p r o j e c t m a n a g e m e n t g u i d e l i n e s N O V E M B E R 2 0 1 3 T e l e c o m m u n i c a t i o n D e v e l o p m e n t S e c t o r
Project management guidelines November 2013
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Foreword It is my pleasure to present the 2013 version of the BDT project management guidelines that supersedes the April 2008 publication. These Guidelines are drawn up in accordance with the World Telecommunication Development Conference Resolution 17 (Rev. Hyderabad, 2010), addressing implementation of regionally approved initiatives, at the national, regional, interregional and global levels. It also implements Plenipotentiary Conference Resolution 157 (Rev. Guadalajara, 2010), which focuses on strengthening the project execution function of ITU. These Resolutions also noted the need to maintain a level of expertise to permit BDT to manage projects effectively and in a timely and efficient manner. These Guidelines aim to develop a common language and understanding of the main phases of the life cycle of a project, as well as the processes involved in and the key aspects of project design and implementation, while providing templates that will facilitate the work of project managers. They also take into account the on-going efforts of the BDT in the adoption of the results based management approach, and will improve the implementation of projects by the BDT in close collaboration with its various partners. The drafting Guidelines also address and reflect the latest international standards for project management, especially the ISO 21500 that was announced in October 2012. I hope that these Guidelines and templates will serve as a reference tool for all those involved in the implementation of BDT projects. This will no doubt improve our efficiency and effectiveness in implementing, monitoring and evaluating projects. Brahima Sanou Director Telecommunication Development Bureau iii
Table of contents Page 1 Introduction... 1 2 Results based management and project management... 3 2.1 Results based management... 3 2.2 Project management aligned with the RBM approach... 4 3 Formulation phase... 6 3.1 Identification... 6 3.2 Fundraising... 7 3.3 Finalization... 8 3.4 Defining the project... 8 3.5 Defining key performance indicators... 10 3.6 Project document... 10 4 Implementation phase... 11 4.1 Planning... 11 4.2 Executing and monitoring... 13 4.3 Closing... 15 5 Evaluation phase... 17 5.1 Post implementation review... 17 5.2 Impact and sustainability analysis... 19 5.3 Lessons learned and best practice... 19 6 Improvement process... 21 Annex: Templates... 22 A.1 Logical framework template... 23 A.2 Project document template... 25 A.3 Project management plan template... 35 A.4 Project manager log template... 39 A.5 Meeting minutes template... 40 A.6 Risk monitoring form... 42 A.7 Change request form... 43 v
Page A.8 Project progress report template... 44 A.9 Assessment / feedback report template... 47 A.10 Closure report template... 49 A.11 Transfer of title to equipment form... 53 A.12 Post implementation review template... 56 A.13 Impact analysis report template... 58 A.14 Lessons learned report template... 60 vi
1 Introduction In 2006, the ITU Plenipotentiary Conference approved Resolution 157 and revised it in 2010. Resolution 157 (Rev. Guadalajara, 2010) commits ITU to strengthen its project execution functions, and provides for the review of the experience of ITU-D in discharging its responsibility for implementing projects by identifying lessons learned, developing a strategy for strengthening this function in the future, and for the review of best practices in the area of technical cooperation (which includes project management) within the United Nations systems and other organizations external to the United Nations and to adapt such practices to the circumstances prevailing within ITU. In line with the trends in project management, from an activity-based approach to results based methodology, Telecommunication Development Bureau (BDT) carried out a thorough review on project management practices of the United Nations, other development agencies and private sector organizations. The findings of the study, together with the assessment of BDT procedures in project management, demonstrated that the results based management (RBM) approach should be reinforced to strengthen project execution function of ITU. BDT developed project management guidelines in 2008, which took into account RBM best practices, methodologies and tools of other organizations, as well as the project portfolio specific to ITU-D. In 2011, a restructuring took place which redefined the roles and responsibilities of the Project Support Division (PRJ) within the Project Support and Knowledge Management Department (PKM). The PRJ strengthens the project execution function of BDT, is responsible for providing support for the development of regional initiatives and other projects, coordinates the drafting and finalization of project documents, directs the development of the supporting operational, reporting, and evaluation frameworks (including related procedures, best practices, systems, databases, tools, templates, reporting documents and performance indicators) for the consistent monitoring, implementation, evaluation and reporting of all BDT projects. PRJ also monitors and evaluates project implementation, carries out and reports on impact assessments of BDT projects, coordinates the preparation of documentation for the closure of projects with partners, submits and ensures timely definitive closure of projects, participates, provides inputs and contributes to the processing of outputs of connect the world series of events, and develops guidelines for the effective project execution at all stages of the project cycle. In this context, the PRJ has updated the project management guidelines published in 2008 to reflect the restructuring and best practices contained in the latest project management standards (ISO 21500:2012 launched on October 2012 and PMBoK 5 th Edition announced on December 2012). These guidelines aim to provide clarification and guidance on a selected set of tools to be used by project managers based on the results based management approach and project management lifecycle. Figure 1 illustrates the three phases of the project management lifecycle: formulation, implementation and evaluation. 1
