FINAL PA 210 Module Students

Table of Contents
MODULE I: ........................................................................................................................ 1
Participatory Project Development Management.................................................................... 1
Introduction ....................................................................................................................... 2
Scope and Nature Project.................................................................................................... 2
Activity 1 ........................................................................................................................... 3
What is Nature of Project Planning? ..................................................................................... 4
What is the Nature and Scope of Project Management? ......................................................... 4
The scope of the Project Management is covered in Five different stages:............................... 4
5 Characteristics of a Project ............................................................................................... 6
Raising Productivity Levels .................................................................................................. 7
What is Productivity? .......................................................................................................... 7
7 Simple Cornerstones for Achieving High Productivity Levels ................................................. 8
Activity 2 ......................................................................................................................... 10
Causes of Low Productivity in Projects................................................................................ 10
Project planning and management ..................................................................................... 12
What is Participative Management? .................................................................................... 13
Activity 3 ......................................................................................................................... 14
Broadening the Sharing of Development’s Blessings ............................................................ 14
For most Social Funds/Community-Driven Development (CDD) programs there will be three
standard pillars of a poverty targeting mechanism: ............................................................. 15
Figure A: Essential Elements of a Social Fund Poverty Targeting Mechanism ......................... 15
Democratization of Project and Social Services.................................................................... 17
Defining Democratization .................................................................................................. 18
Types of Regimes/Political System that gave way to Democracy ........................................... 18
Activity 4 ......................................................................................................................... 23
Creating More Job Opportunities and Means of Livelihood .................................................... 23
What is a Job? ................................................................................................................. 24
What is a Livelihood? ........................................................................................................ 27
Principles of Livelihood...................................................................................................... 27
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The Sustainable Livelihood Framework ............................................................................... 28
The Vulnerability Context .................................................................................................. 29
Livelihood Assets .............................................................................................................. 29
Policies, Institutions & Processes ....................................................................................... 30
Livelihood Strategies......................................................................................................... 30
Livelihood Outcomes ........................................................................................................ 30
Activity 5 ......................................................................................................................... 32
Developing the People’s Potential for them to take the Leading Role in Development ............. 32
Leaders Skilled in Developing Others.................................................................................. 33
What Prevents the Ability to Develop Others ....................................................................... 33
How to develop leadership skills: 8 strategies ..................................................................... 34
Activity 6 ......................................................................................................................... 39
Module 1 References ........................................................................................................ 39
MODULE II: ..................................................................................................................... 40
Community Organizing: Toward Setting the Foundation of Participatory and Management ...... 40
The Overall Situation of Community Organizing .................................................................. 41
History: ........................................................................................................................... 42
Community Organizing in the Philippines ............................................................................ 44
What is Community Organizing? Why is it needed? ............................................................. 45
Community Organizing: A History of Definitions: ................................................................. 45
Community Organizing: Definition According to Authors ...................................................... 46
Why Community Organizing is Needed ............................................................................... 47
Nature of Community Organizing ....................................................................................... 48
Principles of Community organizing .................................................................................... 49
Theoretical Framework of Community Organizing................................................................ 49
Community Organizing Basic Assumptions: ........................................................................ 50
Benefits of Community Organizing: .................................................................................... 51
Steps and activities in community organizing: Methods of Work and Some Important Guides.. 51
Activity 1 ......................................................................................................................... 54
Activity 2 ......................................................................................................................... 54
Module 2 References: ....................................................................................................... 55
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MODULE III: .................................................................................................................... 55
Project ............................................................................................................................ 55
Introduction ..................................................................................................................... 56
I. Project Elements and Ingredients ................................................................................ 56
Elements of a Successful Project .................................................................................... 56
Ingredients to a Successful Project Management ............................................................. 60
II. Types of Projects ......................................................................................................... 61
Activity 1 ......................................................................................................................... 63
III. Sustainable vs. Non-sustainable ................................................................................... 63
Sustainability ................................................................................................................ 63
How sustainability benefits the society? .......................................................................... 63
Examples of Non-sustainable ......................................................................................... 64
Activity 2 ......................................................................................................................... 64
What Are the Differences Between Sustainable and Unsustainable? ................................... 65
What Are the Three Pillars of Sustainability? .................................................................... 66
Activity 3 ......................................................................................................................... 66
IV. What is a Product? ...................................................................................................... 66
The Importance of the Factors of Production ................................................................... 67
What is the importance of production? ............................................................................ 67
What is a Service?......................................................................................................... 67
Three main Types of Services ........................................................................................ 68
CLASSIFICATION OF SERVICES...................................................................................... 69
MODULE IV: .................................................................................................................... 71
Project Development Cycle ................................................................................................ 71
Introduction ..................................................................................................................... 72
The steps in the Project Development Cycle (PDC) are: .................................................... 72
Step 1: Project Definition and Scope ............................................................................... 72
Step 2: Technical Design Once ....................................................................................... 73
Step 3: Financing .......................................................................................................... 73
Step 4: Contracting ....................................................................................................... 73
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Step 5: Implementation and Performance Monitoring ....................................................... 74
Activity 1 ......................................................................................................................... 75
I. PROJECT IDENTIFICATION ............................................................................................ 75
What is the Purpose of Project Identification?.................................................................. 75
What does Identification involve? ................................................................................... 76
What are the Major Steps Involved in Identification? ........................................................ 76
How will you summarize the Findings of Identification? .................................................... 77
II. PROJECTS PRIORITIZATION ......................................................................................... 77
What is the main function of Project Prioritization and what is its main objective? .............. 77
What are the Areas of Focus to Enable Governments to Perform Rigorous Evaluation of
Projects? ...................................................................................................................... 78
Activity 2 ......................................................................................................................... 78
III. PROGRAM/PROJECT LOG FRAME ................................................................................. 78
What does Logical Framework Structure consist of? ......................................................... 78
Logical Framework Structure .......................................................................................... 79
IV. MARKET ANALYSIS ..................................................................................................... 80
What is Market Analysis? ............................................................................................... 80
What goes into a Business Plan Market Analysis? ............................................................. 80
What goes into a Business Plan Market Analysis? ............................................................. 80
What are the Six Sources for Market Analysis Information? ............................................... 82
V. FINANCIAL ANALYSIS ................................................................................................... 82
What is Financial Analysis?............................................................................................. 82
VI. ORGANIZATION AND MANAGEMENT ............................................................................ 83
What are the elements of an organization? ..................................................................... 83
What are the Management Functions and Processes? ....................................................... 84
Activity 3 ......................................................................................................................... 87
MODULE V:...................................................................................................................... 89
Preparing Project Proposal and Other Related Needs for the Implementation of Development
Project ............................................................................................................................ 89
Introduction ..................................................................................................................... 90
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The goal of your project proposal is to: ........................................................................... 90
Project proposals vs. project charters vs. business cases ...................................................... 91
Types of project proposals ............................................................................................. 91
Activity 1 ......................................................................................................................... 92
I. The overall situation in preparing project proposal and other need for the Implementation
of Development Projects in the Philippines today ................................................................ 93
Group Discussions ......................................................................................................... 93
Survey ......................................................................................................................... 94
Importance of Development Planning in the Philippines .................................................... 96
II. Preparing for the Project Implementation: What and why is it needed? ....................... 97
What is the purpose of Project Implementation? .............................................................. 97
How to implement a project ........................................................................................... 98
III. Steps and Activities in preparing project proposals and other related needs for
Implementation of Development Projects: .......................................................................... 99
A. Preparing a Project Proposal .................................................................................... 99
1. Write an executive summary ............................................................................. 100
2. Explain the project background......................................................................... 101
3. Present a solution.............................................................................................. 101
4. Define project deliverables and goals ................................................................ 101
5. List what resources you need ............................................................................ 102
6. State your conclusion ........................................................................................ 102
Tips for writing an effective project proposal..................................................................... 103
Know your audience .............................................................................................. 103
Be persuasive ........................................................................................................ 103
Keep it simple........................................................................................................ 103
Do your research ................................................................................................... 103
FOLLOW-UP (SUPERVISION) PROGRAMME DESIGN ....................................................... 104
Activity 2 ....................................................................................................................... 104
B. Planning for the project’s Implementation ................................................................. 105
What is a project implementation plan? ........................................................................ 105
Why should every project start with an implementation plan? ............................................ 105
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1. It creates an actionable roadmap of the scope of work ............................................ 105
2. It makes goals and communication transparent to all stakeholders ........................... 106
3. It holds your team members accountable ............................................................... 106
4. It helps your entire team stay on the same page..................................................... 106
Essential components of a great implementation plan........................................................ 107
5 easy steps to create your project implementation plan .................................................... 108
Activity 3 ....................................................................................................................... 110
Module 5 References: ..................................................................................................... 110
MODULE VI: .................................................................................................................. 111
Project Implementation and Management: Towards Sustaining and Strengthening of the
Organization .................................................................................................................. 111
Introduction ................................................................................................................... 112
What is Project Implementation and why is it needed? ................................................... 112
Steps and activities in the Implementation and Management of Development Projects: Method
of Work and Some Important Guides: .............................................................................. 115
A. 9 Steps Organizing Project Implementation ............................................................... 115
B. IMPLEMENTATION OF ACTIVITIES AND COORDINATION ........................................... 116
C. Sustaining the People’s Interest in the Project ........................................................... 117
The Importance of Project Management for an Organization .............................................. 118
Activity 1 ....................................................................................................................... 119
Activity 2 ....................................................................................................................... 119
MODULE VII: ................................................................................................................. 121
Project Implementation and Evaluation: Towards Enhancing People’s Continuing Capability
Building, Self-Reliance and Empowerment ........................................................................ 121
Introduction ................................................................................................................... 122
How to develop your project plan .................................................................................... 122
Evaluation planning ..................................................................................................... 123
Valid and reliable measurement tools ........................................................................ 124
Quality and consistency ............................................................................................ 124
LEGAL BASIS ................................................................................................................. 124
DUTERTE ADMINISTRATION ........................................................................................... 125
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DUTERTE’S TEN (10) SOCIO-ECONOMIC AGENDA ......................................................... 125
DUTERTE PROGRAM/PROJECTS ................................................................................... 126
What is Monitoring and Evaluation? ................................................................................. 128
M&E is carried out for many different purposes ............................................................. 128
Thus, the key reasons for M&E can be summarized under four headings. ........................ 129
THE DIFFERENCE BETWEEN MONITORING AND EVALUATION ........................................... 129
Results-based management and monitoring and evaluation ............................................ 130
METHODS OF WORK AND SOME IMPORTANT GUIDELINES ............................................... 130
Preparing for Project Monitoring and Evaluation............................................................. 130
Monitoring and Activities .............................................................................................. 131
Documentation of the Process of Project Implementation ............................................... 131
Continuing Clarification of the Indicators/Standards for Monitoring and Evaluation............ 131
The People Should Never be Tied to Project Alone ......................................................... 131
The Project’s Implementation and Management Should be Summed up ........................... 131
Activity 1 ....................................................................................................................... 132
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PA 210: Project Evaluation and Impact Management
MODULE I:
Participatory Project Development
Management
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GUIMARAS STATE UNIVERSITY
GRADUATE SCHOOL PA 210 - Project Evaluation
and Impact Management
Module No. 1 - Participatory Project Development Management
Name: ______________________________ Date: _______________________

Lesson Title: Participatory Project Development Management
Lesson Objectives:
At the end of the session, the students should be able to:
● Discuss the definition and importance of Scope and Nature of the Project
● Determine Causes of Low Productivity levels and discuss ways to raise it
● Identify strategies to broaden the impact of the Programs and Project
● Understand the meaning of Democratization and its importance in Projects and Social
Services
● Identify the key factors and players in creation of Jobs and Livelihood for the people.
● Understand the important role of developing People’s Potential and their role in
Development
Introduction
Participatory Development is a way of conducting
economic and social development that
encourages people to participate in their own
development, and as partners in the planning and
implementation of development programs. The
philosophy of participatory development holds
that the active participation of beneficiaries and
local government bodies, with real decision-
making power, generates better development outcomes than top-down approaches.
For participatory development to work, it requires the participation of people at all levels. This
means there has to be a combination of incentives and opportunities for people to participate in
their communities and make their voices heard. Local people can and do have a voice in
determining the decisions that affect their lives and livelihoods. In this way, local governments
can be more accountable to the people than to distant bureaucrats and donors. Research has
documented that when ordinary citizens are given a say in how projects are designed and
implemented, they can contribute significant knowledge and ideas to ensure that their needs are
met successfully.
Scope and Nature Project

Project scope is the part of project planning that involves determining and documenting a list of
specific project goals, deliverables, tasks, costs and deadlines. The documentation of a project's
scope is called a scope statement or terms of reference.
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The scope of the project should be as specific and detailed as possible. The initial project
description should include the specific purpose or problem that the project is intended to address,
the specific community(ies) to be reached by the project, and the specific goals of the project.
Remember that stakeholders and
partners expect projects to bring about
change, so your proposal should be
focused on a clearly stated goal.
Why is it important to define the

Scope Project?
Project scope is critical because without

it project managers would have no clue what time, cost or labor was involved in a project. It
forms the basis for every decision a project manager will make on a job and when it needs to
change, proper communication will ensure success every step of the way.
8 Key Steps to Developing a Project Scope Statement
1) Understand why the project was initiated.

2) Define the key objectives of the project.
3) Outline the project statement of work.
4) Identify major deliverables.
5) Select key milestones.
6) Identify major constraints.
7) List scope exclusions.
8) Obtain sign-off.
Activity 1
Discuss briefly why is it important to define the Scope Project?
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What is Nature of Project Planning?

The project planning helps in streamline the process of the Project. Planning helps in the smooth
running of the Project as every aspect of the project is taken into consideration, and the required
solution is also provided in the project planning phase.
What is the Nature and Scope of Project Management?
➢ Project Management, in a simple term,

means managing a project from end to end.
It is how a person of authority sets up and
supervises the resources that are available in
order to finish a project they have taken.
➢ The person of authority who supervises the

whole project is called the Project Manager.
➢ The Project Managers use different

techniques, methodologies, skills, and they have the required knowledge which will help
the Project achieve the objective as per the criterion which has been agreed upon by all
the parties.
The scope of the Project Management is covered in Five different stages:

1) Initializing the Project
a) The first phase of the project as the name suggests is initializing the Project. A business
case, i.e. the benefits or the reasons to do the project is presented, and then the Project
is defined at the macro level.
b) The project manager first does the feasibility study in order to know whether the objective
of the project is achievable and thus can be launched. The people concerned with the
Project are required to do the due diligence and give the go-ahead to the Project.
c) The project manager then prepares a comprehensive document stating the objective of
the Project along with it the project manager should mention the different requirements,
the business case that was presented and the need of this Project in the business.
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2) Planning and Development of the Project

a) After the Project gets a go-ahead, and it is
initiated, the project manager moves to the
second phase known as the project
planning phase of the project
management.
b) In this phase, the project manager prepares
a roadmap which focuses on achieving the
objective of the project in a systematic way.
The project planning helps in streamline the
process of the Project.
c) Planning helps in the smooth running of the
Project as every aspect of the project is taken
into consideration, and the required solution
is also provided in the project planning
phase.
3) Project Execution
a) The actual work on the project happens in this phase. There are many responsibilities
which get done in this phase.
b) In this phase, a team is developed for the Project; resources are assigned, the execution
of the second phase is done now.
c) The project manager manages the execution, tracking system for the progress of the
project is set up, the status meetings are done regularly, the project schedule is updated
as and when the planned task is finished as well as the project planning is modified as
per the requirement of the situation during the execution.
4) Project Monitoring
a) The third and the fourth phase of project management go hand in hand in the
process of project management. During this phase the Project is monitored proactively in
order to know whether the project is going as per the planning, it will also help to know
whether the Project is not going over budget and whether the quality of the Project
executed till now is up to the mark.
b) These are some of the things that the project manager would be aware of if the Project
is continuously monitored and will help the Project manager decide the further course of
action.
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5) Project Closing
a) This is the phase that brings about the completion of the project, and the objective
of the project is achieved. The team members are acknowledged for their efforts they
have put in for the Project.
b) The learning while completing the Project is shared with everyone for future reference.
The final documents, any reports or any other relevant documents are handed over to the
team who would be operating the Project regularly.
5 Characteristics of a Project
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Raising Productivity Levels

Undoubtedly, levels of production must be raised. But this should correspond appropriately to
the needs of the community. It is good that development starts from where the people are and
what they already have. In this way, the development that can be generated in increasing
productivity would really be participated and people oriented.
In today's economy, it is necessary to consistently raise productivity levels to have any hope of
satisfying stakeholders and meeting organizational goals. Organizations that cannot meet the
needs of their stakeholders will soon fail. Raising productivity levels is one of the important ways
to achieve organizational goals. Increased employee productivity also increases profitability of
any company or organization depending which unit, department can be significantly affected.
What is Productivity?
Productivity in project work is determined by
observing the relationship between final results and
cost or time. That ratio is consistently measured at
regular intervals. A record of productivity trends.
Furthermore, Productivity is the number of outputs
divided by the number of inputs. In other words, it is
a ratio or a measure that tells you how much
something produces with the amount of input that it
uses. It is important for raising productivity levels in the workplace to know clearly what causes
it like leadership, technology and proper training.
In addition, productivity can also be seen as the

product of effectiveness and efficiency.
❖ Effectiveness relates directly to the final
result and its application towards meeting
desired objectives
❖ Efficiency, on the other hand, represents
the measurement of task performance in
terms of cost or time, based on a given methodology. The product of effectiveness and
efficiency results in the productivity index.
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7 Simple Cornerstones for Achieving High Productivity Levels
1. Establishing Clear Objectives

Establish standards to evaluate performance: Objectives
establish standards of performance. They are measuring
sticks to identify the successes and failures of an
organization and its employees. Performance reporting
helps managers identify non-performing areas and to
take corrective actions.
2. Communicate the Objectives Effectively

The communication process requires line tuning
(using the right combination of written, visual,
participative and didactic approaches) to ensure that
the goals are understood.
Furthermore, one of the key factors that improve

team productivity is effective communication must
prevail in a team. Communication helps team
members understand their responsibilities and
reduces the chances of confusion within the team,
which can affect overall productivity.
3. Involve those who Perform the Work

Consensus decision making and joint-planning efforts are
required to stimulate team members to achieve project goals.
Peter Drucker has spoken of lack of clarity in communicating

objectives as a major cause for lagging productivity. He also
points out that low levels of productivity in managerial and
engineering functions are more attributable to what the professional doesn’t do than to what is
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done, thus, the need for involvement in order to spur the individual on to higher levels of
performance.
4. Give Ownership to Team Members

Let your team members make their own decisions and make them accountable for their work.
This instills a sense of responsibility in employees regarding work, making them aware that their
decisions can affect the performance of the entire team. Your trust can help build your team
members’ self-esteem.
5. Identify the Strength, Weaknesses of your Team

As a manager, you have to know the knowledge, skill sets, and talents of teammates to allocate
tasks accordingly. Making each member use their strengths will improve workplace productivity.
6. Reward your employees

Employees work best when their efforts are appreciated and they are given incentives. Implement
incentive programs in the form of cash, free vouchers, lunch-outs, paid holidays, etc., to keep
your employees motivated.
7. Give Constructive Feedback

Constructive feedback is a robust tool for creating a
healthy environment, boosting productivity and
engagement, and achieving better results. It positively
influences communication, team members’ interaction
and teamwork results in different fields.
● The importance of feedback in the workplace is hard to overestimate: sharing information

on what can and needs to be improved helps optimize the work process and get things
done in less time.
● Feedback is of great help in leadership and communication: it creates a clear picture and
increases transparency.
● Feedback plays a crucial role in education and learning by helping adopt a new knowledge
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sooner and avoid repetitive mistakes.

