
Construction Schedule
 Identify significant milestones
 Phases
 Operational coordination
 Progress meetings/updates
Managing Changes and Modifications
 Requests for information
 Changes and Modifications
 Unforeseen
 Customer
 Contractor
 Evaluate for impact on cost, schedule & savings
 Timely coordination and response
Final Inspection/Turnover
 Punch list
 Commissioning
 Beneficial occupancy/project out brief
 As builts
 O & M manuals
 Occupant training
 Maintenance training
Money and Value Plans
 Required on ESPC projects
 Basis for guaranteed savings

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  Measurement type
 Engineering calculations
 Metering and monitoring
 Utility bill analysis
 Computer simulations
 Support grants/incentives/rebates
Warranties
 Get documented points of contact for warranty action
 Make sure in-house/contract maintenance personnel understand warranty provisions
 Assure maintenance work does not void warranty
 Don‟t hesitate to exercise
Post Occupancy Audit Post Occupancy Audit
Schedule 6-12 months following beneficial occupancy
Capture lessons learned
Verify expectations and savings were achieved
Feed back on design and technology
Occupant comments/concerns – happy ?
Projects
• Commercial Projects
– High Pressure Die Cast Prototypes
Process Chain
• CAD Modelling
• Layer Manufactured master model
• Finish and quality inspection
• Prepare joint board for initial casting
• Manufacture of negatives
• Prepare negatives and inspection
• Manufacture of foundry tooling
• Inspect castings
• Machining and inspection
• Pressure testing
• Pressure die castings

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Time/Cost Trade-off Analysis
Time/cost trade-off analysis is the compression of the project schedule to achieve a more
favorable outcome in terms of project duration, cost, and projected revenues. Objectives of
time/cost trade-off analysis are:
 Compress project to an acceptable duration
 Minimize total project costs
Done by selectively crashing specific activities to shorten project duration. You might think
that total project costs will increase when we begin to crash activities. But, total project costs
consist of both. indirect (project-based) costs (PBC) and activity-based costs (ABC).
ABC goes up when we crash activities in an effort to finish the project early. But, PBC (the
indirect costs) goes down if we finish the project early.
Steps for Performing Time/Cost Trade-off Analysis
 Estimate project-based (indirect) cost per unit time
 Select critical activity (or activities, if there are multiple critical paths) that are good
candidates for crashing (use lowest acceleration cost heuristic)
 Incrementally crash (i.e., shave a day off of) the selected activity where that is
possible (or activities, if there are multiple critical paths and no bottleneck activities
that are economical to crash)
 Keep track of the activity-based (direct) cost of crashing selected activity (or
activities) and indirect cost savings associated with reducing overall project duration
 Recalculate the forward pass and check for changes in critical path
 Continue until acceptable duration is reached or it becomes uneconomical to continue
crashing the project.

BUDGET

Budget

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A budget is an instrument of management used as an aid in the planning, programming and
control of business activity. A budget may be defined as a financial and/or quantitative
statement, prepared and approved prior to a defined period of time, of the policy to be
pursued during that period for the purpose of attaining a given objective.
Budgeting
Budgeting is an art of budget making. Budget plays an important role in the development and
use of modern cost accounting systems in all types of business enterprises.
A good budgeting shows the manager what he may expect in sales over the next few
months; it permits the formulation of a production quota including the types and quantities of
material, the number and kind of laborers, the amount of overhead and the fixed assets
requirements; and it points out financial requirements needed to accomplish the budget plans.
Requirement for an effective budgeting
1. There should be a proper and recognized organization for budgeting with all lines of
authority and responsibility definitely allocated and defined.
2. The budget should distinctly mark the responsibilities of each section of the business.
3. Since a budget is based on estimates of sales, costs, etc., good care should be taken to
make estimates.
4. Cost accounting data should be used for (estimating) forecasting purposes.
5. A budget should be made flexible so that unavoidable changes may be incorporated if
and when necessary.
Budgetary Control: Definition and Concept
1. Budgetary control makes use of budgets for planning and controlling all aspects of
producing and/or selling products or services.
2. Budgetary control attempts to show the plans in financial terms.
3. Budgetary control is the planning in advance of the various functions of a business so
that the business can be controlled.
4. Budgetary control relates expenditure to a section or department who incurs the
expenditure, so that the actual expenses can be compared with budgeted ones, thus
providing a convenient method of control.
5. Budgetary control includes forecasts of income and expenditure (for the budgetary
period) on equipment, machinery, manpower, materials, etc., necessary for efficient
production and distribution of expected volume of sale.
6. The budgetary control when applied to a business as a whole or to different sections
within the business: compares actual performance and the predicted performance and

