Project Management MBA 711 - RVU 2022

Project Management (MBA 711)
Admkew Haile (Assistant Professor of Management)
Department of Management
College of Business and Economics
Haramaya University
yadeniadmkew@gmail.com/+251 921674931
Project Management/RVU/Harar
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Campus/Admkew H.(Assistant Professor)
What is Project Management?
Project
 A group of milestones or phases, activities or tasks that support an effort to
accomplish something.
A collection of linked activities, carried out in an organized manner, with a clearly
defined start point and end point to achieve some specific results desired to satisfy the
needs of the organization at the current time.
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What is a Project?
• A project is a temporary endeavor undertaken to

produce a unique product.
Temporary Characteristics of Unique

Projects
– Temporary – Definitive beginning and end

– Unique – New undertaking, unfamiliar ground
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What is Project Management
• Project Management is the application of skills, knowledge, tools and
techniques to meet the needs and expectations of stakeholders for a
project.
– The purpose of project management is prediction and prevention,
NOT recognition and reaction
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Project Management
• A dynamic process that utilizes the appropriate resources of the
organisation in a controlled and structured manner, to achieve
some clearly defined objectives identified as needs.
• It is always conducted within a defined set of constraints.
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What does Project Management Entail?
• Planning: is the most critical and gets the

least amount of our time
Beginning with the End in mind-Stephen Covey
• Organizing: Orderly fashion
(Contingent/Prerequisites)
• Controlling: is critical if we are to use our
limited resources wisely
• Measuring: To determine if we accomplished
the goal or met the target?
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Triple Contraints
• Triple Constraint states that the success of the project is impacted by its
budget, deadlines and features.
Time
Quality
Cost Scope
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Who uses Project Management?
 Nearly Everyone to some degree
People plan their Days, their Weeks, their Vacations and their
Budgets and keep a simple project management form known as
‘’To Do’’ list.
 Any Process or Means used to track tasks or efforts towards

accomplishing a goal could be considered Project Management.
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Why is Project Management used?
• It is necessary to Track or Measure the progress we have achieved towards a
Goal we wish to accomplish.
• We use Project Management to Aid us in Optimizing our resources to
accomplish our goals
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How much time does Project Management take?
• Not much. Probably more time is wasted as a consequence of lack of Project
Management tool than is spent to Plan adequately, Organize, Control
effectively and Measure appropriately
• How long: As long as there are things to do.
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Why is Project Management Important?
• Enables us to map out a course of action or work plan
• Helps us to think systematically and thoroughly
• Unique Task
• Specific Objective
• Variety of Resources
• Time bound
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Advantages
• In built Monitoring/ Sequencing
• Easy and Early identification of Bottlenecks
• Activity based costing
• Identification and Addition of missing and new activities
• Preempting unnecessary activity/expenditure
• Timely Completion
• Assigning tasks
• Reporting
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Road to Better Project Management
• Find a Project plan that fits your style of project management needs.
• It may be as simple as creating templates, forms and spreadsheets to track tasks.
• Formation of a Project Management committee
• Listing out all the tasks and sub-tasks to accomplish a goal
• Jot down the time period and person responsible against each task/sub-task
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Road to Better Project Management
• Identify a Project Manager
• Identify Task Managers
• Sequence the activities in relation to time period
• Present to the Project management committee
• Finalize by reaching an agreement and start work…...
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Implementation
• Regular Monitoring
• Resource Support
• Critical issues discussed and solution
• Meeting with the team on completion of each major

milestone
• Track the progress against the plan
• System to add/delete tasks in the Project Management
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Consequences of not using Project Management
 DELAY
 COST
 WASTE OF RESOURCES
 QUALITY
 DISSATISFACTION
 REPUTATION
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Key Areas of Project Management
• Scope Management
• Issue Management
• Cost Management
• Quality Management
• Communications Management
• Risk Management
• Change Control Management
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Scope Management
• Primarily it is the definition and control of what IS and IS

NOT included in the project.
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Issue Management
• Issues are restraints to accomplishing the deliverables of the project.
– Issues not easily resolved are escalated for resolution.
• Typically identified throughout the project and logged and tracked through
resolution.
Issue… already impacting the cost, time or quality

