Training session on public project management

Animator:
Sékongo O. Clément
Scientific manager of the Project Management training program at
CUFOP (University of Abidjan).
• Project/program management consultant

General objective:
Introduce auditors to modern methods of managing public projects.
Specific objectives:
Teach seminarians to:
1- Identify a promising project;
2- Design a project based on the different forms of feasibility analyses;
3- Plan the operational phase of the project using MS Project software;
4- Train and manage a project team.

MODULE I: PROJECT DESIGN

Chapter 1: General Principles of Project Management
1.1- What is a project?
1.2- What is project management?
1.3- The project life cycle

Chapter 2: Project Identification Technique

2.1-The ZOPP technique
2.2-The logical framework method

Chapter 3: Project Writing Methodology

3.1- The logical framework matrix of the project
3.2-Risk analysis
3.3- The feasibility studies of the project
3.3.1-Commercial feasibility
3.3.2-Technical feasibility
3.3.3-Financial feasibility
3.3.4-Economic feasibility
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MODULE II: THE PLANNING AND IMPLEMENTATION OF THE PROJECT

Chapitre 1 : La Structure de Découpage du Projet (SDP)
Chapter 2: The Gantt Chart
Chapter 3: The formation of the project team
Chapter 4: The managerial skills of the project manager
Chapter 5: Monitoring and Evaluation of Project Activities

MODULE IV: PROJECT PLANNING UNDER MS PROJECT

Chapter 1: Introduction to Microsoft Project
Software Structure
2. Usefulness of Ms Project
3. Ms Project Environment
4. Standard Toolbar
5. Formatting toolbar
6. Dialog Boxes
7. Displays
8. Tables
9. Options dialog box
10. Ms Project Help Tools

Chapter 2: Work Breakdown Structure (WBS)

1. Work Breakdown Structure
2. SDT in graphical form
3. SDT in list form
4. Work lots in the SDT
5. The coding
6. The steps in the development of the SDT
7. The use of the SDT with the
8. Gantt Chart

Chapter 3: Creating a project in MS Project

1. Project creation
2. Calendar settings
3. Basic Calendar
4. Project schedule
5. Setting the forecasting options
6. Creation of a customized project calendar
7. Project Summary
8. Project backup

Chapter 4: Task Entry Process

Task entry
2. Task list in plan mode
3. Insert a recurring task
4. Insert a project

Chapter 5: Network Planning

1. Notion of duration
2. Duration estimation
3. Entering the duration

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4. Task Scheduling
5. Type of links
6. Creation of links
7. Justification of links
8. Additional time constraints
9. Calculation of the project duration
10. Visualization of planning
11. Identification of the critical path

Chapter 6: Resource Allocation

Notion of resources
2. Steps for resource allocation
3. Individual calendar
4. Resource allocation
5. Resource Availability
6. Adjustment of the estimate

Chapter 7: Cost Estimation

1. Cost estimation methods
2. Types of costs
3. Cost allocation using Ms Project
4. Information about costs

Chapter 8: Scheduling Optimization

Adjustment of forecasts according to the type of duration
2. Resolution of assignment conflicts
3. Rationalization of assignments
4. Cost duration optimization
5. Validation of the schedule and the baseline budget

Chapter 9: Project Monitoring and Control Processes

1. The monitoring control cycle
2. Project monitoring
3. Backup of the initial planning
4. Selection of the tracking display
5. Periodic updates on accomplishments
6. Update of tasks
7. Work update
8. Cost Tracking

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Module 1: General Information on Project Management

MODULE 1: THE DESIGN OF PUBLIC PROJECTS

Chapter 1: Generalities on Project Management

1.1- What is a project?
The notion of project benefits from a plurality of approaches that distinguish themselves from one another.
depending on the viewpoints from which it is perceived. Thus, the project is
often presented as:
• An image of a situation, a state that one wants to achieve: it is a design, an idea,
an intention, a plan, a program, a resolution.
A work, a preparatory draft, a first state of something: it is a
canvas, a draft, a sketch, a diagram.
Everything by which man tends to modify the world or himself, in a given direction
(ideological or philosophical approach)
These different approaches fundamentally differ from the definition taken into account by the
project management specialists.
Indeed, in the jargon of project management science, the project is considered as a
temporary company, decided in order to produce a unique result, either a product or a
service, within a limited timeframe and resources. Far from being an end in itself, the project is
a medium to effectively carry out a change allowing an applicant
(natural or legal person), to achieve predetermined objectives. The change
desired, the reason for the project's existence generally comes from a situation of dissatisfaction with
corrected or from the desire to seize an attractive business opportunity. Therefore, any project aims to
necessarily to solve a problem, to meet a need, or to materialize a
policy to achieve specific objectives, formulated by private or public individuals.
The project is characterized by its uniqueness, its limited duration, and the multiplicity of people who
intervene in its execution and by the requirement to respect performance constraints,
of quality, costs, and time.
The AFNOR X-50 standard defines the project as: 'A specific approach that
allows to methodically and progressively structure a forthcoming reality
One can thus consider any complex activity aimed at achievement as a project.
of a good or service (performance), within a determined timeframe (deadline), using
limited resources (cost). In the management of any project (including research projects),
three types of objectives are constantly present:
A performance objective
A deadline objective
A cost objective
These objectives must be achieved simultaneously.

It can therefore be said that for the project manager, the project is definable as a
a set of interdependent activities leading to the delivery of a product or services
of impeccable quality, based on the implementation of certain resources
(time, men, and money) limited inputs, in accordance with the expectations of a
client.

According to the Project Management Institute (PMI), a project is any activity carried out once.
endowed with a defined beginning and end and aimed at creating a unique product or knowledge. It
may require the participation of one or thousands of people. Its duration can be of

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a few days or several years. It can be undertaken by a single organization or by

a group of interested organizations.

In general terms, projects are mainly distinguished from the routine activities of a
organization by the following points:
Every project is:
Punctual
Time-limited
Adapted to a specific situation
– Oriented towards achieving a specific goal, known in advance
– Made with specific resources
More or less autonomous in its operation
Managed more in staff than in line

Furthermore, the implementation of a project generally requires several stakeholders.

of diverse origins, which results in:
The requirement of teamwork
• Uncertainty to manage
Stress to manage
Multiple conflicts to manage

The following diagram provides an illustration of a project situation.

The following diagram illustrates a project situation.

Future situation
Extrapolations Problem

If nothing is not done o p

b o
Current situation s Forces f s Desired situation
Environment t for and oh I
Stakeholders a against the r t Objectives
Problematic c change c i Products/Services
l and v
e s e
s s

PROJECT

A successful project is one that meets the following criteria:

Achievement of the initially set objectives;
Respect for costs, deadlines, resources, and quality specifications
initially scheduled;
Satisfaction of the project applicant (client);
Satisfaction of other project stakeholders, including funders
and the end users of the project's deliverables.

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1.1.1 The possible forms of projects

The nature and scope of projects vary depending on the following elements:
The sector of activity of the involved organization(s)
The type of market or customers to satisfy
The nature and extent of what needs to be produced
The scope of the resources required and the duration of the project
The number and variety of internal and external stakeholders
The nature and scope of the proposed change
The number and variety of interactions or interdependencies
There are several identifiable forms of projects based on their objectives and deliverables.
and their sources of funding.

a- Soft projects:
These are projects whose main output is completely or partially intangible.
institutional support projects or capacity building, software development
etc.

b- Hard projects (hard project):

Project whose main output is totally or partially tangible.
infrastructure project (construction of roads, buildings...)

c- Development projects:
Project aimed at contributing to overall economic growth. (Public funding)

d- The projects of private companies:

Profit-oriented project set up by a legal entity (private companies) to produce
financial benefits.

Individual promoter projects:

Profit-oriented project set up by an individual to satisfy a need
of personal enrichment.

1.2- What is project management?

