PROJECT DELIVERABLES

Main deliverables:

i. To reduce deforestation and with time to totally eliminate it

ii. The provision of new sustainable energy source that doesnot pollute environment

Subsidiary deliverables:

i. Environmental conservation
ii. The reaching out of the Environmental education to the society
iii. Inducing to the society around mount kilimanjaro new ways of life

IMPLEMENTATION APPROACHES

An implementation approach is determined by the project manager's choice of power bases to be

applied and techniques to be used lo enhance the prospects of plan adoption. For the case of regioneers
of the area near and sorroundings of the kilimanjaro after profiling the project and dividing it into
phases like planning, organising, measures, data collection, analysis and execution the implementation
approach will be carried thruogh the following techniques

i. Manipulative Techniques: Two manipulative approaches are discussed: the game scenario and
the unfreeze-refreeze technique. Either can be used in a change agent managed process. The
game scenario ( Bardach, 1977 ) construes the implementation process as a game. The
metaphor of a game is used to identify the players so that their stakes, conditions for winning,
and definitions of fraud (which indicates notions of fair play) can be visualized. Any or all of
these factors may come into play during a particular implementation attempt. Taking for
instance the societies near the kilimanjaro forest we have to study their ways of life without
them knowing or having exact idea of what is about to happen and that is to avoid sudden
behivoural change when known you are being studied for a sample space. Gam es are
described to dramatize opportunities to distort the process of implem entation and to
provide insight into how to deal with each type of game. Games have been classified by Bardach
as resource based, objective modifying, evasion of control, and incomplete adoption. The
unfreeze-refreeze technique stemmed from the work of Lewin and Schein and has been shaped
over the years by OD specialists ( Huse, 1975 ). The procedure has three steps: unfreezing,
changing, and refreezing. Unfreezing introduces a disequilibrium into a current situation seen as
stable. The change step (which encompasses planning stages one to four) provides new
information and ideas so that those affected can form new perceptions, gain new skills, and
adopt a new set of behavioral patterns. To refreeze, these new behavioral patterns are
reinforced to create a new stability. Four change mechanisms are used by the change agent to
 take the implementation group through each step. These factors are objectives, social ties, self-
esteem, and motives. The change agent acts on each factor during each step of the process.
ii. Delegative Techniques: Delegative techniques call for partial (or full) involvement of those
affected by planning, seeking to co-opt them. Acceptance is promoted by having key individuals
participate in planning groups or by canvassing plan users, sponsors, managers, and others early
in the process to determine their concerns or demands. Suggestions from stakeholders are
sought, including participation in creating solutions, hoping to get their acquiescence if not their
wholehearted acceptance. Participation is required in each planning stage in conjunction with a
“participation managed” planning process. Reffer to this projects organisation structure you will
find out that we intend to have few ambassadors from those societies to help us reach out and
carry out the project.
iii. Unilateral Techniques: We ca draw our power and announce the change overtly, prescribing the
expected behavior. Unilateral techniques can be used with either planner or change agent
planning. They move through four phases. The next phase is enacted if a former phase fails to
achieve the desired results. The implementor begins by issuing an official edict by memoranda,
formal presentation, or on-the-job instruction. Edicts are task-oriented, assuming that people
are rational and will see how the change benefits the organization. If problems are encountered,
demonstration and persuasion ( Greiner, 1970 ) are used. Attempts are made to show the
reticent that the plan works and (implicitly) that it falls within the authority of the implementor
to require plan adoption. When this demonstration is made, acceptance often rises. When
people remain reticent, or fail to comply which offcourse they will(for instance there will be
those who will claim to have property access right due to thae area being their palce of biryh
and hence claiming to have full access and mandate to use the land anyhow they can), stronger
measures are required. According to Greiner (1970 ), a replacement approach follows the edict
and removes people who are blocking implementation. There are two types of premises behind
the replacement tactic. First, making examples of a few may coax others into line. Second,
problems may be centered in just a few people who irrationally will resist the change and must
be removed. If replacement fails, we can resort to structural changes in the organization. The
formal organization's or unit's structure is redesigned so that people who are likely to support
the change are moved into key positions within the structure.