Figure 1: Project management life cycle Source: ITU The first phase focuses on identification of key problems and needs of beneficiaries through a situation analysis, and clarification of roles and responsibilities of parties involved. This phase presents stages to be used to prepare and develop a project proposal. This phase also provides information on how to facilitate the fundraising process in coordination with the partnership and resource mobilization strategies for approaching donors. Once funds are secured, the responsible project manager should complete the project document (ProDoc). In the remainder of this document, the project manager is responsible for project implementation from ProDoc until the submission of closure report, and the project coordinator is a member of the PRJ team responsible for supporting the project manager, as well as monitoring and evaluation of projects. When the ProDoc is approved and signed by the stakeholders, the project manager is responsible for the second phase (implementation), to plan, execute, control and close all project activities to achieve the objectives. The first stage is essential for the planning of all activities to achieve the expected results, and those related to risk communication and acceptances. Proper planning is the critical factor for the success of the project. The next stage is to achieve the planned activities and monitor their implementation by different stakeholders. The last stage of this phase is related to the closure of all project activities and the transfer of results to those concerned. 2
The evaluation phase is performed by the project coordinator. The first stage will be the post-implementation review that should be performed immediately after the implementation phase has been completed; in this review, the achievement of the objectives and outcomes will be measured and any initial recommendations will be made. The second stage should take place between one and three years after the project closure, and will analyse the project impact. The last stage is to take into account performance indicators already established and to consolidate the lessons learned in order to provide best practices for future projects. ISO-21500:2012 October 2012 Table 1: Project management standards PMBoK 5th Edition December 2012 Prince2 Initiating Initiating Starting up a project Planning Planning Initiating a project Implementing Executing Managing a stage boundary Controlling Monitoring and controlling Controlling a stage Closing Closing Closing a project 2 Results based management and project management 2.1 Results based management In an organization, results based management (RBM) aims to ensure that activities and resources contribute to the achievement of desired results, in terms of outputs, outcomes and the expected impact. A key component of RBM is monitoring the performance that helps to measure objectively how well the results are being achieved and report on measures taken to improve them. «It is said that if you do not know where you are going to, any road will take you there. This lack of direction is what Results-Based Management is supposed to avoid. It is about choosing a direction and destination first, deciding on the route and the milestones, checking progress with a map and making direction adjustments as required in order to achieve the desired objectives.» 1 The implementation of RBM and results based budgeting in ITU was first introduced in 2001 for the 2002-2003 budget, progressively extended to other planning tools (operational planning, strategic planning, financial planning) with the adoption of Resolution 71 (Rev. Guadalajara, 2010) regarding the Strategic Plan of the Union for 2012-2015 with a 100 per cent compliant RBM structure, which is a significant achievement towards enterprise performance management for ITU. During the different phases of the life cycle of a project, the RBM approach ensures that the components necessary for the achievement of expected results will be available. Monitoring, in this case, implies the definition of key performance indicators (KPIs) that will help measure the achievement of the goals initially assigned to the project through implementation. 1 Results-Based Programming, Management and Monitoring (RBM) approach as applied at UNESCO- Guiding Principles June 2011: http://unesdoc.unesco.org/images/0017/001775/177568e.pdf 3