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 thus enables all levels of management and supervision to know how their sections (of
business) are moving towards the achievements of budgeted targets. Is corrective
action needed; should it be applied?
Objectives of Budget, Budgeting and Budgetary control
1. Budget should be specifying units to be produced, broken down into sizes and styles,
as well as cost of production.
2. Budget should analyze all the factors affecting the sections/departments and the
business as a whole.
3. Budget should facilitate planning within the company. It should help planning future
income and expense.
4. Budget should harmonize departmental programs.
5. Budget should serve as a medium of propagating policies throughout the business
enterprise.
6. Budget should hold back or control unwise expenditure.
7. Budget should help stabilizing production and harmonize production and sale
programs.
8. Budget should decide basis for expenditure of funds.
9. Besides planning, budgetary control should provide a basis for, measuring
performance and exercising control: control means noting when expenditures fall
outside the budget estimates, tracing down the cause of such variation and taking
necessary corrective action.
10. Budgetary control should watch the progress of the achievements of the business
enterprise and evaluate policies of the management.
11. Budgetary control should pin-point those areas which are not working efficiently and
according to the predetermined targets.
12. Budgetary control, after planning, should coordinate the activities of a business so that
each is a part of an integral total.
13. Budgetary control should facilitate financial control; and control each function so that
the best possible results may be obtained.
14. A budget should be flexible.
Advantages of Budget, Budgeting and Budgetary control
1. Policy plans and actions taken are all reflected in the budgetary control system.
2. Not only departmental programs are developed, over expenditures in departments are
also curtailed and controlled.

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 3. Budgeting makes for better understanding, coordination and harmony of action in a
business enterprise, because all departments take part in budget preparation.
4. The targets, goals and policies of a business enterprise are clearly defined.
5. It provides management with a guide of daily activities; thus helps determining
performance and efficiency of each department, thereby leading to improvement.
6. It informs management the progress makes towards achieving the predetermined
objectives.
7. It facilitates financial control.
8. Total capital required and price of an item (product) can be estimated in advance.
9. Budgetary control builds morale when operated in a truly managerial spirit, i.e., it
should not acquire merely a clerical look (or approach).
Limitations of Budget
1. Since budget is based on estimates, i.e., estimated sales, estimated costs, estimated
business conditions, etc., it may need periodic revisions because estimates may not
come out to be cent percent true.
2. A budget may not work if the idea of budgeting is not sold properly to different
sections of the business. Only the persons working in different sections can make an
established budget, a success. Thus, it should be a cooperative budgeting.
3. A budget cannot work until the desire to make it work is established in the minds of
persons working in the different sections of a business concern.
Types of Budgets
Fixed or Static budget
Fixed or Static budget shows one plan, one volume of output or sales and the related fixed
costs. For example: R & D projects, hospitals, schools and colleges, etc.
Variable or Flexible budget
Variable or Flexible budget recognize the unreliability of income or sales predictions and
makes provision in advance for variations in production and expenditures in accordance with
variations in sales. Variable budget takes in account only those costs, e.g., direct labor and
materials, which vary with output and over which the department has control (in case of
uncertainty). For example, for a large bottler of soft drinks, it is difficult to forecast
production and sales accurately because of weather changes, conventions, military demand
etc.
Functional Budget

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A functional budget is one which relates to any of the functions of an undertaking, e.g., sales,
production, cash, etc. Functional budgets are subsidiary to the master budget. The frequently
used functional budgets are:
1. Sales budget.
2. Production and Manufacturing budget.
3. Capital expenditure budget.
4. Material and purchase budget.
5. Direct labor budget.
6. Selling and distribution budget.
7. Cash budget.
Master budget
Once the functional budgets have been completed, the next step is the preparation of master
budget. Master budget includes the information from all functional budgets. It may be
regarded as a summary budget. It portrays the overall plan for the budget period. Master
budget is, in effect, a planned profit and loss account and balance sheet together with a
certain statistical information such as return on capital employed, current ratio and quick or
liquid ratio.

Current assets
Current ratio 
Current liabilitie s

Liquid assets
Quick or liquid ratio 
Current liabilitie s
Monitoring and reporting
Project monitoring and reporting are essential components of project management. The project coordinator and
the project coordinator‟s supervisor are the principal beneficiaries of the monitoring information and should use
it to ensure that projects are implemented as efficiently and effectively as possible.
Project monitoring
There is a growing emphasis on demonstrating performance rather than simply producing outputs, which
changes the emphasis in monitoring and reporting requirements. Monitoring is the continuous process of
assessing the status of project implementation in relation to the approved work plan and budget. Monitoring
helps to improve performance and achieve results. The overall purpose of monitoring is to ensure effectively
managed results and outputs through measurement and assessment of performance. If a project is poorly
designed or based on faulty assumptions, however, even the best monitoring is unlikely to ensure its success.
Particularly important is the design of a realistic chain of results, outcomes, outputs and activities. Monitoring is
the responsibility of the project coordinator and may be carried out informally (through weekly meetings) or
formally (through written reports). Regular monitoring enables the project coordinator to identify actual or
potential problems as early as possible in order to facilitate timely adjustments in project implementation.
Project coordinators should track the outputs and measure their contributions to results by assessing changes
from baseline conditions. Project coordinators need to keep an ey e on key results because they can indicate
whether a strategy is relevant and efficient or not.
Good monitoring consists of the following:

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(a) Focus on results and follow -ups: It looks for “what is going well” and “what is not progressing” in terms of
progress toward the intended results;
(b) Regular communication by the project coordinator or manager: The project coordinator or manager should
be dedicated to assessing progress, looking at the big picture and analyzing problem areas. They should ensure
continuous documentation of the achievements and challenges as they occur and avoid having to try to
remember the events some time later;
(c) Regular analysis of reports: The project coordinator or manager should review project –related reports,
including financial reports, by the implementing partners to serve as a basis for their analysis;
(d) Use of participatory monitoring mechanisms to ensure commitment, ownership, follow -up, and feedback on
performance: These include outcome groups, stakeholder meetings, steering committees, and focus group
interviews;
(e) Ways to objectively assess progress and performance based on clear criteria and indicators stated in the
logical framework matrix of the project document: The project team should agree on a performance
measurement system by developing indicators and baselines;
(f) Active generation of lessons learned, ensuring learning through monitoring tools, adapting strategies
accordingly and avoiding repeating mistakes from the past.
Project reporting
Project reporting is the formal presentation of monitoring information. The main reasons for reporting are the
following:
(a) To formally inform management : Reporting ensures that management, particularly the project coordinator‟s
supervisor or project manager, is formally appraised of the progress made in project implementation and the
supervisor or project manager is aware at an early stage of actual and potential problems and any remedial
action taken;
(b) To validate requests for further funding: Reporting ensures that the BFMS is kept informed of all aspects of
project implementation. BFMS, together with project coordinators or managers, can then ensure that disbursed
funds have been properly used before authorizing any further release of funds;
(c) To serve as an audit and evaluation trail: Reporting maintains a record of all actions taken during project
implementation. It therefore constitutes a vital resource for auditors and evaluators in assessing whether a
project has been implemented in accordance with the rules and regulations and as efficiently and effectively as
possible;
(d) To serve as a reference for future projects: Reporting serves as a vital resource for ensuring that lessons
learned (project successes, failures, best practices) through project implementation are available for
consideration when formulating and implementing future projects;
(e) To report to the donors on the project’s progress: Donors sometimes fund projects contingent upon
satisfactory progress. They increasingly ask for progress and final reports at the results and objectives level
rather than at the level of output or activity delivery.
C. Reporting responsibility
The project coordinators, under the overall responsibility of their respective division directors, must ensure that
all project reports are submitted on time. Projects can only be closed once all the reporting requirements have
been met. Reporting on projects is part of the coordinator‟s tasks included in the performance appraisal system
work plans, and forms part of the staff performance appraisals. Project coordinators who have been reassigned
within the organization, have to formally hand over their project responsibilities to the project manager taking
over from them. Division directors have the responsibility to ensure that proper handing-over of projects takes
place. Submission of all outstanding reports for projects under their responsibility is part of the signing-off
requirements that have to be fulfilled before staff who are leaving the organization can be given formal
clearance from the Human Resource Management Service (see annex XVI on signing-off requirements related
to projects).
(a) Activity report
For externally implemented projects, project coordinators or the implementing agencies should submit an annual
activity report for the first half of the calendar year (from January to June). The activity report for the second
half of the year is not necessary as the annual progress report (from January to December) is inclusive of the
activities implemented for the entire year, including the second half of the year. The activity report is intended
to reduce the reporting requirement on activities for the second half of the year and look at the progress report
for the entire year together with the matching activities for the same period. Information on the activities
implemented in the second half of the year, therefore, needs to be extracted from the progress report.
(b) Progress report
The progress report is required for all projects and internally implemented activities with earmarked funding.
The report provides a framework for assessing status and a record of project implementation at any given time.
Its primary purpose is to ensure that the project coordinator‟s supervisor or project manager is formally
appraised of the status of project implementation and that the decisions or actions necessary for successful

36
implementation of the project have been or are being taken and documented in a timely manner. The report
should provide information on the status of delivery of project activities, outputs, results and impacts (if
possible); as well as information on any actual or potential problems and deviations from the approved work
plan and budget. The report should also indicate any agreed upon changes to the approved work plan and any
decisions or actions regarding the future direction of the project.
(c) Final report
The final report is required on completion of all projects and internally implemented activities with earmarked
funding. The final report should be prepared by the project coordinator and should contain information on the
achievement of objectives, results and outputs. It should clearly explain any variances from the originally
approved project in terms of duration, cost, results and outputs or services. The final report is similar in content
to the progress report, except that it has added information on lessons learned and project sustainability and
replicability.
(d) Self-evaluation report
Self -evaluations should be submitted by project managers annually to the Evaluation and Oversight Unit on all
projects and internally implemented activities with earmarked and trust fund contributions. These evaluations
determine the extent of achievement of results, status and challenges of project implementation, budget
management issues, gender issues, sustainability arrangements, impacts and risks.
(e) Financial reports
Project expenditure statements: Cooperating agencies should submit to the Chief, quarterly project expenditure
statements and final account statements for each project, showing the amount budgeted for the year, amount
expended since the beginning of the year.

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