Project

Analysis & Management

AcFn-724
Facilitator: Tefferi Ghebray (DBL)

Semester-II 2023/24
Tefferi Ghebray
Introduction (20 seconds each)

Name
Organization
Organizational role
Expectations
First degree
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 Course objectives

Understand basic project and related concepts

Relate project to the sponsoring organization

Understand project idea identification process

Evaluate feasibility of a project across dimensions

Develop project implementation plan

Apply project management systems, tools and methods

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 Course contents

 Overview of project analysis and management

 Project idea identification and preliminary studies

 Project feasibility study

 Project management

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Chapter-1 Overview of
project analysis and
management

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 Characteristics of a project
Studies and organizational reports show that a
great many projects face problems throughout
their lifetime – inception to closeout and after they
become operational. Among others, such projects
are not completed on budget, including time and
resources, and fail to achieve their intended
objectives, due to primarily poor planning and
evaluation (the front-end).
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 Characteristics of ...
Activity-1
Reflect on the earlier paragraph.

Activity-2
Define a project and give an example of a
project.

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 Characteristics of ...
 Project
 as a temporary organization
 as intervention/value creation/change/social process
 General features
 progressive elaboration
 specific objective.
 can be planned/evaluated as independent unit
 etc.
 Distinguishing features
 temporariness
 definite starting and ending dates
 differentiate project output, services/goods and outcome
 uniqueness – output, tasks, procedures and/or stakeholders
 repeaters, runners, strangers, alien
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 Characteristics ...
 Projects (management) vs operations (management)
 temporary vs. permanent
 one time/temporary/specific objective vs. repetitive/ongoing/keep
organizations functional

Adopted from Too and Weaver (2014)

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 Characteristics ...
 Projects vs operations …

Adopted from Too and Weaver (2014)

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 Characteristics ...
 Projects vs operations …

Adopted from Williams et al. (2019)

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 Projects versus macro plan
 Macro plan
 statement of goals and means of achieving them .
 corporate/national
 Features of a project vis-à-vis macro plan
 policy instruments – means to put policies, goals, strategies and
programs into practice
 most practical part of a macro plan
 cutting edge of development
 framed in line with national/corporate vision/mission/goals .
 fit with company business/national strategy
 Project vs. program
 program – a collection of projects with common goal

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 Project life cycle
 phases/stages through which a project passes (inception to death)
 is project life cyclical or linear? project life cycle vs temporariness?
project life cycle vs project management life cycle?
 Which figure represents project life? And which one represents project
life cycle?

b)
a)
c)

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 Project life ...
 different project life cycle models
1) UNIDO model (Behrens & Hawranek, 1991)
o Pre-investment phase (ideas to go/no-go decision)
o Investment phase (implementation to commissioning)
o Operational phase (delivery of goods/services), why? Read Samset, K., &
Volden, G. H. (2016) (notes of slide 15)

2) World Bank (Baum, 1970, 1978)

o Identification, Preparation, Appraisal, Implementation & Evaluation

3) Rondinelli (1977)
o Baum Model plus monitoring & control and completion & termination

4) New project cycle (Picciotto & Weaving, 1994)

o Listening, Piloting, Demonstrating & Mainstreaming
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 Projects life ...
5) Integrated Project Planning & Management Cycle (Goodman & Love, 1979)
o Phase I: planning, appraisal, & design
o Phase II: selection, approval, & activation
o Phase III: operation, control, & handover and
o Phase IV: evaluation & refinement

6) Software Development Life Cycle

o Requirement analysis
o Design
o Development
o Testing
o Maintenance

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 Projects life ... (generic)
Concept
development
(front-end design)

Monitoring
& evaluation

Operation & Implementation

maintenance

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 Projects life ... (generic)

Assessment Identification

Operation & Monitoring & Preparation &

maintenance evaluation formulation

Implementation Review/appraisal
& approval
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 Feasibility study – component parts

Technical analysis
Market Environmental
analysis impact assessment
Managerial analysis

TCIFinancial
vs TCO
analysis
TCI > TCO = feasible
Economic
analysis

Risk and uncertainty analyses

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 Project management
 Project implementation
 process of converting project inputs into output/s
 involves
 detailed activity/resource/budget estimation/scheduling/planning
 execution of project activities
 it needs management system that is flexible and participatory with
team playing sprit and open communication

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 Project management …
 Project management
 application of management knowledge/skills/tools/techniques to the
implementation of a project to achieving its objectives
 involves process groups and knowledge areas

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 Project management …
 Process groups
 set/series of activities/actions to achieve project objectives
 include
 initiating – set project scope/objectives/high-level requirements
 planning – develop project management plans
 executing – putting project plans into action
 monitoring & controlling – assessing progress against plans
 closing – bringing a project to an orderly end

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 Project management …
 Knowledge areas
 set of knowledge/skills/tools/techniques needed to manage a project
 include knowledge to
 integration management – identify/define/combine unify/coordinate
project process/activity
 scope management – ensure a project includes all/only work required to
successfully complete it
 time management – for timely completion of a project
 cost management – complete a project within the approved budget
 quality management – ensure deliverables meet stakeholder expectations
and meet quality standard

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 Project management …
 Knowledge areas …
 human resource management – successfully organize/manage/lead
project team
 communication management – ensure project information is timely,
appropriately generated/collected/distributed/stored/retrieved/disposed of
 risk management – increase probability/impact of positive events &
decrease probability/impact of negative events on achievement of project
objectives
 procurement management – purchase/acquire products/services/results to
perform project work
 stakeholder management – identify, engage and manage relationship with
stakeholders

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 Group assignment & presentation

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 Hierarchy of project objectives .

Goal/impact
Overall objective
(e.g., increase industrial
production)

Purpose/outcome
(e.g., produce 50 KW power)

Output/result
(e.g., new power plant)

Inputs
(e.g., activities & resources)

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 Internal & External environment
Development goals

Development strategies

Development programs

Development projects

Internal & External environment

Figure-1Components of macro-plan (national)

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Figure-2
04/21/2024An integrated view of the capital budgeting process (Baker & Powell, 2005)
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