Lecture 5b IUEA PM MBA 711 Dr. Edward Ssenyange

Lecture 5: Project Management
By Dr. Edward Ssenyange

General Management of Projects
Conceiving the Project Idea/Problem
Identification
Getting Stakeholder Approval
Legal Registration/Physical Premises
Fundraising
Planning and Organizing Projects; and
Project Setup
2
By Dr. Edward Ssenyange,

Managing Projects/Programmes
Delegation of Responsibility
Controlling Activities and the Budget
Monitoring and compilation pertaining
to Activities undertaken
Evaluation of Project Outcomes (at the
program commencement stage a baseline
study should have been undertaken – this
also enriches the contextual analysis)
3

Fortnightly Programme Reviews and
Action Planning responding to the
challenges emerging as implementation
proceeds

Mid Term and End Term Evaluations
Networking, Collaboration and
Partnerships
Establishment of Impact
Accountability (Accountability to
Donors is normally Financial and
Narrative) and Reporting
5

Topics to be Covered
Publicity (Publish regularly) and
Website Development
Managing Human Resources, Money,
Assets and General Administration
Regular Audits and Annual External
Audits

Tutorial
Write short notes on the following:
(a)Managing Project Operations (3
Mark)
(b)Planning, Organizing, and

Controlling Activities (5 Marks)
(c) Inputs (3 Marks)

7

Service Operations Tasks
• The purpose of the operations

function is to fulfill a mission
• Operations in an organization can be

categorized into Manufacturing
Operations and Service Operations

Manufacturing and Service
Operations Tasks
• Manufacturing Operations refers to

the conversion process that yields
tangible outputs (product)

Operations Tasks
• Service operations yield an intangible
output (deeds, performance, effort
etc.)
• Outputs aim to satisfy

beneficiary/customer needs hence the
essence of the intervention’s
existence/firm’s existence 10

Operations Tasks
• Operations managers are tasked with
planning, organizing, delegating,
coordinating and controlling
activities
11

Operations Tasks
• Planning is establishing a course of
action and guides future decision-
making and strategy formulation
12

Operations Tasks
• Operations managers/Head of
Programmes have to lead the
definition of objectives for the
operations subsystems of the
organization and the activities and
procedures for achieving the
objectives
13

Operations Tasks
• Organizing is about structuring the
tasks and authority, establishing roles
and the flow of information within
the operations subsystems
14

Operations Tasks
• Organizing helps to determine the
specific activities required to achieve
the goals and objectives of the
firm/organization
• Once the above is achieved, authority
and responsibilities can be assigned
along with the relevant job
descriptions (Delegation) 15

Operations Tasks
• Controlling is about ensuring that
planned activities are accomplished
in a way that ensures a movement
towards the achievement of set goals
and objectives as stipulated in the
business plan of the organization
16

Operations Tasks
• Control also involves the
measurement of performance i.e.
actual outputs against planned
outputs
• Control is exercised over costs,

17
quality, and schedules

Key Operations terms &
Issues
• Inputs are the resources used in the
process of production of goods and
services
• Some resources are owned by the

organization, while others are sourced
from suppliers
18

Key Operations terms & Issues
There are six categories of inputs namely:
• Materials
• Capital equipment
• Labor & Expertise
• Information
• Time
• Money
19

• Materials includes raw material

components which are actually the parts
consumed or converted by the
transformation process
• Capital includes the plant, machinery,

equipment and property necessary to
conduct operations
20

Issues
• Labor are people involved in the
operations function
21

Issues
• Information from a variety of sources is
needed to contribute to the
transformation process
• Information may pertain to formulas for

products and IT systems programmes
22

Issues
• However, organizations do not always
account for the value of this resource,
because it cannot be easily quantified as
a business asset
23

• Time use is critical to all organizations
• Coordinating tasks within appropriate

time frames limits costs and wastage
24

Time – cont’d
• Operational planning involves targeting to
achieve programme results/production
targets and it is important that targets are
achieved in order to realize goals and
objectives of the organization including
planned growth
25

• Money is generally considered to be the

most flexible of all resources, because it
can easily be converted into any quantity
or combination of materials, capital or
labor
26

• Input combinations differ between

manufacturing and service organizations
27

• Manufacturers tend to make more use of

capital equipment and materials
• Manufacturers use less labor and

information compared to service
organizations - A hospital is an example
of an organization that provides
medical services
28

• In a hospital the inputs include labor in

terms of cleaners and other support staff;
specialized skills, such as those of
doctors and nurses who work there; the
equipment and materials they use to care
for patients, as well as physical assets
and hospital facilities
29

Issues
• Other inputs to provide medical
services include medical equipment
and products such as tape, injections,
sheets, towels and hand-wash
solutions
30

Issues
• For a hospital, information is very
important because data on medical
findings, experiences and practices
as well as medical history of patients
is combined with the other inputs in
the transformation process to
improve patient health
31