Project management is the application of knowledge, skills,
tools and management methods necessary for carrying out the activities of a
project, this with a view to meeting or exceeding the needs and expectations of the stakeholders
of the project. Essentially, it is to ensure the effective management of the project. To manage means to get the best
possible sharing of the resources we have and for which we are responsible in order to achieve
precise results. The fundamental principles of management are: planning,
the organization, identification and mobilization of resources, supervision and control.
Applied to the field of project management, management becomes the art of directing and
coordinate human, material, time, and financial resources throughout the cycle
of a project's life, to achieve specific objectives, expected by a client (promoter of
project).
Project management involves a temporary, highly organic structure, capable of
react quickly, facilitating integration and both horizontal and vertical communications
verticals. This particular form of management involves planning, organizing, directing, and

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control the resources implemented to achieve a goal (of development or

enrichment) resulting from an action program whose purpose is broader. Within
of a company, project management uses a systemic approach where specialists of
Various functions are assigned to the achievement of performances in a context of
specific constraints of cost, time, and quality.
Managing a project according to the requirements of modern management is essentially
plan, organize, and lead all the resources of the project. Specifically, it is about
manage project stakeholders, the project life cycle, and project effectiveness, it is to
to ensure the quality of the project deliverables. This means for the project manager, the implementation of
place of a decentralized work organization mode and an integration mechanism of
resources, the use of advanced planning techniques as well as development and
control of activities, this in order to comply with cost, time, and
performance related to any project.
Properly managing a project means producing a work of impeccable quality while respecting
time, cost, and personnel resources that we have at our disposal in order to achieve the
satisfaction of all.

1.3 - The project life cycle

Every project has a dynamic lifecycle, divided into major phases, each of which is distinct.
of others through its deliverables and its own resources. The number and content of these phases
vary significantly according to the nature of the project and its size, as well as the orientations
chosen by the project manager and the type of organization that carries out the project. However, one can
generally retain the following four major phases of a project life cycle:
The identification and definition (design) of the project
La planification du projet
The realization of the project
The project closure
The end of each phase of the project coincides with the delivery of a specific product (reports
or others). Thus, the identification phase aims to produce the project statement or the report.
project identification (MIP). The second phase, that of project planning
leads to the drafting of the project plan or preliminary project report (MAP). The phase of
the actual implementation of the project leads to the production of goods and services
specific sought by the project. The last phase, the project closure, is an opportunity to
to proceed with the dissemination of the outputs and the summative evaluation of the project. To these main
we can add one last phase, dedicated to monitoring and operations
maintenance of the project results.
At the end of each of the main phases of the project and at the beginning of a new one, the
The project manager must conduct a general review of the project in order to ensure that the
Objectives as well as the purpose of the project are still relevant and achievable, that nothing has been
forgotten, that the risks have been identified and controlled, that the stakeholders are still
well involved in the project, etc. He also needs to see if there are any changes to be made,
to ensure that the project still interests the promoter and that the right decisions have been made
taken by the appropriate authorities for the continuation of the work.

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1.1 The main phases and deliverables of a project lifecycle

The project life cycle table highlights four main

essential phases with each of the activities to be conducted and the deliverables to be provided:
Project idea (identification of an idea to: seize an opportunity, respond to a
need or solve a problem in an environment
Conception (definition and feasibility analyses: advantages, costs, profitability. To be done)
by the promoter)
Planning (Preparation of the execution plan: definition of the work, of the
responsibilities, resources, budget, and task scheduling. To be done by the
mandatary
Execution (Produce and deliver the outputs: Work, leadership, team building,
coordination, risk management and changes. To be done by the agent)
Closure (Delivery of outputs, preparing reports, team dissolution, closure)
administrative agent and promoter

A. The project identification and definition phase

The activities to be undertaken here are essentially studies focused on the examination of the
feasibility of the project:
Description of the context and justification of the project;
Identification and clarification of the promoter's (client's) needs;
- Description du projet (objectifs, résultats, activités moyens, etc.)
Identification and analysis of project risks
Commercial feasibility studies
Technical feasibility study;
Financial feasibility studies;
Economic feasibility studies;
Organizational feasibility studies

This phase concludes with the drafting of the project statement or Identification Memorandum of
Project (the MIP).
B. The project planning phase
This is about specifying the project's objective, refining the various feasibility studies to...
conduct more precise and detailed studies, allowing for the retention of a definitive project concept and
to carry out the various forms of operational planning of the project:
Planning of the structure and activities
Planning of human and material resources
Planning of management responsibilities
Financial resource planning and budgeting.
This phase concludes with the drafting of the overall project plan, namely the Report.
Preliminary Project (the MAP).
C. The project implementation phase
It is strictly speaking the execution phase of the object, that is to say the content of the project.
It leads to the delivery of the main products and services of the project. At this stage, the
The following large operations are carried out:

Project management
Project coordination
The control of the project's progress and costs
Quality control of the project

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The management of changes brought about by the project

D. Project closure
The termination or closure phase of a project is the natural conclusion of the project, the life of
its life cycle. It allows the deliverable to be made available to the client (promoter)
definitive with all its specifications contained in the specifications document. But the whole is not
to deliver the object of the project, a system must be established:
project monitoring;
ex-post evaluation of the project.

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Chapter 2: Project Identification Techniques

2.1-The ZOPP technique
The techniques for identifying and solving problems are numerous and varied.
We will focus here on the analysis of needs through the diagram technique (tree) of
problems as well as that of solutions. This technique is particularly used in the
project planning methods by objective. The different variations of these methods
are as follows:
PPO: Project Planning by Objectives
PPOO: Project Planning Oriented towards Objectives
PPPO: Participatory Planning of Projects by Objectives
ZOPP: Goal-Oriented Project Planning
ACL: Logical Framework Approach.

These project identification techniques are carried out through the following major phases:
Stakeholder analysis
The development of the problem hierarchy
The development of the solution tree
The development of intervention strategies
The development of the logical framework matrix

a. Stakeholder analysis for the project (analysis of those involved)

It is a fundamental step in the participatory identification process of a project.
It involves identifying and characterizing individuals, groups of people or
institutions concerned by the issue that the project aims to address. The interests and
the viewpoints of these different stakeholders must be identified to be taken into account
account during the project development phase. This helps to manage certain things in advance
problems that could arise and compromise the chances of success of the project.
Stakeholder analysis can be conducted during a planning workshop.
strategic. This important step in the project development can lead to the
signing of agreements and various agreements that clearly define the scope of
responsibilities among the different actors of the project.
The following matrix allows for a good analysis of stakeholders.

Parties Caractéristiques Problèmes/besoins Attentes/Intérêts Potentialités

captivating Who are they? (Their approach to (% to the project) (Actions or
What are they doing? problem) contributions
possible)

b. Problem analysis (problem tree)

The essential questions that an analysis of the problem must answer are
following:
What is the main development issue that needs to be solved?
project?
- what is the problem due to? what are the underlying causes that are
At the origin of the problem?

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What are the consequences of the problems?

It is by developing what is called a Problem Tree that one can clearly realize
identifying the causes of a problem and its effects. It is the causes of problems that need to be
tackling and the activities within a project are a way to achieve this. In
The problem tree, the causes are the roots and the effects are the branches. It is read from bottom to top.

The methodological approach proposed by this technique aims to define precisely the
contextual framework of the problem or problems that led to the project idea, then to develop
proposals for solutions to introduce the necessary changes. The tree or the
The problem diagram allows, after field study, to establish cause-and-effect relationships.
effects between the negative factors of a given situation. The problems identified are
considered the most urgent to address, in the eyes of formal and informal groups,
institutions and relevant experts.

Examples of problem analysis diagrams

Example 1:

Effect 1 Effect 2 Effect 3

Main Problem

Cause 1 Cause 2 Cause 3

Under Under Under Under Under Under

Cause Cause Cause Cause Cause Cause

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This problem identification technique should be applied within a group of

meeting or workshop which the project stakeholders must participate in mandatory,
notably the local populations. The facilitator of these sessions must have a good command
of group dynamics phenomena and brainstorming methods.
After analyzing the problems, we need to proceed to the formulation of the objectives to be achieved for
resolve the identified problems. The analysis of objectives is a methodological approach
allowing to describe the future situation that will prevail when the problems have been
resolved, to identify and prioritize objectives, to clarify the means-ends relationships to
through a diagram. In fact, to construct the goals diagram, it is enough to rephrase
positively and in terms of deliverables the statements of the problem diagram. The figures
The following provide an illustration of the diagram or goal trees.

