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Project Management
General Concepts
What is a Project?
A project is a sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by specific time, within budget, and according to specification.
Wysocki, Beck, and Crane
Projects:
Fixed duration Limited scope, precise objectives Planning outcomes predictable and precise Control dominant
Project duration
Short term
1 month to 1 year
Medium term
up to 2 years
Long term
more than 2 Years
Years 0
5... 10
Management
Implementation
Time Time
Planning phase
Implementation phase
Handover
Completion
Termination phase
Consideration of concept
Feasibility study
Owners evaluation and report Contractors final report Termination and handover Monitoring and coordination of work by owner Regular project reviews and (if required) revisions Project execution by contractors monitored and coordinated by owners Owners establish project management and coordination Contractors resource, activity plans and schedules Finalize master plans, finance, activity and resource plans
Contractors express interest and qualify for tenders Contractors reconnaissance and feasibility study Contractors submit proposals, specifications and quotations Consideration of submissions and quotations Negotiations with potential contractors Agreement between owners and contractors
Concept Development
Conceptualization
Starting with the seed of an idea, an awareness of need or a desire for some major development or improvement. Preliminary goals are considered and ideas on costs, potential benefits, feasibility and scope receive initial consideration, possibly with ideas on problem areas, alternative approaches and ways of overcoming difficulty
Concept Development:
Setting the Goals Test the concept by questioning:
1. Exactly what should be achieved? 2. Which outcomes are important (need), which are desirable but less important (wants)? 3. What should not be included (unwanted)? 4. How could the project vision best be achieved? 5. How long will it take to achieve results and when would it be sensible to start? 6. How much will it cost and who would pay for it? 7. What opposition might be encountered, why, and from whom (impediments?
Concept Development:
Considering Methodology Alternative ways of achieving project objectives may come up for consideration. It is a good idea to explore each of these rather dismiss any less attractive options.
Concept Development:
Seeking Acceptance and Support
1. Invest time and money to identify stakeholders and their concerns even when plans are tentative, this saves time and resources later (Laufer 1997). Identify potential stakeholders early and, when possible, get them involved. Marshal support from the true believers, enthuse peers and immediate superiors to provide encouragement and basic help. Show benefits in realistic but attractive terms Dont play down difficulties or problems; assess the risks and show ways of overcoming them.
2. 3.
4. 5.
Concept Development:
Seeking Acceptance and Support
1. 2. 3. 4. 5. Be realistic about costs and risks but stress benefits. Picket the heights, get support from top people in as many areas as possible. Anticipate oppositions and be forewarned, think why proposals might attract opposition, and from whom, and prepare a rational defense. Dont gloss over problems; be factual and, of course, honest. A project cannot work on a basis of false information. Support proposals with logical framework structures showing major assumptions on which the project proposals are based and what results would be verifiable.
Concept Development:
Cushioning the impact of variance, adjustment and revision Because of the close relationship between time, cost and quality, it is prudent to allow for variance (up to 10%) in total time and cost by way of insurance against the unexpected.
FEASIBILITY STUDIES
EU procedures for the evaluation of plans and programmes are related not only to the capacity of using EU funds, but also to assess the results carried out (quality of public works realized) For Regional Operational Programme an intermediate evaluation has to be prepared by the independent evaluator on the capacity of the regional administration to achieve main targets. Some of these targets are directly related on projects characteristics which has to be set in FS
FEASIBILITY STUDIES
FS could be defined as:
FEASIBILITY STUDIES
Project Life Cycle
Programming Evaluation Identification
FEASIBILITY STUDIES
FS could be considered as a powerful tool to support decisions, providing a logical framework to help policy makers to identify best possible choices FS could support and enforce political decisions and convince stakeholders However, the final decision lies on political authorities
FEASIBILITY STUDIES
The aim of FS is to assist the public authorities in increasing the effectiveness in the use of financial resources for public work Specific aspects will not be tackled by this presentation Guidelines, such as: Threshold of application Fields of application Procedures for the application But some aspects will be showed within the presentation of the Italian normative framework and in case histories
FEASIBILITY STUDIES
The index according to Italian framework
Preparatory analyses and project types
General information Supply and demand analysis Management models Definition of project alternatives
Financial feasibility
Economic and social analysis
Cost Cost-Benefit Analysis (CBA) Multicriteria Analysis (MCA)
Administrative procedural analysi Risk analysis and sensitivity Executive summary Difference between medium size and large projects CheckCheck-list for the evaluation
The initial proposal explains the background, need, purpose of project and offers a broad outline of expected costs and benefits.
Risk Management
2. Unplanned occurrences
Some of which may be insurable, related to accident,
3. External causes
Related to political situations, environment or economic down-turn.
Risk analysis has greater reliance on logic and more systematic planning; it includes alternative tactics and methods to reduce the consequences of trauma during project implementation and quantification of risks and consequences to influence strategic decisions.
(Probability of Occurrence) 1
not likely
10
catastrophic
10
highly probable
Example: Late delivery of server Severity = 9 (high) Probability = 8 (high) Risk Magnitude = 9 8 = 72
Sensitivity Analysis: in project management, sensitivity analysis concentrates on the effect of risk from changes that might occur during project implementation
2.
3.
contingency table
Sort by risk magnitude with most severe on top Focus on those with highest risk magnitude Review and update the list frequently (continuously)
FS Case Study
The case of the city of KAVALA
Interreg IIIC CITY PORTS project outcome presented in the project meeting held in Bologna June 13th 2005
Background Information
City of Kavala is a Level 2 pilot in the CITY PORTS project A Survey has been conducted on the existing situation of the infrastructure and administrative framework and the positions of local stakeholders A Feasibility Study has been conducted regarding the logistics issues on the urban transport network and the possible city logistics solutions for implementation
Necessary Preconditions
Land Use Policies Parking Policy Public Transportation System
Parking Policy
Parking problem is very critical for Kavala Expansion of the appliance of controlled parking to other roads of the city center Construction of more organized parking spaces Management of the organized parking spaces and guidance of the drivers that are seeking parking spaces
Zoning Regulations
Land Use
Intensity Zones
For any question do not hesitate to contact me Donato Pulacchini Head of ERVET PPP unit and team work coordinator for Technical Assistance under Emilia Romagna ERDF SPD 2000-2006 dpulacchini@ervet.it +39 051 6396546