2.2 Project management aligned with the RBM approach In order to apply the RBM approach to project management, it is suggested to adopt the following terminology based on the definitions proposed by UN Development Group 2. Table 2: Definitions proposed by UN Development Group 3 Term Results-based management (RBM) Results Impact Goal Outcome Outputs Activity Inputs Performance indicator UN Development Group definition Results-based management is a management strategy by which all actors, contributing directly or indirectly to achieving a set of results, ensure that their processes, products and services contribute to the desired results (outputs, outcomes and higher level goals or impact) and use information and evidence on actual results to inform decision making on the design, resourcing and delivery of the project and activities as well as for accountability and reporting. Results are changes in a state or condition that derive from a cause-and-effect relationship. There are three types of such changes - outputs, outcomes and impact - that can be set in motion by a development intervention. The changes can be intended or unintended, positive and/or negative. Impact implies changes in people s lives. This might include changes in knowledge, skill, behaviour, health or living conditions for children, adults, families or communities. Such changes are positive or negative long- term effects on identifiable population groups produced by a development intervention, directly or indirectly, intended or unintended. These effects can be economic, socio-cultural, institutional, environmental or technological. Positive impacts should have some relationship to the Millennium Development Goals (MDGs), internationally-agreed development goals, national development goals (as well as human rights as enshrined in constitutions), and national commitments to international conventions and treaties. A specific end result desired or expected to occur as a consequence, at least in part, of an intervention or activity. It is the higher order objective that will assure national capacity building to which a development intervention is intended to contribute. Outcomes represent changes in the institutional and behavioural capacities for development conditions that occur between the completion of outputs and the achievement of goals. Outputs are changes in skills or abilities and capacities of individuals or institutions, or the availability of new products and services that result from the completion of activities within a development intervention within the control of the organization. They are achieved with the resources provided and within the time period specified. Actions taken or work performed through which inputs, such as funds, technical assistance and other types of resources, are mobilized to produce specific outputs. The financial, human, material, technological and information resources which are used for development interventions. A performance indicator is a unit of measurement that specifies what is to be measured along a scale or dimension but does not indicate the direction or change. Performance indicators are a qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of a project or investment. 2 3 www.undg.org/ UNDG-Results-Based Management Handbook-Harmonizing RBM concepts and approaches for improved development results at country level October 2011. 4
The pyramid in Figure 2 describes the adaptation of the RBM approach to project management and defines the various features of a project, from the resources to the expected impact. Figure 2: RBM approach for project management 4 Source: ITU 4 ITU Result-Based Management Result-Based Budget Training Seminar - PwC June 2012. 5
3 Formulation phase This phase integrates the general approach of identification of needs to finalize the project document through the stage of fundraising. Depending on the context and the kind of project, it will be necessary to scroll through all the stages, or to go directly to the finalization of the project document. Figure 3: Formulation phase Source: ITU 3.1 Identification During this first stage, the project proponent or the project manager should prepare a concept note 5 to be shared with stakeholders and donors. The identification stage intends to find answers to the question: What does the project need to achieve? The first stage in project management is to: perform a situation analysis in a particular political and socio-economic context; identify what are the problems on the ground and needs of beneficiaries; analyse the capacities of main stakeholders to be involved in the process of the project implementation; assess the sustainability of the project; have an impact on ITU-D programmes, objectives, strategies and on the ongoing action plan. 5 https://intranet.itu.int/bdt/documents/conceptnoteguidelinestemplate.pdf. 6
In developing the project, it should identify the benefits that are designed to target a market or a population. The expected short and long-term results must be clearly identified in order to assess the impact they will have on beneficiaries. This stage looks for a general assessment of problems that have been identified in an initial analysis. The key to successfully identify a problem is to understand its causes or constraints. Therefore it is critical that project managers and project coordinators understand the root (cause) of the problem and its effect on the target population, before formulating any objective, strategy or action plan. In this stage it is essential to identify, consult and try to involve all stakeholders from the beginning of the process, so they will assume ownership over the project and its results. Roles and responsibilities should be clearly identified and assigned to the stakeholders. The stakeholders in a project are all parties who are involved (partners) in or are affected by the project, or benefit from the project (beneficiaries). They include governments, agencies, international organizations, nongovernmental organizations, civil society associations and citizens. Key questions to be answered in the identification process include: What are the main challenges in a given political and socio-economic context? Who are the main domestic stakeholders and what have they experienced in this field? What are the current strategies to deal with identifying problems and of beneficiary needs? In order to avoid duplication of efforts, what are the other international/regional organizations working in this field? What are their lessons learned and strategies used to address similar issues? Which stakeholders would like to contribute to the project? How would you describe their roles and responsibilities during the implementation process? What is the ITU experience in addressing similar problems? How will the project be executed in comparison with existing or similar projects in ITU-D sector? To facilitate the analysis above, it is recommended to use the template of logical framework presented in annex A.1. 