TOPIC 2: PROJECT LIFE CYCLE

MEANING OF PROJECT LIFE CYCLE

A project life cycle is the sequence of phases that a project goes through from its initiation to its
closure. In an adaptive life cycle, the product is developed over multiple iterations, and detailed
scope is defined for iteration only as the iteration begins.
STAGES OF PROJECT LIFE CYCLE

PHASE 1: PROJECT INITIATION

This is the start of the project, and the goal of this phase is to define the project at a broad level.
This phase usually begins with a business case. This is when you will research whether the
project is feasible and if it should be undertaken. If feasibility testing needs to be done, this is the
stage of the project in which that will be completed. Important stakeholders will do their due diligence
to help decide if the project is a “go.” If it is given the green light, you will need to create a
Project Charter or a project Initiation Document (PID) that outlines the purpose and
requirements of the project. It should include business needs, stakeholders, and the business case.
The activities in initiation are:
a). Project conception
At this stage an idea regarding a required intervention in a specific area to address and identify
problems is formed or developed through discussion with specialized leaders, peers and is catalyzed
into a proposal.

Sources of ideas include:

i. Market demand where one may be facing increasing demand thus becoming a problem
ii. Technological changes- this forces an organization to change in order to make use of the
new technology e.g. utilization of internet, mobile telephony
iii. Natural calamities like fire, floods, landslides, drought etc.
iv. Resource availability- makes use of the available resources e.g. waste products in a
manufacturing plant to generate by-products.
v. Political considerations
vi. Need to avail basic requirements or necessities to a community

In order to achieve good results at conception phase, the following factors must be thoroughly
analyzed;

 The ability, capacity and capability of the organization and project management team to
undertake the project successfully.
 The total project costs from the scratch to post-conclusion.
 The total budget with the specific breakdowns of project activities to be undertaken.
 The detailed and complete specifications or terms of reference of the project.
 The financial position of the organization or benefactor undertaking the project.
 The knowledge, skills and competence of the project team managing the project.
 The benefits that will accrue from the project if successfully implemented.
 The supply market capability to avail the materials and services required to accomplish
the project
  The general acceptability of all the project/contract terms and conditions by all the
interested parties to it
 The technologies and best practices to be embraced in implementing the project
obligations.
 Commitment by the key stakeholders to comply with legal and regulatory requirements in
place.

b). Project Identification

This stage refers to the process where all potential projects arising from ideas crystalize in the first
stage are determined
An individual or an organisation capable of identifying the most viable projects can be engaged
in order to support , to realize the expectation of the idea holder.
The idea holder can submit the information in form of a proposal.
This proposal is usually general and descriptive.
A feasibility test is conducted

c). Project preparation

This stage involves a more thorough exercise of collecting data and information of the proposed
project.
At this stage of the cycle the objective of the project is defined and alternative solutions
described
The project preparation contains the design of operational proposal which is technically,
financially, and economically visible.
The decision is made on the scope of the project as well as the location and size.

e). Project Appraisal

It involves a further analysis of the proposed project
At this stage a critical review of the project is undertaken
This systematic and comprehensive review is usually undertaken by an independent team of
experts in consultation with the stakeholders of the project
This provides an opportunity to re-examine every aspect of the project plan to assess whether the
proposal is justified before realizing money
The approach may change the project plan to a new one

f). Project Selection

After appraisal a viable or suitable proposal is chosen for implementation
Various project selection models both numeric and non-numeric are employed in project
selection
The criteria for selection is pre-determined
e). Project Negotiation and Financing
Once the project to be implemented is agreed on, resources are mobilized

For donor funded projects discussions are held on funding and associated aspects of funding such
as conditionality for grants, repayment periods and interest rates if loans are borrowed.
They must also discuss the flow of funds, contributions from stake holders and beneficiaries and
if there is any co-financing
This results in an agreement document of the project that binds all parties involved during the
implementation of a project
(PAD-Project Appraisal Document , POM- Project Operational Manual )
OTHER ACTIVITIES AT INITIATION

 Define the project scope, objectives, and goals.

 Identify stakeholders and establish communication channels.
 Conduct a feasibility study to assess the project's viability.
 Develop a project charter. A project charter is a formal document that provides the
project team and stakeholders with a clear understanding of the project's objectives,
scope, purpose, and key participants
 Assemble the project team and assign roles and responsibilities.
 Hold a kick-off meeting to communicate the project's purpose and objectives.

PHASE 2: PROJECT PLANNING

This phase is key to successful project management and focuses on developing a roadmap that
everyone will follow. This phase typically begins with setting goals. S.M.A.R.T. Goals are set.
This method helps ensure that the goals have been thoroughly vetted.
S.M.A.R.T. Goals
 Specific – To set specific goals, answer the following questions: who, what, where, when,
which, and why.
 Measurable – Create criteria that you can use to measure the success of a goal.
 Attainable – Identify the most important goals and what it will take to achieve them.
 Realistic – You should be willing and able to work toward a particular goal.
 Timely – Create a timeframe to achieve the goal.

During this phase, the Scope of the Project is defined and a Project Management Plan is
developed. It involves identifying the cost, quality, available resources, and a realistic timetable.
The project plans also includes establishing baselines or performance measures. These are
generated using the scope, schedule and cost of a project. A Baseline is essential to determine if
a project is on track.
Here are some of the documents a PM will create during this phase to ensure the project will
stay on track:
 Scope Statement – A document that clearly defines the business need, benefits of the project,
objectives, deliverables, and key milestones. A scope statement may change during the
project, but it shouldn’t be done without the approval of the project manager and the
sponsor.
 Work Breakdown Schedule (WBS) –This is a visual representation that breaks down the
scope of the project into manageable sections for the team.
 Milestones – Identify high-level goals that need to be met throughout the project and
include them in the Gantt chart.
 Gantt Chart – A visual timeline that you can use to plan out tasks and visualize your project
timeline.
 Communication Plan – This is of particular importance if your project involves outside
stakeholders. Develop the proper messaging around the project and create a schedule of
 when to communicate with team members based on deliverables and milestones.
 Risk Management Plan – Identify all foreseeable risks. Common risks include unrealistic
time and cost estimates, customer review cycle, budget cuts, changing requirements, and lack
of committed resources.
ACTIVITIES AT PLANNING STAGE
 Develop a detailed project plan, including schedules, budgets, and resource allocations.
 Define project roles, responsibilities, and reporting structures.
 Identify and assess risks, and develop a risk management plan.
 Establish communication and collaboration tools and protocols.
 Create a quality management plan.
 Obtain formal approval of the project plan from key stakeholders.

