Chapter Three

. Project Planning
What planning?
 process of defining an orderly arrangement of activities and resources
to deliver a unique product or service.
 is a primary function of management, which involves deciding in
advance the future course of action.

5/29/2018 1
Eight steps in planning (Strategic or action plans)

1. prepare to plan - analyze stakeholder involvement

2. analyze situations and needs
3. prioritize and select a goal and purpose
4. develop clear objectives
5. identify alternative strategies and select the effective strategy
6. plan implementation
7. plan for evaluation
8. summarize your plan

5/29/2018 2
Planning is quite simply answering the questions shown below.

What is to be
done?

How should Where it done?

it be done?

PLANNING
when must it be
Who will do it? done?

How Good does

5/29/2018 it have to be? 3
 Con’t…

Generally, planning answers the following questions:

What will be performed? : Answered by determining the final

project product necessary for achieving project success. This is
done in the initiation phase before the development of your work
breakdown structure.

How will it be performed? : Answered by determining the

processes, procedures, and methodologies used to complete the
project.
5/29/2018 4
 Con’t…

Where will it be performed? : Answer varies for each type of project.

For example, if it’s a construction project, the “where” will be the
physical location of the building or road etc.

Who will perform the work? : Answered by determining if the work

will be contracted or will use in-house resources. If a contractor, what
type of contractor, and if company resource, what department and
who in each department?

In what sequence? : Involves determining the order in which activities

will be performed to complete the project.
5/29/2018 5
 In construction, for example, plans may exist at several levels:

Corporate strategic plans,

Pre-tender plans,

Pre-contract plans,

Short-term construction plans, and

Long-term construction plans.

5/29/2018 6
 Con’t…
A project is a temporary and one-time exercise which varies in duration.
Establishing objectives

Defining project

Creating work breakdown structure

Determining resources

Forming organization

5/29/2018 7
• Project plan involves breaking down the works to smaller tasks,
estimating and allocating the resource and time requirement for the
tasks, establish logical precedence for the activities and scheduling.
• Work Break down Structure (WBS)
• A deliverable oriented grouping of project elements that organize
and define the total work scope of the project.
• A deliverable as defined in the above definition of WBS is any
measureable, tangible, verifiable outcome, result, or item that
must be produced to complete a project or part of the project.
• A work Package is a deliverable at the lowest level of the work
break down structure.
5/29/2018 8
Work Breakdown structure (WBS)
Project
01

Sub Project Sub Project Sub Project

0101 0102 0103

Task Task Task

010101 010102 010201

Sub Task Sub Task Sub Task

01010201 01010202 01010203

Work Package Work Package Work Package

0101020201 0101020202 0101020203
5/29/2018 9
Con’t…
• The work break down structure (WBS) has two levels..i.e. managerial
level and technical Level

5/29/2018 10
Work Breakdown Structures(WBS)
• No hard and fast rule to prepare WBS ……good
judgment is the only criterion
• The following guidelines would help
• Within the WBS work packages should represent jobs of
about equal magnitude
• The work package should be relatively small cost and short
duration compared to the total project
• Each work package should be clearly identifiable and can
be thoroughly and accurately budgeted scheduled and
control
• The optimal work package size shall be a balance between
smaller work packages for the above reasons and larger
size work package which reduces the effort and cost
• The WBS should be understandable by all concerned
5/29/2018 11
Work Breakdown Structures(WBS)
• All work Packages(the lowest level of WBS) should include the
following information
• The total cost or Budget
• Schedule dates and mile stone events( start and end dates)
• Resource estimates for labor, material, equipment and facilities
• A summary of the work to be performed
• Product specification
• Inputs required from other parts of the project(Predecessors)
• The manager and organizational unit responsible for the work
package
• The work order, subcontracts and purchase order
• Specific results to be obtained from the work package
5/29/2018 12
Work Breakdown Structures(WBS)
• WBS can be prepared in one of the following two ways
• Functionally Oriented WBS
• Work breakdown along functional departments or procedural functions
• Product Oriented WBS
• Work break down corresponds to the end products of the project

5/29/2018 13
Project planning scope
• Plan development Process
• Time planning process
• Work scheduling process
• Resource planning process
• Project control process
• Importance of planning, scheduling and controlling projects

5/29/2018 14
Resource Planning
• Planning construction Manpower
• Planning construction Materials
• Planning construction Equipment's
• Planning construction Costs