Example:

Effect 1 Effect 2 Effect 3

Main Objective

Method 1 Medium 2 Mean 3

Activities Activities Activities Activities Activities Activities

This diagram provides a clear and overall view of the desired positive situation.
the promoter of the project.
After the diagrams of problems and objectives, one must proceed to the analysis and the
proposals of strategies considered for achieving the desired results.

The diagrams of problems and objectives as well as the intervention strategies

Withholdings are the elements that allow for the development of the project's logical framework.

2.2-The logical framework method

The logical framework method is an approach to project identification and design.

analogous to the ZOPP process. It is participatory and leads to the development of the matrix of
cadre logique du projet. Le cadre logique est avant tout une vue synthétique du projet. Sa
schematic representation in the form of a matrix is a dynamic document that enriches itself at
each stage of the project life and reflects the evolution of the project. Thus, any modification or
The evolution of the project leads to a modification of its logical framework. Conversely, any

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Modification of the logical framework must reflect a change in the project:

change of structure, approach, objectives, etc. The logical framework method must be
applied as early as possible in the project's life. When the first draft of the project idea was made, it
It is possible to use the logical framework formalism to structure thought. The same
Formalism can serve as a support for preliminary discussions between the future manager of
project and the project owner for:
identify the purpose of the project;
identify the main components of the project;
identify the project results;
identify the main activities of the project;
identify the performance measurement indicators
identify the verification sources and the critical assumptions of the project.

Chapter 3: Project Writing Methodology

3.1- The logical framework matrix of the project

The Logical Framework Matrix, the LFM, was developed in 1969 in the United States by the
Pratical Concepts Inc. for the account of the American Agency for
International Development (USAID). The starting idea was to develop an analysis framework.
simple and systemic, allowing for a better understanding of the implications and complexity of the
American projects for international development assistance. The success of this tool has led to
plusieurs organisations à adopter la MCL et à y apporter des adaptations particulières. La
The World Bank and the European Union have unified and harmonized their AML.
In its basic structure, the logical framework is a 4 x 4 table with lines
and columns. The rows represent the levels of project objectives as well as the
critical conditions for their implementation. The columns, for their part, indicate how
The achievement of the objectives can be verified. Below we present an illustration of the
logical framework grid.
SPECIMEN OF A LOGICAL FRAMEWORK FOR A PROJECT

Settings of Objectively indicators Means of Assumptions

project verifiable verification critiques
Purpose:

Objectifs :

Deliverables :
Outputs

Activités: Means: Resources:

(Inputs)

The purpose is the reason for being of the project, the long-term goal that the project will contribute to.
achieve. The purpose often goes beyond the precise framework of the project's intervention, it is
generally the objective of a program in which the project is integrated.
The object is what we want to achieve or the desired situation at the end of the project.

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The deliverables or outputs are the products and/or services that the project must produce.
make available to the promoter.
Resources or inputs refer to all human, financial means,
materials and information necessary for the proper execution of the project.
Objectively verifiable indicators (OVI) clearly represent
specify the targets to be achieved in terms of quantity, quality, and time. Example: if
The objective of a project is to reduce the operating costs of a company, one could
retain as IOV the 10% reduction in costs during the first year.
The means of verification (MoVs) are the means provided to verify each of the
selected indicators. They allow for the advance forecasting of the necessary resources for
carry out the post-evaluation of the project. The MDVs specify the types of data to
gather, the sources of this data, the methods of data collection, etc.
Critical assumptions refer to the conditions of the environment (sources
uncertainties) that can have a significant impact on the success of the project, and on
which the project manager has no direct control over. For example: a hurricane, an earthquake.
of land, political instability, etc.

Simple yet fundamental tool for project design and management, the framework
Logic helps to organize the thinking of project participants, to connect investments.
to the results, to determine the expected performances, to allocate resources among the
outputs and activities, to delineate the responsibilities between the manager and the management of
project, to facilitate communication with stakeholders, to clarify risks,
to frame the evaluation and monitoring of the project, etc. In summary, the MCL is an approach
systematic approach leading to a precise formulation and a uniform understanding
of the project. The MCL serves to prevent misunderstandings and disputes regarding a project. In
Indeed, a project with vague and imprecise formulation carries the risks of interpretations.
various, difficulties in rigorous evaluation and a blur in accountability and
the accountability of the stakeholders.
All the elements contained in the logical framework are linked by a rigorous consistency that
must be able to be read horizontally and vertically.

3.2-Risk analysis
In the field of project management, risks represent events whose
Surveillance is likely to pose a threat to the success of a project. In reality, some
risks exist throughout the life cycle of a project. In the face of these risks, two types
attitudes can be adopted: either we are content to wait for events to
they produce and we then try to adjust to it as quickly as possible, either we try to anticipate
the risky events to try to reduce their likelihood of occurrence or to
better prepare to face them if they occur despite everything. This second attitude is of
the wisest one and the one favored by project management science. We will therefore follow here
This way, we will review the risk management technique.
Managing project risks involves identifying, assessing, mitigating, and...
to control.
3.2.1- The identification of risks

The risk identification process of a project aims to draw up a list as precise and
complete possible events whose occurrence could present a risk for
the achievement of results and the respect of the project's success criteria. In some companies,
Standardized lists of risks exist, as well as strategies for managing these risks.

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This is not the case for projects in general. Each project being a specific case.
and unique, it is necessary to use brainstorming technique right at the beginning of its design
team to try to identify as many risks as possible. Risks should be classified by
categories. Thus, one can distinguish between the risks associated with external interfaces
of the project (clients, suppliers, project users), those related to internal interfaces (team,
direction of the company ...), the risks related to the very content of the project (technologies,
logistics ...) and the risks associated with events in the implantation environment of
project (physical location, economic and sociopolitical constraints…).

3.2.2- Risk Assessment

Evaluating risks means seeking to better understand the events that can lead to them.
generate, and measure the possible impacts of these risks on the success of the project. It is then necessary to
correctly identify the most important risks in terms of consequences for the
project. It is then necessary to assess for each identified risk, its likelihood of occurrence and its
likely impact on the project. This allows for the identification of risks that warrant treatment.
particular. The probability of occurrence of a critical event generating risk for a
The project can be low, medium or high. The same applies to the impact of the risk.
Probability can also be simple or joint. Two events A and B have a probability
joint occurrence when the occurrence of A depends on that of B. The assessment of
The impact of a risk is assessed in relation to the criteria used to measure the success of the project.

3.2.3- Risk mitigation

The risk mitigation process refers to a series of actions and decisions to be initiated by
the project team in order to reduce the likelihood of occurrence of an event deemed critical,
and/or to limit its impact if this event occurs despite preventive measures
setup. To mitigate the risks of a project, three types of measures should be taken: The
prevention measures, deflection measures, and contingency measures.

Prevention measures aim to reduce or eliminate the likelihood that a

critical event identified does not occur during the project. This may consist of
the project manager's role is to control stakeholders, to initiate strategies
cooperation, lobbying actions or seeking political support

Deflection measurements aim to control the occurrence of a

risk identifier, to transfer the responsibility in whole or in part to a
specialized structure in risk coverage. This translates into the signing of
insurance or warranty contracts.

Contingency measures aim to limit the impact of a critical event.

if it occurs despite all efforts to prevent it. They result in the implementation
instead of emergency measures, alternative solutions, provisions for contingencies (on
schedule, budget, scope) and unforeseen reserves.

3.2.4- Risk Control

Once the risks have been identified, assessed, and mitigated, a management plan must be established.
the set of these risks in order to control them well. This management plan must be taken as
a workload that the project manager will have to manage himself. In particular, it will be up to him to
update the status of analysis of risk events, to detect new risks that

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threatening the project, to verify the implementation of mitigation measures. The grids
The following are effective tools of the Risk Management Plan (RMP)

3.3 - The feasibility studies of the project

The feasibility analysis is a process of deepening the definition of

project. It mainly aims to:
Identify and assess the benefits of the project if it is completed.
• Carry out a detailed analysis of the different components of the project,
• Check the feasibility of the project for each of its components;
Identify the main technical difficulties and the means to address them.
to circumvent
Identify the risks to consider and the means to manage them.
Estimate the costs of implementation and operation of the project.
• Identifier les capacités organisationnelles disponibles pour réaliser le projet
Estimate the expected economic and financial profitability of the implementation
of the project
Evaluate the impact of the project on the organization and its social environment or
physical.

