Project Scope Group2 PDF

SECTION 3: THE PROJECT SCOPE The project life cycle is made up of the following four key areas: Stage 1 Designing a project Stage 2 Developing a project Stage 3 Implementing a project Stage 4 Ending /closing a project Support agencies and funding organizations are proponents to be...

SECTION 3: THE PROJECT SCOPE The project life cycle is made up of the following four key areas: Stage 1 Designing a project Stage 2 Developing a project Stage 3 Implementing a project Stage 4 Ending /closing a project Support agencies and funding organizations are proponents to be very clear and detailed about the entire Project Cycle Management and proactively identify projects and partner-stakeholders. Submitted project ideas will be evaluated against their priorities and criteria. These criteria include: -The relevance of the project (e.g. does it address priority issue, the potential beneficiaries, its support to the overall national policy be it in health, environment and in social protection, what external assistance counterpart funding is needed); -The innovative character of the proposed initiative (e.g. use of ICTs or software apps for more efficient service delivery, partnership models and drawing in target group participation); -The feasibility and potential scalability of the project (e.g. the logic of the project in terms of different objective levels, risks and killer assumption, the absorptive capacity of beneficiaries, management capacity of proponent organization and partners and reasonable balance between cost and effect); -The innovative character of the proposed initiative (e.g. use of ICTs or software apps for more efficient service delivery, partnership models and drawing in target group participation); -The feasibility and potential scalability of the project (e.g. the logic of the project in terms of different objective levels, risks and killer assumption, the absorptive capacity of beneficiaries, management capacity of proponent organization and partners and reasonable balance between cost and effect); -The participation and contributions of community residents/beneficiaries and partners, policy support of the local government units and line agencies, agreed upon phase down strategy of the development facilitator and financial viability including people’s organization being in- charge of operation and maintenance of the project will ensure its sustainability. Before coming up with an overall plan of operation, it is necessary to have a comprehensive view of the project context and the baseline information with regard to issues being addressed by the envisioned project. The Process of Analyzing the Baseline Situation involves the following: Step 1. The main issues/concerns (e.8. distance and difficulties in fetching water affecting maternal and child health and target groups (eg. Pregnant women, young mothers and children under 5 years of age and persons with disability) that the project seeks to address must be identified. What are the causes of the selected issues? What are stakeholders? Their effects on different? How do different actors perceive the issues? What environmental factors affect it or are affected by it? What is the political context? Step 2. A baseline survey should be conducted and the existing project context examined. The main questions to be addressed are: What are the causes of the selected issues? What are stakeholders? Their effects on different? How do different actors perceive the issues? What environmental factors affect it or are affected by it? What is the political context? What policies are concerned and how are they implemented? Step 3. Additional necessary data should then be gathered. This can be done in different ways depending on the scope of the targeted health and development issues and the nature and extent of reliable evidence already available. Step 4. The most rigid and scientifically sound way of establishing the baseline condition is to develop and carry out a longitudinal study with the support of experts that allows for a comparison of the baseline situation with the post-intervention situation. 5. In the objective analysis, the problem tree (if one has been developed) is transformed into an objectives tree, which highlights future solutions to the identified problems. Working from the top down, all problems are reworded to make them objectives (positive statements). Step 6. The background of the project and the baseline situation with regard to the issues addressed the objectives and the main expected outcomes, the selected target areas and populations as well as the potential project partners and main stakeholders should be described in a short concept note or project brief. Step 7. After developing a short concept note containing the objectives and the main expected outcomes of the project, depending on scope an alternative analysis can be conducted to identify possible options for a project strategy. PROJECT PREPARATION, DESIGN AND PLANNING The project design defines the main components of the project, including overall objectives, project purpose, beneficiary strategy and organization. First, a project planning matrix and an overall/annual plan of operation are developed. The matrix can be developed as part of a planning workshop in which representatives of all project partners, important stakeholders and potential target groups/beneficiaries should participate (including authorities, NGOs active in the targeted intervention fields and experts in the respective fields). A monitoring and evaluation plan that is tailored to the project’s overall plan of operation also be elaborated. Quantitative and qualitative indicators should be defined to measure the project’s progress and results, and