3.2 Fundraising This stage seeks to answer the question: who can invest in the implementation of the project and become a partner? The fundraising process is performed in line with the BDT resource mobilization strategy. Convincing donors is obviously a matter for resource mobilization (RM), but it is also a communication exercise. RM, communication and branding focal points must therefore work hand in hand to serve the capital formation needs of colleagues involved in programme and project management. The purpose of a concept note (CN) is to introduce a new communication and branding tool, as well as a vehicle to approach potential donors and expose our products, projects and initiatives in a harmonized way. The CN is a synopsis or a (brief) preliminary description of a project or an initiative that aims at engaging potential donors deeper into a partnership/collaboration conversation. Concept notes are used as an initial outline for potential partners consideration/review and as a guide for discussion, prior to the development and submission of a more complete proposal (as required according to donor mechanisms) or as part of formal submission processes. The CN is therefore a critical tool during the initial stage of resource mobilization. The purpose of a concept note is to capture the interest of the donor and demonstrate that the project or initiative is worth further considering. It helps donors to determine if the described project or initiative fits with their goals and strategy and is likely to be accepted for fund allocation. 7
The BDT has introduced a new concept note template to be used when looking for extra-budgetary funding. This template has been designed to fit a variety of templates and guidelines published by donors. It is accompanied by guidelines to facilitate the preparation of the notes. The specific objectives of a concept note are: To provide tools to support BDT Resource mobilization efforts by all BDT staff (as recommended in the resource mobilization strategy for BDT). To have harmonized documents to be presented to potential partners, clearly stating and justifying the need for support for the proposed project or initiative. To permit existing or potential partners to explore the possibility of partnering with ITU in a proposed project or initiative (including allocating resources). To use the concept notes to develop (more) effective and powerful external communication and promotion policy, as well as supporting material to approach partners. 6 3.3 Finalization As soon as sources of funds are secured and requirements and obligations of donors are clarified, a full-scale project proposal, in the form of a project document, can be prepared. A project document is a more comprehensive document that includes all available information gathered in the previous stages. The budget and work plan should be attached to the project document. The first activity is to determine the impact and objectives to be reached and to identify results. The second activity is to define indicators to measure performance of impact, objectives and results. In this stage, the logical framework tool should be developed to include data that would verify whether developed indicators are effective to measure the achievement of the best results. Finally, it is necessary to consolidate all information in the ProDoc, a template of which is presented in annex A.2. 3.4 Defining the project This analysis corresponds to the preparation of the content of the various sections of the ProDoc: Background and context This section presents information and explanations related to the project, and in particular why it should be implemented. Objective Taking into account the context and needs of the beneficiaries, an objective must be clearly defined and shared with stakeholders. In order to develop a well-constructed objective, the following issues should be taken into account: an objective should be articulated based on realistic and identified effects of problems; an objective is not equivalent to a project strategy, activities, processes and results; a clear distinction must be made between the formulation of an objective and results. Expected results (as defined below) must contribute to the achievement of an objective. 6 https://intranet.itu.int/bdt/documents/conceptnoteguidelinestemplate.pdf 8
Expected results In order to define results, a clear vision should be elaborated of what the project hopes to achieve. Results are desired outputs (short-term) and impacts (long-term), and include tangible or non-tangible benefits to beneficiaries or end-users. Results can be expressed in quantitative or qualitative standard, value or rate. In other words, results are the direct consequences or effects generated by activities and lead towards the achievement of stated objectives. The impact measures the long-term and widespread development changes in the society, economy and environment to which the project contributes. Project activities Activities should be selected on the basis of: Inputs a clear understanding of the problems; an analysis of the opportunities; an evaluation of the risks of the situation; an evaluation of available or expected resources and capabilities; the impact on ITU-D mission and goals. The inputs include financial and in kind contributions (premises, equipment, staff...) of each partner. Roles and