In short, these various analyses allow for an appreciation in advance of profitability as well as
the possibilities for realization and financing of the project. The feasibility study includes the
five major steps following:
Technical analysis
Market study or commercial analysis
Financial analysis
The economic and impact analysis of the project.

3.3.1- The analysis of the commercial feasibility of the project

The market study mainly serves to assess the chances of commercial success of the project.
This study includes the following information:

•Brief description of the market: market segment, average transport territory,

pricing distribution channels commercial practices of the sector
•Analysis of demand: past and present, quantity and value identification of
main consumers
•Analysis of the offer: past and present, domestic and imported,
concurrence: price, quality, business practices
Future demand projection
Estimated anticipated market share and the necessary marketing program to
to reach it
Evaluation of the projected revenue of the project in the operational phase.
In short, a business project analysis aims precisely to understand the
motivations, the needs and expectations of the clients or end users of the project's output.
This analysis must therefore essentially consist of minimizing errors in the implementation.
the company's marketing strategies.

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Exo :
Complete the following table to conduct the business analysis of your project.

Target clientele Needs to Competitors Market potential

satisfy current and
potentials

3.3.2 - The analysis of the technical feasibility of the project

It consists of verifying whether the project is materially feasible with the available technology.
or being available, given the planned deadlines. The methods to do
this analysis varies depending on the technical field of the project
A technical project analysis generally focuses on the description and analysis of
following elements:
The production process (technology, maintenance, competitiveness...)
• Production capacity (nominal, actual, extensibility)
• The choice of techniques and their justification,
The inputs (quality and quantity) necessary for the realization of the project: resources
human and physical (materials, premises, ... technology (equipment) documentation,
expertise
• Investments (project-specific and non-project-specific)
If conclusive technical analysis, then consider the commercial and financial analysis of
project.

EXO: Describe the technical operations required for the implementation of your project.

Operations Description of the Description of the Description of

techniques technology human resources equipment

3.3.3- The analysis of the financial feasibility of the public project

Financial analysis aims to determine the financial profitability (profitability) of the project and to
assess the funding needs of the promoter. To achieve these objectives, the analysis
proprement dite consistera à comparer le coût de réalisation du projet avec les revenus liés à
the exploitation of its main output. This study has three components:
The evaluation of the project's realization cost
The assessment of the revenues associated with the project (actual revenues and savings)
The relationship between costs and revenues based on their position in time

NB: A good financial project analysis takes into account the conclusions of others.
studies such as market research and technical study.

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There are two main types of costs to consider in estimating the total cost.
of project realization:
Direct costs: expenses directly related to a project activity.
fixed assets, transport equipment, labor,
the expertise, the abandonment costs, the variation of the working capital
the company, the cash outflows during the project, corporate tax

-Indirect costs: expenses not attributable to a specific activity of the

project (these costs are taken into account or not depending on whether the project is carried out at
contract or in management

A - The determination of the initial investment

The actual assessment of the project implementation cost involves two steps.
fundamentals, namely:
The determination of the initial investment
The determination of working capital

a -Table for determining the initial investment

Designation Quantity Unit price Amount

Establishment fees
-
-
Immovables
incorporeal
-
-
Immovables
bodily
-
-
Immovable Property
financial
-
-
Total

b- Working capital determination table

Designation Quantité Prix unitaire Amount

Various purchases
-
-
External services
-

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-
Staff charges
-
-
Other charges
-
-
Total

c - The opening balance

Active Amount Passive Amount

Establishment fees
-
Immovable assets
incorporeal
-
-
Investments
corporal
-
-
Immobility
financial
-
-
Working capital
Total

d- Project financing table

Designation Amount Contribution of % Loan %

promoter
Investments
Funds of
bearing

Total

3.3.4 - The analysis of the economic feasibility of the project

It involves comparing the advantages of a project to its disadvantages. It is therefore a matter of seeing whether
the advantages of the project outweigh its disadvantages at the time of its implementation and
thereafter.

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The advantages of a project take into account the revenues already assessed in the analysis.
financial and the non-monetary benefits of the project (a positive monetary value is assigned)
to these benefits)
The disadvantages of the project take into account the costs of financial analysis and the
non-monetary disadvantages that are given a negative monetary value.
By assigning positive and negative monetary values to the advantages and disadvantages
Monetary aspects of the project the economic analysis is marred by subjectivity.
• The analysis of the disturbances caused by the project (analysis without the project, analysis
with the project)
The ranking of disturbances in costs and benefits

The assessment in physical terms of costs and benefits (situation without the project and situation
with the project)
The monetary assessment of costs and economic benefits

It is also possible at this level to analyze the environmental impact of the project.
Indeed, the analysis of the social impacts of a project is conducted in situations where
for example, we are dealing with a development project, where when a company does the
request for a grant. Social impact assessments evaluate the contribution of a project to
the economy.

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Project folder presentation template

The presentation scheme of a project file generally includes the elements

following:
Cover page: Project title

A. Résumé du projet (en une page)

B. Context and justification of the project

1- Context (description of the context, problems, their effects, and causes)
2- Justification description of the possible evolution of the problem if nothing is done for
resolving it, description of goals, expected results, and the main
project activities

C. Project description
Presentation of the stakeholders and project parameters:
a. Project manager (client)
b. Direct and indirect beneficiaries
c. Source of funding
d. Project manager
e. Duration of the project
f. Purpose
g. Objective
h. Deliverables
i. Activities
j. Resources
k. Critical hypotheses

D. Logical Framework Matrix

E. Chronogram (GANTT)

F. Feasibility studies
a. Commercial
b. Technique ;
c. Financial;
d. Economic.

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3.4- The decision to implement the project and the search for funding

The decision to carry out the project is a crucial event that marks the end of the studies of
feasibility and design of the project.
To make this decision, the developer draws inspiration from the conclusions of the feasibility studies and
from the project's risk analysis. If their decision is positive, they must:
Search for the necessary funding
Specify whether the project will be carried out in-house or by contract
Draft the tender if the project is to be carried out under a contract
Select the agent
Set up the project monitoring committee

That a project is profitable (financially and economically) and technically feasible does not
does not mean that its funding is secured. In many cases, it is necessary to seek out the
financing from lending institutions. It is precisely the technical file that
to advocate or not in favor of obtaining funding for the project.

3.4.1 - The preparation of the quote

The quote is a document used to detail the technical configuration and the
expected performances of the project output. It is the clear and precise description of the results
expected at the end of the project. The estimate may also mention the intermediate deliverables in
short project realization, working methods, report production has put
course, etc.

3.4.2- The drafting of the tender: Contract project and management project

a- Project under contract

The contracted project is one whose execution is entrusted to an external operator. It is subject to
call for tenders.
The call for tenders specifies the legal and formal framework of the mandate. It lays the foundation for the interactions.
between the promoter and the agent.
Thus the tender contract must contain:
The technical specifications of the project
The statement of time, cost, and quality constraints
The submission conditions and the selection criteria of the agent
The tender can be open, closed, or restricted.

b- The project in-house

The project carried out in management is one where the implementation work is ensured by a
own resources of the promoter himself. In the context of a company, such a project is
generally carried out by a special team or by the employees of a specific department.
The analysis of the project carried out in-house is done by the heads of the financial function of
the company.

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Module 3: Project Planning and Execution

Chapter 1: The Project Breakdown Structure (PBS)
Structural planning or the development of a project's breakdown structure aims to
produce three types of results:
A comprehensive list of tasks to be accomplished to produce the product constituting the final goal of
project
A description of the content of each task or activity of the project;
A logical unstructure grouping tasks according to certain parameters useful for management.
of the project execution.
The project breakdown structure is a planning process at the end of which one
it must lead to the division of the work to be done. In the terminology of management of
project, this operation of splitting is called structured work subdivision.
Breakdown Structure, hence the acronym WBS). It is also referred to by the expressions:
Task Organization Chart (TOC), Task Breakdown Structure (TBS),
Project Breakdown Structure (PBS). We will retain here the expression PBS.