PHASE 3: PROJECT EXECUTION

This is the phase where deliverables are developed and completed. This often feels like the meat of
the project since a lot is happening during this time, like status reports and meetings, development
updates, and performance reports. A “kick-off” meeting usually marks the start of the Project
Execution phase where the teams involved are informed of their responsibilities.

Activities/Tasks completed during the Execution Phase include:

 Develop team: Build a team with the necessary skills and roles to complete the project
successfully.
 Assign resources: Allocate appropriate resources (people, equipment, budget, etc.) to
different tasks.
 Execute project management plans: Carry out the planned project activities to meet the
objectives.
 Procurement management if needed: Manage the process of acquiring goods and
services from external suppliers if required.
 PM directs and manages project execution: The Project Manager (PM) oversees the
implementation of the project.
 Set up tracking systems: Implement systems to monitor the project's progress, budget,
and performance.
 Task assignments are executed: Ensure tasks are carried out as planned by the team
members.
 Status meetings: Hold regular meetings to review progress, challenges, and next steps.
 Update project schedule: Adjust the project timeline as necessary to reflect changes in
progress or scope.
 Modify project plans as needed: Make adjustments to project plans to accommodate
unforeseen challenges or risks.
 Address and mitigate project risks: Identify, assess, and manage potential risks that
could impact the project.
 Monitor and control project scope, schedule, and costs: Keep a close eye on the
project's defined scope, timeline, and budget to avoid deviations.
 Collect and analyze project performance data: Gather data to measure progress
against objectives and performance indicators.
  Execute quality assurance processes: Ensure the deliverables meet quality standards
through established processes.

PHASE 4: PROJECT PERFORMANCE/MONITORING

This is all about measuring project progression and performance and ensuring that everything
happening aligns with the project management plan. Project managers will use key performance
indicators (KPIs) to determine if the project is on track. A PM will typically pick two to five of these
KPIs to measure project performance:
Project Objectives: Measuring if a project is on schedule and budget is an indication if the project
will meet stakeholder objectives.
Quality Deliverables: This determines if specific task deliverables are being met.
Effort and Cost Tracking: PMs will account for the effort and cost of resources to see if the
budget is on track.
Project Performance: This monitors changes in the project. It takes into consideration the
amount and types of issues that arise and how quickly they are addressed. These can occur
from unforeseen hurdles and scope changes.
During this time, PMs may need to adjust schedules and resources to ensure the project is on track.
ACTIVITIES IN MONITORING AND CONTROLLING
 Monitor project performance against the project plan.
 Track and manage changes to project scope, schedule, and costs.
 Implement corrective actions in response to deviations from the plan.
 Conduct regular project status meetings.
 Review and update risk assessments and risk response plans.
 Ensure that project quality standards are being met.
 Verify that project deliverables align with stakeholder expectations.
 Maintain open and transparent communication with stakeholders

PHASE 5: PROJECT CLOSURE

This phase represents the completed project. Contractors hired to work specifically on the project
are terminated at this time. Valuable team members are recognized. Some PMs even organize small
work events for people who participated in the project to thank them for their efforts. Once a
project is complete, a PM will often hold a meeting– sometimes referred to as a “post mortem” – to
evaluate what went well in a project and identify project failures.
Perform a final project budget and prepare a final project report and they will need to collect all
project documents and deliverables and store them in a single place.
ACTIVITIES AT CLOSURE STAGE

 Complete and Verify All Project Deliverables: Ensure all project outputs meet the required
standards and are completed as per the project plan. This involves final checks, testing, and
quality assurance.
 Obtain Formal Acceptance and Approval from Stakeholders: Secure sign-off from
clients, sponsors, or key stakeholders, confirming that all project deliverables are satisfactory
and meet their expectations.
 Conduct a Final Project Review or Retrospective: Reflect on the project’s successes,
challenges, and areas for improvement. This review helps gather insights and feedback for
future projects.
 Document Lessons Learned and Create a Project Closure Report: Compile all the
insights, challenges, and successes encountered during the project into a formal document.
This report is vital for future reference and organizational learning.
 Release Project Resources: Reassign or release the project team, materials, and equipment
back to their respective departments or other projects.
 Close Financial Accounts Associated with the Project: Finalize and close out all project-
related financial accounts, including settling outstanding invoices, reconciling budgets, and
ensuring all financial commitments are met.
 Archive Project Documentation for Future Reference: Store all project-related
documents, including contracts, reports, and communications, in an organized manner for
future access.
 Communicate Project Closure to Stakeholders and Team Members: Inform all relevant
parties that the project is officially closed, providing them with the closure report and any
other necessary information.
 Celebrate Project Successes and Achievements: Recognize and appreciate the efforts of
the project team and celebrate the successful completion of the project. This can boost
morale and foster a positive work environment.