5/29/2018 15
Types of project plans

• Planning the entire project from its inception to completion requires

a vast coverage, varied skills, and different types of plans. The nature
of plan encountered in a typical projects are;

Project Plan

Inception Stage Engineering Stage Implementation Stage

 Project feasibility  Project preliminary  Project construction
plan plan plan

5/29/2018 16
Project feasibility plan
• Planning by the client begins as soon as he gets the idea about
developing the facility to fulfill certain motives. His early thought
process conceptualize the cost, time and benefit implications of
the project. Only when he is convinced about the soundness of
his idea does, he decide to go ahead with the feasibility studies.
• The feasibility study team examines the needs of the client and ways
to fulfill them. It defines the over all scope of work, and assess
the time and costs of accomplishing the project. This outline
plan, developed by the feasibility team during inception stage,
forms the basis for identifying projects objectives and developing
the project plan.

5/29/2018 17
Project preliminary plan
• Acceptance of the feasibility studies marks the commencement
of the preliminary plan-making process. It main aim is to provide
direction to the client mangers and staff employed during the
development phase of the project. The project preliminary plan
forms the basis for developing the project construction plan. The
preliminary plan includes;
 A project time schedule and skeleton network to highlight the
work dependencies, project milestones and the expected
project completion time
 The project design and drawings preparation schedule

5/29/2018 18
  A resource preliminary forecast indicating the phased
requirements of men, important materials, plant and machinery .
 Resource procurement system
 Project organization and staffing pattern
 Preliminary forecast of funds requirement

5/29/2018 19
Project construction plan
• The construction projects plan development process is divided
into three parts;
• Time plan = it depicts the schedule of project activities for
completion of the project within the specified time.
• Resource plan = it forecasts the required input resources of men,
Machinery and money for achieving the project completion time
target and cost objective.
• Plan for controlling project = it encompasses the design of
control system, monitoring system, codification system and the
computerized information system.
5/29/2018 20
 PARTICIPATION IN PROJECT
PLANNING AND MANAGEMENT

5/29/2018 21 21
Participation

• is an active process whereby the concerned groups (stakeholders)

involve in decision making process to influence and share control over
development initiatives.

5/29/2018 22
 Ways/Levels of Participation
Five ways/levels of participation.

1. Information Sharing
(low level of intensity)
• share information with beneficiaries and stakeholders to facilitate collective or individual
action.
• high degree of influence is not expected

2. Consultation
(relatively high level of intensity)
• Stakeholders and beneficiaries are consulted …
• in key issues
• at some or all stages in a project cycle to get opinion

• The feedback obtained may or may not be used in the design and implementation stages
5/29/2018 23 23
 Con’t…
3. Work as Partnership /Joint Decision-Making/
(higher level of intensity)

• Stakeholders and beneficiaries have active involvement in a decision-making

role in most of the programme/project matters at all or different stages

4. To be delegated/Assuming Responsibility
• Stakeholders are playing subsidiary role only

5. To be controlled:
• Stakeholders are involved in the implementation process only but not in
other stages (e.g. contractors)

5/29/2018 24 24
 Projects if planned and implemented in
participatory way, they are a means of
empowering people. Because participation gives;
• access to relevant information
• opportunity to influence decision making
• chance to learn and appreciate.

5/29/2018 25
 Community Based Project may Related to:
1. Social & Cultural Needs:
• Construction of churches & mosques

2. Development Needs:
• Construction of schools, bridge, clinic, water supply
scheme, road, veterinary clinic, etc.

3. Environmental Needs:
• Soil & water conservation
• Afforestation
• Pond Construction, etc.

3. Economic Needs:
• Loan for purchase of agricultural inputs
• Micro-credit for non-farm economic activities, etc.

5/29/2018 26
 How do we Begin Participation in Development
Process?
There is no perfect formula for designing community
participation in development. Below is a simple guide.

1) Be clear with what you want to know and can offer.

2) Try to be non-intrusive. Go slow.

• Be open to all points of view
• Respect local customs, ways of communicating, time
frames, & other demands on people’s time
• Be flexible
• Be prepared to withdraw if appropriate

5/29/2018 27
 cont’d

3) Select field workers who are culturally acceptable & well

trained with tools & techniques of participation

4) Use a mixture of technical and cultural expertise and

sound community participation techniques.

5) Find ways of listening to more marginalized/less vocal

members of the community.

