Catholic University of Mozambique

Distance Education Institute

Theme: Local Development Projects

Nome:Raimundo Albino Serrote

Code: 708200023

Course: Public Administration

Chair: Strategic Project Management

Year 3

Class: E/2

Teacher: Flávia da Lúcia Gimo

Nampula, July 2022

1. Feedback Sheet

Classification
Categories Indicators Standards Note
Punctuation
do Subtotal
maximum
tutor
Index 0.5
Introduction 0.5
Aspects
Structure Discussion 0.5
organizational
Conclusion 0.5
Bibliography 0.5
Contextualization
(Clear indication of 1.0
problem)
Introduction Description two
1.0
objectives
Appropriate methodology
2.0
to the object of the work
Articulation and dominance
of academic discourse
Content expression writing 2.0
care, coherence
Analysis textual cohesion
discussion Literature review
national and international
2.0
relevant in the area of
study
Data exploration 2.0
Contributions theoretical
Conclusion 2.0
practical
Pagination, type e
Aspects size of lyrics
Formatting 1.0
general paragraph, spacing
between the lines
APA Standards
Rigour and coherence of
References 6th edition in
citations/references 4.0
Bibliographic quotes e
bibliographic
bibliography
Index
1. Introductiono ................................................................................................................................ 4

2. Projecto.................................................................................................................................... 5

2.1. Management the Projects ............................................................................................................ 5

As Phases of Project Management ................................................................................ 6

[Link]. Initiation ................................................................................................................ 6

[Link]. Planningo ......................................................................................................... 6

[Link]. Execution ............................................................................................................... 6

[Link]. Monitoring and Control

[Link]. Closure ........................................................................................................ 6

2.2. A formulation of the project's objectives and goals

2.3. Strategies of Social Project Management ...................................................................... 8

3. Conclusion 9

4. References Bibliographic References..................................................................................................... 10

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 1. Introduction

Planning takes place right after the decision-making, aiming at the search for solutions.
for a certain reality, for what the necessary actions will be ordered then. "These
decisions are explained, systematized, interpreted, and detailed in documents that
represent rising degrees of decision-making levels: plans, programs, and projects." The Work
the objective is to provide a detailed analysis around the theme, thus talking about the
The methodologies used for the execution of the work were those of bibliographic review, and during the
During the execution of the work, some not very important difficulties were encountered, which is the
scarcity of information as it is a more talked about theme nowadays, scarcity of information is
solid.

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 2. Project

According to Tumam (1983) cited by Rabecheri, Carvalho, and Laurindo (2002), a complete definition and

well accepted in project literature, it is the following: a project is an organization of people

dedicated to achieving a specific purpose and objective.

However, in the context of project management, Patah and Carvalho (2012) emphasize that projects
can be defined as organizations that arise in the midst of routine and are 'forgettable',
integrating individuals who possibly will not work together again.

According to Martins (2010), project is generically defined as an undertaking, aiming at

the creation of a project or the execution of a specific service, due to having a deadline for completion, does not

repetitive and the outcome is uncertain about its result.

[Link] and Projects

According to Armani (2004), projects do not happen in isolation; they are part of a
decision-making process that encompasses three levels of formulation: the level of the great
objectives and strategic axes of action, the policy (which in our study we will address as
plans); the intermediate level at which plans are translated into main lines of action
themes, the programs; finally, the level of concrete actions, marked in time and space,
the projects.

According to Baptista (2002), planning occurs right after the decision-making process.
as a target the search for solutions to a certain reality, to which they will be organized.
actions then necessary. "These decisions are clarified, systematized, interpreted and
detailed in documents that represent increasing degrees of decision-making levels: plans,
programs and projects.

For a project to be effective in its development, one must consider its entire cycle
life, contemplating all stages, from beginning, middle and end. In this sense, all
Methodology that addresses project management considers phases or stages within its scope.
for its implementation. The PMBoK, among its contents, addresses the phases that comprise the
project life cycle, composed of management areas, which will be discussed in the
next sections of this chapter.

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 2.1.1. The Phases of Project Management

The phases that make up a project, according to PMBoK, are five, namely Initiation,
Planning, Execution, Control and Closure.

[Link].Initiation

The project, as the name itself suggests, begins by identifying the needs of
company, the viability of the project, because not every project is viable to be developed, the
formation of the team that will work on the project and the proposal that the hired company of
management will do.

[Link]. Planning

This phase begins still within the initiation phase. In it, all information is collected.
necessary to define and improve the project's objectives, in addition to developing a plan for
action to achieve these objectives.