to observe the changes in the project context. Objectively Verifiable Indicators (OVI) are formulated that measure the performance and the impact of the project. In social work needs to pursue a model of project management which reflects the importance of both task and process in its life cycle (Table3). DEVELOPING A SOCIAL WORK DIMENSION TO THE PROJECT LIFE CYCLE Task Focus (PMI) Process Focus (Tuckman) Social Work Focus Initiating Forming Developing the business case, authorizing the project identification & analysis of stakeholders Planning Storming Defining and refining objectives stakeholder engagement , managing the power dynamics to produce the best project plan Executing Norming Implementing the plan Developing and enabling collaborative working Controlling Performing Monitoring objectives and performance Closing Adjourning Evaluation, debriefing, Formulating indicators can be facilitated by following the SMART principles: Specific: Key indicators need to be specific and relate to the conditions the project seeks to change. Measurable: Quantifiable indicators are preferred because they are precise, can be aggregated and allow statistical analysis of data. Looking into progress indicators might be difficult to quantify and qualitative indicators should be used instead Achievable: Indicators must be achievable at a reasonable Cost using an appropriate collection method. Relevant: indicators should be relevant to those people who will use the project and for project implementors to analyze the data and make decisions based on the results. Time-bound: An indicator needs to be collected and Reported at the right time to influence management decisions. Performance and effects can be measured at four levels: inputs, outputs, outcomes, and impact. Inputs relate to the implementation of activities public training, (e.g. Health institutionalizing operation and maintenance system, etc), 0utputs are the effects of the activities carried out (e.g. improved level of medical knowledge or skill for barangay health workers; improved system of cluster cap stand collection water system; proper preparation/ mixing of construction materials social infra projects; setting up of boundaries through the use of buoys for marine protected areas). Outcomes relate to the expected outcomes’ (e.g. this may include better quality of care following the application of new community health/medical knowledge and skills; no. of meters constructed – for riprapping of river embankment; setting up of coops and its system of financial management and decision-making). Impact relates to the overall objective (e.g. improved health situation, at least partially. Furthermore, means of verification are identified for each of these OVIs that allow you to check whether and how they really have been measured. The means of are ways of measuring or collecting data about each of the OVIS verification.  1. 3.1. PROJECT SCOPE MANAGEMENT This is the beginning of the project and the most critical aspect of the project management process. In most special projects supported by bilateral and multilateral agencies, Logframe (logical frame) is used. This is also gradually being used by Philippines NGOs and CSOs. The first step in the process is to conduct a background analysis to know /respond to the following issues:  Why the problem exists;  What led to the probslem;  Why it is necessary to have a project to address the problem;  Who will benefit from the project;  Why another project might not be more successful than this project;  Why your organization should be the one to tackle the project;  Who the Stakeholders are; and  What the project might achieve?  (TABLE 4: PROJECT PLANNING MATRIX): Objectives Performance indicators Means of verification Developmental goal Measurable Indicators for long-term goal Information sources Project Purpose Measurable indicators for end of project Information sources impact. Project Outputs Measurable indicators for outputs. Information sources. Project Activities Inputs, people, materials and equipment. Information sources. The rest of the project proposal should cover the following aspects: Budget; Work plan or Gantt chart( which can include the critical path method;) Job Description of the water system in charge Organizational structures which will ensure effective oversight of the project What is Project Time Management? It’s the process of organizing and scheduling tasks to make sure a project is completed by its deadline. This involves setting up a timeline and making sure things are done in the right order. A Work Breakdown Structure (WBS) is a hierarchical decomposition of a project into smaller, manageable tasks. It provides a visual representation of the project scope, outlining all the work required to complete the project successfully. Here's how a WBS works: - Top-Level: The project is broken down into major deliverables or phases. - Sub-Levels: Each deliverable or phase is further divided into smaller tasks or sub-deliverables. - Bottom-Level: The breakdown continues until the tasks are small enough to be assigned to individuals or teams. Benefits of using a WBS: - Clear Scope Definition: It clearly defines the project scope, ensuring everyone understands what needs to be done. - Task Management: It helps organize and manage tasks, making it easier to track progress and allocate resources. - Cost Estimation: By breaking down the project into smaller tasks, it's easier to estimate costs and resources. - Communication: It facilitates communication among team members, stakeholders, and management. - Risk Management: It helps identify potential risks and develop mitigation strategies. - Progress Tracking: It enables efficient tracking of progress against the planned schedule and budget. Key Elements of a WBS: - Deliverables: These are the tangible outputs of the project, such as products, services, or reports. - Tasks: These are the specific activities that need to be performed to complete the deliverables. - Work Packages: These are groups of tasks that can be assigned to specific teams or individuals. - Dependencies: These are relationships between tasks, indicating which tasks must be completed before others can start. Creating a WBS: 1. Identify Project Deliverables: Start with the project's main goals and objectives. 