responsibilities It is necessary to clearly define the roles and responsibilities of the parties in the main activities of the project, as this avoids misunderstandings and problems in the implementation phase. Risk In this section, indicate relevant risks that can negatively affect the success of a project, and mention remedial actions foreseen in order to mitigate these risks. Project management Provide an overall description of the project management. In this regard, elaborate management structure and terms of reference agreed upon by project partners. Monitoring and evaluation Provide an overall description of the project monitoring and evaluation activities. In this regard, elaborate reporting requirements and frequency of such reports. Sustainability Elaborate on how the sustainability of the project is to be achieved. If applicable, describe sustainability measures, such as the self-financing mechanisms, that will be put in place upon the completion of the project. Budget and work plan Each project document will be accompanied by two annexes: 1. the first annex defines the budget including details about the contributions of each party, as well as lines for expenditure; 2. the second provides the schedule of major activities and their sequence for the project implementation. 9
3.5 Defining key performance indicators Once the project impacts, objectives, results and activities have been clarified and agreed by stakeholders, the next stage is to develop indicators to measure the performance of each result, each objective and the overall impact. If results are clearly stated, it is easier to select indicators. An indicator is a means of measuring actual results against planned or expected results in terms of quantity, quality and timeliness. The quantitative indicators are defined as a numerical value, usually expressed in specific numbers or a percentage, but the qualitative indicators reflect perceptions, judgments, satisfaction or opinions. In order to select a good indicator, a participatory process of discussions amongst all stakeholders should apply. Most commonly used criteria to assess indicators are SMART criteria to guide the setting of objectives. Box 1: Smart description Specific: Sufficiently precise to enable an objective assessment and measurement of the results achieved by project. Measurable: Qualitatively or quantitatively, and formulated to facilitate comparisons between predictions and achievements. Attainable: Defined at a level that can be achieved and that represents activities that enable a particular result. Realistic: Measures should be determined in a realistic manner, given the respective project resources and time frame. Time-based: Express benefits or changes that a project aims to achieve by the end of the implementation period. 3.6 Project document The project document (ProDoc) is a key document that finalizes the formulation phase. It must contain all information about the context in which the project must be completed, its impact on the social and economic environment, the objectives and expected results, definition of roles and responsibilities of stakeholders, as well as the budget for its implementation. The details of the contents of this ProDoc are in annex A.2, including explanations and examples that will facilitate its drafting. 10
4 Implementation phase This phase seeks to answer the question of what needs to be done in order for the project to be implemented successfully. The first stage of implementation involves the planning of project activities to facilitate the allocation of resources and the monitoring of such activities. Executing and monitoring stages include a continuous process of controlling so that planned activities take place and results are achieved as anticipated. The third stage is related to closure of the project activities. The project coordinator could monitor the implementation of the project and ensure appropriate guidance where necessary, including providing feedback after reception of quarterly progress report. This also will facilitate the project evaluation phase, and prevent potential problems in implementation. Figure 3: Formulation Phase Source: ITU 4.1 Planning The key to a successful implementation depends on the quality of the planning carried out by the project manager before the start of activities. The main objective in the planning phase involves the creation of a project management plan. The template for this mandatory document is proposed in annex A.3. The project management plan provides a basis for evaluating the performance of the project during its implementation. It includes a complete list of the activities required to complete the project: work breakdown structure, project schedule, procurement plan, quality plan, risk plan, and communication plan. Work breakdown structure The work breakdown structure lists all the outputs/results and activities required to be achieved and undertaken under the project. 11