REASONS WHY PROJECTS FAIL:

1. Insufficient Resources: Lack of adequate financial, human, or material resources can
hinder the successful execution of project tasks, leading to delays, poor quality, or
incomplete deliverables.
2. Poor Implementation: Even with a solid plan, if the execution is flawed—whether
through poor management, lack of adherence to timelines, or ineffective communication
—the project is likely to fail.
3. Corruption: Unethical practices such as bribery, fraud, or misappropriation of funds can
drain resources, reduce efficiency, and compromise the quality of the project.
4. Dependency on Donor Funding: Projects heavily reliant on external funding may face
issues if donors withdraw support, change their priorities, or delay disbursements, leaving
the project underfunded.
5. Natural Calamities: Events like floods, earthquakes, or pandemics can disrupt project
activities, damage infrastructure, or cause delays, making it difficult to meet project
objectives.
6. Macroeconomic Factors: Economic instability, inflation, currency fluctuations, or
changes in government policies can affect the cost of resources, alter the project's
financial viability, or create an unfavorable environment for project execution.
7. Poor Selection Criteria: Choosing the wrong project team, partners, vendors, or even
the wrong project to undertake can lead to misalignment with objectives, lack of
expertise, or resource mismatches, leading to failure.
8. Deliberate Sabotage (e.g., through Political Interference): Political interests or other
forms of intentional disruption can undermine the project by causing delays, altering
objectives, or creating conflicts among stakeholders.
9. Changes in Environment: Unanticipated changes in the external environment, such as
new regulations, market shifts, or technological advances, can make a project obsolete or
misaligned with its original goals.
 10. Poor Feasibility Studies: Inadequate or inaccurate feasibility studies can lead to
unrealistic expectations, misjudged risks, or overlooked challenges, causing the project to
falter.
11. Lack of Monitoring: Without regular monitoring and evaluation, issues may go
unnoticed until they escalate into serious problems, reducing the chances of timely
corrective action and increasing the likelihood of project failure.
IMPORTANCE OR MERITS OF PROJECT LIFE CYCLE
The importance or merits of using a project life cycle approach include:
Improved Planning:
Each phase of the project life cycle requires specific planning activities. This ensures that
comprehensive planning is conducted before moving to the next stage. Improved planning
contributes to better control over project resources, schedules, and budgets.
Risk Management:
The life cycle facilitates effective risk management by identifying and assessing risks at various
stages. Project teams can proactively address potential issues, minimizing the impact on project
success.
Resource Allocation:
Resources, including personnel, time, and budget, are allocated based on the requirements of
each phase. This allocation is aligned with the specific activities and objectives of each stage,
optimizing resource utilization.
Stakeholder Involvement:
The project life cycle encourages stakeholder involvement at key stages, such as initiation,
planning, and review. This involvement ensures that stakeholder expectations are considered,
and feedback is incorporated throughout the project.
Quality Assurance:
Quality is built into the project life cycle through the inclusion of quality planning, assurance,
and control activities. This approach helps in meeting project requirements and delivering high-
quality outcomes.
Change Management:
Changes to project scope, requirements, or objectives are better managed within a structured life
cycle. Clear change control processes are established, preventing scope creep and ensuring that
changes are evaluated and approved systematically.
Improved Communication:
A defined life cycle enhances communication among project team members and stakeholders. It
establishes a common understanding of project stages, milestones, and deliverables, reducing
misunderstandings and improving collaboration.
Enhanced Control and Monitoring:
The life cycle allows for better control and monitoring of project activities. Project managers can
track progress, assess performance, and implement corrective actions at each phase, ensuring that
the project stays on course.

FACTORS AFFECTING PROJECT LIFE CYCLE:

1. Initiation Stage
 Project Scope: Clear definition of the project scope and objectives.
  Stakeholder Expectations: Identifying and understanding stakeholder needs and
expectations.
 Feasibility: Technical, financial, and operational feasibility studies.
 Business Case: Justification for the project in terms of benefits and alignment with
organizational goals.
 Initial Risk Assessment: Preliminary identification of risks and constraints.
2. Planning Stage
 Resource Availability: Availability of necessary resources (human, financial, and
material).
 Detailed Requirements: Accurate and detailed requirements gathering.
 Timeline: Development of a realistic project schedule.
 Budget: Establishing and managing the project budget.
 Risk Management: Comprehensive risk management planning, including mitigation
strategies.
 Stakeholder Communication: Effective communication plans with stakeholders.
3. Execution Stage
 Team Performance: Performance and productivity of the project team.
 Quality Control: Ensuring deliverables meet the required quality standards.
 Resource Management: Effective utilization and allocation of resources.
 Scope Management: Managing changes and maintaining scope control.
 Communication: Ongoing communication with stakeholders and team members.
 Monitoring and Reporting: Regular monitoring of project progress and reporting.
4. Monitoring and Controlling Stage
 Performance Metrics: Use of performance metrics to track progress and identify
deviations.
 Change Management: Handling changes and adjustments to the project plan.
 Issue Resolution: Addressing and resolving issues and conflicts as they arise.
 Risk Monitoring: Continuous monitoring of risks and implementation of mitigation
measures.
 Quality Assurance: Ensuring that project outputs meet the required quality standards.
5. Closure Stage
 Final Deliverables: Completion and handover of project deliverables.
 Stakeholder Acceptance: Obtaining formal acceptance from stakeholders.
 Project Evaluation: Evaluating project performance and outcomes.
 Documentation: Completing and organizing project documentation and records.
 Lessons Learned: Documenting lessons learned and providing recommendations for
future projects.
 Resource Release: Releasing or reassigning project resources.

ASSIGNMENT

Explain the responsibilities of project manager in project execution (10mks)

What is feasibility study?. Explain factors/aspects considered in feasibility study during

project identification. (12mks)

Explain the importance of project charter at project initiation stage. (10mks)

Explain what is bottom up and top down approach in project identification 5mks

State and explain advantages and disadvantages of the above approaches 20mks

A feasibility study in project management is an analysis and evaluation of the practicality,