Rope not thick
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Cost Management
• This process is required to ensure the project is completed within the approved
budget and includes:
– Resource Planning - The physical resources required (people, equipment,
materials) and what quantities are necessary for the project
– Budget
• Budget estimates
• Baseline estimates
• Project Actuals
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Quality Management
• Quality Management is the process that insure the project will meet the
needs.
“conformance to requirements”
“fitness for use”
“the totality of characteristics of an entity that bear on its

ability to satisfy stated and implied need‟
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Communications Management
• This process is necessary to ensure timely and appropriate generation,

collection, dissemination, and storage of project information
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Risk Management
• Risk identification and mitigation strategy

• Risk update and tracking
Risk… POTENTIAL negative impact to

project
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Change Control Management
• Define how changes to the project scope will be executed.
Scope Change Technical Specification Changes
Schedule changes
All changes require collaboration and buy in via the project sponsor‟s signature
prior to implementation of the changes
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Project Life Cycle
Implementation Deployment
Initiation Phase Definition Phase Planning Phase Closing Phase
Phase Phase
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Initiation Phase
• Define the need
• Return on Investment Analysis
• Make or Buy Decision
• Budget Development
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Definition Phase
• Determine goals, scope and project constraints
• Identify members and their roles
• Define communication channels, methods, frequency and content
• Risk management planning
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Planning Phase
• Resource Planning
• Work Breakdown Structure
• Project Schedule Development
• Quality Assurance Plan
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Works Breakdown Structure
• Defining and organizing the total scope of a project
• First two levels - define a set of planned outcomes
that collectively and exclusively represent the
project scope.
• Subsequent levels - represent the scope of their
parent node
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Implementation Phase
• Execute project plan and accomplish project goals
• Training Plan
• System Build
• Quality Assurance
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Deployment Phase
• User Training
• Production Review
• Start Using
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Closing Phase
• Contractual Closeout
• Post Production Transition
• Lessons Learned
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Work Smart Not Hard !!!
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Chapter Two
Project preparation and analysis: An overview
1. Market and demand analysis

2. Technical analysis
3. Institutional and social aspects
4. Pre-feasibility and feasibility studies
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2.1. Market analysis
 Indicates the demand potential of the outputs of the project:
 Demographic statistics
 Income levels of the people
 Market analysis should address the following questions:
Is the product meant for domestic or export consumption?

Is the market large-enough to absorb the new product without
affecting the price?
What share of the total market will the proposed project meet?
What marketing strategies and distribution channels are required?
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2.2. Technical analysis
 Its concern is whether the project has been clearly spelled out with the correct
and detailed technical design (such as size, location, timing, and technology)
 Technical analysis gives an indication of the capacity of operations within the
project
 It also includes the quality of machinery and equipments the project employs
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Technical Analysis (cont)
 What kinds of technology will we need?
 Is the required technology available “in house”? Or can it be

acquired from the market?
If the technology is available, does it have the capacity to handle

the solution?
 Is the proposed technology or solution practical?
Do we currently possess the necessary technology?
Do we possess the necessary technical expertise?

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Technical analysis (cont)
Broad purpose of technical analysis:
a)To ensure that the project is technically feasible in the sense that all
the inputs required to set-up the project are available, and
b)To facilitate the most optimal formulation of the project in terms of
technology, size, location, & so on
Technology choice:
• E.g. cement can be made either through dry process or the wet
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processes Project Management/RVU/Harar 38
2.3. Institutional & Social Analysis
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Institutional analysis
It is the assessment of the soundness of institutional
arrangements for project implementation.
 It covers:
organizations arrangements,
adequacy of personnel & examines their hierarchical line
of authority,
financial management processes, including fund flows,
capacities of the people involved.
It normally highlights the capacity gaps and identifies training

requirements.
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Institutional analysis (cont)
It focuses on the following questions:
are authorities and responsibilities properly linked?
does the project have sufficient authority?
is the project manageable? team building, motivation of employees
and managers etc
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Institutional and Social Analysis
Social Analysis
Social analysis is undertaken to examine the aspects of n ational

objectives like employment opportunities and income distribution.
To examine social implications:

poverty, income distribution, quality of life, gender, health, and ethnic considerations
there must also be a sense of empowerment and security.
A good strategy to deal with social issues is:

to ensure inclusion of minorities and disadvantaged groups of the society in the project
activities
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Social analysis
Examine the social implications of the project:
 income distribution to the low income group
 adverse effects of a project on particular groups
 The impact of the project on improving the quality of life.
S ocial analysis will actually improve the design of the project
It also ensure that opportunities and benefits are taken by many
people.
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Social Cost-Benefit Analysis (SCBA)
 Social Cost-Benefit Analysis (SCBA) is the social appraisal of
projects.
 is used for determining the attractiveness of a proposed investment
in terms of the welfare of society as a whole.
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Social Cost Benefit Analysis (CBA)
 Market failure
 A private firm would only look at profitability instead of providing social
benefits but the government has to look at other factors.
 Savings & investment
 A project that induces more savings engages in less investment in an

economy.
 Distribution & redistribution of income
 The project should not lead to accumulating income in the hands of a few
but it should distribute the income equitably.
 Employment & standard of living
 The project should lead improved employment rate and standard of
living.
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Eg: The possible social costs and benefits for a‘bridge construction’ project are
Social costs could be:

Social benefits could be:
increased pollution during
employment opportunities during
construction,
construction,
migration of labor from
less cost in travel and transportation,
farming,
saving of time of people, and
shortage and price increase of
employment in toll tax collection, if
raw materials,
any.
unemployment to people
engaged in ferries/boat makers,
loss of farms and houses of
some families, possibly.
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Pre-feasibility & feasibility studies
Pre-feasibility Study
 Preliminary filtration.
 This involves the study of the project idea at a more e laborate level than
that carried out at the opportunity study.
 This stage is recommended to be followed: When a detailed f easibility
study is both costly and t ime consuming.
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Pre-feasibility Study
On the basis of results from pre-feasibility study, the investor should be
able to decide:
Whether the project can straightaway be accepted or rejected,
The project requires a detailed feasibility analysis (i.e. a feasibility study)
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Contents of Pre-feasibility & Feasibility Studies
UNIDO„s(United Nations Industrial Development Organization)
outline of pre-feasibility study only for industrial
projects and it should contain:
 Executive summary
 Project background and basic project ideas
 Market analysis and marketing concept
 Availability of raw materials and supplies
 Location, site and environment of the project
 Engineering and technology required
 Organization and overhead costs of the project
 Human resources requirements
 Implementation plan and budget
 Financial analysis and investment appraisal 19
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Pre-feasibility study Vs. feasibility study
 The analysis involved in a feasibility study is much more rigorous and
requires specialized skills of a higher order.
 It is usually based on additional and more reliable data especially
gathered through research and surveys.
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Ch 3: Environment Scanning and Industry Analysis
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Societal Environment
External
Environment
Industry Environment
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Variables in Societal Environment
Economic Technological Political-Legal Socio-cultural

GDP trends Ave. R&D spending Envir. protection Lifestyle changes
Interest rates Patent laws Tax laws Consumer activism
Money supply New products Foreign trade regs. Family formation
Inflation rates New tech devel. Gov’t stability Population growth
Unemployment Productivity chgs. Age distrib. changes
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The Role of Forecasting
Environmental Forecast Strategic

Scanning Trends
Future Trends Planning
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Popular Forecasting Techniques
• Extrapolation
• Brain storming
• Expert opinion
• Regression
• Simulation / What Ifs
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Forces Driving Industry Competition
Potential
Entrants
Threat
of New
Entrants
Relative
Power
of Unions,
Governments,
etc. Industry
Other Competitors Bargaining
takeholders Power
of Buyers
Buyers
Suppliers Rivalry Among

Bargaining Existing Firms
Power
of Suppliers
Threat of
Substitute
Products
or Services
Substitutes
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Some Barriers to Entry:
• Economies of Scale
• Capital Requirements
• Switching Costs
• Access to Distribution Channels
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Rivalry Among Existing Firms
• Number of Competitors
• Industry Growth
• Exit Barriers (emotional, fixed assets)
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Power of Suppliers
– High buyer switching costs
– Unique product
– Few sellers
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Power of Buyers
– Number & Size of sellers
– Backward integration
– Low product differentiation
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Substitutes
• How close are the substitutes?
- Tea?
- Gasoline?
- Diamonds
- depends on context
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Industry Analysis
• Determine Industry
• Select Force
• Prepare presentation / Report
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Chapter Four
Financial analysis and projection

