Project Cycle
Project Concept
• Each concept should undergo a screening process to test the
feasibility in at least three different ways. This should involve
establishing first if
• the project is technically feasible,
• secondly if it would be commercially acceptable and
• finally if the costs and benefits show a balance that makes the risks of
proceeding worthwhile.
Feasibility Evaluation
• In the first instance the feasibility study will be approximate as the
prime purpose is to identify those ideas that look promising and
separate them for closer attention than those which fail the tests.
• The schemes that offer promise should then be subjected to more
demanding evaluation which will take up rather more of the time of
the staff concerned.
• In many organizations those projects which survive a more rigorous
examination will be brought to the notice of a senior manager who
can, if so persuaded, champion the project and secure agreement for
further progress.
Project Implementation
• As implementation proceeds management will be aware that the only
certainty in projects is the consequence of the costs and liabilities
being incurred; while the promised deliverables will come later in the
implementation phase.
• Hence there is a need for competent project progress reports at
sensible intervals with review meetings for the exercise of
accountability.
Terminating a Project
• In most cases, closing down the project may be simple and
straightforward, but in a minority of instances final termination may
be a major event, and probably become a project in its own right.
• Big projects have major termination consequences, which is why the
financial appraisals need to be whole life assessments to allow for
what may be massive termination costs.
Project Organization and Culture
1-Organizing Projects within the Functional Organization
• One approach to organize projects is to simply manage them within
the existing functional hierarchy of the organization. This approach is
also commonly used given the nature of the project, one functional
area plays a dominant role in completing the project or has a
dominant interest in the success of the project
Organizing Projects within the Functional
Organization
• One approach to organize projects is to simply manage them within
the existing functional hierarchy of the organization.
• This approach is also commonly used given the nature of the project,
one functional area plays a dominant role in completing the project or
has a dominant interest in the success of the project
Advantages/ Disadvantages
Among the advantages of this system are the following.
No change
Flexibility
In-depth expertise
Easy post project transition
Among the disadvantages of this system are the following:
Lack of focus
Poor integration
Slow
Lack of ownership
Organizing Projects as Dedicated Teams
• In this scenario, a full time project manager is designed to pull
together a core group of specialists who work full time on the project.
• The project manager recruits necessary personnel from within and
outside the parent company.
Advantages/Disadvantages
The following are some of the advantages of creating a dedicated team to
manage projects:
Simple
Fast
Cohesive
Cross-functional integration
The following are some of the advantages of creating a dedicated team to
manage projects:
Internal strife
Limited technological expertise
Difficult post contract transition