viability, and potential success of a proposed project. It is conducted before the project is
officially initiated and involves assessing various factors to determine whether the project is
worth pursuing.
Factors considered during a feasibility study in project management include:
Technical Feasibility:
Assesses the technical aspects of the project, including whether the proposed technology or
solution is viable and achievable.
Considerations:
Availability of required technology and expertise.
Compatibility with existing systems and infrastructure.
Complexity of the technical solution.
Economic Feasibility:
Evaluates the economic aspects of the project to determine if it is financially viable and can
generate a positive return on investment (ROI).
Considerations:
Cost-benefit analysis.
Return on investment calculations.
Budget constraints and financial resources.
Economic indicators such as net present value (NPV).
Operational Feasibility:
Examines whether the proposed project can be implemented and integrated smoothly into the
existing operations of the organization.
Considerations:
Impact on day-to-day operations.
Training requirements for staff.
Compatibility with organizational processes.
Potential disruptions and downtime during implementation.
Schedule Feasibility:
Assesses the project timeline and whether the proposed schedule is realistic and achievable.
Considerations:
Project milestones and deadlines.
Dependencies and critical path analysis.
Time constraints and deadlines.
Legal Feasibility:
Examines the legal and regulatory aspects of the project to ensure compliance with laws and
regulations.
Considerations:
Legal constraints and requirements.
Permits and approvals.
Regulatory compliance.
Market Feasibility:
Evaluates whether there is a market demand for the project's output or product.
Considerations:
Market analysis and demand assessment.
Competitor analysis.
Potential customer base.
Environmental Feasibility:
Assesses the environmental impact of the project, including any potential ecological, social, or
ethical concerns.
Considerations:
Environmental impact assessments.
Compliance with environmental regulations.
Social and ethical considerations.
Social Feasibility:
Examines the social impact of the project on stakeholders, employees, and the community.
Considerations:
Stakeholder analysis.
Employee and community impact.
Social responsibility considerations.
PROJECT CHARTER
A Project Charter is a formal document that officially authorizes the start of a project. It outlines the
project’s objectives, scope, stakeholders, and key elements that are crucial for its success .
Components Of A Project Charter Include:
Project Title:
Clearly states the name or title of the project.
Project Purpose or Justification:
Describes the reasons for undertaking the project, including the business need or problem it aims
to address.
Project Objectives:
Outlines the specific, measurable, achievable, relevant, and time-bound (SMART) objectives that
the project intends to achieve.
Project Scope:
Defines the boundaries of the project, including what is included and excluded. It sets the
expectations for what the project will deliver.
Key Stakeholders:
Identifies the individuals or groups with an interest in the project's outcome, and specifies their
roles and responsibilities.
Project Manager:
Appoints or identifies the project manager responsible for overseeing and leading the project.
Project Team Members:
Lists key members of the project team and their roles.
Project Constraints:
Describes any limitations or restrictions that may impact the project, such as budget constraints,
time constraints, or regulatory requirements.
Project Assumptions:
Documents any assumptions made during the project planning, which may influence the project's
success.
Project Approval:
Indicates formal approval for the project to proceed, often provided by a sponsor or a higher-
level decision-maker.
Project Milestones:
Outlines significant milestones or deliverables and their anticipated completion dates.
Project Budget:
Provides an estimate of the budget required for the project. This may include high-level cost
estimates.
Project Duration:
Specifies the anticipated start and end dates for the project.

METHODS USED IN PROJECT IDENTIFICATION

APPROACHES /METHODS IN PROJECT IDENTIFICATION
Main approaches to project identification are:
1) The top down approach
2) The bottom up approach
3) The need problem and trend pattern approach (npt)
4) Brainstorming
5) Focus group discussion
6) Transect walk
7) Cost versus benefit analysis

Top Down Approach

The top down approach focuses on the negative characteristics of a community and demoralizes the
product beneficiaries.
It is commonly adopted by donors and senior managers because they think the target
beneficiaries do not understand their problems /the donor and senior managers have their
interests to serve.
Projects are identified based on demand beyond the community. Such sources may be directives
including, but not limited to:
(i)International conventions such asClimate Change
(ii)International institutions/NGOs that have determined particular priorities.
iii)Global regional and national policy makers e.g. sustainable development goals
Advantages of the top down approach
(i)It is a source of employment, through partnerships with local suppliers
(ii)It is appropriate for rapid response to disasters e.g. war, floods, outbreaks
It is effective in providing common service to education, health, water and transport.
It is appropriate in contributing to wider nationals/international objectives and goals and
therefore has a widespread benefit.
It is appropriate for sharing trans boundary resources.
Disadvantages of the top down approach
It does not help in modifying strongly established ideas and beliefs of the target beneficiaries.
It assumes external individuals know better than beneficiaries which is not true. Communities
know their problem even though they do not have a solution.
Communities have little to say in planning process rendering the process devoid of human
resource development.
It forms a strong basis for community dependency syndrome on outside assistance not exploiting
their own potential.
It leads to low community morale and causes.
It can lead to migration to where the jobs are leading to a high population, therefore causing high
unemployment, social vice, crime, early pregnancy, violence etc.
techniques in top down approach

(i)The household (social economic survey)

Here in Kenya, the household survey is conducted majorly by Kenya National Bureau of
Statistics (KNBS). It is also conducted by the Kenya Institute for Public Policy Research and
Analysis (KIPPRA).
(ii)Needs Assessment Survey
This is also called SITAN, which is Situational Analysis. It involves fact finding about
problems/needs in a given area/community finding out what is given out in a given area. This is
done so as to identify the solution.
Bottom Up Approach
In this approach, communities/beneficiaries are encouraged to identify and plan the project
themselves with/without outsiders. This focuses on the strengths and resources within the
community.
It gives the community an opportunity to strategically design, progressive and transformative
development programs that respond to the needs, situation and perception of the people.

Advantages of bottom up approach

It is appropriate for accomplishing interventions with limited resources.
It allows for better management of resources since people will tend to safeguard what belongs to
them/what they have provided.
It is an appropriate approach for building the capacity of the people to identify their problems and
needs and seek possible solutions.
It allows peoples participation in solution formulation therefore, providing opportunities to
educating people.
It helps people to work as a team making the project progressive and sustainable.
Short comings/Disadvantages of bottom up approach
(i)It is not effective for projects that require urgency to implement.
(ii)It is based on the principle of democracy therefore time consuming.
It provides basis for holding people accountable therefore causes people to dislike
the approach because they don’t want to take responsibility for action.
The agency using the approach is never in control and cannot guarantee the results it wants since it is
not in full control.
The priorities of the community may not fit with that of the national and international
priorities that seek to have a broader effect.
Tools used for bottom up approach
I. Facilitation/Community action
This is an attempt to assist people to get over problems by equipping them with skills,
providing information e.g. market information, linking them up with relevant agencies
and organizations to improve access to needed resources.
II. Participatory appraisal (PRA / PUA)
 Participatory appraisal is an approach of many methods carried out with local
communities identifying and selecting project participatory.
iii The need ,problem and trend pattern approach (NPT)
This approach entails the following identification of project on the following basis;
Needs Assessment:
Identification of Unmet Needs: One common approach in project identification involves
identifying unmet needs within a community, organization, or a specific domain. Projects are
often initiated to address and fulfill these needs, which can be related to infrastructure, services,
or societal well-being.e.g market demand for new product,governmrnt or company mandate to
provide health safety
Problem Statement:
Problem Identification: Projects may emerge in response to identified problems or challenges.
The project identification process involves recognizing and defining the specific problems that
need to be addressed. A clear problem statement helps in understanding the scope and objectives
of the project.e.g social issues, economic, political,legal etc
Trend Analysis:
Identification of Trends: Examining current and emerging trends is an integral part of project
identification. Trends may include technological advancements, societal changes, economic
shifts, or environmental considerations. Projects aligned with or responding to these trends may
be prioritized.
BRAINSTORMING. During the project identification phase, brainstorming can be used to
generate a wide range of ideas related to project goals, objectives, potential solutions, and
challenges.
E.g Assembling a diverse group of stakeholders, including team members and relevant experts
FOCUS GROUP DISCUSSION
Conducting focus group discussions during project identification allows project managers to
gather detailed insights from a diverse group of stakeholders.
E.g Assemble a small, representative group of stakeholders and facilitate a discussion around
project needs