The SDP is the result of a gradual and exhaustive decomposition of the whole.
of a project in its detailed constituent elements. These elements include the deliverables of the project.
(products or services to be delivered), the means and the functions necessary for the realization of the
project, the activities to be carried out and the work packages.
The deliverables or outputs are the specific products or services that the project must
make available to its promoter (company, other organization or person).
Activities are the elements of work carried out during the implementation phase.
of a project. They consist of tasks.
The means is the input necessary for the execution of one or several activities.
a machine, software, financial contributions,…
Work packages generally represent the last level of
decomposition of the project. They designate the coherent set of activities leading to the
creation of a deliverable.

1.1 The usefulness of the tool

As a tool for breaking down the project into its constituent elements, the WBS is
of great use in project management. Indeed, it allows to identify
progressively and without ambiguity, all the work to be done. It helps the leader of
project to forget nothing, it allows to identify the relationships between the elements, to have a
global and visual portrait of the project. It thus ensures a better understanding of the project and
facilitates the coordination activity of the project. In short, the SDP is both a structuring tool.
of the project, of communication and of management.
Indeed, it is from the SDP that the other project planning processes arise.
becomes possible: planning the deadlines, costs, and resources of the project. One can
So saying that the SDP is the backbone of the project management process.

1.2 The process of developing the SDP

The development of the project breakdown structure, as it aims to identify the
tasks to be accomplished, is a primarily intuitive and inductive approach that requires
a lot of imagination and creativity from both the project manager and
his close collaborators in the project team. The principle of the SDP consists of grouping

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the identified tasks into a structure, preferably pyramidal, designed according to the
specific requirements of the project management in question. At the top of the pyramid, a
unique activity, often simply referred to as Project x, represents the overall responsibility of
project manager. The next level should consist of no more than five to seven macro tasks.
corresponding to as many global areas of responsibility; each of them will be entrusted
usually a regular interlocutor of the project manager. The macro tasks must then
be broken down into as many lower levels (work packages) as necessary to facilitate
the implementation. The principles to be respected during the preparation of the SDP are as follows:

Any activity or expense related to the project must be attached to a work package.
understood the administrative support activities (this is the principle of the exhaustiveness of the SDP).

It is also desirable that the work lots are as independent as possible.

of each other in order to reduce the need for their coordination (Principle of self-sufficiency).

- Il est préférable de procéder de haut en bas (top down), donc en partant des livrables
towards activities (Principle of systemic vision).

The same activity or expense can only be linked to one work package.
the responsibility of a work package must be entrusted to a single representative, although the same
the agent may be responsible for several lots (Principle of Uniqueness).

NB: Several cutting structures are possible and acceptable for the same project.

A. Identification of the main elements of the project

During the first stage of the SDP development process, it is important to establish the list
comprehensive of everything that needs to be done to carry out the project. The use of the technique of
brainstorming orienté est vivement conseillée à ce niveau, elle permet d’identifier les tâches
elementary of the main activities of the project. The elementary tasks are those that
corresponding to a specific task to be carried out; their execution will be the subject of a contract.
explicit between the project manager and the individual who will have the responsibility.
The first level of the SDP generally consists of the project outputs and
common support functions across all deliverable goods. E.g.: project management.

B. Precision of detail levels

The second step is to break down the main elements of the project into sub
increasingly finer elements, down to the most detailed level (work package). The breakdown
must be systematically done in as many additional levels as necessary. It is necessary at each
Sometimes one wonders if the obtained sub-elements are sufficiently precise and detailed to...
allow for effective management. It is important to define the sub-elements in terms of results.
tangible and verifiable to facilitate monitoring.

C. Verification of the cutting

Once we have completed the SDP, it needs to be verified using the following criteria in order to
to correct it if necessary:
Do the elements of the lower level form a necessary and sufficient set for
correctly reconstitute the decomposed element?
Can the lower elements be clearly defined in terms of duration and cost?
Are they simple enough to allow for adequate monitoring?

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Can the lower elements be clearly assigned to an internal entity or

external of the project?

D. Definition of batch coding

Coding consists of assigning codes (numerical or symbolic) to work batches.
previously identified during the process of developing the SDP. This coding
is carried out in successive stages, in a downward logic and with a branching structure
detailed, each new level of cutting adding a position to the code. It must be
uniform and the same for all systems of the organization or project.

Example of the SDP diagram of a construction project

PROJECT
.

LOT-1 LOT-2 LOT-n

T1-1 T1-2 T1-n T2-1 T2.2 Tn.1 Tn.2 Tn.n

BT1.1 BT1.2 BT1.n BT2.1 BT2.2 BT.n1 BT.n2 BN

Abréviations: T : Tâches
B.T. : Work block

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Chapter 2: The Gantt Chart

The Gantt chart is the most effective tool for planning and monitoring project timelines.
simple and the most widespread. It is used for visualizing work batches or activities as well as
from those of their start and end dates. In this type of diagram, the work packages or
activities are represented by horizontal bars whose length is proportional to the
duration of the work batch or activity.
The GANTT chart is an effective communication tool that provides a vision
global project and to provide details on the progress of activities over time

Example of GANTT diagram

Responsible CALENDAR
Workloads January 6
Code Description Durée Prédécesseur 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
1.1 Aspects L
1.2 Architect
2.1 construct
2.2 Equip.
3.1 Amenagt
3.2 XXX
4.1 YYY
4.2 ZZZ

Chapter 3: The formation of the project team

3.1- The determination of the project's structure

Determining the structure of a project means defining its organization chart, its mode of
operation, as well as the components necessary for the effective management of the project. From
Generally, the typical structure of a project includes the following components. :

the project manager

the central project team
the project office (in the case of major projects),
the expanded project team.

a. The central project team

The central project team is the body responsible for coordinating the key dimensions.
of the project. She makes important decisions that have an impact on the entire project. A
The ideal central team should consist of at least three (03) people, at most.
seven (07) people, namely:

The project manager,

An assistant project manager (if necessary),
A representative of administrative specialties,

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Representatives of the main components of the project (main deliverables,

A quality assurance representative

b. The project office

The project office includes all the human resources that are assigned in a way
permanent to the project under the exclusive authority of the project manager. The composition of an office
project varies according to the size of the project. Thus, in addition to the project manager and his assistant
(possibly), a project office may include the following elements:

A management support team,

A technical support team,
A team of administrative support (secretariat, accounting, management, etc.)

c. The expanded project team.

The expanded project team includes, on one hand, the members of the core team and on the other
part, all individuals without primary and/or ongoing responsibilities
in the course of the project, but whose involvement can be crucial for its success
project. It is therefore a team that includes all stakeholders
important aspects of the project alongside the technicians and decision-makers of the project. Thus, within
the expanded team of a development project, for example, may include, in addition to the team
central to the project, the project owner or their representative, the representative of
funders, the representative of the recipients or users of the project's deliverables, the
local elected officials, the leaders of local associations, etc.

In the case of a business project, the project's extended team can be made up of
as follows: central team members, specialists assigned to the project, specialists having
a limited influence on the project, representing support units, agents of the lots of
work, company management, clients, subcontractors, etc.
The ideal is to form the extended project team from the very beginning of the project, in order to facilitate the
further discussions and important decision-making for the execution of the project.

d. The project organizational chart

The organizational chart of a project serves to identify the main stakeholders of the project as well as
the authority links that connect them. In practice, it is desirable that the organizational chart of
the project reveals the main elements of the SDP. As a general rule, the main
The stakeholders found in a project's organizational chart are as follows:
The project management, the most important external interfaces (notably the promoter of
project), the main support functions of the project, the managers of the main deliverables of
the SDP (agents).
The project's mode of operation depends on the organizational chart in place. It defines the
interactions and roles of the different components of the project organization chart. The mode of
the functioning of a project must always respect the following two principles: accountability and
decentralization.
The principle of accountability states that any person responsible for a project or a portion of it
work under the full responsibility of producing a result that meets the expectations of its
mandant (client).

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The principle of decentralization aims to ensure the quick execution of work, all
The person responsible (mandatary) for the work lot must have the required decision-making power to ensure
effectively its functions.