● The same applies to feedback in sports and coaching: it helps learn new skills and get
better results.
Activity 2
Why is it important to increase our productivity in the workplace?
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Causes of Low Productivity in Projects

1. Lack of Time
Time runs short on projects for two reasons: First,
because of poor estimating of the time required to
carry out project tasks; and second, because of faulty
performance in carrying out programmed tasks.
In both situations, it’s the project professional’s

responsibility to correct matters - which means
realistically estimating the time required, and then carrying out the schedule as programmed.
2. Lack of Information
The accelerating wages of technological advances make it increasingly difficult for project
personnel to keep up-to-date on technologies. Missing bits of administrative information also set
project productivity back.
Technological data banks, management information systems, and an information-conscious

project team are the solutions to the lack-of-information syndrome.
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3. Lack of Ideas
Good ideas may be scarce due to lack of “gray matter” in the heads of those who do the thinking,
or more commonly, because of a non-creative atmosphere that provides little stimulus for bright
ideas to bloom.
If gray matter is lacking, the solution is to recruit or borrow more qualified thinkers. If the
atmosphere needs changing, then creative techniques like brainstorming and interchanging
professionals with other groups are appropriate.
4. Incorrect Premise
One of the worst errors in project management happens when the wrong premise is used to
outline plans or to make decisions. Lack of upfront premise screening causes project decisions
and plans to be built on sandy foundations.
Review boards, outside specialists, devil’s advocates and creativity sessions in the beginning of
the planning process are ways of offsetting the incorrect-premise problem.
5. Bad Habits
All humans are creatures of habit. In project work, some habits work in favor of meeting projected
goals. When those habits involve creativity and solid methodologies, then the project benefits.
Other habits that involve repetition of prior practices without questioning applicability in need in
new situations have a detrimental effect on project productivity. Habits need constant questioning
to ensure that project goals are met.
6. Poor Attitude
“We can’t get better results because they won’t let us.” (“They” refers to upper management, the
client, the Government). This attitude places a drain on project productivity.
The opposite stance, on the other hand, boosts productivity: “Let’s see how we can get the job
done, in spite of the obstacles.” This upbeat approach, coupled with solid planning, organization,
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direction and control, sets the tone for successful projects.
Other factors cause low productivity on projects, such as politics, both within and outside of the
project arena, and “force majeure”. Combination of all those factors decrease project productivity.
To bring a project to fruition, the project manager will need to assemble a project plan. The
project plan describes the cost, scope, and schedule for the project. It lays out exactly what
activities and tasks will be required, as well as the resources needed, from personnel to equipment
to financing, and where they can be acquired. Good project planning also factors in risk and how
to manage it, including contingency plans, and details a communication strategy to keep all
stakeholders up to date and on board.
Project planning and management
Planning the project typically involves the following steps:
1. Initiation: This step typically occurs before the project is greenlit. It usually involves
putting together a business case document that explains the need for the project, followed
by a feasibility study to determine the viability of the project in terms of its cost and
projected benefits.
2. Stakeholder involvement: Identify your project sponsors and key stakeholders. To
ensure the success of the project, meet with them to discuss their needs and expectations.
Map out the project scope, budget, and timeline with them, and make sure to get their
complete buy-in.
3. Prioritizing goals: A project — and a team — can only do so much. Prioritize your goals
to make fulfilling them clearer and easier.
4. Identifying deliverables: What are the specific deliverables that you and your team
are expected to produce? You’ll need to know exactly what is expected of you, as well as
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when (i.e., the deadlines for each output). You’ll also want to define what success looks
like for each deliverable and develop metrics to track and rank each one.
5. Scheduling: Using the information in the previous step, you’ll need to map out the
project's timeline.
6. Developing a project plan: As previously described, a project plan lays out the steps
needed to bring the project to fruition. It includes all the activities and tasks required in
the appropriate order and workflow. The project plan will draw from all the previous steps.
7. Bake in contingency plans: No project is without hiccups. Make sure you plan for any
bumps in the road by assessing the risks associated with your project and putting plans
in place to address them.
Once the project has been mapped out, it will need to be presented to the stakeholders, edited
if necessary, and then managed. Project plan management includes troubleshooting when issues
arise, keeping the project on schedule, and moderating the budget.
There are good and bad things to say about applying participative management on projects.
While supporters praise the benefits, there are those who claim the risks don’t justify making the
cross-over from traditional management approaches. In part, the differing opinions stem from
the varying views as to what participative management really is
What is Participative Management?
Participative management means participating in what? The problems? The decision? The profits?
In everything (all the pain and pleasure of project management)?
What participative management isn’t may help shed light on the concept. It’s certainly not an
autocratic approach where the “voice of the master” always prevails. Nor is it consultative
management, where various parties are heard (topics may be discussed in detail), but major
decisions are earmarked for upper management. Yet it’s not a pure democracy either, where the
majority rules by voting.
In participate management, the hierarchy, in some form or another, still exists. Managers and
other key project personnel, however, are required to use less position power and more of their
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abilities to influence, articulate and motivate. Participate management requires creating a group
spirit, which transcends the boundaries of the project team and creates strong intellectual and
emotional involvement, thus sharply boosting the odds for successful project completion.
Questions involving the scope of participation require special attention. For instance: Who is going
to participate in fixing major goals? Does participation extend to sharing profits generated by the
team’s efforts? Is participation limited to planning, or does it include group decision making and
problem solving? Or does it go to the extreme of wide-spread involvement in all managerial and
political questions that relate to the project? The varying degrees of participative management
are all operable, provided they are fully understood by the participants. Special care, then, must
be taken to define and communicate the scope of the proposed managerial philosophy.
Activity 3
Why do we need to establish clear objectives on achieving high productivity levels?
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Broadening the Sharing of Development’s Blessings

Since development must necessarily benefit the poor,
the distribution of its rewards must be broadened and
reach out to them. It is often said that the poor will
ultimately benefit from the blessing of development,
yet this is far from being true. And so, we first have
a balanced view about development.
Governments may seek to target resources to poor communities and households for a variety of
reasons, both related to economic growth and equity objectives. Targeting may also be useful to
maximize impact on key development indicators or to optimize resource expenditures in the face
of budget constraints. Targeting specific populations can help to solidify nation-building and ease
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regional or intra-ethnic tensions. Targeting the poor and vulnerable may also serve political
objectives, especially in democracies where delivering services to the poor are typically a strong
part of electoral promises.
There is no “one size fits all” targeting strategy. The best

targeting mechanism will reflect the local context,
including institutional framework, information availability,
degree of inequality, governance factors, and the
demographic profile, including presence of ethnic
minorities. Design of a targeting mechanism should be
explicitly linked to a program’s objectives.
For most Social Funds/Community-Driven Development (CDD) programs there will

be three standard pillars of a poverty targeting mechanism:
(a) Geographic Targeting
(b) The Menu and Eligibility Criteria;
(c) an Inclusive and Participatory micro project Identification and Implementation process.
The relative importance of any one method will depend largely on program objectives. Since
social fund/CDD programs usually have multiple objectives, the use of several targeting methods
is necessary to optimize targeting results. This also better controls for the limitations of any one
method. An overview of the essential elements of a social fund targeting mechanism is presented
in Figure A below.
Figure A: Essential Elements of a Social Fund Poverty Targeting Mechanism
Design Phase Implementation Phase
Development of Poverty Targeting Strategy in Overall Poverty Targeting Strategy

Relation to Program Objectives
➢ Execute communications strategy of
➢ Clear specification and justification of targeting expectations to all key
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target geographical areas stakeholders (parliament, press,

➢ Clear specification and justification of sectoral ministries, civil society)
vulnerable and/or poor target ➢ Integrate targeting strategy within
population – should be based on a national development strategies
social assessment (PRSP, MDGs)
➢ Overall assessment of Government
and/or program preference for
targeting
Geographical Targeting Geographical Targeting
➢ Identification of and consensus on ➢ Announce annual allocations to local

poverty map (most disaggregated level stakeholders
available) ➢ Provide technical support to poor
➢ Development of pro-poor resource municipalities that do not use quota
allocation formula ➢ Use revised poverty map, if available
➢ Specification of methodology for ➢ Adjust allocations based on
selection of communities within performance and revised map
targeted areas (second stage
targeting)
Menu and Eligibility Criteria Menu and Eligibility Criteria
➢ Menu designed to promote self- ➢ Introduce and pilot additional pro-poor

selection, limit elite capture interventions (e.g. demand-side etc.)
➢ Identification of beneficiary screening ➢ Adjust counterpart funding rules based
criteria for higher-risk subproject types on experience
➢ Counterpart funding rules ➢ Revise wage rates to keep in line with
➢ Cost recovery and user fee rules labor market conditions
➢ Wage rates to promote self-selection if ➢ Identify target groups not yet covered
employment an objective or accessing services and revise menu
and criteria accordingly
Inclusive Processes at Community Level Inclusive Processes at Community Level
➢ Design of facilitated community needs ➢ Assessment of prioritization versus

assessment and investment investment financed
prioritization process to minimize elite ➢ Adjustments to community facilitation
capture processes as needed based on PM&E
➢ Rules for community management ➢ Adjustments to community
16
committees management committees as needed

➢ Identification of social control based on PM&E
mechanisms ➢ Dissemination of results of social
control mechanisms
Monitoring and Evaluation System Monitoring and Evaluation System
➢ Specify targeting-related key ➢ Routine reporting of poverty targeting

performance indicators, integrated KPIs
where possible into MIS ➢ Execution of at least one household
➢ Include poverty targeting within design survey based assessment of targeting
of impact evaluations to be carried out incidence
➢ Design PM &E component ➢ Impact analysis to assess differential
impacts on poorer households
➢ Dissemination of results of PM & E
Definition of Terms
KPI - Key Performance Indicators
MIS - Management Information System
MDG – Millennium Development Goals
PM & E – Participatory Monitoring and Evaluation
PRSP – Poverty Reduction Strategy Papers
Democratization of Project and Social Services

Since the poor have the least opportunity to develop their livelihood, they should be given the
utmost priority in projects and social services. It is said that those who have less in life should
have more in law. In this regard, it would be best to look into the present service delivery system
in our communities.
Democratization of Project and Social Services is the key to break away from the vicious cycle of
poverty since most poverty-stricken individuals are socializing at a very low level. While, the
individual poverty alleviation is a good practice but what we need is to take an integrated
approach. ‘Democratic services' should be provided at the grass root level as much as possible
which can build up a strong infrastructure of general public even after providing some free service
to alleviate more poor people out of poverty line.
17
Defining Democratization
Democratization is difficult to define in practice, in
large part because of disagreements about how to
understand democracy. For example, there is no
consensus on where to mark the beginning and end
points of the democratization process. One approach
defines democratization as the period between the
breakdown of an authoritarian regime and the
conclusion of the first democratic national elections. Others mark earlier beginning points, such
as the initiation of liberal reforms by authoritarian regimes or structural changes that weaken
authoritarian regimes enough for opposition groups to push for democratic reforms. Some
democratic theorists similarly assert that democratization continues long after the first elections
because, by themselves, elections do not ensure a functioning democracy. The problem with this
approach is that it is not clear when the democratization process stops. If measured against the
ideal of a perfect liberal democracy, all countries may be viewed as perpetually being in a process
of democratization. This limits the utility of democratization as an analytical tool.
Furthermore, democratization is defined as:
● Transition to a more democratic political regime
● Transition from an authoritarian regime to a full democracy
● Transition from an authoritarian political system to a semi-democracy
● Transition from a semi-authoritarian political system to a democratic political system.
Types of Regimes/Political System that gave way to Democracy

1. Authoritarian
● powers in the hands of a leader or a small elite that is not responsible and
accountable to the people.
● Rulers are not chosen by the people who have limited political freedoms.
● Personalistic: Headed by the supreme leader wielding a great amount of individual
power.
Ex: Adolf Hitler (Nazi, Germany), Francisco Franco (Spain), Saddam Hussein (Iraq)
18
and Zia-ul Haq (Pakistan)

● Military regime: In early 1990s, about half of the 3rd world countries were ruled
by Military Regime.
Ex: Philippine 1972 Martial Law (Batas Militar)
2. Totalitarian
● Rule by a single party following a distinct ideology, TOTAL control of
state/government of almost all aspects of public and private life, minimal civil/
political freedom.
Ex: Joseph Stalin (USSR), Mao Zedong (China) and other communist regimes
3. Post-Totalitarian
● It is a regime that is still trying to control all aspects of public and private life,
follow official ideology, and charismatic leaders despite the collapse of foundations
of totalitarianism.
Ex: Vladimir Putin (Russia), Capitalist China and other post communist regimes
4. Monarchical and Sultanistic Regime
● A country that is ruled by a monarch.
● Sultanism - is a form of authoritarian government characterized by the extreme
personal presence of the ruler in all elements of governance.
Ex: Nepal (2006), Turkey, Malaysia and Indonesia
5. Colonial Regime - Post Colonial States
● Is a practice or policy of control by one people or power over other people or
areas, often by establishing colonies and generally with the aim of economic
dominance.
Ex: India, Sri Lanka, Philippines, Ghana, Myanmar, etc.
Democracy from Greek word (dēmokratía) dēmos 'people' and kratos 'rule') is a form of
government in which the people have the authority to deliberate and decide legislation ("direct
democracy"), or to choose governing officials to do so ("representative democracy"). Moreover,
democracy is a system of government that not only allows but requires the participation of the
people in the political process to function properly.
Ex: The Philippine 1987 constitution, adopted the democracy (U.S.) system during the
19
Quino administration, reestablished a presidential system of government with a bicameral

legislature and an independent judiciary.
Since the Philippines is a democratic country, people’s voice and welfare are the top priority of
the said system, the Philippine government then made more productive and effective agencies to
further democratize or make projects with its various programs and social services accessible to
everyone. Below are the lists of some of the main projects and programs implemented by the
Department of Public Works and Highways (DPWH) and Department of Social Welfare and
Development (DSWD).
1. BUILD, BUILD, BUILD PROGRAM
It is the centerpiece program of the Duterte administration that aims to usher in the “Golden age
of infrastructure” in the Philippines. Furthermore, it is a key component of his socio-economic
policy, the program also aims to reduce poverty, encourage economic growth and reduce
congestion and address the country’s infrastructure gap. It was then concluded that the lack of
infrastructure has long been cited as the “Achilles heel” of Philippine economic development.
20
2. LAKBAY ALALAY
- “Lakbay Alalay” is an annual public
service program of DPWH
nationwide through the 16 Regional
and 183 District Engineering Offices
of providing immediate assistance to
our motorists such as rescuing
troubled vehicles, giving directions
especially to visitors and applying
first aid in emergency situations.
-
21
3. AYUDA PROGRAM
The job description of the beneficiaries of

AYUDA program involves working as street
sweepers, street signs cleaners, garbage
collectors, vegetation control and removal of
illegally dumped construction materials, junked
items and other obstructions protruding to the
carriageway, shoulder and sidewalk.
4. FARM TO MARKET ROADS

(FMRs) connect agricultural and fisheries areas to markets, allowing producers to
transport their goods to traders and consumers with relative ease. These roads help the
farmers and fisherfolks gain better prices and broader reach for their products.
Ex: DPWH Farm-to-Market Road Project
22
5. ASSISTANCE TO INDIVIDUALS IN
CRISIS SITUATION (AICS)
“Assistance to Individuals in Crisis Situations,” is
a DSWD program that helps people who are in
need get food, medicine, transportation, and
other things they need. Moreover, it is part of
the DSWD’s protective services for the poor,
marginalized and vulnerable/disadvantaged
individuals.
Activity 4
Discuss briefly why is it important to democratize project and social services.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
____________________________________________________________________________.
Creating More Job Opportunities and Means of Livelihood

With the increasing ranks of the unemployed and underemployed it is but imperative that
development projects should always take into account the need to create more jobs and means
of livelihood.
The world is facing a new crisis. Each year there are an increasing number of unemployed and
underemployed youths around the globe who aspire to lead a productive life but face barriers to
obtaining decent employment. Their education systems have not prepared them for success in
the modern economy. Without jobs, they cannot have decent living standards and are vulnerable
to social unrest and criminal behavior. We need to create more job opportunities, so as to improve
the livelihood of nations across the world, especially here in the Philippines.
23
What is a Job?
Job is work or a particular task or function someone
does to earn money. It is also a formal agreement,
manifested by a contract between an employer and
employee. A Job can compromise part of an overall
livelihood, but does so only to complement other aspects
of a livelihood portfolio.
Policy Principles to Guide Action at the National level and Local Levels
are a set of policy principles to help national governments better
support place-based approaches to job creation can be formulated.
They were developed by the expertise of the Organization for
Economic Co-operation and Development (OECD) LEED Programme, the International Labor
Organization (ILO), the World Bank and WAPES:
1. Make national employment and training policy frameworks more adaptable to local labor
market conditions.
2. Support partnership approaches within local economies leading to better integrated
policies and more effective and efficient strategies.
3. Give priority to creating an adaptable labor force that is able to innovate, progress, and
transfer between sectors, hence building local resilience.
4. Support labor market transitions throughout the life-cycle by building comprehensive local
career information and well-articulated training to employment pathways.
5. Stimulate productivity and innovation by working with employers and trade unions to
better utilize the skills of the existing workforce.
6. Develop place-based initiatives to support inclusive growth by reducing the barriers that
can exclude people from the labor force over generations, including youth, women, older
workers, people with disabilities and immigrants.
7. Ensure that appropriate social protections are available at the local level especially among
the highly disadvantaged.
8. Invest in social infrastructure and institutions to strengthen networks within and between
local economies, including those which are performing more highly.
24
9. Support the development of the social enterprise sector and innovative approaches, such
as social impact investments.
10. Support evidence-based policies by developing comprehensive labor market information
systems, which disaggregate data on jobs and skills to the level of local labor markets.
The Employment and Skills Strategies in the Philippines

by the Organization for Economic Co-operation and
Development (OECD) conducted a case study towards
an action plan for Jobs in the Philippines and they
provided key recommendations and showcased best
practices emerging from a review of local job creation
policies in the Philippines. To better connect people to
jobs, stimulate more responsive skills development
training at the local level and ensure that economic
development efforts are better coordinated with
employment programs.
1. Promote the establishment of One-Stop PESOs which combine employment

and training services into one office and integrate employment and skills
programs:
Public employment services (PESOs) are key actors in broader

economic development opportunities strategies by reaching out to
employers and stimulating good quality employment opportunities.
Flexible Training, Education and Employment services are required in
the Philippines to proactively respond to skills gaps that may act as
barriers and obstacles to business growth and expansion.
PESO in Cebu City provides the best model. They demonstrate the
importance of providing both employment and training services in an integrated manner
25
to better link job seekers to employment.
Through the Nat’l Peso network, the DOLE should seek to promote “what works” in better
designing employment services to provide a more client-oriented approach. At the Nat’l level, the
DOLE should work with TESDA to promote the organization of local PESOs.
2. Continue to develop an evaluation framework to measure the success of the

JobStart program and continuously improve the delivery of the program over
the long-term.
The JobStart Program represents an important government initiative in the Philippines to

provide the youth with good job opportunities.
Through effective implementation at the local level and
strong collaboration among stakeholders, JobStart can help
address potential skills mismatches while also promoting
broader economic development, job creation and growth.
Developing an evaluation culture is a critical part of the
policy development process to ensure that programs are
subject to a cycle of continuous improvement. Evaluations
provide national policy makers with information upon which
potential policy and program changes can be made.
3. Introduce work-based training programs which network employers and

promote skills development opportunities, which are better linked to labor
market demand.
a. Employers are key partners in any policies or programs which seek to boost skills
development opportunities and promote employment.
b. Local level actions can spur employers to offer more in-work training and
internships, particularly in firms that traditionally offer low levels of training such
as SMEs.
c. DOLE should consider how to provide incentives to employers to encourage them
to network on a sector or regional level. Employers take a stronger leadership role
26
in skills development programs.
The Department of Tourism piloted the Tourism

Skills Development Program which provided
matching grants to tourism enterprises to fund
short term, relevant skills to their employees.
Seven (7) Best Industries for Job creation

in the Philippines (2019):
1. Travel and Tourism
2. Agriculture
3. Real Estate
4. Outsourcing
5. Retailing
6. Construction
7. Healthcare
What is a Livelihood?
Livelihood compromises capabilities, assets and activities
required for means of living. Livelihoods may or may not
involve money. Livelihoods are self-directing. They are based
on income derived in “Jobs”, but also on incomes derived
from assets and entitlements.
Principles of Livelihood
➢ People-Centered - understanding people’s priorities and livelihood strategies.