COST VERSUS BENEFIT ANALYSIS

During project identification, a preliminary cost versus benefit analysis can help assess the
feasibility and potential returns of the proposed project.
TRANSECT WALK
A transact walk involves physically observing the project environment. This can be applied
during the identification phase to understand existing conditions and potential project locations.
E.g Walk through the areas where the project is anticipated to take place, observing the
surroundings, infrastructure, and potential challenges

ESTABLISHING TERMS OF REFERENCE

Terms of Reference is a document that explains the objectives, scope of work, activities,
tasks to be performed, respective responsibilities of the Employer and the Consultant, and
expected results and deliverables of the Assignment/job.
The constituents of TOR
1) Background -describes the project in the context. States the general note stakeholders in doing
project. Background provides an overview of history behind the project
2) Objectives -these are the desired accomplishments that can be reasonably desired upon the
project completion with consumption of available resources and within an expected timeframe
3) Scope\ issues - project involves a number of issues and problematic areas that need to be
addressed in order for the project to be implemented smoothly.
4) Deliverables
 Specific outputs or products to be delivered upon project completion.
 Formats and standards for the deliverables.
 Deadlines for submission.
5) Methodology
 Approach and methods to be used to achieve the objectives.
 Tools and techniques to be employed.
 Data collection and analysis methods.
6) Responsibilities
 Roles and responsibilities of the Employer (client) and Consultant (service
provider).
 Coordination and communication protocols.
 Reporting and review processes.
7) Timeline
 Project schedule, including key milestones and deadlines.
 Expected timeframes for each phase or task.
8) Budget and Resources
 Estimated costs and budget allocation.
 Resources required for the project.
 Funding sources and financial management

FEASIBILITY STUDIES
A feasibility study is an analysis that takes all of a project's relevant factors into account—
including economic, technical, legal, and scheduling considerations—to ascertain the likelihood
of completing the project successfully
Areas of Feasibility Study
A feasibility analysis evaluates the project’s potential for success. There are five areas of
feasibility study—separate areas that a feasibility study examines, described below.
1. Technical Feasibility
This assessment focuses on the technical resources available to the organization. It helps
organizations determine whether the technical resources meet capacity and whether the technical
team is capable of converting the ideas into working systems. Technical feasibility also involves
the evaluation of the hardware, software, and other technical requirements of the proposed
system.
2. Economic Feasibility
This assessment typically involves a cost/ benefits analysis of the project, helping organizations
determine the viability, cost, and benefits associated with a project before financial resources are
allocated. It also serves as an independent project assessment and enhances project credibility—
helping decision-makers determine the positive economic benefits to the organization that the
proposed project will provide.
3. Legal Feasibility
This assessment investigates whether any aspect of the proposed project conflicts with legal
 requirements like zoning laws, data protection acts or social media laws. Let’s say an
organization wants to construct a new office building in a specific location. A feasibility study
might reveal the organization’s ideal location isn’t zoned for that type of
business.
4. Operational Feasibility
This assessment involves undertaking a study to analyze and determine whether—and how well
—the organization’s needs can be met by completing the project. Operational feasibility studies
also examine how a project plan satisfies the requirements identified in the requirements
analysis phase of system development.
5. Scheduling Feasibility
In scheduling feasibility, an organization estimates how much time the project will take to
complete.
When these areas have all been examined, the feasibility analysis helps identify any
constraints the proposed project may face, including:
 Internal Project Constraints: Technical, Technology, Budget, Resource, etc.
 Internal Corporate Constraints: Financial, Marketing, Export, etc.
 External Constraints: Logistics, Environment, Laws, and Regulations, etc.
Benefits of conducting a Feasibility Study:
 Improves project teams’ focus
 Identifies new opportunities
 Provides valuable information for a “go/no-go” decision
 Narrows the business alternatives
 Identifies a valid reason to undertake the project
 Enhances the success rate by evaluating multiple parameters
 Aids decision-making on the project
 Identifies reasons not to proceed

CHALLENGES IN PROJECT IDENTIFICATION

Inadequate Technology Infrastructure. Technology is essential in project identification as it

could be useful in mining of data.
Inadequate data. Data involves decision surveys carried out on social economic indicators depict
the strategic issues of society and the world at large. The information processed from the data is
necessary for identifying gaps. Unfortunately, many organizations don’t manage data and it’s
barely available.
Corruption. Many people given an opportunity would serve their own interests than the interests of
others or community at large therefore, this makes project identification subjective and ends up not
serving the needs of the people.
Lack of innovation. Innovation is the capacity to think outside the box and provide solutions to
problems. Apparently, many people are problem identifiers but not solution providers.
Lack of technical capacity. Capacity is required in screening ideas to come up with viable one.
Such capacity is for example research and development.
Competition. The ever changing environment has necessitated competition in the market place as
everybody is trying to pace up technology.
Conflict: – in the issue of project ownership and conflict of interests
Legal impediments
Poor government policies
Inadequate resources