[Link]. Execution

In this phase, the plans made in the previous phase will be put into practice, people
resources and expectations will be focused in order to execute the activities of
project in accordance with the project management plan.

[Link]. Monitoring and Control

This phase aims to analyze the progress of the project. It consists of analyzing, monitoring and
organize the development and performance of the project. Identify if there will be changes and in
which areas will be, and thus, put them into practice.

[Link]. Closure

After the execution of these four phases, the final phase of the project begins. At this moment, it is
expected to finish all activities aiming to formally conclude the project. Thus, when
completed is verified if all phases are complete and have been successful.

2.2. The formulation of the project's objectives and goals

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For Baptista, (1981). After the context analysis, the next step will be to prepare the
project objectives. It is not easy to formulate objectives, but their elaboration and delimitation, their
clarity and legitimacy are fundamental for the success of any project, since it will depend on
Two objectives outlined that all actions will be planned, executed, and evaluated. It is necessary
that they are well understood by everyone: project team, partners, and beneficiaries of
action, enabling a common language and understanding of what is being proposed and
of desired results.

There are several implicit prerequisites in choosing the objectives of a project:

Acceptability - it must be acceptable to the people whose actions are involved in the
its execution.
Enforceability – it must be enforceable within a reasonable time.
Motivation – must have qualities that are motivating.
Simplicity – it must be simple and clearly established.
Communication - it must be communicated to everyone who is, in some way, connected to
project.

Regarding the scope, the objectives of a project can be divided into:

General objective - the one that expresses greater amplitude, requiring more time.
long to be achieved and the action of other actors who, like us, contribute to the
resolution of the same problem.

Thus, the general objective is one that can only be achieved by the summation of the actions of many.
actors. Different actors, different actions, all contributing to achieve the same
purpose.

Specific objective - it is a breakdown of the general objective, expressing

directly the expected results. It is the immediate focus of the project, guiding
directly our actions.

To avoid different interpretations regarding the objectives of a project, we must always

use precise and concise language. Proposing an objective is to express our intention
transformative, transformation that we will be able to monitor and evaluate. For this to happen, it is

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I need each objective to also specify its quantitative, temporal, and meta-objective.
specifically dimensioned, that is, besides expressing what we want, we need to delimit the
how much, in what time and in what place it will take place, (Baptista, 1981).

[Link] Project Management Strategies

There are several ways to approach the issues related to the planning of a social project.
I emphasize here three dimensions that seem fundamental to us for understanding the dynamics of this

process:

A logical process, as it is necessary for its contents and steps to be precise,

systematic, in a rational chaining of its elements and its actions;
A communicative process, since the project document must be the result of a
collective construction, creating a consensus in our organization regarding the objectives,
strategies and results and, externally, be able to convince and inform about the importance
the necessity of its implementation and the competence of our organization to do so
the effective and efficiently;
A process of cooperation and coordination, since it is no longer possible for us to work
isolated; we need to share our dreams with the "other", our partners and
colleagues; it is necessary to develop the capacity for dialogue, persuasion and
negotiation, the ability to work together, with our identities and differences. It is
fundamental today "go out into the world" in search of new partnerships and integration with
the existing social networks.

It is also necessary to remember that these three dimensions are permeated by another, the dimension
pedagogical: describe, analyze and synthesize facts and information; be able to communicate, persuade,
convince; understand and operate in our social environment; recognize and accept differences; know
working in a participative group manner, all of this is part of an important learning
social, (Bolay, 1993).

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 3. Conclusion

Once the work is finished, the projects consist of materializing dreams,

expectation, of the service being demanded, understands project as 'a'
set of hypotheses about a problematic situation and the solution strategies, in a way
"that the future be different from the present situation." For Tenório (1999), Cohen and Franco (2000) and

Kelling (2002), a project focuses on a work, or a set of interrelated activities.

related, to be carried out with a fixed term, in a temporary effort, counting
with predetermined resources, aimed at achieving specific objectives.

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 4. Bibliographic References
Armani, D. (2004). How to develop projects? - Practical guide for project preparation and management.

social projects. Porto Alegre: Editorial Volume.

Baptista, M. V. (1981). Planning. Introduction to the methodology of social planning. Sao

Moraes.

Baptista, M. V. (2002). Social Planning: intentionality and instrumentation (2nd ed.). São
You will see.

Bolay, F. W. (1993).Planejamento de projeto orientado por [Link]: Convênio

MIR/SDR/Sudene/IICA/GTZ.

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