3.2 The stakeholders in a project

The number of stakeholders increases with the size and complexity of the project. However, it
There are two main types of stakeholders: the project owner and the project management.

the project ownership

• The project owner (sometimes referred to as project management, abbreviated as MOA) is the entity
bearing the need, defining the project's objective, its timeline, and the budget allocated
for this project. The expected result of the project is the creation of a product, called
work.
• The project owner controls the basic idea of the project and represents it as such.
end users for whom the work is intended. Thus, the project owner is
responsible for expressing functional needs but does not necessarily have the
technical skills related to the execution of the work.

b. delegated project ownership

• When the project owner does not have the necessary industry experience for management.
of the project, it can call upon delegated project management (including the management of
the project is the job). This is referred to as project management assistance (noted AMO).
Delegated project management (sometimes referred to as MOAd) is responsible for interfacing
between the project manager and the project owner in order to assist the project owner in defining
clearly his needs and to check with the project manager if the objective is
technically feasible. The delegated project management does not replace
as much to the project owner and therefore has no direct responsibility with the owner
of work.

c. project management
• The project manager (or project management, noted as MOE) is the entity selected by the
project owner to carry out the work, under the conditions of deadlines, quality and
costs set by the latter in accordance with a contract. The project management is therefore
responsible for the technical choices inherent to the execution of the work in accordance with
to the requirements of the project owner. The project manager thus has the responsibility
as part of its mission to designate a natural person responsible for the proper
project development (usually referred to as project management), it is about the chief
of project.

d. subcontracting
• For the execution of certain tasks of the project, when it does not have internally the
necessary resources, the project manager may call on one or more
external companies, we then talk about subcontracting (and each company is called
subcontractor or service provider). Each subcontractor performs a subset of the project
directly with the project manager but has no direct responsibility with the
project ownership, even if it has a 'right to oversee' how it operates.

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3.3-owner control – project management

a. distinction between the roles of the project manager and the project owner

• The distinction between project owner and project manager is essential in the
project progression, as it allows to distinguish the responsibilities of the two
entities. It is therefore important to ensure that the definition of needs remains fully under
responsibility of the project owner. Indeed, it happens in some cases that the
The project owner delegates functional choices to the project manager under
pretext of a lack of technical knowledge (specifically the service
the organization's IT takes control and manages the project from the phase
of expressing needs). However, only the project owner is able to know the
the need for its users. A poor understanding of the roles of the two entities risks
thus leading to conflicts in which each blames the other.
• On the other hand, while it is true that the project manager must take into account the requirements
initials of the project owner, he is not authorized to add new ones.
features during the project even if it seems appropriate to him. The master
The work is however loaded with technical choices as long as they respond
functionally to the requirements of the project owner.
• Finally, it happens that a project owner considers that an existing product is likely
to meet its needs, buys it, then turns to the project management (the
IT service for example) to make adaptations to the product.
• The distinction between project management and project ownership is even more difficult.
when both entities are part of the same corporate structure. In such cases
therefore, it is all the more essential to clearly define the respective roles contractually
of the two entities.

b. communication between project management and project ownership

• For the smooth running of the project, it is necessary to clearly define the roles of
each entity and to identify within project ownership and project management
a representative. A project group involving the project managers of the management
of work, of project management, as well as of delegated project management
shall meet whenever necessary to resolve related conflicts
to the requirements of project management or to project coordination.
• Finally, it is essential to establish a training plan allowing the project management and
for the project owner to have a common language and to agree on a method
project management, conducting interviews or meetings, etc.

3.4 - The Team Building Process

The team-building process is the process by which the project manager forms a
tight-knit team, from the group of people placed under its responsibility and directly
impliqué dans l’exécution du projet. Un groupe de personne n’est pas forcement une équipe.
The team assumes understanding, harmony, complicity, and interdependence among its members.
All these phenomena are not spontaneously present in a group. The team is
so to build from the group. It is then for the project manager, through the process of

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team-building to bring together the members of his team, each having their own objectives and their
special needs, to work together effectively for the success of the project, in such a way
luck that the team accomplishes more than the sum of its individual contributions
members. It is the very principle of synergy. A team is not born effective; it can be
to become if the synergy of individual actions is achieved by the project manager.
Throughout its existence, the project team goes through several stages of development.

Chapter 4: The managerial skills of the project manager

Due to its unique and strategic position in the organization of the project, the project manager
must perform a certain number of roles, and he is generally the only one who can do so. These
The project manager's responsibilities are numerous and varied. Therefore, the project manager must:
- Specify and clarify the project's objectives as much as possible, in order to ensure that
All stakeholders have the same degree of understanding of the project;
Identifier and then organize the appropriate activities and service delivery systems.
the execution of the project and determine the necessary inputs and results;
Prepare realistic and measurable work plans and schedules taking into account
available resources and staffing allocations;
Establish the priorities of the various elements of the organization and the responsibilities of
staff
Establish performance indicators (dashboard) to measure objectively
the evolution of the project, the control of deadlines and costs at each phase of the project;
Keep detailed records of the project's material and financial achievements;
Supervise the work of individuals and departments of the organization;
Monitor the project environment through an information monitoring strategy in order to
facilitate the execution of the project and appropriately adjust the ongoing activities
you planned, depending on the evolution of the context;
Periodically provide reports to central institutions and organizations.

The larger and more complex a project is, the greater the responsibility of the project manager.
He must be able to demonstrate both technical expertise and interpersonal skills.
which requires specific skills, especially in human relations management.
Thus, the project manager must play an interpersonal role (leader, liaison agent and
leader), an informational role (information collector, information disseminator, and
spokesperson), and a decision-making role (strategic entrepreneur, distributor, troubleshooter,
conflict manager and negotiator.
To play these different roles, the project manager must have skills in
a communicator, a technician, an organizer, and a leader. Being a communicator means
first of all, know how to listen and know how to persuade the interlocutor. For this, the project manager must
cultivate qualities of patience, flexibility in debates while remaining perseverant and
creative. Teamwork requires the ability to motivate others, not necessarily through
monetary rewards, but by the recognition of the other, by the expression of our
trust in him, through delegation of power, etc. The project manager must inspire confidence and
respect among his collaborators. To achieve this, he must be a good example and know his job well.
project technician.
The good project manager is the one who brings together and motivates the people for whom he is responsible.
who coordinates and orchestrates the actions and gives the necessary importance to the management of
context in which the project evolves. It must be a credible unifier, possessing a vast
network of relationships and have a solid trust capital with stakeholders at
project. He must be able to promote the project through marketing actions to people

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influential. In summary, he must at all times be the master of the game, that is to say have a vision
of the entire project as well as a clear awareness of the ultimate purpose (goal) of
project.
A - The role of project coordinator or interface manager
What is a project coordinator and what does their work involve? The coordinator of
project, it is the very prototype of the conductor, tasked with realizing the symphony of sounds
coming from various instruments. It is the person placed at the head of a project to ensure it.
the synergy of stakeholders, the convergence of activities towards each other and the
harmonious implementation of resources and methods, with a view to exceeding or
at least achieve the expected result by the project promoter.
Also, in order to successfully fulfill his delicate mission, the project coordinator must have beforehand
everything, the perfect understanding of the project's object, its reason for being, all the parties
stakeholders in the project and their interests regarding the project, the risks of the project, its points
forts, the scope, the exact scope of the problem to solve thus, the nature and the
implications of and changes that the project aims to introduce.
Project coordination is a real task of developing communication strategies.
both internal and external. Internal communication concerns communications between
le chef de projet, l’équipe de projet, l’équipe de support et, de façon générale, toutes les
natural and legal persons involved to some extent in the realization of the project such as
interveners.
External project coordination, also called interface management, concerns the entirety
exchange of information related to the project, between the project manager and the clients or
project promoters, third parties, in sum, all those who do not participate directly
in the execution of the project as direct executors, but who nonetheless have a direct interest in it
or indirect, real or presumed.

Diagram of communication axes for interface management end

The Promoter
About the project

Others
collaborators The Project Manager Project Team
(coordinator)

Others The
Facilitators Public,
Interested Third parties

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B- How to exercise the role of a leader?