Project schedule The project manager should list necessary activities to achieve each deliverable defined as outputs/results. For each of the activities, the project manager will determine the workload and duration necessary for its completion, taking into account their interdependencies. Procurement plan The project manager should concentrate on definition of requirements (terms of reference for services, technical specifications for equipment). To estimate the delivery taking into account the needs, and to develop a preliminary schedule of purchases, the project manager must coordinate with the procurement division which is responsible for the relationship with suppliers. The project manager must plan the acquisition of products and services needed to achieve the project deliverables. Control and monitoring of the plan will allow the project manager to mitigate risks related to the non-mastery of suppliers and external service providers. Quality plan The quality plan determines the quality criteria and standards that must reflect the needs of the beneficiary and that must be achieved by the project deliverables. The plan must also include the required verification and quality assurance of the project deliverables and also will check whether the processes to achieve the quality criteria are met. Thus, the project manager must plan for both control quality and assurance quality activities. Risk plan It is essential to identify the key project risks, and list the actions that will reduce their impact on the project. The project manager must: identify the potential risks; define a priority ratio for each risk (e.g. likelihood score / impact score); select risks that will be followed; identify activities that will mitigate the impact of risks on the project; create an activity schedule related to risks mitigation. Communication plan Lack of communication is often at the root of the difficulties encountered during the project. This communication involves the steering committee, the project team, the beneficiary and other stakeholders. The project manager must plan specific activities to carry out effective communication, including the following: define the list of stakeholders who should be informed about the progress of the project; identify the type of information to be transmitted to each group of stakeholders; identify methods of communication to be used; build a communication plan. 12
4.2 Executing and monitoring Building deliverables The first and most important activity in the executing and monitoring stage is the development of each of the project deliverables/results specified within the ProDoc. The deliverables are then reviewed to ensure that quality criteria are met. If all the quality criteria have been met, then the deliverables are signed off by the beneficiary. Transfer of titles and ownership of equipment and other assets, which form part of the deliverables of a project, should be carried out in accordance with section 4.3 of these guidelines and the transfer of title to equipment template (annex A.11). Executing The executing process performs all the activities defined in the planning. The project manager must be able to assign activities to each person responsible for implementation, while ensuring the monitoring and controlling of their execution. Implementation of the project should be carried out with regular meetings planned by the project manager, and project execution should be reported according to the meeting minutes template (annex A.5). Monitoring and continuous assessment makes it easier to judge the gaps between the schedule, the planned budget, and realizations. Monitoring also aims to ensure effectively managed results through measurement and assessment of performance. The overall objective of monitoring is to enable the project manager to undertake corrective actions. Project execution is an internal management responsibility and can be performed by the project manager through: a) Time management The time spent for each activity will be monitored in order to prevent delays that will impact the delivery of the project. b) Budget monitoring The project manager must have constant access the data or information regarding the project budget utilization (contributions received, commitments and expenditures). Budget monitoring is an essential aspect of good project management to ensure that expenditures and commitments remain within established allocations and the overall project budget. Close follow-up with appropriate financial services is the key to monitoring costs and forecasting any potential deviation from the original budget plans. Project partners and especially donors should be kept informed through financial reports, and substantive deviations from the original budget plans should be reflected in budgetary reviews each quarter. c) Procurement management After the definition of requirements for the project, the whole process of procurement of goods and services is the responsibility of the procurement division. Therefore, the project must be monitored regularly with the procurement division. d) Quality management Quality management ensures that the quality criteria previously agreed with the beneficiary are met. It will also ensure that the quality control processes designed to achieve the desired quality criteria of the project deliverables are followed. 13
e) Risk management Risk management should carry out the following activities: take into account the risks identified during the assessment at the planning stage; develop a detailed sheet for each risk using the risk monitoring form template (annex 1: A.6); ensure follow up activities related to the mitigation of each risk; review and update the risk matrix regularly. f) Communications management This entails the regular monitoring of communication activities, as they were defined at the project management plan (annex 1: A.3), and carry out the following: prepare the content of each communication action; prepare the necessary materials; communicate information to stakeholders according to the expected timing. g) Change control Reporting The process of change management is very important, as it can control the flow of change requests that usually come from the beneficiary. These requests may involve minor changes but they can also involve major changes that have a significant impact on time and on budget. Keeping a good track of changes will prevent delays in project development and budget overruns. The process of change control is to perform the following actions: receive the request for change in the format provided in the change request form set forth in (annex 