➢ Responsive and participatory - responding to the expressed priorities of poor people.
➢ Multi-Level - ensuring micro-level realities inform macro-level institutions and processes.
27
➢ Conducted in Partnership - working with public, private and civil society actors.
➢ Sustainable - environmentally, economically, institutionally and socially.
➢ Dynamic - support is flexible and process oriented, responding to changing livelihoods.
➢ Holistic - integrated nature of people’s lives and diverse strategies.
➢ Building on Strengths - identifying and enhancing capabilities while addressing
vulnerabilities.
The Sustainable Livelihoods Framework is an effort to conceptualize livelihoods in a holistic way,

capturing the many complexities of livelihoods, and the constraints and opportunities that they
are subjected to. These constraints and opportunities are
shaped by numerous factors, ranging from global or
national level trends and structures over which
individuals have no control, and may not even be aware
of, to more local norms and institutions and, finally, the
assets to which the households or individual has direct
access.
The Sustainable Livelihood Framework
28
Five concepts that are crucial for understanding the linkages within the framework:
The Vulnerability Context

Refers to the external environment in which people live.
➢ This includes Trends (such as national or international economic trends, changes in

available technology, political systems),
➢ Shocks (such as illness or death, conflict, weather), and
➢ Seasonality (of prices, production cycles and so on).
The vulnerability context is important because the three factors have a direct impact on the
possibilities that poor people have to earn a living now and in the future.
Livelihood Assets
1. Natural Capital are resources to make
a livelihood (Forest & Wildlife, Water &
Aquatic Resources, Biodiversity and
Environmental Services).
2. Human Capital are the Health &
Nutrition, Education, Skills & Knowledge and
Capacity to Work & Adapt of an individual.
3. Social Capital are resources to make a living (Networks, Social Claims, Relationships,
Affiliations and Associations).
4. Physical Capital are Basic Infrastructures needed to make a living (Transportation &
Roads, Production Equipment and Technologies).
5. Financial Capital are any form of Capital Base (Financial Supports & Fundings, Savings,
Financial Subsistence).
29
Policies, Institutions & Processes

An important set of man-made external factors that influence the range of livelihood options open
to different categories of people. They also influence access to assets and vulnerability to shocks.
➢ An enabling policy and institutional

environment make it easier for people -
poor and less poor -to gain access to
assets they need for their livelihoods.
➢A disabling policy and institutional

environment may discriminate against the
poor, thus making it difficult for them to
get access to land, livestock, capital and
information.
Livelihood Strategies
The range and combination of activities and choices that people make in order to achieve their
livelihood goals.
1) Combine & utilize the assets they can access.

2) Take account of the Vulnerability Context.
3) Supported or Obstructed by the Policies, Institutions and Processes.
Livelihood Outcomes
Unsuccessful Outcomes:
➢ Food and income insecurity
➢ High vulnerability to shocks, changes and/or

trends
➢ Loss of assets and impoverishment
30
Achievable Outcomes:
➢ More sustainable use of Natural Resources
➢ Asset accumulation and High Status
➢ Increased Well-Being
➢ Protected Rights
➢ Recover Dignity
➢ Reduced Vulnerability
➢ Improved Food Security
Some of the Key Agencies in Job Creation and Livelihood Programs
Kabuhayan Starter
Kit
Kabuhayan at Kaunlaran ng
Department of Labor Sustainable Livelihood
Kababayang Katutubo Program
and Employment (DOLE) Program
(DA-4K)
Department of Social Welfare
Department of Agriculture
and Development
31
Activity 5
Discuss briefly the importance of creating job opportunities and livelihood to people.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
___________________________________________________________________________.
Developing the People’s Potential for them to take

the Leading Role in Development
People’s participation in development is still quite

insignificant today. Necessarily, their participation in
planning and management of development projects has
to be enlivened and invigorated. The people should have
an active and decisive involvement, from initial analysis
of their own conditions to the actual implementation of
their projects.
An organization's stability requires a continuous series of top talents under development for
positions along the management hierarchy and in other key productive roles. The less effective
leaders in organizations are typically less well-developed in their management philosophy and are
less organized more generally, leaving them in a mode of operation that is focused on meeting
immediate daily needs. Under such management, staff attrition, especially of talented employees,
is predictably high. They do not embrace their opportunity to achieve more by helping others
advance toward their personal goals and, by doing so, better serve the long-term growth and
other interests of the business. The most effective leaders normally understand the need for
ongoing employee development and prioritize it.
32
Leaders Skilled in Developing Others

● Recognizes development of existing talent as an important priority
● Promotes an aspirational culture of eagerness to develop and use increased skills
● Provide clear feedback on progress
● Provide guidance throughout employees' developmental processes
● Employs a variety of activities and approaches to employee development
● Encourage employees to take on more challenging assignments
● Are always scouting for new developmental opportunities for team members
What Prevents the Ability to Develop Others
● Lack of understanding of staff development as a critical management responsibility

● Sense of being overwhelmed with immediate workloads
● Lack of understanding of the importance of personal development
● Lack of interest in team performance excellence, have a bureaucratic mentality
● Unawareness of available development resources and opportunities
● Narrow and excessive focus on developing only a very few employees
● Over- or under-estimating individuals' raw developmental ability
● Poor choices of development methods
● Failure to recognize that workers want and need development opportunities
● Fear of competition from talented employees
● Poor skills in employee training and development
● Ignorance of the value of developing others to one's own performance
● Lack of courage to assert feedback on development progress
● Insufficient patience with the development process
33
How to develop leadership skills: 8 strategies
Let’s take a look at eight strategies you can use to foster leadership skills in your team, creating
leaders at all levels:
1. Coach and mentor
Leaders of today must bring a coaching mindset. New leaders will benefit from a senior leader
who can act as an example. While working with leaders from a different generation, bear in mind
that the motivations are different.
Even the definition of leadership may differ. Ask open questions from your potential leader.
Discuss what good leadership means and what behaviors point to that.
Share your experiences and perspective to add color and depth to the discussion.
Link your discussions with the demands of the role, how leadership can show up as the potential
leader carries out his day-to-day duties. This type of coaching will help the potential leader gain
confidence and maturity and be ready for a bigger role when the time comes.
An example of a great leader who acts as a coach is one who supports employee engagement by
allowing their team members to explore new ways of working. They don't simply dictate how
work needs to be done.
An effective leader here will see their mentorship as part of the development process of each of
their staff. They will hold a conversation with the employee to analyze the effectiveness of the
method they chose to use.
A successful leader will allow the employee to learn from experience rather than being told what
to do.
34
This is the difference between being a coach and being a manager.
2. Anchor in values and meaning

What makes some leaders better than others seems intangible. It comes from the coherence of
the leader's actions and words with their own and the organization’s values. Talk about your own
core work values and how you manifest them. Encourage the new leader to explore their values.
It isn’t always easy to make the connection between what we believe and what we do. Make
values part of the conversation throughout a leader’s development.
For example, imagine an emerging leader place a high value on honest conversations, at work,
and at home.
This can be a great opportunity to engage said future leader in a development program that
fosters this leadership style.
35
3. Emphasize personal growth and soft skills
New leaders focused on developing management skills can

become overwhelmed. To help combat this, amp up “soft”
skills and creativity. Creativity helps leaders solve problems
and turn challenges into opportunities.
Part of your leadership development plan should therefore

include:
● A stock take of the soft skills and leadership qualities that your aspiring leaders have
● The areas where they can improve the most in
● An action plan for developing those specific skills
● Perhaps pair them up with current leaders who are strong in the areas that the aspiring
leaders lack.
4. Debrief and reflect
Guided discussion and reflection can draw out and consolidate learning. With the execution and
completion of every project/task, have a discussion with the potential leader.
Often in a corporate setting, employees are preoccupied with conquering challenge after
challenge.
There are many learning points from challenges that went well and ones that didn’t go so well.
The learning would be lost, or be accidental, if the process of reflection is not led.
This can be as simple as having everyone in your company in a leadership position put aside 15
minutes per day to reflect on their leadership effectiveness that day. This information can be
collated and discussed as part of your leadership development program.
36
5. Ask about aspirations and design stretch assignments

Check in with the potential leader about how he would like to grow his career. As the motivations
of younger leaders are different, what a more mature leader perceives as ‘successes’ and ‘growth’
would be different.
Engage the potential leader in conversations and design assignments that help him grow in the
direction that will be a win-win for both employee and organization.
For example, let's say someone in a leadership role in your company wishes to one day start their
own company. Part of your leadership development strategy might be getting this person more
involved in the development of organizational goals. This could include inviting them to attend
management meetings.
These actions then are more connected to their long-term goals outside of their current role.
6. Give constructive feedback informally and regularly
Research has shown that the fixed cycle of formal conversations does not work. Employees now
want to be involved and developed, making informal, regular feedback more effective.
Watch your leader and look for opportunities to reinforce positive leadership behaviors. Do this
more so than looking for opportunities for correction. Describe specifically what made their
behavior good, so the leader will know what to replicate in the future.
Vague comments will often get misconstrued due to different biases and upbringing. Do not shy
away from giving critical feedback — it might just be the feedback your potential leader needs.
Rather than saving feedback until you meet for leadership training, aim to give feedback as you
think of it.
37
7. Create an open channel to ask for support

Some leaders give stretch assignments that are too far beyond the abilities of the employees.
One question to ask yourself is, “Am I
setting up my employees to succeed or to
fail?”
Giving tasks that are too difficult without

the right support can be demotivating and
have costly consequences. In academic
learning, there is a zone of proximal
development that makes learning
enjoyable and attainable. Apply the same principle and provide appropriate support.
Check in with the potential leader often and ask what support is needed. Be accessible so that
your potential leader can thrive and grow.
8. Offer executive coaching to develop presence and confidence
Leadership, even when unconventional or service-oriented, is often highly visible. One of the
common challenges for leaders is not being ready for a bigger role when the opportunity finally
comes, sometimes years later.
Individuals who have been ambitious and motivated in their work may still lack the benefit of
thoughtful processing. This would help them make meaning and consolidate learning from past
experiences.
Coaching will support potential leaders to grow in their leadership to be on par with the
expectations of their role. It will help them develop both their presence and confidence.
38
Activity 6
Why is constructive feedback necessary in the process of communication?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
__________________________________________________________________________.
Module 1 References
➢ https://www.slideshare.net/srengasamy/sustainable-livelihood-framework-sr-
presentation?qid=4ed0a279-8b44-4e0a-b7fa-ce16b3054dde&v=&b=&from_search=13
➢ https://read.oecd-ilibrary.org/employment/employment-and-skills-strategies-in-the-
philippines/towards-an-action-plan-for-jobs-in-the-philippines-recommendations-and-
best-practices_9789264273436-8-en#page6
➢ https://www.soas.ac.uk/cedep-demos/000_P528_RF_K3736-Demo/unit1/page_22.htm
➢ https://www.oecd.org/g20/topics/employment-education-and-social-policies/OECD-
LEED-Local-strategies-for-employment-G20.pdf
39
MODULE II:
Community Organizing: Toward
Setting the Foundation of
Participatory and Management
40
Module No. 2 - Community Organizing: Toward Setting the
Foundation of Participatory Development and Management
Name: ________________________________ Date: _______________________
Lesson Title: Community Organizing: Toward Setting the Foundation of Participatory

Development and Management
Lesson Objectives:
● Evaluate the situation of community organizing in the Philippines
● Define the term community organizing and to understand its importance
● Identify and understand the steps and and activities in community organizing
The Overall Situation of Community Organizing
“No one is an island; no one stands alone...” goes the lyrics of a familiar song. It is our nature to
seek company; our capacity for social engagement is our strongest trait. People relate to others
to form groups in a certain locality where our very existence requires sociability. Taking part in a
community is something indescribably fulfilling, for it allows one to be part of a group of people
who share something more substantial than being in the same geographical location.
Community organizing works in local settings to empower individuals, build relationships and
organizations, and create action for social change. It has historically focused on building localized
social movements in a small as a single neighborhood.
It’s difficult to talk about community organizing without mentioning the name Saul Alinsky. Alinksy
is one of the most authoritative voices on the subject and his work has inspired figures across
the political spectrum.
41
Alinsky’s approach emphasized:

The Founder of Community Organizing
a. democratic decision making,
b. the development of indigenous A community organizer in the second half
leadership, of the 1930s
c. the support of traditional community His thinking about organizing was
leaders, strongly influenced by the militant labor
d. addressing people’s self-interest, movement in
e. use of conflict strategies, and the United
f. fighting for specific and concrete States emerging
results at the time.
History:
Precolonial Era: Damayan and Bayanihan
➢ Filipinos’ expression of mutual aid among their clan, kindred and the barangay
➢ Fostered cooperation and unity
1950s- 1960s: Reconstruction Period
➢ Community organizing works in local settings to empower individuals, build relationships

and organizations, and create action for social change. It has historically focused on
building localized social movements in a small as a single neighborhood.
Late 1960s -1970s: Development Decade
➢ Grassroots organizing (sectoral and mass-based)

➢ Maximum community participation
➢ Development Agencies: relief rehabilitation, dole-outs, home-based and institutional
services
➢ Social Action: rallies and demonstrations
➢ Advocacy and social development
➢ During Martial Law was declared, organizing efforts continued
42
1970s-1980s: Participatory Development
➢ Formation of Philippine Ecumenical Council for Community Organizing (PECCO),

community organizing were properly introduced
➢ Zone One Tondo Organization (ZOTO) : was born due to The Saul Alinsky method of
conflict-confrontation
➢ Problems were viewed in its totality and root causes
➢ CO was adopted by government as strategy
➢ Lessons from NGOs acknowledged
➢ Bottom-up rather than top-down decision-making
1980s- 1990s: Socio-economic Work
➢ Peak of the NGO work in the Philippines

➢ Community-wide to nationwide organizing resulting to people’s empowerment
1990s-2000s: Sustainable Development/Gender Development
➢ Focused on the alarming depletion of vital resources and degradation of the environment
➢ Community practice centered on addressing sectoral and welfare issues like drug
addiction, prostitution, child abuse and domestic violence
➢ Marked the advent of women’s movement in the Philippines
2000s onwards
➢ More meaningful involvement and participation of the private sector in social development
programs
➢ Creation of creative partnerships or “creative engagement” between and among private
and government sectors
➢ Development and Peace has made community organizing a major component of its
Typhoon Haiyan reconstruction program in the Philippines.
43
Community Organizing in the Philippines
Community organizing (CO) in the Philippines finds its

roots in history. By examining the origins of the
approach of early Filipinos, and how it evolved based
on the events faced by the country, we can see for
ourselves the role of history in the making and
unmaking of organizational initiatives. The identity,
strategy, and ways utilized by the people depended on
the situation unfolding before their eyes. The success
and failures of organizing served as lessons for the
future Filipinos to do and undo things and to think of better means for the improvement of the
community. Thus, our nation’s history provided, not just us Filipinos, but people all over the world
have the power to form organizations and engage in collective action in order to address the
issues, problems, and challenges that came and tested their faith and capabilities. The Philippines
has a long record of organizing throughout history. Organizing among the powerless has long
been part of history even in the absence of a systematized body of theories, concepts, principles,
and approaches as we know them today.
Community organizing was used by social development workers in empowering people’s

organizations to address poverty and social inequality. As early as 1985, several events were held
to assess community organizing practices and future development of the strategy to enhance the
capabilities and resources of the community over the past years. Among these activities include
Integration, Social Investigation, and Issue Identification and Analysis. In these steps, there was
a need for an organizer to immerse himself with the local community in order to systematically
learn and analyze the structures and forces within the community. Learning the issues and
problems in the community by experience rather than in secondary data helped the development
workers define and prioritize community problems. Since community organizing is an enabling
process, the People’s Organization usually takes over the organizer’s role when the indicators
such as high level of socio-political awareness, sustained membership participation, and presence
of trained community leaders were significantly met.
Community organizing was also observed in rural communities in the Philippines. A study done in
San Jose and Kagawasan, wherein a large majority of the communities were poor and situated
in mountainous areas of Manobo, showed that community participation was affected not just by
individual decisions but also by constraints on actions imposed by bureaucratic structures and
restrictive institutional arrangements. Thus, community organizing was used to eliminate these
barriers, thereby helping the community members grow in efficacy, self-awareness, and
confidence in their future. The community was transformed from traditionally having a passive
stance when faced with authorities, to having a collective power and transforming them into a
dynamic and thinking group. The study applied a community organizing “bottom-up” strategy
44
approach wherein members organized themselves because they were aware of the grassroots
issues of the community. Furthermore, the tactics used in community organizing were sustained
even when the community organizers left the place.
What is Community Organizing? Why is it needed?
Before we talk about community organizing, let us understand the concept of community.
What is a Community?
Community is from the Latin word communitas "community", "public spirit" and communis,
"shared in common".
Community is a dynamic entity composed of people living in a given territory who share common
culture, needs, aspirations, resources, lifestyle and the like, bounded by a feeling of belongingness
and interacting with one another in consonance with its structure and institution to achieve
common goals (Norman, L.P.1998).
Community Situation Community Aspirations
Community Organizing: A History of Definitions:
CO (1900-1940S)- method of social work and application of the social work process in dealing
with community: fact finding, diagnosis,treatment, evaluation. This is the application of methods
of adjusting social welfare needs/problems to social welfare resources/programs and services.
CO (1950s-1960s)- Process by which communities identify their needs and objectives, rank these
needs and objectives, develop the will and confidence to deal with these needs and objectives,
45
mobilize resources- internal as well as external, take action in response to them and, by doing
so, they developed the cooperative and collaborative attitudes and practices in the community.
There is emphasis on process leading to some qualitative change or development in attitude and
behavior or practices such as more unity, cooperation and collaboration.
CO (1960s-1980s) Creation of power – the have nots have no economic and political power which
are monopolized by the elite. But by organizing, they can have people power. Conscientization
makes them aware of their concrete situation of poverty, injustice, exploitation, oppression, and
capacity and potential for power and liberation. They thus organize for power and liberation.
CO (1980S-Present): Organizing of sectoral, multi-sectoral and other inclusive organizations for

representation and participation in governance, policy-making and decision-making that affect
them.
Community Organizing: Definition According to Authors
Lindeman (1921): defines community organization as “community organization is that phase

of social organization which constitutes a conscious effort on the part of the community to control
its affairs democratically and to secure the highest services form its specialists, organizations,
agencies and institutions by means of recognized inter-relations.”
Ross (1955): “community organizing is a process by which a community identifies needs and
objectives, gives priority to them, develops confidence and will to work at them, finds resources
(internal and external) to deal with them, and in doing so, extends and develops cooperative and
collaborative attitudes and practices in the community.”
Dizon (2012): “community organizing, one of the methods in community development, is a