Issues
• Also in the current day, hospitals
maintain rich data bases on
diagnostics so that it may not take a
doctor to write a prescription because
all prescriptions for the various level
ailments are already uploaded on the
computers and are available to the
relevant staff 32

Issues
Processes/transformation
• It is a major concept of operations
management and involves changing
inputs into outputs (goods or
services)
33

Issues
• Sony Electronic company for
instance – inputs plastic, metal, glass
and electronic parts, and transforms
them through design, manufacturing
and assembly into numerous
electronic products
34

Issues
• The term ‘transformation’ implies
physical changes, but, today, it also
includes the conversion of resources
into services
35

Issues
• The main inputs of a school for
example are students, the syllabus,
staff and buildings — and produces
educated, employable graduates
36

Issues
Transformation
• It is important to understand that the
transformation process differs
between manufacturing and service
organizations
37

Issues
Transformation
• A manufacturer transforms inputs
into tangible products while a
service organization transforms
inputs into intangible products i.e.
services which cannot be touched
38

Issues
Process/Transformation
• Operations systems of manufacturers
tend to be highly automated or
mechanized
39

Issues
• Manufacturers use machinery, robots
and computers to transform inputs
into outputs
40

• Service providers rely heavily on
interactions with the customers, so their
processes tend to be more labor-
intensive
• This means that staff are a crucial
input and sustainers of such
operations 41

 Outputs are the result of an
organization's efforts and final goods or
services deliverable to the
consumer/primary beneficiaries
• Also particular goods produced by a firm
tend to be homogenous since they are
basically the same
42

Outputs
 But services tend to a product
differentiation criteria since they are
customized in order to meet consumer
needs
 Note that many manufacturers often
carry out both types of operations i.e.
producing goods and services 43

Outputs
 The operations manager must be able to
link the transformation processes to the
activities performed by all organizational
functions
 Operations must ensure that all functions
activities are always responsive to
customer demands/beneficiary needs
44

Outputs
 The operations manager must be able to
link the transformation processes to the
activities performed by all organizational
functions
 Operations must ensure that all functions
activities are always responsive to
customer demands
45

• Issues of quality, efficiency and

flexibility must be balanced against the
resources and strategic plan of the
organization
• The outcome or result of successful
operations is to achieve programme
outcomes/improve services
delivery/sales etc
46

• Systems are arrangements of

organizational functions working together
to achieve set goals and objectives
• This involves organizing functions for

ease of coordination of activities i.e. into
core and support functions
47

Systems
• We can recall that core functions are MF,
PF and OF while Support functions being
are HR, FA, MIS, TF
48

Systems
• A systems approach to operations
management recognizes the hierarchical
Management responsibilities
49

Systems
• When coordinating functions, pursuing
subsystems goals independently helps to
achieve consistency and an optimization of
overall company goals and objectives
50

Systems
• The system for coordination of activities
has to establish the relationships that must
exist between all activities in order to
achieve the systems and overarching
objectives
51

Systems
• System control consists of all actions
necessary to ensure that activities conform
to preconceived plans or goals
52

Systems
• An effective system involves:
Measurement of periodic progress;
feedback of information in a timely
manner; Comparison with standards such
as time and cost standards; Corrective
actions by someone with the authority and
ability to correct 53

Competitiveness
• Note that the operations strategy adopted
by an organization is impacted by the
nature of decisions relating to the
organization's productivity, competitive
advantage and competitive scope
54

 Value addition is the fulfillment of the

objective of combining resources under
controlled conditions and to transform
them into goods and services of higher
value than the original inputs
55

 The transformation process applied is

in the form of technology to the inputs
 The effectiveness of the factors of
production used in the transformation
process is known as productivity
56

 Productivity is the ratio of values of

output per work hour to the cost of inputs
 When the firm’s overall ratio is greater

than 1, then value has been added to the
product
57

 Operations manager should concentrate

on improving the transformation
efficiency and to increase the value added
ratio
58

Lecture 5b IUEA PM MBA 711 Dr. Edward Ssenyange

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Lecture 5: Project Management

By Dr. Edward Ssenyange

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

(b)Planning, Organizing, and

(c) Inputs (3 Marks)

By Dr. Edward Ssenyange,

• The purpose of the operations

• Operations in an organization can be

By Dr. Edward Ssenyange,

• Manufacturing Operations refers to

By Dr. Edward Ssenyange,

• Outputs aim to satisfy

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

• Control is exercised over costs,

quality, and schedules

• Some resources are owned by the

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

• Materials includes raw material

• Capital includes the plant, machinery,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

• Information may pertain to formulas for

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

• Time use is critical to all organizations

• Coordinating tasks within appropriate

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

• Money is generally considered to be the

By Dr. Edward Ssenyange,

• Input combinations differ between

By Dr. Edward Ssenyange,

• Manufacturers tend to make more use of

• Manufacturers use less labor and

By Dr. Edward Ssenyange,

• In a hospital the inputs include labor in

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,

By Dr. Edward Ssenyange,