2. Break Down Deliverables: Divide each deliverable into smaller, more manageable tasks. 3. Continue Decomposition: Keep breaking down tasks until they are specific and measurable. 4. Define Work Packages: Group related tasks into work packages. 5. Identify Dependencies: Determine the order in which tasks must be completed. Example of a WBS: Project: Develop a Website Level 1: - Website Design - Website Development - Website Testing - Website Deployment Level 2: - Website Design - Create Wireframes - Develop Design Concepts - Finalize Design - Website Development - Front-End Development - Back-End Development - Database Integration - Website Testing - Functional Testing - Usability Testing - Security Testing - Website Deployment - Upload Website Files - Configure Server Perform Final Checks Tools for Creating WBS: - Microsoft Project - Smartsheet - Trello - Asana Using a WBS effectively can significantly improve project planning, execution, and success. It provides a structured framework for managing complex projects and ensures everyone is on the same page. A Work Breakdown Structure (WBS) is a hierarchical decomposition of a project into smaller, more manageable tasks. In social work, the WBS is a valuable tool for planning and implementing interventions, programs, and services. It helps organize complex projects, ensuring clarity, accountability, and efficient resource allocation. Here's how a WBS can be applied in social work: 1. Defining the Project Scope: - Identify the Goal: Start by clearly defining the overall objective of the project or intervention. For example, “Improve access to mental health services for underserved communities.” - Establish Key Deliverables: Break down the goal into specific, measurable, achievable, relevant, and time-bound (SMART) deliverables. These deliverables represent the tangible outputs of the project. 1.Creating the Hierarchy: - Level 1: Major Project Components: The top level of the WBS represents the main components or phases of the project. These could include: - Needs Assessment: Gathering data to understand the target population’s needs. - Program Development: Designing and planning the intervention or service. - Implementation: Putting the program into action. - Evaluation: Assessing the program’s effectiveness and making adjustments. Level 2: Sub-Tasks: Further break down each major component into smaller, more manageable tasks. For example, “Needs Assessment” could be divided into: - Data Collection Methods - Data Analysis - Report Writing - Level 3: Activities: Continue breaking down tasks into specific activities. For example, “Data Collection Methods” could include: - Surveys - Interviews - Focus Groups 3. Benefits of a WBS in Social Work: - Clarity and Organization: Provides a clear and structured framework for project planning and implementation. - Improved Communication: Facilitates effective communication among team members, stakeholders, and funders. - Resource Allocation: Helps identify and allocate resources (time, personnel, finances) efficiently. - Progress Tracking: Allows for easy monitoring of project progress and identifying potential bottlenecks. - Accountability: Enhances accountability by assigning specific tasks to individuals or teams. - Improved Outcomes: By focusing on specific tasks and deliverables, a WBS can help achieve desired outcomes more effectively. Example: Project Goal: Increase access to substance abuse treatment for individuals experiencing homelessness. WBS: - Level 1: - Needs Assessment - Program Development - Implementation - Evaluation - Level 2: - Needs Assessment - Data Collection Methods - Data Analysis - Report Writing - Program Development - Identify Treatment Options - Develop Referral Pathways - Training for Staff - Implementation - Outreach and Recruitment - Intake and Assessment - Treatment Delivery - Case Management - Evaluation - Program Impact Assessment - Client Satisfaction Surveys - Cost-Benefit Analysis The Work Breakdown Structure is a valuable tool for social workers to ensure efficient and effective project management. By systematically breaking down complex projects into smaller, manageable tasks, a WBS promotes clarity, communication, resource allocation, and ultimately, better outcomes for the individuals and communities served. 3.2.2 The Calendar or Grantt chart: The Gantt chart provides a clear visual overview of the project’s schedule. It helps stakeholders to understand the planned start and end dates for each activity, as well as the dependencies between them. A calendar and Gantt chart are valuable tools in social work for planning, organizing, and tracking tasks and projects. 3.2.3 THE CPM The critical path method or CPM is used to determine the length of a project and to identify the activities that are critical to complete a project The following steps should be followed draw a CPM. specify the individual activities; determine the flow of activities, for example, what activity should follow another; estimate the completion time for each activity; and identify the critical path of the project. the critical path refers to which activities must take place before another activity can take place