Western concept adopted in the Philippines. The different definitions of foreign and local authors
highlight the nature of community organizing as a process by which a community identifies its
problems and finds solutions through collective mobilization of the people and resources.”
Murphy and Cunningham (2003): “a process in which local people, united by concern for
renewing their own small territory, plan and act together from an organizational base that they
control. It is a practice that involves collective human effort centered on mobilization, advocating,
planning, and the negotiation of resources”
Manalili (1990): “Community organizing is a process that revolves around the people’s lives,
experiences, and aspirations. It is a process that is people-centered and geared towards [the]
continuing capability building, self-reliance, and empowerment”
46
Dela Costa-Ymson (1993) cites that community organizing as a method is a tool for human
development. She defines human development in the context of community organizing as: “A
process of unfolding the potentialities of persons to the level where they can exercise the faculties
that will enable them to create, act and manage resources to live a decent life”
Dacanay (1993) : “the process which builds/mobilizes people and other community resources
towards identifying and solving their own problems, establishing people’s self-awareness and
capacities to stage their own future...taking action collectively considering the bureaucratic
structure and restrictive institutional arrangements”
David’s (2004) : a major weapon of powerless communities in asserting their demands, holding
accountable those who rule and treading their own autonomous path to development.
In general, the following are the different major ideas reflected in previous definitions:
1. The idea of cooperation, collaboration and integration

2. The idea of meeting needs and bringing about a balance between needs and resources
3. The idea that community organization deals with program relationships as contrasted with
direct service and group work
4. The broad philosophical concept of community organization as furnishing a working
relationship between the democratic process and specialism
In summary, community Organizing involves mobilizing a

group of people to address common issues and concerns and
enabling them to take action. It focuses on collective action;
the power derived from the synchronized actions of people
in unity, as opposed to separate individuals. Quite akin to the
common saying, ‘United we stand, divided we fall.
It is a process where people who live in proximity to each

other come together into an organization that acts in their
shared self-interest (Wikipedia).It is a method of engaging
and empowering people with the purpose of increasing the
influence of groups historically underrepresented in policies
and decision making that affect their lives (Britannica).
Why Community Organizing is Needed
Community organizing can bring about social

change for disadvantaged groups, improve
community decision-making, reduce crime,
47
improve safety and public health, spur local

economies, and more.
Nature of Community Organizing
➢ The fundamental aspect of community organizations is the principle of cooperative spirit.

➢ Community organizations recognize the spirit of democratic values and principles.
➢ Organizing is about empowering. When people unite together, barring all discriminations
and get involved in the community organizations, they develop confidence.
➢ Empowerment comes when people learn skills to help themselves and others.
➢ The community organizations recognize the power of individuals. It believes through the
collective strength of the people, better teamwork and adopting scientific methods can
make comprehensive solutions.
➢ It is concerned with the adjustments and inter-relations of the forces in community life.
Therefore, it is a continuous process in which adjustments are made and remade to keep
pace with the changing conditions of community life.
➢ Community organizations are carried on not only in the communities or neighborhoods,
or in the local level but also on a nationwide basis or at the national level.
➢ Community organization is usually and perhaps always concerned with intergroup
relationships.
Main Objectives of Community Organizing:
➢ The primary aim of community organizations is to bring about and maintain a

progressively more effective adjustments between scarce resources and multiple needs of
the community;
➢ It implies that community organization is concerned with (1) the discovery and definition
of needs (2) planning for meeting those needs (3) the articulation or pulling the resources
(d) channeling their resources to solve the problems;
➢ To involve the people democratically in thinking, deciding, planning and playing an active
part in the development and operation of services that affect their daily lives.
Secondary Objectives:
➢ To secure and maintain an adequate factual basis for sound planning and action;
➢ To initiate, develop and modify welfare programs and services in the interest of attaining
a better adjustment between resources and needs;
➢ To improve and facilitate the interrelationships and to promote coordination among
organizations, groups and individuals concerned with social welfare programs and
services;
48
➢ To develop a better public understanding of welfare related problems and needs and social
work objectives, program and methods;
➢ To develop public support and participation in social welfare activities;
➢ Analyzing resources available, gaining facts about human needs, bringing participation,
creating motivation for action through participation and education, determining priorities,
identification of gaps and duplication of services.
Principles of Community organizing

Arthur Dunham in 1958 formulated a statement of 28 principles of community organization and
grouped those under seven headings:
1. Democracy and social welfare

2. Community roots for community programs
3. Citizen understanding, support and participation and professional service
4. Cooperation
5. Social Welfare programs
6. Adequacy, distribution, and organization of social welfare services
7. Prevention
Theoretical Framework of Community Organizing
49
Community Organizing Basic Assumptions:

According to Ross (1955) :
➢ Communities of people can develop the capacity to deal with their own problems.
➢ People want change and can change.
➢ People should participate in making, adjusting, or controlling the major changes taking
place in their communities.
➢ Changes in community living that are self-imposed or self-developed have a meaning and
a permanence that imposed changes do not have.
➢ A holistic approach can deal successfully with problems with which a fragmented approach
cannot cope.
➢ Democracy requires cooperative participation and action in the affairs of the community,
and that people must learn the skills that make this possible.
➢ Frequently, communities of people need help in organizing to deal with their needs, just
as many individuals require help in coping with their individual problems.
According to Sherrand (1962):

➢ Conditions of life in the community are subject to improvement, and it is the responsibility
of the individuals and the community as a whole to seek solutions to problems and to
attempt to prevent problems before they occur.
➢ There is not only compatibility but also an imperative relationship between individual self-
realization and general community improvement.
➢ The greatest possible measure of self-determination should be accorded to local
communities and to their residents, and every means should be emphasized to encourage
local initiative.
➢ Local self-determination is not feasible without broad local participation.
➢ Local community improvement must, as far as possible, be carried on within the
framework of planning for the larger community or the nation
According to Hollnsteiner (1979) and Isles (1981):
➢ Unorganized poor people do not participate actively in societal decisions affecting their
lives because they are powerless.
➢ When weak individuals band together and confront authorities, their collective number
can rectify the imbalance between the weak and the strong and allow interaction on an
equal basis.
50
➢ The sheer experience of participation in mobilization and group actions develops in

ordinarily dependent people a sense of power, which brings about self-reliance, pride in
oneself, and dignity.
➢ Organizing people for power seeks to establish powerful people’s organizations through
which the disadvantaged can enter the spheres of decision-making.
Benefits of Community Organizing:
1. High level of public engagement, often people by marginalized groups

2. Cohesion on important issues
3. Leadership with an authentic following
4. Pragmatic solutions that come from the community
5. Greater accountability on the part of public officials
6. Attention to how policies are implemented
Steps and activities in community organizing: Methods of Work and Some Important
Guides
The Seven Steps in Community Organizing:
1) ENTERING THE COMMUNITY - this step

enables the community organizers to introduce
themselves to the local community officials and
inform the local authorities about the project,
its objectives, and the nature of their stay in
the community. As a strategy, the community
organizers adapt a lifestyle in keeping with the
51
community and choose an appropriate place or

family to stay with (Dizon 2012).
During community entry, the Community

Organizer is introduced to local authorities and
other key people in the community. It is the
first step of community organizers towards
integration in the community. Initial
impressions can either facilitate or hinder the
achievement of organizing goals.
2) INTEGRATING WITH THE PEOPLE -

The purpose of this activity is for the
community organizers to imbibe
community life and get to know the culture,
economy, leadership, history, and lifestyle
of the people.
3) COMMUNITY STUDY / SITUATION

ANALYSIS - Through this step, the
community organizers systematically acquire
information and analyze the political and socio-
cultural structure of the community to identify
issues around which to organize the people.
The different strategies include gathering and
reviewing secondary data sources such as
records and documents, holding personal
interviews, conducting a survey, and observing
(Dizon 2012).
4) IDENTIFYING AND DEVELOPING
POTENTIAL COMMUNITY LEADERS -
The community organizers identify,
analyze, and rank the problems and needs
of the community. The component steps
include identification of the scope and
degree of the problem, investigation of
past efforts to solve the problem, analysis
of the origin of the problem, and
identification of factors that maintain,
increase, or eliminate the problem,
undertaking consequence analysis, and
problem prioritization. (Problem
identification and analysis, Apuan 2012.)
52
5) CORE GROUP FORMULATION - The

purpose of this step is to form a small group of
potential leaders to assist the community
organizers in organizing and mobilizing the
community. This involves identification of
contacts and potential leaders in the
community, and conduct of training in
leadership and organizing with the core group
members as participants. (Core Group
Formation, Dizon 2012).
6) SETTING UP THE ORGANIZATION

(DEVELOPING ORGANIZATIONAL
STRUCTURES) - At this stage, the people
are now ready to set up their organization.
They will have to elect their leader and this
must be done through a democratic
process with the participation of all the
members. Educate the members to trust
their organization so they must all
participate in choosing their leaders in a
democratic way.
7) STRENGTHENING THE ORGANIZATION -
The task of organizing the community does not
end after the organizational structures have
been set-up. Do everything in your capacity to
strengthen the organization until the people
are truly convinced about their collective
strength. This you can do by giving them the
chance to move and work together, on their
own.
The various definitions of community organizing highlight it as a process

of problem identification and solving through collective mobilization of
people and resources. The ultimate goal/objective of community
53
organizing is to effect changes in socioeconomic and environmental

institutions so that people can direct their own lives.
The use of community organizing summarized as follows:
→ Community organizing helps to bring out the voices to add collective power and strength
to an issue.
→ Communizing is a key part of an overall strategy

to make changes in a community that are widely
felt, and that reflect the wishes of the people.
Activity 1
What is Community Organizing? What is its main purpose?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Activity 2
What are the current challenges in Community Organizing?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
54
Module 2 References:
➢ https://www.britannica.com/topic/community-organizingtps://
➢ https://en.wikipedia.org/wiki/Community_organizing
➢ https://www.ust.edu.ph/wp-content/uploads/2021/06/Community-Engagement-and-
Organizing-Manual.pdf
➢ https://www.medrxiv.org/content/10.1101/2021.06.24.21259509v1.full
➢ --https://www.slideshare.net/florenceflorespasos/bcpc-organizing-using-the-co-process
55
MODULE III:
Project
55
Module No. 3 - Project
Name: ________________________________ Date: _______________________
Lesson Title: Project
Lesson Objectives:
● Create specific goals and know what they’re supposed to be working toward.
● Reflect on learning and share knowledge, views and opinions.
● Show awareness of the overall perspectives related to the chosen topic or piece of
work.
Introduction
A Project, when it is planned and initiated to achieve a specific goal, sets into motion processes
that will generate results in the form of deliverables. Projects may be executed by a single
individual or multiple individuals assigned to the execution of the project. A project is often
associated with an organizational unit and staff level budget associated with the resources
required for execution of the project. The importance of projects is the impact to organization in
that they help an organization to develop/act effectively.
I. Project Elements and Ingredients
Elements of a Successful Project

Government organizations undertake projects when
some aspect of carrying out the people’s work needs
to change. According to the Project Management
Institute, a project is “a temporary group activity
designed to produce a unique product, service or
result.” When a project changes how an organization
does business, the project’s end products are
incorporated into daily work and therefore improve
the organization’s work in perpetuity.
It may sound easy, but it is not. Change is difficult, and projects can run off the rails very easily.
Every day brings about challenges that threaten a project’s progress and eventual success. To
56
combat this peril, projects need certain vital elements. With the following items in place, a project
has a high chance of success.
1. A Committed Project Sponsor
The project sponsor is the high-level person in the organization who has ownership of the project.
A committed project sponsor expects the project to succeed and does whatever he or she can do
to ensure that success comes to fruition.
A project sponsor has four primary responsibilities related to the project. First, the sponsor
champions the project. He or she cheers on the project team publicly and privately. Second, the
sponsor supports the project manager. When
a project manager needs obstacles removed,
he or she calls on the sponsor for assistance
because the sponsor has the organizational
clout to make things happen. Third, the
sponsor aligns resources by providing them
directly or working with other high-level
people to get resources. When the sponsor is
a strong champion for a project, the sponsor’s
peers are more likely to contribute significant
resources. Fourth, the sponsor facilitates decision making. When the project team bogs down,
the sponsor can broker the decision or flat out make the decision.
The sponsor stays informed through constant communication with the project manager. The two
work together to determine when the sponsor needs to step in and more forcefully exercise the
sponsor’s responsibilities in support of the project manager. For example, a project manager
could have trouble obtaining information from the organization’s finance department. The project
sponsor can approach the chief financial officer about the situation and ask that the task of getting
the information is prioritized above competing tasks.
57
2. Clear Goals and Scope
Before work on a project is done or even planned, the project sponsor must articulate the goals
and scope of the project. The goals are the big things the project is supposed to accomplish.
Take a software enhancement project, for instance. A human resources department uses a well-
known customizable business software to manage payroll. The organization wants to add a
module for learning management. The goals of the project are to customize the learning
management software to the organization’s business needs and to integrate it with the existing
payroll system.
The scope defines the parameters of the project. Continuing with the software project example;
this project’s scope is limited to bringing on the learning management system and integrating it
with the payroll system. Many times, it is helpful to identify
things that are out of scope to understand what is in scope. For
this project, adding other modules is out of scope.
The accounting department cannot come to the project

manager and ask for billing, accounts receivable or accounts
payable modules.
Adding a module once the project has been defined allows scope
creep. Good project sponsors and project managers guard
against scope creep and are very reluctant to add scope mid-
project. Increasing a project’s scope increases the project’s need
for resources like time and money. Additionally, working on the
additional scope puts the quality of work products at risk.
3. A Good Project Manager
A project manager plans work and organize resources to get

a project done. This person is the link between the project
sponsor who sets the vision and the project team who
accomplishes it. As appropriate and in timely ways, the
project manager brings in stakeholders to offer input.
58
Project managers usually have the following traits that help them move the project along:
- Project managers are planners. They think about the sequence of work and know what
needs to happen after the team completes the task at hand. They make good plans but
also know when to be flexible and to divert from a plan.
- Project managers are trustworthy. With their success depending upon the work of others,
project managers need people to trust their good intent and competence. Trust is
particularly important in the relationship between the project manager and project
sponsor.
- Project managers tend to be extroverted because the vast majority of their work involves
communicating.
They hold people accountable to their commitments. Here is an example. A project team
member’s supervisor told the project manager that the team member could dedicate four hours
a week to the project. This team member has missed two weekly meetings in a row and has
made no progress on his assigned tasks in the work breakdown structure. After the first missed
meeting, the project manager met with the team member to discuss the absence and missed
deadlines. The team member said he had more pressing priorities. The project manager
suspected this was not true, so after the second missed meeting, the project manager met with
the team member’s supervisor. The supervisor told the project manager she would make sure
the team member’s behavior would turn around.
4. Engaged Stakeholders
Stakeholders on a project are people who have a vested interest in the project’s success but are
not members of the project team. They do not think about the project on a daily basis like the
project manager or project team members do, but
they want to be in the loop on critical decisions and
overall progress toward the project’s goals.
Stakeholders have their motivations for staying

abreast of project activities, but it is the project
manager’s responsibility to bring them into the fold in
ways that advance work toward the project’s goals.
59
In many cases, doing this involves a delicate balance between getting too much input and getting
too little input. Stakeholders cannot weigh in on every decision. That would bog down the project
and make every decision a fight. Conversely, stakeholders cannot be shut out because a
significant aspect of almost every project is satisfying stakeholders.
5. Dedicated Project Team Members
Project team members accomplish the work of the project. Many times, project team members
are assigned to a project on top of their regular duties meaning there is no reduction in other
work to compensate for the additional work brought on by the project. Project managers can help
team members negotiate with their supervisors on this issue, but the project manager has no
control over the responsibilities project team
members have outside the project.
Team members’ dedication to the project is very

valuable. Without dedication, deadlines slip, and
work products are not of good quality. Dedicated
team members are motivated to accomplish the
project’s goals on time, within budget and up to
quality expectations.
Ingredients to a Successful Project Management

1. A liberal amount of scope and time. Like any good chef, prepare well by properly
defining the scope of the project and its objectives. Understanding the project life cycle is
key as is establishing milestones and deadlines for key tasks. Establishing a schedule is a
key skill.
2. A tablespoon of risk management and governance. Early on you need to identify the
risks to the project and develop strategies to minimize the chance of them occurring as
well as contingencies if they do. A good governance structure helps identify those risks
but also ensure processes for quick resolution.
3. Carefully measure cost and procurement. Spend more on preparing a meal than you
can charge for it is the undoing of any chef or restaurant. Properly established contracts
and procurement planning will have you getting more out than you put in.
60
4. Whisk in people/HR. A restaurant owner is only as good as his chef and his wait staff.
The meal may be beautiful but the service leads to a bad experience. People are key to
any project’s success. Get the right people in the right roles and ensure they have what
they need to get the job done.
5. A good dash of stakeholder engagement, communication and information. The
waiter forgets to tell the chef of a dietary requirement – disaster. Good engagement
ensures people buy in to your project early and ongoing communication avoids
misunderstandings and keeps people motivated and informed to get to successfully get
to the end result.
6. A cup of quality. You can be a cook or a chef. Effective meetings, emphasizing the
importance of standards and modeling best practice is essential to have a project which
is the piece de resistance.
7. Blend for integration. The planning and bringing all the elements together in a balanced
way is the difference between a one star or a Michelin star project.
II. Types of Projects