Project costs
Financing means
Cash flows and analysis
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Financial Analysis & Economic analysis.
Economic and the financial analysis investigate whether or how the
“benefit” or “revenues” in the case of financial analysis excesses the “cost”
or “expenditure” in the case of financial analysis of the project quantitatively.
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Financial analysis
The financing of a project is crucial for its sustainability.
 Is adequate finance available for the project?
How will the financing arrangements affect the
distribution of costs and benefits of the project?
Specifically,
If the project is expected to cover its operation and
maintenance through revenue generation, it should be seen
whether the total estimated revenue could be sufficient cover
the total expenses.
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Financial analysis
Example
Suppose that there is an irrigation facility that was constructed by
an XY operating in that locality. This facility requires cost for its
operation and maintenance. The cost is 3 million birr a year. A fee
of 5,000 birr per ha per annum is collected from the users of
irrigation water. A total area of 200 ha is estimated to be irrigated.
Question: Based on these estimates, do you think that the project
is financially sustainable?
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No, this is NOT financially sustainable because the collected user fee is
not enough for covering the costs of operating the facilities. In a year, the
facility needs 3 million Birr for its operation and maintenance.
However, the total fee estimated for collection equals 1 million Birr only
(5,000 Birr * 200 ha =1 million Birr).
Estimated expenditure (3 million Birr) > Estimated fees (1 million Birr)
Therefore, without other support, this facility should not be operate.
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The Costs of a Project
It is the total outlay of all items associated with a project costs related to:
the investment of the project /capital expenditures/and
costs incurred during the operation & maintenance (O/M) of the project.
A) Capital expenditures
These expenditures of those items needed to set up or establish the project
so that it can be operated.
cover items related to construction of facilities (site preparation and other
civil costs), plant and equipment, comprising not only the acquisition cost but
also the cost of transport, installation and testing; vehicles; and working
capital.
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The costs of a project
B. Costs related to operation of a project
Expenditures incurred to operate and maintain the project.
typically comprise of raw materials, labor and other inputs, repairs and
maintenance.
It is determined through proper material and input requirement analysis.
Cost of production comprises three main cost elements ==> material +
labour + overhead
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Project cash flows
The cash that the project likely generates (i.e. the revenues) and the cash
that it likely needs for sustainability (i.e. the costs and expenses).
The money received /cash inflow/and money paid /cash outflow/ by the
owner of the project at particular points in time.
The financial analysis of a project is based on “the analysis of these flows”.
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Categories of a project cash flows.
For analytical purposes, project cash flows may be separated into two
categories:(i) Capital cash flows, and (ii) Operating cash flows
Capital cash flows may be disaggregated into three groups:
I. the initial investment
II. the additional „middle-way‟ investments such as upgrades and
increases in working capital investments/reserve/, and
III. the terminal flows.
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Working capital requirements
The cash required to purchase the current assets needed for start-up and
subsequent support.
The amount carried in cash, accounts receivable, and inventory that is available to
meet day-to-day operating needs.
Examples of working capital include materials in inventory, spare parts, tools, and
personnel training.
Working capital is recovered at the end of the project.
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Terminal cash flows
Set of capital flows at the end of the project‟s economic life.
The terminal cash inflows includes:
the sale of the project as a going concern,
the salvage value of the asset net of tax, and
recovery of any remaining working capital.
Terminal cash outflows could includes:
The cost of asset disposal or demolition,
the cost of environmental rehabilitation, and
compensation payments to employees.
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II. Operating cash flows.
Once the initial investment is made and the project is put into operation, the
project is expected to generate cash flows over its economic life. Lifetime of a
project can be expressed as:
Economic life
The period over which an asset is expected to be usable, with normal repairs
and maintenance, for the purpose it was acquired, rented, or leased.
[Expressed usually in number of years, process cycles, or units of products]
Physical life.
The life for which the facility is designed under given operating conditions.
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Two major components
Revenue: estimated sales revenues (benefits);revenue valuation is then simply a
matter of estimating the selling prices of products and services generated by the
project.
Information source: Market analysis
Expenditures: estimated costs of project operations
Information Source: Input, location, technology analysis.
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Essentials in the identification cash flows
Principle of the stand-alone project we evaluate the proposed project purely on
its own merits, in isolation from any other activities or project ideas, but includes
its indirect effects.
This indirect effect should be included in the proposed project‟s cash inflow.
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Classification of investment projects
Principle of the stand-alone project
An independent project is one whose acceptance or rejection does not
the fate of other projects. On the other hand, for mutually exclusive
projects:
The acceptance of one prevents the acceptance of the others.
Therefore, mutually exclusive projects involve „either or‟ decisions –
whereby alternative proposals cannot be pursued simultaneously.
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A contingent project is the one whose acceptance or rejection
depends on the decision to accept or reject one or more
other projects.
Contingent projects may be complementary or substitutes.
In case of substitutable projects, the rejection of one will