PROJECT IMPLEMENTATION
Meaning of Project Implementation
Factors to be considered in Project Implementation Project Implementation Process
MEANING OF PROJECT IMPLEMENTATION
Project implementation (or project execution) is the phase where visions and plans become
reality. This is the logical conclusion, after evaluating, deciding, visioning, planning, applying
for funds and finding the financial resources of a project. Technical implementation is one part
of executing a project.
FACTORS TO BE CONSIDERED IN PROJECT IMPLEMENTATION
 Project mission-Initial clearly defined goals and general directions.
 Top management Support-Willingness of top management to provide the necessary
resources and authority/power for project success.
 Project Schedule/Plan-A detailed specification of the individual actions steps for. Project
implementation.
 Client Consultation-Communication, consultation, and active listening to all
impacted parties.
 Personnel-Recruitment, selection, and training of the necessary personnel for the project
team.
 Technical Tasks-Availability of the required technology and
expertise to accomplish the specific technical action steps.
 Client Acceptance-The act of "selling" the final project to its ultimate intended users.
 Monitoring and Feedback-Timely provision of comprehensive
control information at each stage in the implementation process.
 Communication-The provision of an appropriate network and necessary data to all key
actors in the project implementation.

 Government and other stakeholder’s policies – these should be made in case of

flexibility on reality on the ground.
 Priority and order of goals – most crucial and needed goal must be put at the forefront
during implementation. Priority is made in terms of the urgency in the needs to be
accomplished.
 Availability of resources – allocation of resources is done based on the resource base. At
implementation ensure adequate resources are allocated influx in resource allocation
should be avoided at the same time avoid over budgeting
 Timing aspects – time expected to accomplish a certain task has to be re-instated

Role of a Project Manager in Project Implementation

The role of a project manager in the implementation process is an integrated process that
involves the following aspects:
1. Allocation of resources
Project resources are human, material and natural resources. They should be allocated to
the activities to be performed by the manager. They are made available and used in
economic way to ensure effectiveness of the project.
 The project manager needs to consider the total demand for key resources.
2. Organizing
This is the process that involves the shaping of an organization as it grows shrinks,
collapses or even changes.
It is also the process of grouping activities and resources in a logical and appropriate
way/fashion
3. Directing. It also involves grouping and alignment of resources and delegation of
authority and responsibility within the organization so that work is carried out as planned.
4. Planning Execution:
Description: Ensure that the project plan is executed according to the defined timelines
and milestones.
5. Communication:
Description: Facilitate effective communication within the project team and with
stakeholders.
6. Risk Management:
Description: Identify and manage risks that may impact project success..
7. Quality Assurance:
Description: Ensure that project deliverables meet established quality standards.
8.Issue Resolution
Address and resolve issues that arise during project implementation.

PROJECT IMPLEMENTATION PROCESS

1) Prepare the infrastructure. Many solutions are implemented into a production

environment that is separate and distinct from where the solution was developed and
tested. It is important that the characteristics of the production environment be accounted
for. This strategy includes a review of hardware, software, communications, etc. In our
example above, the potential desktop capacity problem would have been revealed if we
had done an evaluation of the production (or real-world) environment. When you are
ready for implementation, the production infrastructure needs to be in place.
2) Coordinate with the organizations involved in implementation. This may be as simple
as communicating to your client community. However, few solutions today can be
implemented without involving a number of organizations. Many of these groups might
actually have a role in getting the solution successfully deployed. Part of the
implementation work is to coordinate the work of any other groups that have a role to
play.
3) Implement training/Capacity building. Many solutions require users to attend
training or more informal coaching sessions. This type of training could be completed in
advance, but the further out the training is held, the less information will be retained when
implementation rolls around. Training that takes place close to the time of
implementation should be made part of the actual implementation plan.

4) Implement the project. This is the piece everyone remembers. Your solution needs to be
moved from development to test. If the solution is brand new, this might be finished in a
leisurely and thoughtful manner over a period of time.
 5) Monitor the Implementation. Usually the project team will spend some period of time
monitoring the implemented solution. If there are problems that come up immediately
after implementation, the project team should address and fix them.

Records In Project Implementation

 Records are documents that are used for a variety of reasons during project
implementation. They are written documents relating to the activities of the project that is
being implemented.

The Types of Records in Project Implementation Include:-

 Project Initiated Document (PID): A document compiling all the necessary information
to start the project, such as objectives, stakeholders, scope, and budget.
 Project Charter: This document formally authorizes the project, outlining its goals,
scope, key stakeholders, and any constraints or assumptions.
 Terms of Reference (ToR): A detailed description of the project's objectives, scope,
structure, and deliverables. It outlines responsibilities, timelines, and the overall approach
to be taken.
 Acceptance Criteria: Clear definitions of the conditions under which the project
deliverables will be accepted, ensuring the outputs meet the project objectives.
 Project Organization and Responsibilities: A record of the project's organizational
structure, highlighting the roles, responsibilities, and reporting relationships of team
members.
 Project Plan: A detailed document outlining how the project will be executed, monitored,
and controlled, including timelines, milestones, resource allocation, and budget.
 First Phase Plan: A detailed plan for the initial phase of the project, specifying tasks,
deadlines, and resource needs to kick off the project.
 Definition of Business Case: A justification for the project, showing the benefits, costs,
risks, and overall impact. It helps to secure approval and funding for the project.
 Risk Assessment: A document identifying potential risks, their likelihood, impact, and
strategies for mitigation.
 End Result Description: A detailed description of the expected final deliverables of the
project, ensuring alignment between stakeholders and the project team.
 Financial Records or Books of Account: Records related to the financial aspects of the
project, including budgeting, expenditures, invoices, and financial statements.
 Reports and Feedback: Documents that track the progress of the project, including status
updates, performance metrics, and any feedback received from stakeholders.
 Time Schedules and Event Records: Detailed timelines and schedules for project
activities, along with records of events such as meetings, reviews, and milestones.
 Monitoring and Periodic Evaluation Records: Data collected from monitoring project
activities, as well as the outcomes from regular evaluations, used to assess progress and
guide decision-making.
 Minutes Records: Formal records of meetings, capturing the discussions, decisions, and
actions agreed upon during project meetings.
 Personnel Records: Records detailing the people involved in the project, their roles,
responsibilities, and any other relevant employment details.
  Records of Assets: Documentation of the assets involved in the project, such as
equipment, tools, or facilities, including details of ownership, usage, and depreciation.
 A concept paper is a brief, concise document that outlines the basic idea of a project, initiative, or
proposal. It is typically used to pitch a new project or to seek approval or funding.