A. Manufacturing Projects:
- is an operation designed to produce unique but similar products. It takes
advantage of common manufacturing requirements (and therefore
efficiencies), while allowing for customization into “unique” combinations.
- Where the final result is a vehicle, ship, aircraft, a piece of machinery etc.
B. Construction Projects:
- is the organized
- process of constructing, renovating, refurbishing, etc. a building, structure or
infrastructure.
- Resulting in the erection of buildings, bridges, roads, tunnels etc. Mining and petro-
chemical projects can be included in this group.
C. Management Projects:
- Which include the organization or reorganization of work without necessarily
producing a tangible result. Examples would be the design and testing of a new
computer software package, relocation of a company’s headquarters or the
production of a stage show.
61
D. Research Projects:
- In which the objectives may be difficult to establish, and where the results are
unpredictable.
Manufacturing Construction Management Research
Function Primarily Specifying It includes Through

responsible for project Instructing, forming
implementing and objectives and guiding, hypotheses,
operating the plans including supervising and collecting
production delineation of influencing team to data,
system in order to scope, achieve the project analysing
produce the budgeting, goals results,
product scheduling, forming
setting conclusions,
performance implementing
requirements, findings into
and selecting real-life
project applications
participants. and forming
new research
questions.
Sector comprises includes jobs in FMCG Healthcare

establishments carpentry, road Defense and life
engaged in the construction, Construction sciences.
mechanical, bridge Energy Innovation
physical, or development, Pharmacy and science.
chemical and home IT
Macroeconom
transformation of design.
ic impacts.
materials,
substances, or Social policy.
components into Transport.
new products.
Purpose To reduce waste, It typically starts To plan and To study the

increase with planning, manage a project research
efficiency, meet financing, and to successfully problem
budget, schedule design, and complete its listed thoroughly, to
and safety goals. continues until goals and perform the
the asset is built deliverables. It research
and ready for involves identifying honestly and
62
use; and managing precisely, and

construction also risks, careful to write their
covers repairs resource findings
and management, professionally
maintenance smart budgeting, .
work, any works and clear
to expand, communication
extend and across multiple
improve the teams and
asset, and its stakeholders.
eventual
demolition,
dismantling or
decommissionin
g.
Activity 1
Discuss briefly the importance of attaining a successful project?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
III. Sustainable vs. Non-sustainable
Sustainability
- means meeting our own needs without compromising the ability of future generations to
meet their own needs. In addition to natural resources, we also need social and economic
resources. Sustainability is not just environmental
How sustainability benefits the society?
Sustainability maintains the health and biocapacity of the environment. Sustainability supports
the well-being of individuals and communities. Sustainability promotes a better economy where
there is little waste and pollution, fewer emissions, more jobs, and a better distribution of wealth.
63
What are the impacts of sustainability?
It is evident that sustainability embedded in business models and products has the potential to
enhance economic growth, return on assets, return on equity, internal rate on return and lead to
superior stock market performance.
How does sustainability impact the community?
It seeks a better quality of life for all its residents while maintaining nature's ability to function
over time by minimizing waste, preventing pollution, promoting efficiency and developing local
resources to revitalize the local economy
Why Being sustainable is important?
Sustainability is important for many reasons including: Environmental Quality – In order to have
healthy communities, we need clean air, natural resources, and a nontoxic environment. Growth.
Non - sustainability
- The state in which human consumption or activities exceeds the ability of the ecosystem
to replenish over time, thus markedly harming the ecosystem (by depressing biodiversity
and productivity, depleting natural resources) and the future generations
Examples of Non-sustainable
Unsustainable materials are made from resources that are cannot be replenished. Examples of
unsustainable materials are: Plastics: made from fossil fuels. Many single-use items end up in
landfills or polluting our waterways and soil.
Activity 2
How does sustainability impact the community?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
64
What Are the Differences Between Sustainable and Unsustainable?
What is sustainable? What Is unsustainable?
Environmental sustainability Preservation of natural Exploitation of resources faster

resources than the planet can handle and
replenish
Economic sustainability Long-term economic Not quantifying ecosystem

growth without negatively services at and increased
impacting our environment vulnerability to crises
or society
Social sustainability Equality, diversity, social Racism, labor laws, human

cohesion, and democracy rights, gender inequality, and
poor treatment of indigenous
peoples
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What Are the Three Pillars of Sustainability?
A. Environmental sustainability (planet): Maintaining ecological integrity, balancing

environmental systems, and consuming natural resources at a rate by which they can
replenish themselves.
B. Economic sustainability (profit): The ability of an economy to support a level of
economic production indefinitely
C. Social sustainability (people): Identifying basic human rights and needs that people
require to live healthy and secure lives. Protection against discrimination and upholding
personal, labor, and cultural rights.
Activity 3
Briefly describe the three pillars of sustainability?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
IV. What is a Product?

A product is a tangible item that is put on the market for acquisition, attention, or consumption.
While Service is an intangible item, which arises from the output of one or more individuals. Most
66
businesses provide a combination of goods and services. For example, a restaurant provides food
as a good while offering service to its customers (cleaning tables, cooking meals, serving guests,
etc.).
The Importance of the Factors of Production
Any increase in production leads to economic growth as measured by GDP. This metric merely
represents the total production of all goods and services in an economy. Improved economic
growth raises the standard of living by lowering costs and raising wages.
What is the importance of production?
Production is one of the most important processes within manufacturing, and is a core part of
what it means to be a manufacturer. Without this activity, no finished goods would be created,
and there would be nothing to sell to customers.
What causes productivity to grow?
Productivity increases when more output is produced without increasing the input. the same
output is produced with less input.
What is a Service?
A service is an "(intangible) act or use for which a consumer, firm, or government is willing to
pay." Services may include work done by barbers, doctors, lawyers, mechanics, banks, insurance
companies, and so on. In addition, Service is a broad term for any benefit a business provides to
its customers and clients. Another best way to think about the difference between products and
services is as follows: "What you get is a product, not an experience".
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Three main Types of Services
A. Business Services - is a general term that describes work that supports a business but
does not produce a tangible commodity.
Information technology (IT) is an
important business service that supports
many other business services such as
procurement, shipping and finance.
B. Social Services - also called welfare service or social work, any of numerous publicly or
privately provided services intended to aid disadvantaged, distressed, or vulnerable
persons or groups.
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C. Personal Services - Personal services, in contract law, refers to the special and
oftentimes unique abilities and talents of individuals that cannot be replaced by the
abilities and talents of another person.
CLASSIFICATION OF SERVICES
● Paid Services
- Include full-time/part-time workers, employees working away from the establishment paid
by and under the control of the Establishment or Agency.
- These workers are distinguished from working owners who do not receive regular pay but
render work in and for the establishment. Excluded from the employment of the
establishment are the service workers hired through service providers and contractors,
that is security guards, janitors, messengers, and homeworkers.
● Unpaid Services
- are persons working without regular pay for at least one-third of the working time normal
to the establishment.
69
➢ https://www.thebalancecareers.com/key-elements-successful-project-1669721
➢ https://www.forsythestraining.com.au/project-management-insight-7-key-ingredients-
successful-project-management/
70
MODULE IV:
Project Development Cycle
71
Module No. 5 - Preparing Project Proposal and Other Related
Needs for the Implementation of Development Projects
Name: ________________________________ Date: _______________________

Lesson Title: Project Development Cycle
Lesson Objectives:
● Understand the importance of Project Development Cycle in an Organization.
● Apply the five (5) steps and guides in implementing a project.
Introduction
The Project Development Cycle encompasses a systematic method for achieving successful
project management. The cycle consists of consecutive phases that are completed in the order
they are given. The key to successful project management is implementing the project
development cycle. The cycle is repeated throughout the life of a project. Each step brings up
new hazards, issues, and obstacles that will throw a spanner in the works if not handled correctly
by the project manager and team. Projects are undertaken for the purpose of developing systems-
either to create new ones or improve existing ones.
The steps in the Project Development Cycle (PDC) are:

1. Project Definition and Scope
2. Technical Design
3. Financing
4. Contracting
5. Implementation and Monitoring
Step 1: Project Definition and Scope

The first step in the PDC is to identify the components of the project. Projects may be identified
both internally and externally: Internal identification takes place when the facility manager
identifies a package of energy-savings opportunities during the day to day energy management
activities, or from facility audits. External identification of energy savings can occur through
systematic energy audits undertaken by a reputable energy management consultant or energy
service company. In screening projects, the following criteria should be used to rank-order project
opportunities: 1. Cost-effectiveness of energy savings of complete package of measures (Internal
rate of return, net present value, cash flow, average payback). 2. Sustainability of the savings
over the life of the equipment. 3. Ease of quantifying, monitoring, and verifying electricity and
fuel savings. 4. Availability of technology, and ease of adaptability of the technology to South
African conditions 5. Other environmental and social costs and benefits (such as employment, or
reduction in local pollutants like SOx, particulates, etc.).
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Step 2: Technical Design Once

A project makes it past the screening process, the hard work of developing technical specifications
begins. For a project to be considered a viable investment, its proponent must present a robust
technical feasibility study that identifies the following elements in some detail: The proposed new
technologies, process modifications, equipment replacements and other measures included in the
project. Product/technology/material supply chain (e.g., locally available, imported, reliability of
supply) Commercial viability of the complete package of measures (Internal rate of return, net
present value, cash flow, average payback). Any special technical complexities (installation,
maintenance, repair), associated skills required. Preliminary designs, including schematics, for all
major equipment needed, along with design requirements, manufacturer’s name and contact
details, and capital cost estimate. Organizational and management plan for implementation,
including timetable, personnel requirements, staff training, project engineering, and other
logistical issues.
Step 3: Financing
If outside financing is required for an energy management project, it may be obtained from a
private bank, from any targeted financing programs available, or from loans offered by specialized
agencies that are focused on energy efficiency. In addition to the usual information on company
assets and lines of credit, financial agencies will require an assessment of the financial feasibility
of the proposed project. This should include a fullyspecified pro forma financial worksheet that
presents project cash flows, net present value, and internal rate of return. In addition, the
financial proposal should contain: Amount of financing already secured (e.g., equity, current
sources of capital) Project cost structure, including investment required at each stage, proposed
investment structure (debt-equity), risk mechanisms (insurance, currency exposure, guarantees,
etc.) Detailed discussion of use of proceeds from the loan. Certification that the project will be
carried out with due diligence and efficiency in accordance to sound technical, financial and
managerial standards Loan agreements will also be required to include: Conditions regarding
goods and services procurement Inspection provisions Conditions regarding insurance
Information requirements Termination provisions
Step 4: Contracting
If the project is to be implemented by an outside contractor, several types of contract may be
used to undertake the installation and commissioning: Traditional Contract. All project
specifications are provided to a contractor who procures and installs equipment at cost plus a
mark-up or fixed price. Extended Technical Guarantee/Service. The contractor offers extended
73
guarantees on the performance of selected equipment, and/or offers service/maintenance

agreements. Extended Financing Terms. The contractor provides the option of an extended lease
or other financing vehicle in which the payment schedule can be based on the expected savings.
Guaranteed Savings Performance Contract. All or part of savings are guaranteed by the
contractor, and all or part of the costs of equipment and/or services are paid down out of savings
as they are achieved. Shared Savings Performance Contract. The contractor provides the
financing and is paid an agreed fraction of actual savings as they are achieved. This payment is
used to pay down the debt costs of equipment and/or services.
Step 5: Implementation and Performance Monitoring

Once financing has been secured, and the contracting types selected, the project must be
approved by company management. Project implementation can then begin. Some guidelines
based on general project experience include: Limit Long Lead Times. Delays due to government
procedures cause severe cost increases — some energy efficiency projects must obtain
government clearances that will always take longer than planned for. Plan for these over-runs in
the pro forma financial model. Also, if non-standard equipment is specified, extend the period of
delivery and acceptance. Manage Out-of-Pocket Development Costs by Focusing Efforts. Because
project implementation takes time and money, ensure that the development budget includes
costs for travel, specialized consultants (e.g., building control consultants, geo-technical
engineers), permits and fees. Manage Construction Carefully. Construction management may
pose a number of special challenges. On energy efficiency projects, the main issues are
technology selection risk, the overall risk sharing criteria in the installation contract, structure and
relationship with subcontractors, and enforcing penalties among parties.
74
Activity 1
Why is the Project Development Cycle Important?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
I. PROJECT IDENTIFICATION
Project Identification is a repeatable process of analyzing and approving of candidate projects

as reasonable to be undertaken by the organization. This process is applied when organization
needs to make right choice between several candidate projects in order to undertake the most
advisable one. Project identification includes studying, documenting, validating, ranking and
approving candidate projects to be included into an organization’s portfolio.
Identification of a project is started from identification of a problem underlying it, so the problem
is based upon a “root” – a problem it addresses and concentrates at to deliver a solution for, and
then it gets identified with more details, such as resources, etc. Project identification is necessary
to:
• Validate a business need and justification for each candidate project;

• Accept and apply objective criteria to rank the candidate projects;
• Control and limit involvement of resources into projects reasoning from their reasonability;
• Plan the workforce to serve the anticipated HR needs of the candidate projects;
• Allow a more reasonable investment policy based upon profitability of candidate projects;
What is the Purpose of Project Identification?
► The purpose of project identification is to develop a preliminary proposal for the most
appropriate set of interventions and course of action, within specific time and budget
frames, to address a specific development goal in a particular region or setting.
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What does Identification involve?
► Identification involves:
∙ a review of alternative approaches or options for addressing a set of development problems

and opportunities;
∙ the definition of project objectives and scope of work at the degree of detail necessary to
justify commitment of the resources for detailed formulation and respective preparatory
studies;
∙ and the identification of the major issues that must be tackled and the questions to be
addressed before a project based on the concept can be implemented.
What are the Major Steps Involved in Identification?
► Major Steps in Identification are follows:
∙ Review of the national and sectoral analyses, plans and priorities of both the government
and the potential financing agency;
∙ Social analysis;
∙ Stakeholder analysis;
∙ Diagnosis and preliminary assessments of technical, institutional or socio-economic

constraints and opportunities;
∙ The definition of clear project objectives and related metrics is important to focus the
discussion;
∙ Review of alternative possible solutions or development strategies;
∙ Review and assessment of relevant past and current development efforts and projects.
76
How will you summarize the Findings of Identification?
►Summarizing the Findings of Identification:
∙ An explanation of the context in which the investment has been identified;
∙ The reasoning processes which led the team to its conclusions;
∙ General evidence that the proposed development will be attractive to the intended
beneficiaries and that it can be implemented in the chosen setting;
∙ Any design alternatives from which to make the final choice of what to prepare in detail;
∙ The issues to be resolved or decisions to be taken, and by whom, to finalize choices and
clear the way for final preparation; and
∙ A listing of further studies necessary to bring the chosen or recommended option to final
preparation, including terms-of-reference, cost estimates, timetables and suggested
responsibilities.
II. PROJECTS PRIORITIZATION
In project management, priority refers to the urgency and importance of a task or project. Project
managers use priority to determine who will take ownership of each task and when to expect
results.
There are many factors that determine priority, including time and money spent, available and
needed resources, and company-specific needs. Project and program managers must weigh
these factors against one another to determine which project is the highest priority.
What is the main function of Project Prioritization and what is its main objective?
► Project prioritization enables the government to choose the right alternatives when
there are numerous economically and technically feasible projects to address the public
needs.
► The main objective is to ensure that public funds are well spent and produce the
77
highest benefit for society — even if there is a restriction in the budget or in users’ capacity
to pay. Prioritization may require the government to abandon a project for the time being,
or move it to later in the program.
What are the Areas of Focus to Enable Governments to Perform Rigorous Evaluation
of Projects?
∙ First, they should train the right people and develop the appropriate systems for conducting
these evaluations.
∙ Second, governments must develop benchmark databases that collect cost information on
both public and PPP infrastructure projects.
∙ Third, governments need to develop standardized methodologies for making these

assessments and identify a source of common key assumptions, such as what the financing
costs would look like under a public-sector approach versus a private-sector approach.
Activity 2
Why Is Project Prioritization Important?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
III. PROGRAM/PROJECT LOG FRAME
What does Logical Framework Structure consist of?
► A Logical Framework (or Log Frame) consists of a matrix with four columns and four or
more rows which summarize the key elements of the project plan including:
● A. The Project's Hierarchy of Objectives.

● B. Strengths of the Logical Framework Approach.
● C. Weaknesses of the Logical Framework Approach.
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A Logframe is another name for Logical Framework, a planning tool consisting of a matrix which
provides an overview of a project’s goal, activities and anticipated results. It provides a structure
to help specify the components of a project and its activities and for relating them to one
another. It also identifies the measures by which the project’s anticipated results will be
monitored.
The logical framework approach was developed in the late 1960s to assist the US Agency of
International Development (USAID) with project planning. Now most large international donor
agencies use some type of logical or results framework to guide project design.
Logical Framework Structure

A Logical Framework (or LogFrame) consists of a matrix with four columns and four or more rows
which summarize the key elements of the project plan including:
• The project's hierarchy of objectives. The first column captures the project’s development
pathway or intervention logic. Basically, how an objective or result will be achieved. Each
objective or result should be explained by the objective or result immediately below. Although
different donors use different terminology, a LogFrame typically summarizes the following in its
first column:
▪ The GOAL / OVERALL OBJECTIVE/ DEVELOPMENT OBJECTIVE
▪ The PURPOSE / IMMEDIATE OBJECTIVE
▪ The OUTPUTS
▪ The ACTIVITIES
In developing a logframe, it is very important to pay attention to how the objectives and results
are formulated. For reference, see Catholic Relief Services' (CRS) Guidance for Developing
Logical and Results Frameworks.
The second and third columns summarize how the project’s achievements will be monitored and
consists of the following:
• Indicators- a quantitative or qualitative measurement which provides a reliable way to measure

changes connected to an intervention. In essence “a description of the project’s objectives in
terms of quantity, quality, target group(s), time and place”
• Sources of verification- Describes the information sources necessary for data compilation that
would allow the calculation of indicators.
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IV. MARKET ANALYSIS

How suitable is your offer for a certain market? A market analysis will answer these important
questions. Every market participant – whether companies, founders, or private customers – can
carry out a market analysis. In any case, it serves as a basis for decision-making. Information is
collected and evaluated from suppliers and buyers in order to make purchase or sales decisions.
Furthermore, you can evaluate your current market or view new markets.
A market analysis studies the attractiveness and the dynamics of a special market within a special
industry. It is part of the industry analysis and thus in turn of the global environmental analysis.
Through all of these analyses, the strengths, weaknesses, opportunities and threats of a company
can be identified.
What is Market Analysis?
► A market analysis is an assessment, which allows you to determine how suitable a particular
market is for your industry.
What goes into a Business Plan Market Analysis?
► Target Market. Include demographic information on the group you’re targeting, including
age, gender and income level.
► Market Need. This is where you can briefly introduce the competitive edge you have,
although you’ll get into that in more depth in following sections.
► Market Growth. While no one can predict the future, it’s important to get a possible idea of
what business may be like down the road and make sales projections.
► Market Trends. You need to take a look at trends the same way you look at population and
demographics.
80
► Market Research Testing. Talk about what kind of testing and information gathering you’ve
done to figure out where you stand in the market.
► Competitive Analysis. There’s no way to succeed unless you’ve examined your competition.
► Barriers to Entry. Lenders and investors need to have a reasonable assurance they’ll be
paid back, so they’ll want to know what would stop someone else from swooping in, doing
what you do, and grabbing half the available business.
► Regulations. Cover regulations as a barrier to entry.
What are the Six Sources for Market Analysis Information?
► The Internet. Some of the first information you need is about population and demographics:
who your potential customers are, how many there are, and where they live or work.
► Local Chamber of Commerce. A lot of local information can be gotten from the chamber
of commerce in the area where you plan to operate.
► Other Resources. When actual statistical information isn’t available, you’ll often be able
to put together a good picture of the market from a variety of other sources.
81
► Customer Mindset. Take yourself out of the equation as the owner and stand in your
customer’s shoes when you look at the business.
► Shop the Competition. Always be aware of what’s going on in the market. Check out
websites for pricing and other marketing information. Follow their Facebook pages. If you
can’t be a customer of the competition, ask your customers and suppliers about them.
► Traditional Market Research. While you can gather a lot of data online, your best
information will come from potential customers themselves. Send out surveys, ask for input
and feedback, and conduct focus groups. You can do this yourself or hire a market research
firm to do it for you.
V. FINANCIAL ANALYSIS
What is Financial Analysis?
► Financial analysis is the examination of financial information to reach business

decisions. This analysis typically involves an examination of both historical and projected
profitability, cash flows, and risk. It may result in the reallocation of resources to or from
a business or a specific internal operation.
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VI. ORGANIZATION AND MANAGEMENT