5/29/2018 28
 cont’d

6) Don’t focus only on needs. In every situation there are

resources which can be tapped and built upon. Hence try
to know:
• What resources (materials & skills) does the community
have
• Who owns them?
• Who are the power brokers/decision makers in the
community?
• What is their relationship with other members of the
community?
• What social, economic, and political organizations are
there in the community?
• What resources/decision making process do they control?
• What do they represent?
5/29/2018 29
 Advantages of participation
• easy to implement
• sustainable in management, administration, operation and
maintenance

Problems:
Because of enormous problems -------->Difficulty and
confusion in prioritizing the needs

Solution:
To give technical advice on how to identify needs and set
priorities in relation to:
• the problems of the community/targeted groups,
• natural and financial resources available and
• the potential to realize the implementation of the identified needs in
terms of human and resources available.
5/29/2018 30
 Projects Cycle
1
Problems & Potentials
Identification

Ex-Post Formulation
6 Evaluation 2
Participation

Implementation Appraisal
5
3
Approval

5/29/2018 31
4
5/29/2018 32
5/29/2018 33
5/29/2018 34
5/29/2018 35
5/29/2018 36
5/29/2018 37
 Chapter Four
Project execution and management
• Management
is defined as the art of arranging and/or organizing various activities, operating
equipment and group of people in a suitable manner to create systematic
operation with continuity to achieve a common goal.
• Construction management is necessary to insure:
• Proper planning and organization of the works,
• The effective use of resources,
• The completion of works within estimated budget and specified time,
• In time delivery and utilization of materials,
• The necessary quality of the work,
• Proper usage of equipment and latest methods of construction and technology,
5/29/2018 38
 • Evolving a stand for high quality of workmanship,
• Controlling over the contract agreed upon and specification
• Proper coordination of the resources to create an organization that
works as wholesome to fulfill the objectives.
Project Management
• It is the application of knowledge, skills, tools and technique to
project activities in order to meet or exceed stakeholder needs and
expectations from a project.

5/29/2018 39
5/29/2018 40
 The Role of project Manager

All necessary activities are finished in order and on time

The project comes in within budget

The project meets quality goals

The people assigned to the project receive motivation, direction, and information

5/29/2018 41
 The project manager should be:

Good coaches

Good communicators

Able to organize activities from a variety of disciplines

5/29/2018 42
• A successful Project Manager must simultaneously manage the four
basic elements of a project:
• resources, time, money, and most importantly, scope.
 scope – Have all the project requirements (i.e., deliverables)
been completed?
 cost – Is the cost of the project close to the amount the
customer has agreed to pay?
 Schedule ( Time) – Was the project completed on time?
 Customer satisfaction ( quality and performance)– Is the
customer happy with the quality of the project?

5/29/2018 43
 Project Management Activities
 Planning goal setting, defining  Scheduling relates people,
the project, team organization money, and supplies to
Objectives specific activities and
activities to each other
Resources
Project activities
Work break-down schedule
Start & end times
Organizational break-down
structure Network

 Controlling monitors resources, costs, quality,

and budgets; revises plans and shifts resources
to meet time and cost demands
5/29/2018 44
Monitor, compare, revise, action
 Time, cost, and risk management
Time
The time factor manifests itself in a project in the form of deadlines for tasks
and the amount of time that these tasks may take.
Managing time involves ensuring that tasks are completed on time.
Time in project plans:
• Determine which activities should take place in which phase.
• Estimate how long each activity will take
• Determine the order in which activities should be completed.
• Allocate people and materials.
• Allocate activities over time.
• Determine the (most important) deadlines.
5/29/2018 45
con’t…
Time in progress monitoring:
• Monitor progress.
• Monitor deadlines.
• Adjust schedules.
Time in project reporting:
• Report on the actual timeline.
• Analyses and explain why some tasks proceeded much more quickly
or much more slowly than expected

5/29/2018 46
Time schedules are based on a work-breakdown structure (WBS).
A WBS is a decomposition of the tasks that must be completed in order
to achieve the project result. Developing a time schedule requires
knowing the amount of time that is needed for each task, who will
complete each task and when.
• One frequently used tool for planning time is the bar chart or Gantt
chart
• (1) Material purchasing (2) Material testing (3) Compile testing
report (4) Edit report (5) Information days

5/29/2018 47
5/29/2018 48
TIME MANAGEMENT
There are two basic forms that project managers and project engineers
can use for practicing better time management.
The first form is the “to do” pad
The second The activities with the highest priorities are then
transferred to the “daily calendarlog,”

