Project Execution and Management

1. Project Execution and Management Leonellha Barreto Dillon, seecon international

2. Contents • Project Execution 1.1 Definition of Project Execution 1.2 Objectives of the Execution Phase 1.3 How to get started 1.4 Example: Implementation of Engineering Projects and Service Delivery • Project Management 2.1 A Successful Project 2.2 Definition and Components of Project Management 2.3 Managing Time 2.4 Managing Money 2.5 Managing Quality 2.6 Managing People 2.7 Managing Information References

3. 1.1 Definition of Project Execution 1. Project Execution Execution, or implementation, is the phase where visions and plans become a reality. This is the logical conclusion, after evaluating, deciding, visioning, planning, applying for funds and finding the financial resources of a project. Source: L. Barreto Dillon

4. 1.1 Definition of Project Execution (cont.) 1. Project Implementation There is not one typical project in water and sanitation: -social development -health -environmental sustainability -institutional strengthening -technical implementation -pilot plants -service delivery -social marketing -hygiene promotion -sanitation promotion -capacity building. Source: L. Barreto Dillon

5. 1.2 Objectives of the Execution Phase (adapted from PHILIP et al. 2008 and MORIARTY et al. 2007): 1. Project Implementation • To put the action plan into operation. • To achieve tangible change and improvements. • To ensure that new infrastructure, new institutions and new resources of water sustainable in every aspect.

6. 1.2 Objectives of the Execution Phase (cont.): 1. Project Implementation • To ensure that any unforeseen conflicts that might arise during this stage are resolved. • To ensure transparency with regard to finances. • To ensure that potential benefits are not captured by elites at the expenses of poorer social groups.

7. 1.3 How to get started: Basic Requirements 1. Project Implementation The basic requirement for starting the implementation process is to have the work plan ready and understood by all the actors involved (NETSSAF 2008). Technical and non technical requirements have to be clearly defined and the financial, technical and institutional frameworks have to be prepared considering the local conditions. Another basic requirement is that the financial, material and human resources are fully available for the implementation Source: L. Barreto Dillon

8. 1.3 How to get started: 1. Project Implementation Actions which need to be taken before the implementation of the detailed action plan include: -Scheduling activities and identifying potential bottlenecks. -Communicating with the members of the team and ensuring all the roles and responsibilities are distributed and understood. -Providing for project management tools to coordinate the process. -Ensuring that the financial resources are available and distributed accordingly.

9. 1.4 Example: Implementation of Engineering Projects 1. Project Implementation The detailed design, tendering, and construction of the infrastructure will take place during this step. Construction by External Contractors: Formal written contracts are required where specialist construction or installation work is being undertaken by external contractors. This work should be awarded through a competitive tender process to ensure value for money (LSHTM/WEDC 1998). Other procurement strategies could be a design and build scheme, and a build, own, operate and transfer conception (BOOT). Source: L. Barreto Dillon

10. 1.4 Example: Implementation of Engineering Projects 1. Project Implementation • Construction by the community: • In community-managed projects, the members of the community are involved in the construction and installation of the new infrastructure through (NETSSAF 2008): • voluntary labour agreements • in-kind contribution • food for work scheme • self-help programs where the communities are provided training and resources to carry out the work themselves. Source: L. Barreto Dillon

11. 1.4 Example: Implementation of Engineering Projects 1. Project Implementation • A strategy for capacity development should be prepared in order to ensure an effective construction, operation and maintenance work. • Training activities will target technicians, masons, users, other service providers. These activities aim at building the required capacities for the implementation and can be carried out through: • workshops • specialised training courses • “learning by doing” approach, among other. Source: L. Barreto Dillon

12. 1.4 Example: Implementation of Engineering Projects 1. Project Implementation Supervision by Experts and Engineers: Whatever method is selected, the construction and installation activities must be carried out under the supervision of experts and engineers. The level of supervision required will naturally depend on the complexity of the construction work. The involvement of the designers is also needed during the construction stage, particularly to answer questions and make changes in the design when improvements and adaptations are required. Source: L. Barreto Dillon

13. 1.4 Example: Implementation of Engineering Projects 1. Project Implementation • A practical implementation plan should be prepared by the implementation team to define real time schedule of delivery of services such as (NETSSAF 2008) : • When the purchase of materials is completed, • When the excavation is finished, • When the structures of the buildings are constructed, • When the commissioning is expected. Source: N. Zimmerman

14. 1.4 Example: Implementation of Engineering Projects 1. Project Implementation • More tips for implementing successful projects (adapted from PHILIP et al 2008)! • Field management staff must make time to establish an atmosphere of candour and trust with partners. • Realistic long-term planning of finances is key! • A communication strategy can be used to raise awareness of the positive benefits for the community,

15. 1.4 Example: Implementation of Engineering Projects 1. Project Implementation More tips (cont.): • At the end of a planning and implementation cycle, a press release is useful to highlight successful stories and announce the publication of a final document such as a water report. • Expectations among stakeholders and the general public are likely to be high following the participatory approach to the development of the preceding stages of the planning process.

16. 2.1 A Successful Project: 2. Project Management • To be successful a Project must (BERR 2007): • Deliver the outcomes and benefits required by the organisation, its delivery partners and other stakeholder organisations. • Create and implement deliverables that meet agreed requirements. • Meet time targets. • Stay within financial budgets.