definitely boost the cash flows of the other.
A contingent projects should be analyzed by taking into

account the cash flow interactions of all the projects.
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Chapter 5: Project Appraisal (The project Selection Criteria)
Project Appraisal Objectives

 To direct resources to the best possible uses
 To justify decisions in a transparent manner
 To think about alternatives that might be more efficient
 Serves as a management tool for decision making and monitoring
 Allows the government to forecast better multiyear budgets
• 2
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To formulate projects for Central and Subnational levels, Donors and Bank
funding
To develop models for negotiation with contractors, service providers, different
agencies in government
For assessing cost recovery, subsidy level and for regulation in some cases
To examine projects/programs from the point of view of various stakeholders

(owner, sponsoring department, banks and other funding agencies, affected
parties, and the entire economy)
To assess the likely sources and magnitude of risks and redesign the
project/program to reduce risks and satisfy the requirements of various
stakeholders
• 3
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Scope of Project/Program Appraisal
 In a nutshell, project appraisal and program evaluation is not

only about accepting or rejecting a project/program;
 it is more of a management tool for decision making in a

transparent manner, monitoring and successful implementation
of projects and programs thereby to maximize the benefits of
public sector investments
 KEY ISSUE:
 How can Ethiopia ensure that government revenues will
generate the maximum social and economic benefits to the
Ethiopian people.
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Integrated Appraisal/Evaluation
The three main components are:
 Financial Analysis
 Economic Analysis
 Distributive (Stakeholder) With Risk Analysis
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• Financial Analysis
 Financial analysis to see if a particular project or program
is financially viable and, if not, what is the burden on the
budget - both initial and recurrent
 Examine alternative sources and costs of financing
 Assess the value of a project (firm) that could serve as
the base value for privatization of a public sector company
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Economic Analysis
 Economic analysis to answer the question: does the proposal
make sense from the point of view the economy (society)?
For public sector projects/programs this could be the basis for
“yes-no” decision
 Assess the costs and benefits of externalities (pollution,
deforestation, health etc.)
 Economic prices indicate the right level of user fees

• 9
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Stakeholder and Risk Analysis
 Stakeholder or distributive analysis asks the question “who gains
and who loses” and is relevant for the politics or the sustainability
 Special attention may be paid to projects/ programs if they
meet some basic needs
 Risk analysis allows assessment of risk and its management
through redesigning, changing ownership or participation and
contracting
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Net Present Value and Other Investment Rules
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Why Use Net Present Value?
• Accepting positive NPV projects benefits shareholders.
 NPV uses cash flows
 NPV uses all the cash flows of the project
 NPV discounts the cash flows properly
• Reinvestment assumption: the NPV rule assumes that all cash flows
can be reinvested at the discount rate.
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The Net Present Value (NPV) Rule
Net Present Value (NPV) = Total PV of future CF’s + Initial Investment
Estimating NPV:
1. Estimate future cash flows: how much? and when?
2. Estimate discount rate: The discount rate is the interest rate charged
to commercial banks and other financial institutions for short-term loans
they take
3. Estimate initial costs
Minimum Acceptance Criteria: Accept if NPV > 0
Ranking Criteria: Choose the highest NPV
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The Payback Period Method
 How long does it take the project to “pay back” its initial investment?
 Payback Period = number of years to recover initial costs
 Minimum Acceptance Criteria:
 Set by management
 Ranking Criteria:
 Set by management
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The Payback Period Method
 Disadvantages:
 Ignores the time value of money
 Ignores cash flows after the payback period
 Biased against long-term projects
 Requires an arbitrary acceptance criteria
 A project accepted based on the payback criteria may not have a
positive NPV
 Advantages:
 Easy to understand
 Biased toward liquidity
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The Discounted Payback Period
• How long does it take the project to “pay back” its initial
investment, taking the time value of money into account?
• Decision rule: Accept the project if it pays back on a discounted
basis within the specified time.
• By the time you have discounted the cash flows, you might as well
calculate the NPV.
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Average Accounting Return
AAR  Average Net Income