5/29/2018 49
 EFFECTIVE TIME MANAGEMENT
There are several techniques that project managers can practice in order to
make better use of their time
● Delegate. ● Do the tough part first.
● Follow the schedule. ● Travel light.
● Decide fast. ● Work at travel stops.
● Decide who should attend. ● Avoid useless memos.
● Refuse to do the unimportant.
● Learn to say no.
● Look ahead.
● Start now. ● Ask: Is this trip necessary?
● Know your energy cycle.
5/29/2018 50
 Money
The money factor manifests itself in the project budget. The
management of money within a project involves ensuring that the costs
remain within the budget. Given that the majority of the costs in most
projects are comprised of labour costs, the factors of money and time
(the number of labour hours) are closely intertwined.
Money in project plans:
• Determine the fees of the team members.
• Estimate the hours for the team members.
• Assign budgets to team members for specific tasks.
• Determine costs for material and tools.

5/29/2018 51
Con’t…
Money in progress monitoring
• Monitor cash flow.
• Negotiate with suppliers.
• Determine whether the original cost estimates are still accurate.
• Adjust budgets.
• Negotiate with customer and/or client concerning budget adjustments.
Money in project reporting:
• Compile financial reports and statements.
• Analyses definitive financial report
5/29/2018 52
 Risk management

 Risk is the probability of a condition or event with a negative impact

on achieving a business objectives
Risk Management
 is the process of identifying, assessing and managing risks so as
to avoid, mitigate, or control them
 is a system which aims to identify and quantify all risks to which a
business or project is exposed so that a conscious decision can be
taken on how to manage risks.

5/29/2018 53
 Con’t…
• Risk Management is divided in four phases
1. Risk Identification = identifying, logging and classifying risks
2. Risk Assessment = Assessing probabilities and impact to prioritize
risks.
3. Risk Mitigation
4.Risk Monitoring and Control = Determining response to risks

5/29/2018 54
 QUALITY MANAGEMENT
 Quality is defined by the customer
 Quality is “continuous improvement.”
International Organization for Standardization (ISO)
The project manager has the ultimate responsibility for quality management
on the project.
 Quality management has equal priority with cost and schedule
management.

5/29/2018 55
 Six quality management concepts that should exist to support each and
every project. They include:
1.Quality policy:- is a document that is typically created by quality experts
and fully supported by top management.
The policy should state the quality objectives, the level of quality
acceptable to the organization, and the responsibility of the
organization’s members for executing the policy and ensuring quality.
2. Quality objectives:- is part of an organization’s quality policy and consist
of specific objectives and the time frame for completing
them.
3. Quality assurance:-is the collective term for the formal activities and
managerial processes that attempt to ensure that products
and services meet the required quality level.
4. Quality control:- is a collective term for activities and techniques, within
the process, that are intended to create specific quality
characteristics.
5. Quality audit
6. Quality program plan
5/29/2018 56
The project result must fulfil a number of quality requirements.

Quality in project plans:

• Establish the desired quality of the project result and the intermediate
products (this takes place primarily in the definition phase).
• Establish the desired quality of the carrying out of the various activities in
the project.
Quality in progress monitoring:
• Test the (intermediate) results.
• Address any quality problems.
Quality in the project reporting:
• Confirm that the desired quality has been attained.
• Address any complaints (particularly in the follow-up phase).

5/29/2018 57
5/29/2018 58
QUIZE 15%

1. What is the respect from the project manager? Slide 42

2. Discuses the Risk Management phase?

3. What are the quality management? At least five

5/29/2018 59
1-17 project planning proposal
18-35

5/29/2018 60
 CHAPTER SIX
Project Monitoring and Control
Monitoring
Collecting, recording, and reporting information concerning project
performance that project manger and others wish to know.

Controlling
Uses data from monitor activity to bring actual performance to
planned performance

5/29/2018 61
Project Monitoring must be answered Questions?
What do we monitor?
Inputs Outputs

Time Progress

Money Costs

Resources Job starts and Job completion

Material Usage Engineering/Design changes

Tasks Variation order (VO)

Quality/Technical Performance
5/29/2018 62
 When do we monitor?
While there is still time to react
End of the project
As soon as possible
Continuously At task completion
Regularly At pre-planned decision points (milestones)

Logically

5/29/2018 63
 Where do we monitor?