17. 2.1 A Successful Project (cont.): 2. Project Management • Involve all the right people. • Make best use of resources in the organisation and elsewhere. • Take account of changes in the way the organisation operates. • Manage any risks that could jeopardise success. • Take into account the needs of staff and other stakeholders who will be impacted by the changes brought about by the project.

18. 2.1 A Successful Project: 2. Project Management In order to make our project successful we need: Project Management

19. 2.2 Definition and Components of Project Management 2. Project Management Project management is a carefully planned effort to accomplish a specific objective, using knowledge, skills, tools, and techniques to plan and implement activities to meet or exceed stakeholder needs and expectations from a project. Components of project management 1. Team 2. Goal 3. Limited resources 4. Uncertainty (risk) SOURCE: adapted from BAARS 2006

20. 2.2 Definition and Components of Project Management: Control Factors 2. Project Management * Time C * Information * Money * Quality * People The control factors appear in project plans, progress monitoring and project reporting.

21. 2.3 Managing Time (adapted from BAARS 2006) 2. Project Management • Deadlines for tasks. • 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.

22. 2.3 Managing Time (adapted from BAARS 2006) 2. Project Management Developing a time schedule requires knowing the amount of time that is needed for each task, who will complete each task and when. Gantt Chart: The Gantt chart is a specialised bar chart used to provide a graphical overview and schedule of all tasks to indicate the work elements and dependencies of project.

23. 2.4 Managing Money (adapted from BAARS 2006) 2. Project Management • 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. • 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.

24. 2.4 Managing Money (adapted from BAARS 2006) 2. Project Management • Money in project 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.

25. 2.5 Managing Quality (adapted from BAARS 2006) 2. Project Management • When managing a project, it is particularly important for quality requirements to be determined, agreed upon and recorded in writing during the definition phase. • A clear list of requirements can be checked at the end of the implementation phase. • Quality in project plans: • Establish the desired quality of the project result and the intermediate products. • Establish the desired quality of the carrying out of the various activities in the project.

26. 2.6 Managing People (adapted from BAARS 2006) 2. Project Management • Determining who will do what from the list of activities. • The soft skills (e.g. motivational techniques, communication skills, leadership styles) that are needed to achieve a goal with a group of people. • Organisation in progress monitoring: • Direct the team. • Monitor human aspects (soft skills). • Mediate between the parties who are involved in the project. • Organisation in project plans: • Assemble the team. • Assign authority. • Assign tasks to team members.

27. 2.7 Managing Information (adapted from BAARS 2006) 2. Project Management • The information factor concerns how, by whom and on which basis decisions can be taken • Tools (e.g. project website, issue tracker, e-mail notification, joint agenda) will be used for communication. • Information in project plans: • Which information must be provided to whom and in which form? • Which information will be recorded, distributed and archived? • Which information tools will be used?

28. 2.7 Managing Information (adapted from BAARS 2006) 2. Project Management • Information in progress monitoring: • Arrange for periodic consultation. • Ensure that the right information is provided to the right person. • Determine whether agreements have been met. • Information in project reporting: • Write the project report.

29. References BAARS, W. (2006): Project Management Handbook, Version 1.1. URL: http://www.projectmanagement-training.net/book/index.html [Accessed: 21.05.2010] BERR- DEPARTMENT FOR BUSINESS, ENTERPRISE AND REGULATORY REFORM (2007): Guidelines for Managing Projects. London: BERR. LSHTM/WEDC (1998): Guidance Manual on Water Supply and Sanitation Programmes. London: School of Hygiene & Tropical Medicine and Water, Engineering and Development Centre . MANAGING PROJECT RISK (2009): Importance of Gantt Charts in Project Management. URL: http://www.managingprojectrisk.com/importance-of-gantt-charts-in-project-management/ [Accessed: 21.05.2010] MORIARTY, P., BATCHELOR, C. ABD-ALHADI, F. T., LABAN, P. And FAHMY, H. (2007). The EMPOWERS Approach to Water Governance, Guidelines, Methods and Tools. Amman: INWRDAM. NETSSAF (2008): The NETSSAF Participatory Planning Approach. A Tutorial for Sustainable Sanitation. URL: http://www.netssaftutorial.com [Accessed: 20.05.2010] PHILIP, R., ANTON, B., BONJEAN, M., BROMLEY, J., COX, D., SMITS, S., SULLIVAN, C. A., VAN NIEKERK, K., CHONGUIÇA, E., MONGGAE, F., NYAGWAMBO, L., PULE, R., BERRAONDO LÓPEZ, M. (2008): Local Government and Integrated Water Resources Management (IWRM) Part III: Engaging in IWRM – Practical Steps and Tools for Local Governments. Freiburg: ICLEI European Secretariat GmbH. URL: http://logowater.iclei-europe.org/index.php?id=1587 [Accessed 06.09.2010] PROJECT MANAGEMENT LEARNING (2010): Advantages and Disadvantages of Project Management. URL: http://www.projectmanagementlearning.com/about [Accessed: 21.05.2010] 29

30. “Linking up Sustainable Sanitation, Water Management & Agriculture” SSWM is an initiative supported by: Compiled by: 30