Average Book Value of Investment
• Another attractive, but fatally flawed, approach
• Ranking Criteria and Minimum Acceptance Criteria set by
management
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Average Accounting Return
 Disadvantages:
 Ignores the time value of money
 Uses an arbitrary benchmark cutoff rate
 Based on book values, not cash flows and market values
 Advantages:
 The accounting information is usually available
 Easy to calculate
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The Internal Rate of Return
 IRR: the discount rate that sets NPV to zero
 Minimum Acceptance Criteria:
Accept if the IRR exceeds the required return
 Ranking Criteria:
Select alternative with the highest IRR
 Reinvestment assumption:
All future cash flows assumed reinvested at the IRR
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Internal Rate of Return (IRR)
• Disadvantages:
Does not distinguish between investing and borrowing
IRR may not exist, or there may be multiple IRRs
Problems with mutually exclusive investments
• Advantages:
– Easy to understand and communicate
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1. NPV
2. IRR
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Chapter 6: Project Implementation
12/27/2021 140
CONTENTS
 Overview
 Community Based Action
 Community Participation and Involvement
12/27/2021 141
OVERVIEW
WE ARE NOW READY TO:

• Put into motion developed project plans
• Utilize all resources
People Time Money Resources
12/27/2021 142
We are ready to:
Test work and resources fit
People should do the right things

with the right resources in the
right place at the right time.
12/27/2021 143
What is Community Based Action
It is action that takes place

within the community.
It is collective and never
individual.
12/27/2021 144
Who are involved in Community Based Action?
• Community Leaders
• Community Elders & Youth
• Target Beneficiaries
• Policy Makers
• Civic and Support Groups
• Project Staff
• Funding Agency
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1. To encourage all stakeholders to participate in the project.
• conceptualization
• planning
• implementation
• monitoring/evaluation
• re-planning
12/27/2021 146
2.To create a social environment in which lifestyles and problems
associated with substance abuse can be modified using means that are
available and acceptable to the community
12/27/2021 147
Community participations and involvement
1. Encouraging the community to plan and manage substance abuse

prevention activities.
12/27/2021 148
2. Encourage the community to establish
partnerships in all phases of project
development and implementation.
3. Encourage the participation of all

stakeholders.
12/27/2021 149
4. It entails capability building for prevention work.
• identifying knowledge level
• identifying skills
• identifying resources
12/27/2021 150
Mobilizing Human Resources For Community Work
Motivation and Mobilization is like a magnet that attracts
service
interest
participation
commitment
12/27/2021 151
The Process of Motivation and Mobilization
• Encourage participation at all levels

• Approach the community with great respect
and humility
• Establish and maintain good relationship
• Give community members responsibilities
• Avoid prejudice
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Project Ownership
The best motivation is to delegate task.Participants will feel a
sense of ownership and the level of work ethic increases.
W O R K
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Involving Young People
Law of Multiplication -- Leaders and adults have the
responsibility to develop leaders that can equal or
surpass them.
LEADER x NEW LEADERS
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1. Young people will eventual take on leadership roles in
the future.
2. They are the target beneficiaries of this project.
3. It is important that they share decision making with
adults.
12/27/2021 155
Involving The Community
Involving the community will achieve shared
results and accountability.
Shared Decisions
Shared Result
Shared Accountability
12/27/2021 156
Fundraising
▪ available resources and sufficient funding for
sustains a project
12/27/2021 157
Follow-up
• giving support to project participants
• ensuring that interventions benefit young