In order to establish a climate of work performance, modern organizations have begun to use
new methods of management, with an emphasis on the development of problem solving,
communication, conflict, motivation and employee involvement in decision-making, while finding
the solution of the problems within the group. Thus, it appears that there are increasingly
sophisticated practices in organizational management, focusing on relations between people
which interact in the same organization, promoting team work, career development in an
international context under the new economic challenges. In their competition to win more
customers, organizations set their goals in reducing the costs, achieving high sales level,
increasing the market percentage, achieving higher quality and better productivity, developing
innovative products. This is possible through good human resources management. The
knowledge-based organizations are proven performers in terms of profitability, competitiveness
and capability increase. Management implies designing the structure of an organization by
considering making it simple, flexible, reliable, economical and acceptable. An organization should
be designed in compliance with the systems thinking criteria, where the elements of an
organization should not be considered as separate, but rather indivisible components.
Organizational Management Challenges – Attracting Talents Today’s volatile economic

environment force organizations to develop and implement effective strategies in order to manage
endowed individuals. This become extremely acute in the case of companies that continue to
expand on new markets. The most challenging struggle of very company, be it at the beginning
of its activity or full developed is to build and sustain a management team that is able to be
internationally effective.
What are the elements of an organization?
► Elements of an organization:
➢ People
➢ Purpose
➢ Division of Tasks
➢ A system to coordinate tasks
➢ A definable boundary separating those inside from those outside the organization
83
What are the Management Functions and Processes?
► A. PLANNING – setting an organization’s goals and deciding how best to achieve them.
It involves selecting missions & objectives and the actions to achieve them. It requires
decision making, that is, choosing from among alternative future courses of action and
bridges the gap from where we are to where we want to go.
84
► B. ORGANIZING – determining how activities and resources are to be grouped,

identification and classification of required activities, grouping activities necessary to attain
objectives and the assignment of each grouping to a manager with the authority necessary
to supervise it.
85
► C. STAFFING – the filling and keeping filled, positions in the organizational structure.
Recruiting, hiring, training, evaluating and compensating are the specific activities included
in the function.
► D. LEADING – the process of influencing people so that they will contribute to

organization and group goals.
86
► E. CONTROLLING – the measurement and correction of performance in order to make

sure that enterprise objectives and the plans devised to attain them are being accomplished.
Activity 3
Discuss briefly the importance of effective organization and management.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
87
➢ https://www.workfront.com/project-management/life-
cycle#:~:text=There%20are%205%20phases%20to,processes%20that%20must%20ta
ke%20place.
➢ https://www.invensislearning.com/blog/5-phases-project-management-lifecycle/
➢ https://thedigitalprojectmanager.com/project-management-life-cycle/
88
MODULE V:
Preparing Project Proposal and Other
Related Needs for the
Implementation of Development
Project
89
Name: ________________________________ Date: _______________________
Lesson Title: Preparing Project Proposal and Other Related Needs for the Implementation of
Development Projects
Lesson Objectives:
● Know the situation in preparing project proposal
● Identify a problem and could present a solution
● Create a plan and on how to implement it
Introduction
A project proposal is a written document outlining everything stakeholders should know about a
project, including the timeline, budget, objectives, and goals. Your project proposal should
summarize your project details and sell your idea so stakeholders feel inclined to get involved in
the initiative.
The goal of your project proposal is to:

➢ Secure external funding
➢ Allocate company resources to your project
➢ Gain stakeholder buy-in
➢ Build momentum and excitement
90
Project proposals vs. project charters vs. business cases
Project proposals and project charters serve different purposes in the project creation process,
and it’s important to understand the difference between the two. While a project proposal takes
place in the initiation phase of the project, the project charter takes place in the planning phase.
As mentioned above, a project proposal is a persuasive document meant to convince stakeholders

why the project should be carried out. A project charter is a reference document that defines
project objectives, and it can’t be created until the project proposal is approved.
People also confuse the business case with the project proposal, but the business case also comes
after the proposal. Once the project is approved through a proposal, a business case may be used
to secure additional funding for the project.
Types of project proposals

There are six types of proposals you may encounter as a project manager, and understanding
the different formats can be useful as you write yours. Each type has a different goal.
91
• Solicited: You’ll send solicited proposals in response to a Request for Proposal (RFP). An RFP
announces a project in detail and asks for bids from qualified teams. Because you’re competing
against other companies for this type of proposal, you must do thorough research and write
persuasively.
• Unsolicited: You’ll send unsolicited proposals without an RFP, meaning no one asked for your
proposal. In this case, you won’t be up against other companies or teams, but you’ll still need to
be persuasive because you have no knowledge of whether the stakeholder you’re pitching to
needs you.
• Informal: You may have a client send you an informal request for a project proposal, in which
case you can respond with your project pitch. Because this isn’t an official RFP, the rules are less
concrete.
• Renewal: You’ll send renewals to existing clients in hopes that they’ll extend their services with
your organization. In this type of project proposal, the goal is to emphasize past results your
team has produced for the client and persuade them you can produce future results.
• Continuation: You’ll send continuations as a reminder to a stakeholder letting them know the
project is beginning. In this project proposal, you’ll simply provide information about the project
instead of persuading the stakeholder.
• Supplemental: Similar to a continuation proposal, you’ll send a supplemental proposal to a
stakeholder already involved in your project. In this type of proposal, you’re letting the
stakeholder know the project is beginning, while also asking for additional resources. You should
persuade the stakeholder to contribute more to the project in this proposal.
The tone of voice and content of your project proposal will differ based on the type of proposal
you’re sending. When you know your project goals, you can write your proposal accordingly.
Activity 1
Why is project proposal important before project implementation?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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I. The overall situation in preparing project proposal and other need for the
Implementation of Development Projects in the Philippines today
Project proposal concisely describes what your project hopes to accomplish, why those objectives
are important, and how you intend to achieve them. To explain further, A project proposal outlines
the purpose and scope of a project. This is helpful before a project takes place since it ensures
both parties agree about what the project itself will include. It states to the decision-maker or
stakeholder that the service provider understands the scope of the project.
Development Project gives you repeatable processes, guidelines and techniques to help you
manage the people and the work involved in your projects. It can increase your chances of
success and help you deliver projects consistently, efficiently, on time and on budget. Also
designed to deliver a specific output aiming to improve the economic and social conditions of a
group of people.
The Philippine Development Plan (PDP) 2017-2022, being the first medium-term plan to
operationalize AmBisyon Natin 2040, is expected to lay a solid foundation for truly inclusive
growth, a high-trust society, and a globally competitive knowledge economy. The government
will set the necessary policy and regulatory environment and provide public goods and services
by Enhancing the social fabric (Malasakit), Reducing inequality (Pagbabago), and Increasing
Potential Growth (Patuloy na Pag-unlad). Effectively implementing the PDP calls for efficient
coordination among government agencies at all levels, the private sector, civil society, and
development partners. During the implementation period, the efficiency and effectiveness of the
various strategies and programs discussed throughout the plan will be monitored. Efficiency will
be determined in terms of how the activities of the government, the private sector, civil society,
and development partners have been guided by the intended outcomes. Effectiveness will be
evaluated in terms of the extent to which the quality of life of Filipinos, especially the poor and
marginalized, has improved.
Situation in preparing project proposal and other need for the Implementation of Development
Projects in the Philippines today
Group Discussions
Properly structured, group projects can reinforce skills that
are relevant to both group and individual work, including
the ability to: Break complex tasks into parts and steps.
Plan and manage time. Refine understanding through
discussion and explanation
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Survey
It is a research method used for collecting data from a
predefined group of respondents to gain information
and insights into various topics of interest. They can
have multiple purposes, and researchers can conduct
it in many ways depending on the methodology chosen
and the study's goal. It also helps gauge the
representativeness of individual views and
experiences. When done well, surveys provide hard
numbers on people's opinions and behaviors that can
be used to make important decisions.
Example: Embracing AmBisyon Natin 2040
Under the administration of PRRD issued Executive Order No. 5, s 2016 “approving and adopting
the twenty-five-year long term vision entitled Ambisyon Natin 2040 as guide for development
planning”
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AmBisyon Natin 2040 represents the collective aspirations of Filipinos to enjoy a “matatag,
maginhawa at panatag na buhay.” This was the result of various focus group discussions
and nationally representative surveys undertaken by the National Economic and
Development Authority (NEDA) in early 2016.
AmBisyon Natin 2040 reveals the many dimensions of well-being that Filipinos value the most:
strong family and community ties, a comfortable lifestyle, and a secure future. It should then be
the mission of the government to steer development processes to enable and empower every
Filipino to achieve these aspirations.
The same EO adopted the following vision for the Philippines:
By 2040, the Philippines shall have been a prosperous, predominantly middle-class society where
no one is poor; our peoples live long and healthy lives, are smart and innovative, and live in a
high-trust society.
The strategic framework of the PDP 2017-2022

(Figure 1.1) is guided by AmBisyon Natin 2040.
The goal is to lay down the foundation for
inclusive growth, a high-trust and resilient
society, and a globally-competitive knowledge
economy.
The strategies to achieve this objective are

organized under the three major pillars of
“Malasakit,” “Pagbabago,” and “Patuloy na Pag-
unlad.”
The Malasakit pillar is about enhancing the

social fabric. The strategies aim to build the
foundations for a high-trust society by ensuring a clean, efficient, and people-centered
governance; guaranteeing swift and fair administration of justice; and increasing awareness of
the different cultures and values across Philippine society
The Pagbabago pillar is about effecting inequality reducing transformation. It consists of

strategies to expand economic opportunities, accelerate human capital development, reduce
vulnerability, and build safe and secure communities.
The Patuloy na Pag-unlad pillar is about increasing potential growth. It consists of strategies to
enhance the factors necessary to accelerate and sustain growth and development through 2040.
It is about promoting science, technology, and innovation. It also covers strategies to reap the
demographic dividend.
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Supporting these pillars are policies and programs to ensure sound macroeconomic fundamentals
and promote healthy competition. Furthermore, realizing the importance of rectifying or
improving initial conditions that are the foundations for sustainable development, the PDP 2017-
2022 contains policies and programs to ensure peace, security, and public order and safety;
accelerate infrastructure development; and address environmental concerns.
This PDP also gives deliberate attention to the special circumstances of overseas Filipinos (OFs)
and their families, with the aim of empowering them to achieve their aspirations for a “matatag,
maginhawa, at panatag na buhay.” Special focus is given to their eventual reintegration and
active participation into the country’s development processes.
Importance of Development Planning in the Philippines

The Philippine Development Plan 2011-2016 adopts a framework of inclusive growth, which is
high growth that is sustained, generates mass employment, and reduces poverty. With good
governance and anticorruption as the overarching theme of each and every intervention, the Plan
translates into specific goals, objectives, strategies, programs and projects all the things that we
want to accomplish in the medium term.
Through this Plan, we intend to pursue rapid and sustainable economic growth and development,
improve the quality of life of the Filipino, empower the poor and marginalized and enhance our
social cohesion as a nation. Our strategic development policy framework thus focuses on
improving transparency and accountability in governance, strengthening the macroeconomy,
boosting the competitiveness of our industries, facilitating infrastructure development,
strengthening the financial sector and capital mobilization, improving access to quality social
services, enhancing peace and security for development, and ensuring ecological integrity.
The Philippine Development Plan will serve as our guide in formulating policies and implementing
development programs for the next six years. It enables us to work systematically to give the
Filipino people a better chance of finally finding their way out of poverty, inequality, and the poor
state of human development.
It enables the government to come up with a shared vision of where the country should be in the
future and a concerted program of action to achieve this vision. It ensures that government
resources and investments are channeled to programs, projects, and activities that best achieve
the country's goals and objectives.
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II. Preparing for the Project Implementation: What and why is it needed?
Project Implementation is the process of putting a project plan into action to produce the
deliverables, otherwise known as the products or services, for clients or stakeholders. It takes
place after the planning phase, during which a team determines the key objectives for the project,
as well as the timeline and budget. Implementation involves coordinating resources and
measuring performance to ensure the project remains within its expected scope and budget. It
also involves handling any unforeseen issues in a way that keeps a project running smoothly.
To implement a project effectively, project managers must consistently communicate with a team
to set and adjust priorities as needed while maintaining transparency about the project's status
with the clients or any key stakeholders.
Project implementation is the segment wherein visions

and plans come to be a reality.This is the logical
conclusion, after evaluating, deciding, visioning,
planning, applying for finances, and finding the
monetary resources of a challenge.The implementation
degree of the project cycle is in many approaches the
most critical, as it’s miles in the course of this stage that
planned advantages are delivered. All different stages
within the cycle are therefore essentially supportive of
this implementation stage. A task has to be implemented
successfully while the allocation of undertaking
obligations to the assignment team in the organization.
What is the purpose of Project Implementation?
An implementation plan for a project refers to a detailed description of actions that demonstrate
a way to enforce an activity in the project inside the context of achieving project objectives,
addressing requirements, and meeting expectations. The motive of the project implementation
plan is to provide stakeholders with the self-belief that accomplishment of a modern-day challenge
has been properly considered and to list the tasks, activities, and processes worried in producing
deliverable.
➢ To put the action plan into operation
➢ To deliver the results, achieve the purpose(s) and contribute effectively to the overall
objective of the project;
➢ To manage the available resources efficiently; and
➢ To monitor and report on progress.
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How to implement a project
There are several steps involved in implementing a project, including some planning that must
occur before the implementation can begin. Here is a list of steps for implementing a project
effectively:
Assess the Project Plan
In the first phase of the project cycle, it's

beneficial to establish a plan that meets the
expectations of management, clients and key
stakeholders. Before implementing a project,
assess the plan and make sure that everyone
on the team understands the project
deliverables. The project manager may want to hold an initial meeting to outline everyone's
assigned roles and the expected timeline, as well as any project milestones that a team works
toward in the implementation phase. This initial step can help to unite the project team and set
a collaborative standard for work.
Execute the Plan
With a plan in place and expectations set for the team, it's time to start work on the project.
During this step, project managers want to have regular discussions with the team about their
progress. Measure the project's timeline against the projected schedule and monitor resources to
ensure the team has what they need to complete the project successfully. Communication is
instrumental during this part of the process to keep the team aware of the project's priorities.
It's also important to provide regular progress updates to the clients or key stakeholders to remain
transparent about the progress during this step.
Make Changes as Needed
During any type of project, it's likely that a project manager needs to make changes during
implementation, such as to address additional requests from the client or to keep the project
within its scope. Make these adjustments as necessary, relying on the project plan to identify
solutions. Continue to communicate with the team, asking questions to determine areas where
they need more support. Be prepared to allocate more staff or resources if a project deviates
from the plan. Change is a reality for many projects and how effectively a project manager
implements those changes can affect the project's outcome.
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Analyze Project Data
Throughout the implementation phase of a project, it's important to analyze data consistently to
measure how a project is progressing against the initial projections. You can use specific project
management software or a manual system to compile data related to staffing, resources and
budget. Examine the data and determine if there are other areas where it would be beneficial to
implement additional changes to help a team meet the initial project expectations. If so, go back
to the previous step and make those changes, continuing to gather additional data to assess the
project variables.
Gather Feedback
Once the team has completed the project deliverables, there are still some essential steps left in
the process. Gather feedback from the project team, clients and stakeholders about the project's
outcome, assessing what parts of the project went according to plan and what areas the team
could improve in the future. You can have direct conversations with those involved in the project
to get this feedback, or you may find it helpful to send out a short survey asking for input. This
step can help companies make continual improvements to ensure the successful completion of
future projects.
Provide Final Reports
In the last part of the implementation phase, provide reports to the project team, clients and
stakeholders outlining how the project performed against the projected budget and timeline.
Explain any areas where you needed to make changes to keep the project within its scope and
budget. These reports include the applicable data related to the project's budget, time and
resources. This step gives companies the chance to reflect on the successes of the project and
identify any improvements needed for the future, which can have long-term benefits for the
project management cycle.
III. Steps and Activities in preparing project proposals and other related needs
for Implementation of Development Projects:
A. Preparing a Project Proposal
How to write a project proposal

These step-by-step instructions apply to most project proposals, regardless of type. You’ll need
to customize your proposal for the intended audience, but this project proposal outline can
serve as a reference to ensure you’re including the key components in your document.
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1. Write an executive summary
The executive summary serves as the introduction to your project proposal. Similar to a report
abstract or an essay introduction, this section should summarize what’s coming and persuade
the stakeholder to continue reading. Depending on the complexity of your project, your
executive summary may be one paragraph or a few paragraphs.
Your executive summary should include:
➢ The problem your project plans to solve

➢ The solution your project provides for that problem
➢ The impact your project will have
You should only address these items briefly in your executive summary because you’ll discuss
these topics in more detail later in your proposal.
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2. Explain the project background
In this section, you’ll go into the background of the project. Use references and statistics to
convince your reader that the problem you’re addressing is worthwhile.
Some questions to include are:
➢ What is the problem your project addresses?

➢ What is already known about this problem?
➢ Who has addressed this problem before/what research is there?
➢ Why is past research insufficient at addressing this problem?
You can also use this section to explain how the problem you hope to solve directly relates to
your organization.
3. Present a solution
You just presented a problem in the project background section, so the next logical step in
proposal writing is to present a solution. This section is your opportunity to outline your project
approach in greater detail.
Some items to include are:
➢ Your vision statement for the project

➢ Your project schedule, including important milestones
➢ Project team roles and responsibilities
➢ A risk register showing how you’ll mitigate risk
➢ The project deliverables
➢ Reporting tools you’ll use throughout the project
You may not have all these items in your proposal format, but you can decide what to include
based on the project scope. This section will likely be the longest and most detailed section of
your proposal, as you’ll discuss everything involved in achieving your proposed solution.
4. Define project deliverables and goals
Defining your project deliverables is a crucial step in writing your project proposal. Stakeholders
want to know what you’re going to produce at the end of your project, whether that’s a
product, a program, an upgrade in technology, or something else. As the stakeholder reads
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through your vision, this will be the section where they say, “Aha, this is what they’ll use my
resources for.”
When defining your deliverables, you should include:
➢ The end product or final objective of your project

➢ A project timeline for when deliverables will be ready
➢ SMART goals that align with the deliverables you’re producing
While it’s important to show the problem and solution to your project, it’s often easier for
stakeholders to visualize the project when you can define the deliverables.
5. List what resources you need
Now that you’ve outlined your problem, approach, solution, and deliverables, you can go into
detail about what resources you need to accomplish your initiative.
In this section, you’ll include:
➢ Project budget: The project budget involves everything from the supplies you’ll
need to create a product to ad pricing and team salaries. You should include any
budget items you need to deliver the project here.
➢ Breakdown of costs: This section should include research on why you need specific
resources for your project; that way, stakeholders can understand what their buy-
in is being used for. This breakdown can also help you mitigate unexpected costs.
➢ Resource allocation plan: You should include an overview of your resource
allocation plan outlining where you plan to use the specific resources you need.
For example, if you determine you need $50,000 to complete the project, do you
plan to allocate this money to salaries, technology, materials, etc.
Hopefully, by this point in the proposal, you’ve convinced the stakeholders to get on board with
your proposed project, which is why saving the required resources for the end of the document
is a smart strategic move.
6. State your conclusion
Finally, wrap up your project proposal with a persuasive and confident conclusion. Like the
executive summary, the conclusion should briefly summarize the problem your project
addresses and your solution for solving that problem. You can emphasize the impact of your
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project in the conclusion but keep this section relevant, just like you would in a traditional
essay.
Tips for writing an effective project proposal
Following the steps listed above will ensure your project proposal has all the right elements. But
if you want to impress your readers and win their approval, your writing must shine. In addition
to the above, a project proposal includes:
Know your audience
As you write your proposal, keep your audience (i.e. the stakeholders) in mind at all times.
Remember that the goal of the proposal is to win your audience over, not just to present your
project details. For example, if you’re creating a new editing tool for a children’s publishing
house, can you determine whether your stakeholders are parents and appeal to their emotional
side when persuading them to buy in to your product?
Be persuasive
Persuasion is important in a project proposal because you’re hoping your audience will read
your proposal and do something for you in return. If your reader isn’t intrigued by your project,
they won’t feel inclined to help you. If you describe your editing tool but don’t mention the
many features it will offer, how it will benefit clients, and its positive impact in the industry,
your audience will wonder, “Why should I care about this project?”
Keep it simple
While you should go into detail on your problem, approach, and solution, you shouldn’t make
your project proposal overly complex. This means you can discuss the project plan for your
proposed editing tool without discussing what codes the engineers will use to make each
feature work.
Do your research
A successful project proposal includes thorough research. Be prepared to back up your

problem—and solution—with reputable sources, case studies, statistics, or charts so you don’t
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leave your audience with questions. When writing your proposal, put yourself in the reader’s
shoes and ask:
➢ Why is this a problem?