At head office?

At the site office?

On the spot?

Depends on situation and the ‘what

5/29/2018 64
 How do we monitor?

Through meetings with clients, parties involved in project (Contractor,

supplier etc...)

For schedule – Update CPA, PERT Charts, Update Gantt Charts

Using Earned Value Analysis

Calculate Critical Ratios

5/29/2018 65
 How do we monitor…?

Milestones

Reports

Tests and inspections

Delivery or staggered delivery

PMIS (Project Management Info Sys) Updating

5/29/2018 66
 Meetings – Some monitoring issues
What problems do you have and what is being done to correct them?
What problems do you anticipate in the future?
Do you need any resources you do not yet have?
Do you need information you do not have yet?
Do you know anything that will give you schedule difficulties?
Any possibility your task will finish early/late?
Will your task be completed under/over/on budget?
5/29/2018 67
 Project Control

Control: – process and activities needed to correct deviations from plan

Control the triple constraints

time (schedule)

cost (budget, expenses, etc)

performance (specifications, testing results, etc.)

5/29/2018 68
 Project Control Cycle

PLAN
Specifications
Project Schedule
ACTION Project budget
Resource plan MONITOR
Correct deviations from Vendor contracts
plan Record status
Report progress
RE-PLAN as necessary COMPARE
Report cost
Actual status against
plan
 Schedule
 Cost
69
 Principles of M&E
The M&E system of any project should be:

1. Cost-effective
2. Understandable to both staff & partners (targeted)
3. Avoid unnecessary reporting
4. Provide consistent quality information on project components
5. Responsive and emphasizes on decision making
6. Involve the various stakeholders of the project & include their
views (participatory)

5/29/2018 70
BENEFITS AND PURPOSES OF MONITORING AND
EVALUATION
Monitoring and evaluation, core management responsibilities, which
involve:-
 The collection, analysis, communication and use of information on
the physical and financial progress of the project
 The achievement of results and its impact on the beneficiaries
 Closely related concepts that are distinct but complementary.
 Share the common feature of lesson- learning,

5/29/2018 71
Con’t…
Monitoring and Evaluation support (purposes):
• Identification of successes and problems
• Informed and timely decision making
• Accountability for the resources used and results achieve
• Stakeholder awareness and participation
• The evaluation of project achievements and audit of activities
and finances
• Lesson learning to improve the design of future projects
and programs

5/29/2018 72
 Types of Monitoring

1. Process monitoring and

2. Impact monitoring.

5/29/2018 73
 Process Monitoring deals with:
 the progress of activities, the outputs/results achieved
(quantity & quality) while the project is on progress

 the use of resources (finance, material & equipments)

 the way the activities are carried out (management style)

 how critical assumptions are addressed

It is a means for reviewing and planning work on a regular
basis (to take timely corrective action).

5/29/2018 74
 Impact monitoring considers:

 Changes brought as a result of the project/program

intervention while the project is still on progress. This
might be
 economic,
 social,
 organizational,
 technological,
 attitude, etc. or other intended and unintended results over a
longer period).

 This is different from impact evaluation or assessment

which is expected some time after the project is
completed.

5/29/2018 75
 MAJOR PROBLEMS OF THE M & E
PROCESS
 Inadequate or lack of M&E unit and staff both at the project
level and higher implementing body. In most cases M & E
system is not either properly established or not provided
adequate attention and resources where it exists.

 Poor accountability for failures and inadequate reward for

special efforts made on the successful project implementation.

 Limited training opportunity for M&E personnel in projects or

offices where the unit exists.

5/29/2018 76
 Limited information source on project progress (poor
documentation). Even when information is available it doesn't
answer the right questions. Frequently where the system exists it
focus only on quantitative financial aspects and physical
implementation of the program/project.
 Late arrival of information required for monitoring.
 Too costly to collect information.
 Disregard of previous M&E findings in the design of
new projects.
 High mobility of project staff disrupting continuity
of M&E functions.

5/29/2018 77
 EVALUATION

5/29/2018 78
• Evaluation is a key management tool for enhancing the
management of on-going projects and improving the preparation of
new projects.

5/29/2018 79
 When & What do we Evaluate?

When

i. Ex-ante / start-up/ evaluation,

ii. On-going or mid-term /formative/ evaluation,
iii. Terminal /summative/ evaluation; and
iv. Ex-post/impact evaluation.