people and the community
12/27/2021 158
Follow-up Activities
1.Preparation
•Set objectives
•Prepare information materials
•Inform community of intended visit
•Arrange transportation for visit
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2. Follow-up
• observe performance
• hold discussions
• answer questions
• clarify issues
• address needs & expectations
• record notes on visitation
12/27/2021 160
3. Feedback
• Control and analyze information
• Prioritize needs and problems
• Determine collective action to be taken
• Take action
• Keep records for references
• Inform relevant partners such as WHO/UNDCP
12/27/2021 161
Networking
Takes place when people, groups , or

organizations share information,
ideas, resources and work for a
similar cause
12/27/2021 162
Purpose of Networking
• Improves capacity of the project
• Establishes links among groups and people
• Strengthens advocacy and lobby work
• Improves chances for lasting change
• Strengthens collective influence on issues, practices and

attitudes
• Promotes joint planning
12/27/2021 163
2. Use of locally available resources is the
key to sustainable community
development.
12/27/2021 164
• Community-based
projects should
• strengthen ability of
people to solve problems
• promote use of local
resources
• encourage project
ownership
12/27/2021 165
Participation of young people encourage
• Contribution from
youth sector
• Development of their
skills
12/27/2021 166
12/30/2021 167
End of the course
12/27/2021 168

Project Management MBA 711 - RVU 2022

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Project Management (MBA 711)

Admkew Haile (Assistant Professor of Management)

College of Business and Economics

 A group of milestones or phases, activities or tasks that support an effort to

A collection of linked activities, carried out in an organized manner, with a clearly

needs of the organization at the current time.

• A project is a temporary endeavor undertaken to

Temporary Characteristics of Unique

– Temporary – Definitive beginning and end

• Project Management is the application of skills, knowledge, tools and

techniques to meet the needs and expectations of stakeholders for a

– The purpose of project management is prediction and prevention,

NOT recognition and reaction

• A dynamic process that utilizes the appropriate resources of the

organisation in a controlled and structured manner, to achieve

some clearly defined objectives identified as needs.

• It is always conducted within a defined set of constraints.

• Planning: is the most critical and gets the

 Nearly Everyone to some degree

 Any Process or Means used to track tasks or efforts towards

• It is necessary to Track or Measure the progress we have achieved towards a

Goal we wish to accomplish.

• We use Project Management to Aid us in Optimizing our resources to

accomplish our goals

• Not much. Probably more time is wasted as a consequence of lack of Project

Management tool than is spent to Plan adequately, Organize, Control

effectively and Measure appropriately

• How long: As long as there are things to do.

• Enables us to map out a course of action or work plan

• Helps us to think systematically and thoroughly

• In built Monitoring/ Sequencing

• Easy and Early identification of Bottlenecks

• Activity based costing

• Identification and Addition of missing and new activities

• Preempting unnecessary activity/expenditure

• It may be as simple as creating templates, forms and spreadsheets to track tasks.

• Formation of a Project Management committee

• Listing out all the tasks and sub-tasks to accomplish a goal

• Identify a Project Manager

• Identify Task Managers

• Sequence the activities in relation to time period

• Present to the Project management committee

• Finalize by reaching an agreement and start work…...

• Critical issues discussed and solution

• Meeting with the team on completion of each major

• Track the progress against the plan

• System to add/delete tasks in the Project Management

• Primarily it is the definition and control of what IS and IS

• Issues are restraints to accomplishing the deliverables of the project.

– Issues not easily resolved are escalated for resolution.

Issue… already impacting the cost, time or quality

“fitness for use”

“the totality of characteristics of an entity that bear on its

• This process is necessary to ensure timely and appropriate generation,

• Risk identification and mitigation strategy

Risk… POTENTIAL negative impact to

• Define how changes to the project scope will be executed.

Scope Change Technical Specification Changes

• Define the need

• Return on Investment Analysis

• Make or Buy Decision

• Determine goals, scope and project constraints