Project in Contemporary organization

The past several decades have been marked by rapid growth in the use of project management as a means by which organizations achieve their objectives. Project management provide an organization with powerful tools that improve its ability to plan, implement, and control its activities as well as the ways in which it utilization its people and resources.

Project management has emerged the characteristics of our turn-of-the-century society demands the development of new methods of management Of the many forces involved, three are paramount:1.    the exponential expansion of human knowledge;2.    the growing demand for a broad range of complex, sophisticated, customized goods and services;3.    the evolution of worldwide competitive markets for the production and consumption of goods and services.

The Definition of:Program “ A program is a detailed, large-scale plan which has been developed for a particular purpose, long range objectives that is broken down into a set of projects. ” Project “A temporary endeavor undertaken to create a unique product or service.”

Task “A task is peace of work which has to be done. Project are divided further into tasks.”

The prime objectives of the project management:There is a tendency to think of a project solely in terms of its outcomes or deliverables - that is performance. But the time at which the outcome is available is itself a part of the outcome, as is the cost entailed in achieving the outcome. There are four dimensions of the project:1.    performance2.    cost3.    time4.    Expectations of the clients

MP-DPIP Project Area

Project Contents

A. Project Development Objective

1.    Project development objective –The project development objective is to improve opportunities

for the poor & vulnerable, especially women, to meet their own social & economic development objectives. To achieve this objective the project would

• create income security opportunities for the rural poor• empower active groups of disadvantaged people• through village organization promote more effective,

accountable and inclusive ZP & GP & other local support & service organization.

2.    Key performance indicators• Household income by source• Household expenditures• Household assets• People perception of CIGs, VDCs, & ZP & GPs,• Participation of disadvantaged people in subproject activities & decision making• Community contribution in cash• People awareness of the community activities, anti poverty programs and PRI initiatives

B. Strategic Context1.    Goal supported by the project2.    Main sector issues and Government strategy3.    Sector issues to be addressed by the project and strategic choices

Project ImpactProject Impact65% increase in total income

Agriculture 27% increase in irrigated land 149% increase in Agriculture

production 46% land converted into double

crop & 114% into triple crop 30% increase in Seed replacement

rate 66% increase in income from

agricultureAnimal Husbandry 158% increase in income 16% increase in income from dairy 19% increase in income from

poultry, piggery, goatry etc.

Man-days Total 70% man-days

increased 23% increase in income

from wages Migration decreased from

30% to 14%Savings 44% households realizing

saving 183% increase in savingMarket Linkages 69% CIGs have been

linked with local whole sale market

C. Project Description1.    Project components i. Community Investment – 85% ii. Institutional & Human Capacity Building – 15%2.    Key policy and institutional reforms supported by the project i. governance enhanced by collective action at village level ii. public expenditures, through more efficient & effective delivery of services iii. administrative reform- accountability, transparency & responsiveness of the local administration3.    Benefits and target population i. increase in income ii. strong organization of disadvantaged groups iii. improve ability to pressure PRIs to become responsive, accountable, effective & inclusive. 4.    Institutional and implementation arrangements

SSCSPU

ZP SCDPU

VDCCIG

GramsabhaGramsabha

PFT

CIG

State LevelState Level

District LevelDistrict Level

Village LevelVillage Level

MSO

PROJECT ADMINISTRATIONPROJECT ADMINISTRATION

D. Project Rationale1.    Project alternatives considered and reasons for rejection i. Per capita administrative cost are high ii. Tied funds, supply driven iii. Limited focus on organization & skill of the poor iv. not enough implementation experience v. Doubtful long – term sustainability 2.    Major related projects financed – other project outcomes3.    Lessons learned and reflected in proposed design i. Put community on driver’s seat ii. Community can contribute towards investment & operational cost iii. Enough social mobilization iv. Decentralization v. Create competitive employment conditions4.    Indication of borrower commitment and ownershipValue added in this project

E. Project Analysis1.    Economic – The result show financial & economic IRR with expected values of 38% & 51% respectively. Cost benefit NPA; ERR Cost Effectiveness2.    Financial – i. it would implement cost effectively ii. improve fiscal situation at the village level NVP; FRR3.    Technical –technical quality of sub-project would be ensured4.    Institutional – executive agencies - CIG5.    Environmental- prevent negative result & enhance positive impacts of sub-projects on environment 6.    Social- i. capacity to act collectively, ii. effective use social & economic infrastructure & services. 7.    Safeguards- Environment assessment, Indigenous peoples

Project Economic AnalysisProject Economic Analysis# Category of subproject IRR range across

district (%)Avg. IRR

(%)

1 Irrigation (LIS, Sinking of tube well, well with diesel/ electric, pipe

14.67 – 373.83 98.60

2 Check dam (stop dam, pond) 13.42 – 287.18 63.01

3 Dairy 20.32 - 204.03 80.17

4 Hand pump 26.41 – 176.73 67.50

5 Road (CC road, WBM road) 7.40 – 41.75 23.16

6 Fish farming 19.26 – 483.88 188.96

7 Progressive farming 19.34 – 565.83 199.13

8 Livestock (goatry, piggery, poultry) 39.64 – 188.77 52.25

9 Trading 13.45- 256.90 94.48

10 Rental services 5.24 – 156.65 58.34

11 Utility services 16.34 – 215.65 84.48

12 Processing & value addition 18.26 – 309.62 96.56

13 Miscellaneous (manure, bullock cart, nursery and training)

9.44 – 181.74 69.14

F. Sustainability1.    Sustainability i. sustainability of community organizations ii. sustainability of governance reform at the local level iii. sustainability of flow of investment fund for the village iv. sustainability of sub-projects & their benefits v. sustainability of institutions 2.    Critical risks i. Inability to form strong CIGs of the poor & develop capacity for collective action ii. Inability to create an opportunity space in formal local structures for the poor to voice their demands & have them acted upon. iii. Inability to influence state & GOI anti – poverty program iv. Poor poverty targeting at the village level v. Political interference in project decisions vi. bureaucratic interference with devolution of decision making

3.    Possible controversial aspects Risk: i. NGOs oppositions for world bank supported project Type of Risk: H Risk Minimization: A complete tribal development plan

to ensure the tribal people benefits in the project. Risk: ii. Non project village politicians are likely to try to extend the project to their constituencies Type of Risk: M

Risk Minimization Measure: Very clear, agreed and visible rules, such as for allocation of funds & specific

controversy management activities.

The Project managerWhile managing the trade-offs, the project manager is

expected to integrate all aspects of the project, ensure that the proper knowledge and resources are available when and where needed, and above all, ensure that the expected results are produced in timely, cost-effective manner.

The complexity of the problems faced by project manager required professionally manage project.

The project Manager1.    Acquiring Adequate Resources2.    Acquiring and Motivating Personnel3.    Dealing with Obstacles4.    Making Project Goal Trade-offs5.    Failure and the risk and Fear of failure6.    Breadth of Communication7. Ability to Handle Stress 8. Leadership & Management Style