Leadership is the power of influence that an individual has over others. The leader is the
A leader of men capable of getting others to want to do whatever he wants them to do.
The art of leadership is therefore the art of motivation. It is the process by which the leader
the project manages to positively influence its team members so that they
fully engage in the life of the project and get involved in the fulfillment of
project tasks by dedicating all their efforts until the project objectives are met
reached. Apart from the natural charisma that some project managers (leaders) may have
natural), the project manager who wants to practice the art of leadership within his work team
must demonstrate certain qualities that command respect, namely:
To be experienced and competent; to be a good communicator; to know how to lay cards on the table.
that is to say, discuss when necessary; be flexible but firm in the taking and application of
decisions; being easy-going and open.
The motivational factors within a team are primarily based on the climate of
work, the clear and precise distribution of everyone's roles with clearly defined objectives
Define the involvement of everyone in key decision-making, the work stimulating good management.
conflicts by the project manager, the technical competence and the prestige of the project manager, the
nature and the importance of the project. To effectively play his role as a leader, the project manager must have
the time to dedicate to each member of his team. He must take the time to welcome
everyone, knowing their expectations and interests, clarifying everyone's mandates, fostering their
participation and autonomy within the team, provide feedback and help him/her to
to improve if necessary. The simplest technique to motivate each member of
The team consists of publicly acknowledging his contribution by congratulating him. It is also necessary to
give everyone the chance to participate in the important events of the project and involve them in
trips and other training opportunities. Furthermore, the lead project manager must protect
his team, knowing how to listen, communicate, and inform without tolerating serious deviations, to be
impartial in the distribution of rewards (to make collective rewards if necessary).
The Hersey-Blanchard leadership model is a model that allows the project manager
to adapt one's leadership style to the maturity level of each team member. This
the model shows how the project manager must lead, persuade, consult, and delegate to
being in the project team depending on the level of technical and psychological maturity of each
member on the one hand and the maturity level of the team itself on the other. Maturity
the technique of the team member takes into account their skill for the task to be accomplished,
his experience in the field, his level of information, his ability to assume
responsibilities and to meet deadlines. Psychological maturity, for its part,
is interested in the individual's interest in the task assigned to them, their positive attitude
facing work, his willingness to take on responsibilities, his ability to be autonomous and
perseverance.
The maturity of the project team is relative to the degree to which the team members...
know each other, are used to working together, trust each other, are
able to manage their differences and reach a consensus. It also takes into account the
skills of team members, their ability to meet deadlines, their
commitment to the project and the team's willingness to succeed. All this data is to
Collected by the project manager, they allow him to build his leadership strategy.
situational

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Chapter 5: Monitoring Project Activities

5.1 What is project monitoring?
In the context of project management science, monitoring is the continuous process.
observation of the execution operations of a project in light of the deadlines agreed upon during
from the planning phase. In the project management process, monitoring allows for
to assess the progress made and the delays incurred in achieving the planned results. This is
so a measuring instrument for the performance of the project team. In other words, the
monitoring is the continuous supervision of a project's implementation, with the aim of determining
to what extent are resources well used and activities well conducted in order to
to achieve the expected results. Furthermore, monitoring allows to observe and appreciate
the use by the beneficiaries of the project, of the resources, infrastructure, and services
made available to them. The ultimate goal of project monitoring is to improve operations.
project's global. More specifically, monitoring allows:
to continuously provide managers and other stakeholders with
feedback on the execution of the project;
to quickly identify the real or potential strengths and weaknesses of the project and
make the necessary adjustments in a timely manner.
In general, project monitoring can be done along three axes depending on whether it concerns the
the progress of the project, its results or its context of implementation. Thus, we speak of
process tracking, impact tracking, and context tracking.

5.1.1 Process monitoring

Process monitoring is used to track the progress of the project through the measurement of resources.
implemented to carry out the project activities (also referred to as monitoring inputs). The
process monitoring is done with the help of process indicators that allow measuring what is
assets during execution. This often involves a series of elements that coincide with
the completion of a task or the significant events of an action plan, such as
for example the date on which the authorization for a construction site must be granted; the deadline for
delivery of fertilizers to agricultural product stores; the number of dispensaries providing
state of family planning activity; the number of women receiving counseling in
contraception material; or the progress of the procurement process for the purchase of
school textbooks.

5.1.2 Impact monitoring

Impact monitoring focuses on observing the consequences of achieving results.
of the project on the beneficiaries.

5.1.3 Context monitoring

In addition to the two classic forms of project tracking mentioned above, we are increasingly talking about
more follow-up on the context of project implementation.

5.2. Definition of project evaluation

In general, evaluating means making a judgment about the value of something. This
Judgment can be more or less objective, more or less instrumented, depending on whether the evaluator
to use or not rational tools for the systematic collection and analysis of information
allowing to justify their judgment.
In the specific field of project management and following the latest definitions
internationally approved by experts in the field, the evaluation is perceived as

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an appreciation as systematic and objective as possible of the design, the implementation

work and results of an ongoing or completed project. It is used to determine the
relevance of the project objectives as well as their degree of achievement, its efficiency, its
effectiveness, its impact and its viability in terms of development. An evaluation of
the project should therefore provide credible and useful information, allowing for the integration of the
information in the decision-making process both by the beneficiaries and by the
promoters of a project.
More specifically, project evaluation is an expert judgment made at regular intervals.
on the relevance, effectiveness, efficiency, impact (expected or not) and viability of a project
in light of the goals stated during the planning.
More than just a simple value judgment, it is the realization of a project evaluation mission.
therefore obeys the respect of a rational approach based on criteria and indicators
objectively verifiable on the ground.
In general terms, project evaluations are carried out to achieve the objectives
following:
Allow decision-making for better resource allocation
available
Learn from our mistakes by identifying them to correct them for the better
manage future projects
Increase the performance of an organization,
Appreciate and share the value of a project,
Respond to pressure groups and public demands or
funders,
Resolve a crisis,
Check the implementation of certain recommendations,
Justify the proper use of allocated resources
Etc.
We see it, evaluation is therefore an essential tool for project management. That is why,
project managers as well as some external consultants regularly carry out some
evaluations throughout the project lifecycle to get an idea of the progress of
project, forecast the impact it is likely to have and determine the changes to
bring in the way it was designed. The use of these exams quickly
generalized over the last ten years.

From a historical point of view, evaluation is an emanation of the audit tradition.

organizations. However, in the field of projects,

5.3 The forms of project evaluation

3.3.1 The ex ante evaluation

It is done before the start of a project and constitutes a sort of feasibility study.
economic and financial analysis prior to the decision-making for the project's implementation.

5.3.2 The mid-term evaluation

Also called formative assessment, it is carried out during the execution phase of the project,
this type of assessment allows to possibly reorient a project to adapt it
to its environment.

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5.3.3 Project Completion Evaluation

It is done at the end of the project to assess its short-term consequences. It aims to:
Evaluate the execution of activities related to the project closure;
appreciate the achievement of the expected project results;
Assess the level of satisfaction of key stakeholders at the end of the project
Assess the transferability and sustainability of the project;
identify new project ideas
capitalize on the lessons learned from the project to improve the planning of future projects.

5.3.4 The ex post evaluation

It is situated clearly after the closure of the project to assess its impacts (long-term effects)
term). It aims for the following main objectives:
Appraise the effectiveness of the project after a certain period of time;
Assess the satisfaction level of the main stakeholders of the project;
Assess the viability of the project;
Identify and assess the expected and unexpected impacts of the project on the beneficiary environment;
Identify new project ideas to implement.