Challenges in Implementing Projects

1. Insufficient support for the projects – this involves financial and managerial support
which is likely to create delays.
2. Poor planning – this involves poorly defining of project plans e.g having too much
detailed work that is so relevant. This may affect the real project parameters.
3. Poor management structure – formulation of poor organization structures with no clear
distribution and allocation of responsibilities makes work unclear, these may lead to
unmotivated staff and lack of commitment.
4. Poor communication within the project and its players – i.e lack of formalized
communication system between managers and teams
5. Lack of effective monitoring and control systems – these may lead to lack of integration
between project plans and progress reports.
PROJECT MONITORING AND EVALUATION

MEANING OF MONITORING AND EVALUATION

Meaning of Project Monitoring

 Refers to a continuous tracking of a project progress with a view of ensuring efficiency. It
is a systematic and continuous collection analysis and interpretation of dates with a view of
ensuring that everything is moving on as planned.
 Project monitoring is an integral part of day – to- day management. It provides
information by which management can identify and solve implementations problems and
access progress.
 Monitoring clarifies program objectives and their resources to objectives; translates objectives
into performance indicators and sets a target. Routinely collects data on this indicators,
compares actual results with targets.

Characteristics of Appropriate Monitoring System

 It is continuous: throughout the life of an activity or organization/project

 It checks mainly efficiency, the process of the work inputs, activities output, conditions
and assumptions.
 It generally involves only the insiders
 Documents i.e. Monthly and quarterly reports are used
 Managers and staff are the main users of the information gathered.

Importance of Project Monitoring

 Monitoring can be used as some kind of accountability to donors/stakeholders. When you

conduct monitoring you are expected to write a monitoring report.
 It provides information and feedback that can be used for lesson learning
  It helps to appreciate and understand changes in the evaluation e.g inflation
 It provides information that can be used for the measurement of project progress
 It is a tool for management, implementation, monitoring system provides information that
managers use to modify or improve intervention and identify solutions to problems and
constraints before they become a crisis.
 Helps to utilize resources efficiently and effectively
 Helps to keep inputs ready on time
 Helps to ensure work plans are followed as closely as possible

Monitoring Addresses
 Measurement of physical process of a project i.e. the review of project activities
 Measurement of financial progress
 Addresses the concern of quality control and the fitness of the project output for their
intended purposes
 Also helps inn giving other information that is important and specific for smooth running
of the project
The following benefits accrue from monitoring:
⚫ Improved performance of all activities through timely feedback to stakeholders
⚫ Means of ensuring that performance takes place in accordance with work-plans
⚫ Improved coordination and communication through readily
available information.
⚫ Provision of greater transparency expected by all stakeholders
⚫ Improved awareness about programme activities among all stakeholders
⚫ Enhanced external/Governments support due to accurate and timely reporting on use
of funds
⚫ Assessment of whether the project is on track in meeting the programme goals
⚫ Informed contribution to future programme designs
⚫ Help make decisions and recommendations about future directions
⚫ Identify the strengths and weaknesses of a project

Areas of Project Monitoring

Resource utilization: – resource acquisition, utilization and consumption are a critical

component for ensuring effective and efficient implementation of the project.

Benefits flows analysis: project monitoring is done to determine flow of project benefit directly
to the intended beneficiaries. These benefits must be shared and distributed equally and
equitably.

Community participation and engagement: any project must ensure active, genuine,
voluntary and popular participation and involvement of not only the project beneficiaries but also
the community indirectly.
CHALLENGES IN MONITORING PROJECTS
Incomplete or Inaccurate Data:
 Insufficient or inaccurate data can hinder effective monitoring...
Lack of Stakeholder Engagement:
Inadequate involvement and communication with stakeholders may result in misalignment of
expectations and hinder effective monitoring..
Poorly Defined Objectives
If project objectives and key performance indicators (KPIs) are unclear or poorly defined,
monitoring becomes challenging as there is no baseline for evaluation..
Scope Changes and Creep:
Uncontrolled changes to the project scope can lead to scope creep, making it difficult to monitor
and manage project progress effectively.
Resource Constraints:
Limited availability of resources, including human resources, finances, or technology, can
impede monitoring efforts and overall project execution.
PROJECT EVALUATION
Meaning of Project Evaluation
 Project evaluation is the process of determining the extent to which objectives have been
achieved
 It’s a set of procedures to appraise a projects merits and information about its
goals .objectives activities outcomes and input
 Project evaluation is a systematic and objective assessment of an ongoing or completed
project .the purpose of carrying out evaluation is to determine relevance and level of
achievement of project objectives , develop efficiency effectiveness impact and
sustainability