➢ How is this a solution to the problem?
➢ Has anyone addressed this problem before?
➢ What are the project costs?
If you can answer these questions, then you’ve likely done enough research to support your
proposed initiative.
FOLLOW-UP (SUPERVISION) PROGRAMME DESIGN
1. Determination of Need and Scope

2. Defining Tools, Methodology and Time-Plan
3. Financing the Follow-up Programme
4. Determination of Roles and Responsibilities
5. Gathering Data and Evaluation
6. Reporting
Activity 2
Successful organizations get into so much detail with their project proposals, what
are the advantages of having a project proposal?
______________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
____________________________________________________________________________
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B. Planning for the project’s Implementation
A project plan or project implementation plan is a key strategic document that keeps teams on
track throughout a project, indicating how a project is expected to run along with who’s
responsible for what. It’s an extremely valuable planning tool — one that can be the difference
between project success and project failure.
What is a project implementation plan?
A project implementation plan is a document that

defines how a project will be executed.
Implementation plans explain the strategic goals
and steps involved in a project, define the project
completion timeline, and list the resources
(including team members) necessary for a
successful project.
Project implementation plans are sometimes called

“strategic plans” because they lay out the strategy proposed for a project. But we like the longer
name because it conveys more than just strategy: It suggests a process going into action, and it
answers the question of how a team will arrive at a goal.
Why should every project start with an implementation plan?
Starting each project with an implementation plan accomplishes quite a bit for most teams and
businesses, primarily because it creates a shared sense of vision and understanding and points
toward a clearly defined goal.
1. It creates an actionable roadmap of the scope of work
Projects run the gamut from extremely simple to lengthy and complex. The more complicated
and interconnected the project, the greater the chance for confusion. Whatever the level of
complexity, chaos ensues when team members aren’t clear on what to do, when to do it, or why
they’re doing it. A project implementation plan is the antidote to this kind of chaos because it
shows all parties what the path forward looks like (the roadmap) — as well as what is and isn’t
on that path (the scope of work).
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2. It makes goals and communication transparent to all stakeholders
When all parties understand the goals of a project, you lessen confusion around those goals.
There may still be disagreement on how to best achieve a goal, but there’s no confusion about
what the team is aiming to accomplish.
Also, a central, accessible document containing all relevant aspects of a project creates a single
source of truth for teams, managers, executives, vendors, customers, and more. When anyone
and everyone associated with a project is working from the same playbook, teams and businesses
enjoy clearer, more focused, and more transparent communication.
3. It holds your team members accountable
Around 70% of businesses report having at least one failed project in the last year. We’ve all
been part of a project where no one seemed accountable for problems or even total project
failure. Of course, no one likes taking the blame and finding a scapegoat isn’t always terribly
productive. Still, if you have a team member or business unit that’s consistently failing to deliver,
you want to know. A strong project implementation plan makes clear who’s responsible for what
within a project. It gives project managers and team leads a stronger understanding of task
accountability, helping to hold team members accountable for their work. And most of the time,
better accountability comes with better results!
4. It helps your entire team stay on the same page
You’ll never completely eliminate scope creep (something that occurred within more than a third
of projects in 2021), nor should you. Parameters for various deliverables or even the entire project
can and do change over the course of a project, and sometimes a change in scope is clearly the
right decision. But not all scope creep is good. Especially with longer or more complex projects,
it’s common for team members to lose focus on the top-level goals — not to mention the specific
steps needed to reach those goals. This loss of focus is preventable, though, as is the scope creep
that grows from it. A project implementation plan keeps the big-picture goals and the steps
required to meet them in focus. When a change in scope is warranted, it should be documented
within or alongside the implementation plan.
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Essential components of a great implementation plan
1. Scope statement
The scope statement outlines the scope of

the project — essentially, what work will be
performed in the project (and what work would be
considered out of scope).
2. Project milestones, goals, and key

objectives
Project goals are the high-level outcomes the project aims to achieve. Key
objectives are the steps or intermediate outcomes that will occur throughout the project
in support of the project goals. Project milestones are the points of measurement along
the way, usually significant or tangible in some way.
3. Detailed resource plan
A project’s resource plan indicates which human resources are involved along with
their time or workload commitment. You should also include materials and equipment
(typically, only what’s beyond the standard stuff every employee already has) needed for
successful project completion.
4. Estimated implementation timeline
A key element of any implementation plan is a concrete timeframe for the project
(and its implementation). These dates are rarely perfect at the outset of a project, but
they provide a goal to work toward and give stakeholders some context for what they’re
signing off on.
5. Implementation plan milestones
Your implementation plan may benefit from its own set of internal milestones,
separate from the broader project milestones. These internal milestones are more useful
on highly complex projects with multiple levels of approval and numerous departments
supplying information.
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6. Implementation plan KPIs & metrics
Your key performance indicators (KPIs) or other metrics reveal how well the team
is accomplishing the implementation plan. Establish measurable indicators, state what
they are within the plan itself, and then track them over the course of the project.
5 easy steps to create your project implementation plan
1) Define your goals and milestones
Before you can create a plan for how to get where you want to go, you need to spend some time
deciding where you want to go. So, before you start building out any other part of a project
implementation or action plan, start by devoting time to the what and the where:
What are you trying to accomplish? (Project-level goals)
What needs to happen to reach those goals? (Project objectives)
What are the intermediate steps or milestones that demonstrate progress along the path toward
the project’s goals? (Project milestones)
Once you establish goals, objectives, and milestones — and achieve buy-in from key stakeholders
and project team members on those goals and milestones — you’re ready to proceed to step two.
2) Conduct research by interviewing, surveying, or observing
Research is one key element of a successful implementation plan. In many project contexts, this
research looks like interviewing or surveying various stakeholders, subject matter experts,
department leaders, and so on — gathering the information necessary to build your
implementation strategy. Sometimes observation is a key strategy as well: Watching what another
team (or vendor or external organization) does or has done on a similar project can provide
valuable insights.
3) Brainstorm and map out potential risks
Every project has inherent potential risks. Some of these can be foreseen, while others seem to
come out of nowhere. Take the pandemic as one example of the latter category. Yes, businesses
should have business continuity and disaster management policies in place, but few — if any —
businesses had a concrete plan of action lined up for a global pandemic. So, there are risks you
can’t plan for and could never predict. But there are plenty of risks that, with a little bit of
brainstorming and planning, should be easy to discover. These are the ones you need to target
as you perform a risk assessment. Map out the known risks, along with potential impacts and
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mitigation strategies for each one. Some risks are entirely avoidable so long as you take
appropriate risk management actions. Others may not be completely preventable, but having a
plan in place will greatly reduce their impact.
4) Assign and delegate essential tasks
Every good implementation plan will include a work plan or action plan that lists out the tasks
within the project to a certain level of granularity. These tasks eventually get plugged into a
calendar or schedule of some sort. No matter what method or platform you’re using, at this stage,
you need to map out or schedule these tasks. As a part of this step, make sure you assign and
delegate tasks to specific resources (or, at minimum, specific departments or work groups). This
step is key to successful project execution, as it assigns responsibility and accountability for every
task included in the plan, bringing clarity to who’s doing what and when.
5) Finalize your plan and allocate resources
Next up is allocating resources. You already assigned tasks to people (or departments) in the
previous step, so what do we mean here that’s any different? Put simply, there’s a difference
between putting on paper that “Sam will handle task 35” (assigning tasks) and actually making
sure that Sam has the capacity to handle task 35 (allocating resources). In step 4, all you really
did was determine who’s doing what. Now, during resource allocation, you make sure that your
assignment plan is achievable.
Resource allocation means assigning tasks to resources that are actually available. In other words,
you need to make sure task 35 doesn’t land on Sam’s desk the same day as 10 other tasks. Last,
once everything else about your plan has been crafted, vetted, and approved, it’s time to finalize
the plan. Usually, this involves sending out the completed plan for a final round of approvals.
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Activity 3
What are the things we must consider in preparing a project implementation?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
____________________________________________________________________________
➢ neda.gov.ph
➢ https://www.teamwork.com/blog/implementing-a-project-plan/
➢ https://www.fool.com/the-ascent/small-business/project-management/articles/project-
proposal/
➢ https://www.indeed.com/career-advice/career-development/project-implementation
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MODULE VI:
Project Implementation and
Management: Towards Sustaining
and Strengthening of the
Organization
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Module No. 6 - Project Implementation and Management: Towards Sustaining
& Strengthening of the Organization
Name: _________________________________ Date: _______________________
Lesson Title: Project Implementation and Management: Towards Sustaining & Strengthening of
the Organization
Lesson Objectives:
● To be able to understand the Importance of Project Implementation and Management
in the organization
● Discuss the step-by-step implementation and management of Development
Introduction
A project can be influenced by people and events (or conditions) external to the project itself. We
call these actors and factors, and they make up the context or environment of the project. Wise
project managers take these actors and factors into account when planning and executing the
implementation of a project. This module provides a framework for identifying actors and factors,
analyzing their likely influence on a project, finding ways to manage the actors and factors to
promote the success of a project, and dealing with the risk of things going wrong.
What is Project Implementation and why is it needed?
After you have carefully planned your project, you will be ready to start the project
implementation phase, the third phase of the project management life cycle. The implementation
phase involves putting the project plan into action. It’s here that the project manager will
coordinate and direct project resources to meet the objectives of the project plan. As the project
unfolds, it’s the project manager’s job to direct and manage each activity, every step of the way.
That’s what happens in the implementation phase of the project life cycle: you follow the plan
you’ve put together and handle any problems that come up.
Project implementation (or project execution) is the phase where visions and plans become
reality. This is the logical conclusion, after evaluating, deciding, visioning, planning, applying for
funds and finding the financial resources of a project.
The implementation phase is where you and your project team actually do the project work to
produce the deliverables. The word “deliverable” means anything your project delivers. The
deliverables for your project include all of the products or services that you and your team are
performing for the client, customer, or sponsor, including all the project management documents
that you put together.
The steps undertaken to build each deliverable will vary depending on the type of project you are
undertaking, and cannot therefore be described here in any real detail. For instance, engineering
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and telecommunications projects will focus on using equipment, resources, and materials to
construct each project deliverable, whereas computer software projects may require the
development and implementation of software code routines to produce each project deliverable.
The activities required to build each deliverable will be clearly specified within the project
requirements document and project plan.
Your job as project manager is to direct the work, but you need to do more than deliver the
results. You also need to keep track of how well your team performs. The implementation phase
keeps the project plan on track with careful monitoring and control processes to ensure the final
deliverable meets the acceptance criteria set by the customer. This phase is typically where
approved changes are implemented.
Most often, changes are identified by looking at performance and quality control data. Routine
performance and quality control measurements should be evaluated on a regular basis throughout
the implementation phase. Gathering reports on those measurements will help you determine
where the problem is and recommend changes to fix it.
To implement a project means to carry out activities proposed in the application form with the
aim to achieve project objectives and deliver results and outputs. Its success depends on many
internal and external factors. Some of the most important ones are a very well organised project
team and effective monitoring of project progress and related expenditures. Overall management
has to be taken over by the lead partner and project manager, who is often employed or engaged
by the lead partner. The project management has to have an efficient management system and
always has to be flexible to current needs and changed situations, as the project is rarely
implemented exactly according to the initial plan. Nevertheless, the partnership should aim to
deliver quality results and outputs. Quality means meeting expectations described in the
application and those agreed within the partnership.
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These following factors make Project implementation successful: Strong control over project
scope changes. Good Quality Assurance/Quality Control program and implementation. Good
safety management program and implementation. Lastly, timely acknowledgement and response
to project issues, submittals, requests for information, change orders, and other unanticipated
issues.
Research shows that the quality of implementation plays a significant part in bringing about
outcomes. If a program is implemented poorly or even moderately well, its goals are unlikely to
be achieved, or the results will be less significant. With high quality implementation, success is
more likely.
Implementing the work plan Project implementation consists of carrying out the activities with
the aim of delivering the outputs and monitoring progress compared to the work plan. Monitoring
can be defined as control of the project implementation in order to keep the project on track and
achieve the end results of the project. The project manager is responsible for the regular
monitoring of the project, but the partner organizations should also contribute actively to the
effective monitoring of the project. The whole partnership will benefit from monitoring of project
progress because it: · provides support for project implementation and acts as an indicator of
whether targets are being met; · through feedback activities, it stimulates improvement in project
results based upon observations of the value and the quality of the various elements of the
project; · provides reliability and credibility of results; · foresees potential problems in good time
and simplifies decision-making, especially if corrective actions are necessary.
Keeping track of the project the project application that was approved by the program is
the baseline for project implementation. It is the main document that helps the project manager
track progress. The project application contains project objectives, a description of the activities
for achieving them, and measurable output and result indicators to show they have been
achieved. However, you should not expect the project to be implemented exactly as planned. No
matter how good the original plan is, there will always be some deviation during implementation.
This should be anticipated, and the aim of project management is to track this deviation, make
sure it stays within the scope of the project, and redirect activities to get back on track. The
further the project goes into implementation, the more important it is to track things
systematically to avoid drifting away too much from the original outline and falling outside the
scope of the project. Remember also that many modifications will actually be improvements, and
that it is this dynamic aspect of project management and the ability to adapt to modifications that
are likely to lead to success.
Figure: Project implementation Project scope (objectives) Planned implementation Never

allow activities to go outside the approved scope of the project Actual implementation Once the
project has started, the objectives should be regarded as unchangeable – if you alter what you
plan to achieve you are in effect starting a new project and would have to start your activity
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planning again from the start. However, modifications to objectives often happen in small steps
(called ‘scope creepage’) and do not seem to have a major impact.
Steps and activities in the Implementation and Management of Development

Projects: Method of Work and Some Important Guides:
A. 9 Steps Organizing Project Implementation
Create a project plan

1. Create a project Plan The first step to staying
organized is getting organized. It may be tempting to
push ahead, intending to organize things as you go, but
good planning is essential. To lay the groundwork for a
successful, organized project, invest the necessary time
into making a good project plan
2. Create a project schedule The project schedule is an important part of the plan and
incorporates information from the budget, goals, and deliverables in addition to the
timeline.
3. Work with deadlines Set due dates not only for high-level goals but also for individual
action items.
4. Define priorities A to-do list ordered

without priorities is of no use
5. Start using project management software

According to one survey, just 16% of companies
are making use of appropriate project
management software.
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6. Communicate well According to the Project Management Institute, 20 percent of

project failures are caused by poor communication. Communication and organization go
hand in hand.
7. Utilize digital Kanban boards One

extremely helpful tool is the Kanban board, a
visual system for organizing workflows
8. Measure progress regularly There’s no way

to know if you’re staying organized and on time
if you aren’t measuring your project progress.
9. Be agile In project management, Agile is a methodology,

“an iterative and incremental approach to delivering
requirements throughout the project life cycle,” according to
the Association for Project Management.
B. IMPLEMENTATION OF ACTIVITIES AND COORDINATION

It’s here that the project manager will coordinate and direct project resources to meet the
objectives of the project plan
116
C. Sustaining the People’s Interest in the Project

● Leaders need allies and supporters.
● People determine the success of a company’s sustainability initiatives.
● “Alone we can do so little,” said educator and activist Helen Keller. “Together we can do
so much. “
What are some of the groups who can be valuable allies?