The types of assessment in the project management cycle

PROJECT MANAGEMENT CYCLE PHASE

Conception Planning Execution End Exploitation

TYPES OF EVALUATIONS
Evaluation Ex- Evaluation Ex- Evaluation Evaluation of Evaluation Ex
before pre- before temporary and project end post (impact)
feasibility feasibility formative (summative)

5.4 Project Evaluation Axes

5.4.1 The assessment of relevance

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The relevance of a project mainly concerns its justification and legitimacy at the time of
its identification and conception. It concerns the extent to which the objectives
envisaged by the project correctly meet the identified needs or the actual needs. The
relevance must be assessed throughout the project cycle. In the event that
changes would occur both in the initially identified issues and in the
context (physical, political, economic, social, environmental, or institutional) in
whichever the project unfolds, a new direction or refinement should be given to the
project. In other words, relevance concerns the adequacy of the project with the problems at
solve at two given moments: during its design and during its evaluation. To this
regard, the ability to adapt to any changes necessary for the functioning of a project
is part of the definitions of the other assessment criteria
During an evaluation, a relevance analysis will focus on:
The identification of actual problems or needs (and not simply 'perceived') and
targeted beneficiaries and how they are taken into account by the project in its
initial conception;
the quality of the assessment of local absorption capacities;
the quality of the assessment of local capacities for implementation;
•preparatory activities (policy evaluation, sectoral analyses, studies of
feasibility and pre-feasibility including an economic and financial analysis, workshops
of planning, etc.): have they been undertaken? Have the results been good?
included in the final project document? This is about identifying any omissions.
evident;
the usefulness of initial consultations with the participation of local stakeholders
including the delegation, local authorities, targeted beneficiaries, and
other donors before the finalization of the project design and its implementation
work

The complementarity and coherence with related activities that are implemented
work elsewhere by the government or other funders, at the same level or at
a higher level, in order to avoid any risk of duplication or conflict;

The reliability of the (hypotheses, criticisms, conditions) stated in the concerned column
from the logical framework to the appropriate levels;

•The global strengths and weaknesses at the design level such as:
quality of the logical framework;
clarity and internal coherence of the purposes, specific objectives and stated results;
the relevance of objectively verifiable indicators (OVIs): have they been the subject of a
large agreement?
Is the choice and quantity of resources realistic?

5.4.2 The evaluation of effectiveness

The criteria for the effectiveness of a project concern the extent to which the results (or
outputs) of the project were actually used, or that we indeed benefited from it. In other
terms, the question is whether the specific objective (or goal) has been achieved. The key question

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is that of the additional advantage generated by the project. Here we analyze the extent to which
The targeted beneficiaries have indeed benefited from the products or services of the project.
The analysis of efficiency will therefore focus on:
•The expected benefits: have they been produced and received, and from the perspective
key beneficiaries? What about the perspective of the donors, the authorities?
responsible within the national government and relevant parties (NGOs, associations)
commercials, etc.) ?;

For institutional reform projects: the components or "ways of doing" of

Have the beneficiary organizations or groups (at different levels) changed?

• To what extent does the modification of institutional provisions and characteristics have-
Did it produce the expected improvements (for example in terms of communication,
productivity, the ability to generate actions leading to economic development and
social) ?

Were the indicators appropriate, and if not, did the team implementing the project...
they modified?

Have the hypotheses and risk assessments at the outcome level proven to be valid?
insufficient or incorrect? Have unforeseen external factors intervened? The case
if necessary, has the implementation been adapted flexibly enough to
ensure that the specific objective is, nonetheless, achieved? In this hypothesis, how
Was the project supported by the stakeholders (the government, the Commission -
seat and delegation, etc.)? In summary, have we done what was necessary to ensure that the
Do potential beneficiaries actually benefit from the project?

The balance of responsibilities among the different stakeholders involved in the project:
Was it appropriate? What accompanying measures were, or should have been taken?
taken by the partner authorities, and, if applicable, what have been the consequences?

Unexpected results: how did they affect the actual benefits received?

The emergence of failures (or weak points) at this level: have they been the consequence
due to the fact that issues were not taken into account during the implementation,
transversal and fundamental issues such as: gender issues, environmental issues and
poverty.

5.4.3 The assessment of efficiency

The efficiency criterion measures the relationship between different activities and the available resources,
and the expected results (sometimes referred to as outputs. This measure should be quantitative,
qualitative, and must also focus on time and budget management. The central question
The efficiency criteria is: "Did we carry out the project optimally?" In other words,
terms, he raises the question of the most economically advantageous solution. Therefore, it is about
to see if similar results could have been obtained by other means, at a cost
lower and within the same time frame.
An efficiency analysis will therefore focus on:
The quality of daily management, for example within the framework of:

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budget management (insufficient or poor budget allocations);

- the management of personnel, information, property rights, etc.;
Risk management: have we been able to demonstrate flexibility and capability
adapting to changes in context (risks and assumptions);
relationships/coordination with local authorities, institutions,
beneficiaries and other donors;
- the respect of deadlines;
The most advantageous economic solution: the extent to which costs of
the project was justified in light of the benefits generated (whether expressed or not in
monetary terms), and by comparison with similar projects or approaches
alternatives (taking into account any possible differences in context);

The contribution of the partner country: from local institutions and the
government (for example offices, experts, reports, tax exemptions, such as
mentioned as resources in the logical framework), targeted beneficiaries and
other local partners: were these contributions provided as
Initially planned? Could a reallocation of responsibilities have improved the
Results? Was the communication between partners good?
Contribution of the European Commission - headquarters and delegation example:
Supplies, training, awarding of contracts either directly or through
consultants/offices. Other contributions (see above);

Technical assistance: how has it enabled the provision of appropriate solutions

and to develop local capabilities to define and produce results?

Quality of monitoring: its existence (or not), its accuracy and adaptability, and
the use that has been made of it; the adequacy of the basic data; the indicators have-
were they promptly modified in the event that they proved to be inadequate?

Are the efficiency indicators appropriate? If not, the project managers

Have they made any changes?

Did the activities produce unforeseen results?

5.4.4 The impact assessment

The impact concerns the relationships between the goal (or specific objective) and the overall objectives.
of the project. In other words, the impact measures whether the benefits received by the recipients
targets had a broader overall effect on a larger number of people in the sector,
the region or the country as a whole. The analysis, which, to the extent possible, should
both quantitative and qualitative, will also have to take into account the fact that, at this level, the
the project is just one among various factors that may contribute to the impact in its
together.

In terms of impact, the analysis examines aspects such as:

Have the overall objectives set been achieved? And to what extent has the project contributed to it?
directly contributed? For institutional reform projects: in what
measuring the improvement brought to institutional capabilities and communications
Has it contributed to economic and social development?

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•For infrastructure projects: to what extent have they contributed to

economic and social development beyond direct users?

The critical assumptions presented in the logical framework at the objective level
Did the project-specific assumptions turn out to be incorrect? If so, the donors
Did the funds and the government respond/react with the required flexibility?

Were there any unforeseen impacts? How did they affect the overall impact of the project?
?

Were the indicators selected for the project appropriate? If not, the team
Has the person responsible for implementing them modified them?
All the issues related to gender, environment, and others
Have incidences related to poverty been taken into account? Or has there been
a lack of global impact resulting from the fact that these issues have been underestimated?
The sought global impact: could it have been better achieved through other means?

•economic effects: how have they been distributed between economic growth,
salaries, foreign currency resources, and the budget?

5.4.5 The assessment of viability

The fifth and final criterion (which is often the most important), viability, allows to
determine if the positive results of the project (in terms of its specific objective) are
susceptible to lasting after external funding has ended. This criterion concerns
also on the long-term impact and on the broader process of development: can it
to be sustainable at the sector, regional, or country level?

A viability analysis will therefore focus on the aspects listed below.

The relative importance of each of them depends on the nature of the project. It is useful
to examine how the respect or, on the contrary, the neglect of one or the other of these
factors may have affected whether sustainable results could be achieved or not.
5.5 Project audit

Project auditing is a control tool aimed at ensuring that the implementation of

The project work is carried out in accordance with the accepted rules and procedures. As a general rule,
the audit is not concerned with the relevance, effectiveness, or impact of the project. In the
In the vast majority of cases, the project audit is carried out by external expertise, its mission
the main goal is to control the proper use of financial and material resources
made available for the project.

Comparative table of project monitoring-evaluation-audit activities

Follow-up Evaluation Audit

Control the action To make an objective judgment Check the good
Objective while she about the project at times use of
unroll to improve summary of its life cycle. financial resources
the efficiency of the project and Improve efficiency and and materials of

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modify the plan of the impact of the project; project.

work Control the
procedures used
to appreciate their
compliance with the
accepted standards
Ensure the good Learn lessons from mistakes. Help a
Usefulness market of activities and accounting for the funds organization in
the good progression towards investments. Justify the good achieve one's goals
the achievement of the established objectives and the proper management of
project project
Project manager the most Internal and/or persons External persons to
Actor often, landlords of external to the project, project
funds Stakeholders
(notably landlords of
funds)
Periodicity Periodic, regular Episodic or planned Unexpected or periodic

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