Aims of Evaluation

1. To determine the efficiency of which project interventions are achieved.

2. To assess the effectiveness of a project
3. To measure the sustainability of a project
4. To determine the relevance of a project
5. To determine the relevance of a project
6. To measure the impact of an intervention/project
Scope of Evaluation/Key Evaluation Question
Efficiency
 This is the measure of the relationship between output and input. It answers the questions:
 How economically have the output been achieved
Effectiveness
 It is the measure of the relationship between project output and objective and the outcomes. It is
the extent to which the development intervention objectives are expected to be achieved.
 Relevancy
It measures the relationship between project output to the needs that were identified. It
investigates the extent to which outputs of a project have met the needs of the beneficiaries.
Sustainability
 It estimates the extent to which a project will continue after external funding has terminated.
TYPES OF EVALUATION
Baseline Survey/Feasibility Survey:
 This type of evaluation is conducted before project implementation to understand the current
situation and needs of the target population. It involves assessing the potential challenges and
opportunities in the project area.
issues addressed:
 Needs assessment: Identifying the specific needs of the target population.
 Feasibility analysis: Determining the practicality and viability of the proposed project.
 c.Resource availability: Assessing the availability of resources required for project
implementation.
 Risk identification: Identifying potential risks that may affect project success.
 Community engagement: Involving the community in the planning process.
Formation/On-Going Evaluation:
Continuous assessment during project implementation to monitor progress, detect issues, and
make necessary adjustments.
issues addressed:
a. Adherence to plan: Evaluating whether the project is following the proposed approaches and
activities.
b. Problem detection: Identifying issues or shortcomings in real-time to enable prompt
corrective actions.
c. Resource management: Assessing how effectively resources are being utilized.
d. Stakeholder involvement: Ensuring ongoing engagement with relevant stakeholders.
e. Quality control: Monitoring and maintaining the quality of project outputs.
Progressive Evaluation:
It entails assessing the progress toward meeting the goals of the program/project and
understanding the impact of activities on beneficiaries.
issues addressed:
a. Goal achievement: Evaluating progress toward achieving the overall project goals.
b. Impact on beneficiaries: Assessing the effects of project activities on the target population.
c. Cost-effectiveness: Evaluating the efficiency of resource utilization in achieving goals.
d. Timeliness: Ensuring that project activities are progressing according to the timeline.
e. Feedback loop: Establishing a continuous feedback mechanism for improvement.
Summative/Final Evaluation:
Conducted at the end of project implementation to evaluate overall success and outcomes.
Issues addressed:
a. Project effectiveness: Assessing the extent to which project objectives were achieved.
b. Lessons learned: Identifying and documenting lessons from project implementation.
c. Sustainability: Evaluating the sustainability of project results.
d. Impact on the community: Assessing the broader impact on the community or target
population.
e. Documenting outputs: Compiling and reviewing all project outputs and outcomes.
Impact Evaluation:
Conducted 1-10 years after project implementation to assess the sustainability of project results
and understand direct and indirect changes.
Issues addressed: a. Long-term impact: Evaluating the enduring effects of the project on the
community. b. Behavioral changes: Assessing changes in behavior resulting from the project. c.
Policy influence: Identifying any impact on local policies or practices. d. Economic impact:
Assessing the economic consequences of the project over time. e. Replicability: Determining
whether the project's success can be replicated in other contexts.
Post-Evaluation:
An overall assessment conducted after the project is completed to reflect on the entire process,
outcomes, and impact
Issues addressed
Overall Project Success:
Providing an assessment of the overall success of the project, including the achievement of goals
and objectives.
Sustainability:
Evaluating the extent to which project results are sustainable over time.
Impact on Stakeholders:
Assessing the broader impact of the project on various stakeholders, including the community,
beneficiaries, and partners.
Lessons Learned:
Identifying and documenting lessons learned from the project for future improvements and
application.
Recommendations for Future Projects:
Providing insights and recommendations for the planning and implementation of future projects
based on the experiences and outcomes of the evaluated project.

Types of Evaluators
Internal Evaluators
They include people who have been included in the project i.e. Project team, target group and
beneficiaries

External Evaluators

 They include professional evaluators, donors, headquarter staff

PROJECT PERFORMANCE INDICATORS

An indicator is something that points to or signifies the condition of something else. It is used to
determine whether something is on some scale of measurement.
It indicates the degree of progress that is being achieved towards some goals or objectives or
meeting some standard.
Types of Indicators

Direct indicators

Direct indicators have an immediate and clear connection to the project's objectives and goals.
They directly measure progress, achievements, and adherence to the project plan.
Schedule Variance (SV):
A positive SV indicates the project is ahead of schedule, while a negative SV suggests it is
behind.
Cost Variance (CV):
Measures the difference between the earned value and the actual costs incurred..
Percentage of Milestones Achieved:
Tracks the completion of key project milestones compared to the planned schedule. It directly
reflects progress towards project goals.
Defect Density:
. A lower defect density indicates higher quality.
Stakeholder Satisfaction Surveys:.
Customer Satisfaction Score (CSAT):
: Measures the satisfaction of end-users or customers with the project's deliverables and overall
performance.
Resource Utilization Rate:.

Indirect indicators
Indirect indicators may not have an immediate and clear connection to project objectives.

1. Team Morale:.
2. Communication Effectiveness:
3. Risk Mitigation Effectiveness:..
4. Environmental and Social Impact Metrics:.
5. Team Productivity:

Tools and Techniques Used In Project Evaluation

Tools required for evaluation include:

 Project document papers i.e. Legal papers, registration, agreement etc. Legal
documents and agreements provide the foundational framework for the project
Evaluate compliance with legal requirements, contractual obligations, and adherence to
regulatory standards. Identify any legal or contractual issues that may impact the project's
succes
 Financial records and guidelines
Assess financial management, cost control, and budget adherence. Analyze financial
statements to identify areas of overspending or opportunities for cost savings
 Director’s articles. Director's articles typically outline the roles, responsibilities, and
decision-making authority of the project director or leadership team
 Evaluate leadership effectiveness, decision-making processes, and the overall governance
structure. Assess whether leadership actions align with project goals.
 Concept papers and initial profiles
Evaluate the alignment of project activities with the initial concept. Assess whether the
project is meeting its intended goals and objectives as outlined in the concept paper
 Funding proposals
 Evaluate the accuracy of funding projections, the effectiveness of resource allocation, and
the correlation between funding and project results. Identify any discrepancies between
proposed and actual funding usage.
 Project initial plans and designs
 Assess the project's progress against the initial plans and designs. Identify deviations,
delays, or changes in scope
 Surveys and Questionnaires: Collect stakeholder feedback on project performance and
satisfaction.
  Key Performance Indicators (KPIs): Define and measure specific indicators to assess
project progress and success.
 Benchmarking: Compare project performance against industry standards or best
practices.
NB Techniques for monitoring and evaluating a project vary from one situation to another

Challenges in project evaluation

 Lack of skills and knowledge

 Lack of 1st hand information and knowledge especially for external evaluation
 Inadequate financial resources
 It is expensive with concern to external evaluation
 Lack of personal commitment to the project