● Employees implement company initiatives and can contribute ideas based on their
specific areas of expertise.
● Customers can purchase products and services and promote the company’s brand.
● Communities are especially important if your company has a significant local footprint.
How do you motivate people toward sustainability?
1. Equip people with (the right) knowledge. People need to know both why an action
is important and how to do it.
2. Help people process information. People absorb ideas and make decisions in specific
ways.
3. Leverage the leaders. People look to leaders — formal and informal — as they’re
deciding how to act.
4. Make actions easy and enjoyable. People can have wonderful intentions, but without
practical support, the action often won’t happen.
5. Allow participation. People want to be involved in issues that concern them.
6. Take one step at a time. People can be overwhelmed by major change; generally, they
prefer to get comfortable with one behavior before they try another.
7. Pause rewards. Rewards should be used carefully. They tend to be effective while they
continue. But once they stop, the behavior usually drops off. Rewards are “extrinsic
motivation,” motivation from outside the person. Motivation that people develop
internally, rooted in their beliefs, is more long-lasting.
Project management involves the planning and organization of a company's resources to move
a specific task, event, or duty towards completion. It can involve a one-time project or an ongoing
activity, and resources managed include personnel, finances, technology, and intellectual
property.
117
The Importance of Project Management for an Organization

1. Strategic Alignment is the process of linking the
organization’s structure and resources with its strategy
and the ultimate objective.
2.Clear Focus and Objectives allow employees to

monitor their own progress all year 'round and correct
their efforts as necessary.
3.Leadership it helps to maximize efficiency which can

help to achieve the overall vision and goals
4. Project Planning
a discipline
addressing how to
complete a project in
a certain timeframe, usually with defined stages and
designated resources
5. Reduced Costs and Quality Control
Project management reduces project costs by optimized use of resources, improving efficiency,
and decreasing risks.
118
Activity 1
Instructions: Identify and write the letter of your answer in the blank space provided.
____1. Process where people absorb ideas and make decisions in specific ways.
a. Equip people with (the right) knowledge. c. Help people process information.
b. Allow participation. d. Make actions easy and enjoyable.
____2. Process where people want to be involved in issues that concern them.
a. Leverage the leaders. c. Make actions easy and enjoyable.
b. Allow participation. d. Help people process information.
____3. Process where people look to leaders — formal and informal — as they’re deciding how
to act.
a. Take one step at a time. c. Leverage the leaders.
b. Equip people with (the right) knowledge. d. Pause rewards
____4. Process where you drop extrinsic motivation and help people develop internally, rooted in
their beliefs, is more long-lasting.
a. Take one step at a time. c. Equip people with (the right) knowledge.
b. Make actions easy and enjoyable. d. Pause rewards
____5. Process where people need to know both why an action is important and how to do it.
a. Equip people with (the right) knowledge. c. Help people process information.
b. Take one step at a time. d. Allow participation.
Activity 2
What is the importance of Project Management?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
119
Discuss briefly what is Project Implementation?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
➢ https://sswm.info/humanitarian-crises/urban-settings/planning-process-
tools/implementation-tools/project-implementation
➢ https://www.smarttask.io/blog/importance-of-project-management
➢ https://kissflow.com/project/how-project-managers-stay-organized-at-work/
➢ https://www.angelo.edu/administrative-support/information-technology/project-
office/Project_Implementation.php#:~:text=The%20Implementation%20phase%20of%
20the,Control%2C%20and%20Move%20to%20Production.
➢ https://nbs.net/how-to-motivate-people-toward-sustainability/
120
MODULE VII:
Project Implementation and
Evaluation: Towards Enhancing
People’s Continuing Capability
Building, Self-Reliance and
Empowerment
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PA 210 - Project Evaluation
Module No. 7 - Project Implementation and Evaluation: Towards Enhancing
People’s Continuing Capability Building, Self-Reliance and Empowerment
Name: _________________________________ Date: _______________________
Lesson Title: Project Implementation and Evaluation: Towards Enhancing People’s Continuing
Capability Building, Self-Reliance and Empowerment
Lesson Objectives:
● Able to understand what Monitoring & Evaluation is
● Have an awareness of why Monitoring & Evaluation is important
Introduction
Countries across the world agree that monitoring and evaluation play a strategic role in helping
governments make informed decisions that can transform public services, and consequently,
people’s lives. While a few countries have made significant headway in legislating and setting up
their respective whole-of-government systems for evaluating major programs and projects, most
other countries have either set up fragments of evaluation mechanisms for certain sectors like
health and education.
How will you start the project?
1. Do you have a clear project work plan (see Phase 2 - Project planning)?
2. Is everything accounted for in your budget?
3. Do you have things in place to carry out, monitor and evaluate your project?
Refer to Appendix 1 - Sample project plan for an example of the Implementation phase of a
project.
How to develop your project plan

Using your answers to the questions in the first part of this guidance document, you are now
ready to build your project plan. The steps described demonstrate how you would go about
developing your project plan.
1. Identify your project goal and who you intend to serve.

2. Identify the objectives that will lead to your goal.
3. Establish what the components of your project will be - that is, your broad strategies or
service areas.
4. Describe the project inputs. Who and what will be required to operate your project?
5. For each component, describe your activities. Who will do what, and when?
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6. Identify the outputs of your activities. How many participants do you expect? What (and
sometimes, how many) tools, materials, or events will be produced?
7. Identify the outcomes linked to these activities. Remember that outcomes represent
changes you hope to see result from your activities; they are not just the delivery of the
activities themselves. You will want to mention the short-term and intermediate outcomes
of your activities, making sure that these in turn link to your overall goal(s).
More about objectives and outcomes
When you identify your own objectives and outcomes, be sure they are "SMART":
✓ Specific
✓ Measurable
✓ Achievable
✓ Relevant (and realistic)
✓ Trackable
Objectives and outcomes should be described with action words that indicate the direction of
change. Words such as "increase", "improve" or "reduce" are good examples. Saying that a
project objective is "to provide recreational opportunities" does not tell us anything about the
purpose of those recreational activities or the changes they are expected to bring about. Programs
or projects are developed to make change. They are not developed simply for the sake of
delivering products or services alone. Saying that these recreational opportunities are going to
increase teamwork and leadership skills or reduce vandalism in the after-school hours makes
them into SMART objectives.
Evaluation planning
Evaluation planning comes down to two questions:
• What are the desired outcomes of your project?

• How will you measure them?
It is about building benchmarks and accountability into your plan, and using them to evaluate the
plan as you go and after the project is finished. It gives your project a more strategic structure,
provides evidence for your results and, importantly, contributes to the knowledge base about
effective crime prevention.
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Valid and reliable measurement tools
Valid measurement tools provide information that is a good reflection of what they are trying to
measure. For example, if you wanted to measure the extent to which people were victims of a
certain type of crime, you might want to look at more than just the number of reports to police
since we know that many crimes are unreported.
Reliable instruments provide information that is likely to be consistent over time. It will not be
affected by small changes in such things as the mood of people who respond to a survey or other
circumstances unique to the day on which they complete the survey.
Quality and consistency
Quality evaluations also use consistent data collection procedures. For example, interview
questions should be asked to all participants in the same way, and interviewees should be careful
to record the same information at every session.
Where possible, collect data before and after a project. When data is collected only at the end of
the project, you can't tell whether there was actually any change that occurred.
Good evaluations require resources - that is, time and money. Some evaluation-related activities
may be carried out by project staff (for example, questionnaires can be administered by a project
coordinator), research assistants (for example, students may compile and analyse data) or by
people with special expertise (for example, an evaluation consultant might draft your
questionnaire).
Be realistic when establishing the outcomes you choose to measure
Your project goal might be to reduce the number of a certain type of crime in your community.
This may require the modification of behaviour in a community that takes place over five to ten
years to achieve any reduction. To measure those long-term trends may not be realistic. In this
case, you should focus on some short- and medium-term outcomes.
LEGAL BASIS
● Executive Order (EO) No. 308
✔ It is the policy of the State that socio-economic development programs and
activities of government be undertaken with the extensive and active
participation and support from, and coordination of, various government
agencies, as well as private sector institutions, at the national, regional and
local levels.
✔ The Regional Development Council is hereby reorganized and strengthened and
shall be the primary institution in the region which shall set the direction of
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economic and social development of the region and through which regional
development efforts shall be coordinated.
● Memorandum Order (MO) No. 175

✔ Issued on May 22, 1988 which created Project Monitoring Committees at the
Provincial/City and Municipal levels to monitor local government projects
funded from national government and local government funds.
DUTERTE ADMINISTRATION
In the past six years of the Duterte administration, game-
changing policy reforms and programs that could result in
long-lasting changes have been put in place. These reforms
were clearly intended to be the foundation for inclusive
growth, a high-trust and resilient society, and a globally
competitive knowledge economy. While the COVID-19
pandemic has set back a number of the gains, additional
reforms were set in motion even amidst the pandemic.
DUTERTE’S TEN (10) SOCIO-ECONOMIC AGENDA

1. Maintaining current macroeconomic fiscal, monetary,
and trade policies;
2. Instituting progressive tax reform and more effective tax collection while indexing taxes
to inflation;
3. Increasing competitiveness and ease of doing business;
4. Accelerating annual infrastructure spending to account for 5% of GDP;
5. Promoting rural and value chain development toward increasing agricultural and rural
enterprise productivity and rural tourism;
6. Ensuring security of land tenure to encourage investment;
7. Investing in human capital development;
8. Promoting science, technology, and creative arts to enhance innovation;
9. Improving social protection programs; and
10. Strengthening the implementation of the Responsible Parenthood and Reproductive
Health law.
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DUTERTE PROGRAM/PROJECTS
INFRASTRUCTURES
BUILD! BUILD! BUILD! PROGRAM - The goals of the program are to reduce poverty,
encourage economic growth and reduce congestion in Metro Manila. The program also involves
the continuation of some projects under previous administrations.
As of July 2021, 214 airport projects, 451 commercial social and tourism port projects, 29,264
kilometers (18,184 mi) of roads, 5,950 bridges, 11,340 flood control projects, 11,340 evacuation
centers, and 150,149 classrooms had been completed under the infrastructure program. The
numbers cited include newly-built infrastructure, and projects involving the repair, rehabilitation,
widening, and expansion of existing infrastructure.
40,080 kilometers of road were constructed, maintained, widened, upgraded and rehabilitated
(3,101 km of tourism roads; 999 km of completed roads; 573 km of access roads; and 2,712 km
of completed farm-to-market roads.
TAXATION
Train Law - adjusted tax rates by excluding those earning an annual taxable income of ₱250,000
from paying personal income tax; The TRAIN Act is aimed to generate revenue and to eradicate
extreme poverty, to create inclusive institutions that will offer equal opportunities to all, and to
achieve higher income country status. It is also aimed at making the tax system simpler, fairer
and more efficient.
ENVIRONMENT
BORACAY CLOSURE AND REHABILITATION - ordered a six-month closure to address the

raw sewage that enters the natural water. The Island was officially reopened on October 26, 2019
after the extensive clean-up with a limit of 6,000 visitors per day.
MANILA BAY REHABILITATION - after the Boracay closure, the administration pursued the
rehabilitation of Manila Bay. In September 2020, the DENR began overlaying dolomite rock on a
portion of the Bay to create an artificial beach
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HEALTH
MALASAKIT CENTER - also known as Republic Act No. 11463, The center is meant as a one-
stop shop for government medical assistance for indigent Filipinos.
COVID-19 VACCINATION - an ongoing mass immunization campaign against severe acute

respiratory syndrome coronavirus 2 (SARS-CoV-2), the virus that causes coronavirus disease 2019
(COVID-19), in response to the ongoing pandemic in the country. The vaccination program was
initiated by the Duterte administration on March 1, 2021, a day after the arrival of the country's
first vaccine doses which were donated by the Chinese government.
HOUSING & URBAN DEVELOPMENT
The Department of Human Settlements and Urban Development reported in October 2021 that
the Administration has financed and produced 1,076,277 housing units from 2016-2021.
LABOR
REINTEGRATION AND REPATRIATION PROGRAM - Reintegration and Repatriation

Programs for Overseas Filipino Workers (OFW), is a package of interventions and mechanisms
developed and implemented social partners to facilitate the productive return of the OFWs to
their families and communities upon their completion of overseas employment.
ENDO CONTRACTUALIZATION - campaigned to phase out contractualization. By the end of

2016, around 32,000 workers had been regularized.
EMPLOYEE BENEFITS AND SALARY STANDARDIZATION LAW OF 2019 - Salary

Standardization Law of 2019 was signed in January 2020 increasing the compensation in four
tranches from 2020 to 2023. Also a law was signed in April 2022 granting a night shift differential
pay to all government employees at a rate of not exceeding 20% of the hourly basic rate of an
employee.
NATIONAL IDENTIFICATION SYSTEM
All transactions will be simpler and faster through the use of National ID. A law was signed
on August 06, 2018 the Philippine Identification System Act seeking to establish a single
government identification card for all and a sufficient proof of identity and age in all forms of
transactions eliminating the need to present additional IDs.
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TELECOMMUNICATION
Warned the 2 major companies, Globe and Smart, to improve their services by December
2020 or risk of facing closure resulting to an increase of speeds from 7.91 mbit/s to 82.61 mbit/s
a 944% growth.
TRANSPORTATION
Goal of making the public transportation modern, efficient and environmentally friendly
causing the phase-out of the 15-year-old jeepnies replacing them with safer, more comfortable
alternatives. Replacement vehicles are required to have at least a Euro 4-compliant engine to
lessen the pollution.
What is Monitoring and Evaluation?
M&E is a process of continual gathering of information and assessment of it in order to

determine whether progress is being made towards pre-specified goals and objectives, and to
highlight whether there are any unintended (positive or negative) effects from a project and its
activities. It is an integral part of the project cycle and of good management practice.
In broad terms, monitoring is carried out in order to track progress and performance as
a basis for decision-making at various steps in the process of an initiative or project.
Evaluation, on the other hand, is a more generalized assessment of data or experience

to establish to what extent the initiative has achieved its goals or objectives.
M&E is carried out for many different purposes
Monitoring systems provide managers and other stakeholders with regular information on
progress relative to targets and outcomes. This enables managers to keep track of progress,
identify any problems, alter operations to take account of experience, and develop any budgetary
requests and justify them. This enables the early identification of problems so that solutions can
be proposed. It is considered to be a critical part of good management.
Periodic evaluation is also considered to be good practice, and can be used to investigate and
analyze why targets are or are not being achieved. It looks at the cause and effect of situations
and trends which are recorded within monitoring.
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Periodic and formal evaluation are vital for internal reporting and auditing, and are also requested
by funding agencies – often as mid-term and final evaluations. External stakeholders and funding
agencies who are accountable to donors or are part of the public sector, need to see results and
demonstrable impacts.
However, it should be recognized that ongoing or ‘informal’ evaluation should always be available
as a tool to managers, not only to meet the requirements of governments and donors, but also
as a means of understanding when and why things are going right or wrong during project
implementation.
Monitoring & Evaluation is also important for incorporating the views of stakeholders, particularly
the target population and can be a further mechanism to encourage participation and increased
ownership of a project.
Thus, the key reasons for M&E can be summarized under four headings.
1. For accountability: demonstrating to donors, taxpayers, beneficiaries and implementing

partners that expenditure, actions and results are as agreed or can reasonably be
expected in the situation.
2. For operational management: provision of the information needed to coordinate the
human, financial and physical resources committed to the project or programme, and to
improve performance.
3. For strategic management: provision of information to inform setting and adjustment
of objectives and strategies.
4. For capacity building: building the capacity, self-reliance and confidence of
beneficiaries and implementing staff and partners to effectively initiate and implement
development initiatives.
THE DIFFERENCE BETWEEN MONITORING AND EVALUATION
Monitoring is the continuous collection of data on specified indicators to assess for a

development intervention (project, program or policy) its implementation in relation to activity
schedules and expenditure of allocated funds, and its progress and achievements in relation
to its objectives.
Evaluation is the periodic assessment of the design, implementation, outcomes and

impact of a development intervention. It should assess the relevance and achievement of
objectives, implementation performance in terms of effectiveness and efficiency, and the
nature, distribution and sustainability of impacts.
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Results-based management and monitoring and evaluation
Monitoring and evaluation are important parts of RBM, based on clearly defined and measurable
results, processes, methodologies and tools to achieve results. M&E can be viewed as providing
a set of tools to enable RBM, helping decision makers track progress and demonstrate an
intervention’s higher-level results. Results-based M&E moves from a focus on the immediate
results, such as the successful implementation of activities and production of outputs, to the
higher-level results, looking at the achievement of outcomes and impacts. Figure 1.1 shows RBM
METHODS OF WORK AND SOME IMPORTANT GUIDELINES
Preparing for Project Monitoring and Evaluation

● The Preparation of Monitoring and Evaluation Framework
✔ assist in understanding and analyzing the program
✔ help to develop monitoring and evaluation plans and implementation of monitoring
and evaluation activities
✔ key performance indicators are indicated
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Monitoring and Activities

● RESULT MONITORING
✔ measuring and reporting if Project Implementation is progressing in the right pace
and direction toward achieving the framework
● GRIEVANCE MONITORING
✔ records complaints, positive or negative feedback about program implementation
and problems, issues, needs, concerns and observations
Documentation of the Process of Project Implementation
✔ Documentation encourages knowledge sharing, which empowers the team to

understand how processes work and what finished projects typically look like.
Continuing Clarification of the Indicators/Standards for Monitoring and Evaluation
✔ Good indicators need to be easily understood and meaningful to those who seek
to use the information they provide. Indicators are facts about project
implementation results, not actions. Indicators are signs of progress. Thus, an
indicator should be defined in precise and unambiguous terms that describe clearly
and exactly what is being measured.
The People Should Never be Tied to Project Alone
✔ The People/beneficiaries should not focus or dedicate on the project

implementation alone but also embrace the value of community organizing that is
geared towards the continuing capability building, self-reliance and empowerment.
The Project’s Implementation and Management Should be Summed up
✔ The People/beneficiaries should not focus or dedicate on the project

implementation alone but also embrace the value of community organizing that is
geared towards the continuing capability building, self reliance and empowerment.
✔ By revealing critical implementation gaps, M&E plans help make projects more
effective.
✔ By revealing critical implementation gaps, M&E plans help make projects more
effective.
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Activity 1
Why do you consider monitoring and evaluation important in a project? Discuss
briefly.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
____________________________________________________________________________
It is said that “managing a project is a bit like completing a Rubik’s cube” why is it
so?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
➢ https://thecompassforsbc.org/how-to-guide/how-develop-monitoring-and-evaluation-
plan
➢ https://drive.google.com/drive/mobile/folders/1-i3bjckcGYnpgYHiErpVZkAXIDNeTvNj
➢ REGIONAL PROJECT MONITORING AND EVALUATION SYSTEM 2016 NATIONAL
ECONOMIC AND DEVELOPMENT AUTHORITY
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Table of Contents

Name: ______________________________ Date: _______________________

Scope and Nature Project

Why is it important to define the

Project scope is critical because without

8 Key Steps to Developing a Project Scope Statement

1) Understand why the project was initiated.

What is Nature of Project Planning?

What is the Nature and Scope of Project Management?

➢ Project Management, in a simple term,

➢ The person of authority who supervises the

➢ The Project Managers use different

The scope of the Project Management is covered in Five different stages:

2) Planning and Development of the Project

Raising Productivity Levels

In addition, productivity can also be seen as the

7 Simple Cornerstones for Achieving High Productivity Levels

1. Establishing Clear Objectives

2. Communicate the Objectives Effectively

Furthermore, one of the key factors that improve

3. Involve those who Perform the Work

Peter Drucker has spoken of lack of clarity in communicating

4. Give Ownership to Team Members

5. Identify the Strength, Weaknesses of your Team

6. Reward your employees

7. Give Constructive Feedback

● The importance of feedback in the workplace is hard to overestimate: sharing information

sooner and avoid repetitive mistakes.

Causes of Low Productivity in Projects

In both situations, it’s the project professional’s

Technological data banks, management information systems, and an information-conscious

direction and control, sets the tone for successful projects.

stakeholders up to date and on board.

Project planning and management

Planning the project typically involves the following steps:

2. Stakeholder involvement: Identify your project sponsors and key stakeholders. To

to make fulfilling them clearer and easier.

in place to address them.

arise, keeping the project on schedule, and moderating the budget.

What is Participative Management?

Broadening the Sharing of Development’s Blessings

There is no “one size fits all” targeting strategy. The best

For most Social Funds/Community-Driven Development (CDD) programs there will

Figure A: Essential Elements of a Social Fund Poverty Targeting Mechanism

Design Phase Implementation Phase

Development of Poverty Targeting Strategy in Overall Poverty Targeting Strategy

target geographical areas stakeholders (parliament, press,

Geographical Targeting Geographical Targeting

➢ Identification of and consensus on ➢ Announce annual allocations to local

Menu and Eligibility Criteria Menu and Eligibility Criteria

➢ Menu designed to promote self- ➢ Introduce and pilot additional pro-poor

Inclusive Processes at Community Level Inclusive Processes at Community Level

➢ Design of facilitated community needs ➢ Assessment of prioritization versus

committees management committees as needed

Monitoring and Evaluation System Monitoring and Evaluation System

➢ Specify targeting-related key ➢ Routine reporting of poverty targeting

Democratization of Project and Social Services

Types of Regimes/Political System that gave way to Democracy

and Zia-ul Haq (Pakistan)

Quino administration, reestablished a presidential system of government with a bicameral

1. BUILD, BUILD, BUILD PROGRAM

The job description of the beneficiaries of

4. FARM TO MARKET ROADS

Name: ________ Date: _

Name: __________ Date: _