5/29/2018 80
In addition to the above time which is usually determined during project
planning/design, evaluation may be carried when:

• monitoring report indicates an unexpected result which is positive or negative

• management requires additional information for decision-making

• key questions to be resolved are identified during monitoring process

• major changes occur in critical elements or key assumptions

• the need to extract key lessons learned arises.

5/29/2018 81
What ?
Although it varies on the type of evaluation carried among others we have
to assess:

• relevance of the project

• effectiveness and efficiency
• adequacy of resources (availability & utilization)
• attainment of expected results
• whether the most needy or targeted groups/individuals are being
reached by the project
• sustainability factors
• if expected benefits and impacts have been realized
• Replicability & lessons learned for the future.

5/29/2018 82
Ex-ante/start-up Evaluation

• it is an evaluation carried out before the start of implementation

• includes the initial gathering of data required for project

formulation

• can be looked as a “base line” study in which the situation of the

project area, the target group and its environment is described

• data & information gathered through this evaluation helps for the
project design and also at a latter stage to compare the effects and
impacts of the programme or project.
5/29/2018 83
 On-going/mid-term/formative Evaluation

It takes place while the implementation of the

planned project is on-progress or in the mid of the
project life

It primarily focuses on project performance and to see

immediate and intermediate results

May help to analyze the relation between outputs and

effects/outcome

5/29/2018 84
 On-going (con’t…)

 Unlike monitoring, it does not deal with daily problems, but

produces periodical assessment

 It is an important evaluation tool for project success since it

would provide an opportunity for corrections on some mistakes
observed on the implementation process

 Help to modify the design and implementation strategies.

 Different from annual review which is an internal evaluation done

by the project management team every year during the
implementation phase of the project.

5/29/2018 85
 Major issues to be seen during on-
going evaluation include:
(not exhaustive list)z

 organization structure and management capacities of the project

 The project design, including project strategies, linkages and

collaboration with others

 progress and problems in staff recruitment and placement

 Efficiency in resource utilization

 procurement of necessary goods and services from national and

international sources (in many projects, procurement delays are a
major obstacle to effective implementation)

5/29/2018 86
 progress in establishing delivery systems for supplying
the necessary project inputs and services

 progress in output or physical work (construction),

including the quality of work

 Progress in financial expenditure

 volume and quality of inputs and services made available,

etc.

• Note that at this stage evaluators will not be able to assess

the full effects and impacts of the project.

5/29/2018 87
 Terminal Evaluation

Known as a project completion report

Conducted when the funding for the project comes to an end or
certain phase of the project is completed.
It is closure or handover of the project and sometimes referred as
“summative” evaluation
The distinguishing features of terminal evaluation are;
• it examine the initial outputs and effects
• it undertakes a careful examination of implementation
performance
• it attempt to compare the with & without project situations
• it assess the sustainability of the benefits accruing to the target
area/group from the project

5/29/2018 88
 Ex-post Evaluation
Often called impact evaluation/ impact assessment

Designed as in-depth study of the impact of a project

that has been already executed or an intervention
(support) given for certain development activities

Carried some time/years after the programme/project

activity has been terminated (usually 6 months to 3
years after project completion) in order to determine its
impact on the target group and the local area.

5/29/2018 89
 Based on Evaluating Persons:

1. Internal Evaluation:

• Performed by persons who have a direct role in the

programme/project implementation

• Can be done by the management team or persons

assigned from the implementing agency

• On-going evaluation can be performed by internal

evaluators

5/29/2018 90
2. External Evaluation:

• It is carried by persons/institutions from outside the

programme/project implementers

• In most cases it is conducted by the funding /sponsoring/

agencies with formally designated consultants/evaluators
outside the project at fixed points in time

• Terminal and ex-post evaluation are often conducted by

external evaluators (in some cases also ex-ante & on-going
evaluation).

5/29/2018 91
5/29/2018 92
PROJECT CYCLE MANAGEMENT (PCM)
defines different phases in the project life with
well-defined management activities and decision
making procedures
• is a process of management activities and decisionmaking procedures used during the
life cycle of a
project
• is a methodology for the preparation,
implementation and evaluation of projects based
on the principles of the logical framework
approach
• the cycle represents a continuous process in which
each stage provides the foundation for the next.

5/29/2018 93
The PCM approach provides for planning and review
processes throughout a cycle, and allows for multiple
project cycles to be supported.

5/29/2018 94