1: A.7); analyse how to support the change request; submit the request to the steering committee or management committee when the impact is significant (duration, budget); modify activities and the action plan accordingly. Reporting is the formal presentation of controlling information using the project progress report template (annex A.8),the assessment/feedback report (annex A.9), and the project manager log (annex A.4). Reporting aims to: inform stakeholders on the progress of the project, as well as of arrangements to ensure proper development of the project; provide formal documentation of activities in order to facilitate audits and evaluations; serve as a reference to future projects in order to ensure that lessons learned (project successes, failures, best practices) through implementation are available for consideration when formulating and implementing similar projects; promote transparency and accountability; report to donors and stakeholders on project progress. Project progress report The project progress report is required for all projects and is prepared by the project manager on a quarterly basis. The reports provide a framework for assessing status and a record of project implementation at any given time. However, its primary aim is to ensure that supervisors of the project coordinator or project manager formally assess the status of project implementation. The progress reports should be prepared quarterly and be submitted in the second week of the following quarter. 14
Project manager log To facilitate the preparation of these reports, it is recommended to use the project manager log (annex A.4), which integrates the main events and information related to the project, as well as setting out specific columns to each report. The project manager can sort and retrieve information using the column for the report to be developed. Assessment/feedback report The assessment/feedback report (annex A.9) is prepared by the project coordinator based on the quarterly project progress reports produced by the project manager, and in some cases (e.g., difficulties encountered, timeout, insufficient budget), decisions may require further approval by senior management or the relevant department (e.g. procurement department). In this assessment, the project coordinator must ensure that decisions have been implemented correctly and documented. During the life of the project, it may be necessary to provide a mid-term evaluation to be conducted by the internal project team or by an external consultant depending on the importance of the project. 4.3 Closing The narrative and financial closures are determined by the dates indicated in the original agreement signed with the donors/project partners/stakeholders, or in subsequent approved project extensions. Narrative closure refers to completion of all operational activities and financial closure includes termination of all financial transactions. Closure should be performed immediately after completion of all project activities. It is important to distinguish between the two stages of project closure, the closure of activities (i.e., narrative closure or operationally completed) and financial closure, and the main activities to be performed during each of these stages. The project is operationally completed when: a) all activities listed in the project document are satisfactory completed; b) the envisaged results are produced; c) the closure report and post implementation review are prepared; d) contracts with personnel, suppliers and service providers are terminated; e) products have been delivered to the satisfaction of the beneficiary; f) decisions have been taken regarding the residual funds of the project, if any. All rights, titles and ownership in and to all equipment and other assets that were acquired under the project for the beneficiary must be transferred and assigned by ITU to, and have been accepted and assumed by the beneficiary (transfer of title to equipment template, annex A.11). It is understood that the transfer will be made during the development of the project and the project manager will incorporate the proof of transfer in the closing portfolio. The timing at which such transfer of title should occur will depend on the type of asset to be transferred (i.e., tangible assets vs. intangible assets). For more information concerning such timing, please refer to the general instructions included in the transfer of title to equipment template. The closure report (annex A.10) is required upon completion of all project activities and contains information on the achievements of objectives, results and activities of the project. It should clearly explain any variances from the originally approved project in terms of duration, budget, results and delivered services. The closure report should be submitted within 30 to 60 days of the operational completion of the project, unless a different specific time frame is stipulated in the relevant agreements with project donors/partners/stakeholders. 15
The project is financially completed when: a) all requested funds have been received; b) bills have been fully paid and liquidated; c) expenditures have been recorded; d) the final budget revision has been carried out; e) the final financial report has been prepared and submitted to the donor; f) the final signed statement of accounts has been prepared and received by the donors / partners / stakeholders; g) the final financial explanatory report has been prepared and submitted to the donors / partners / stakeholders; h) the remaining funds, if any, have been returned to donors/partners/stakeholders or re-allocated to other projects following donor / partner / stakeholder approval. The financial project closure is the responsibility of the ITU finance department, which must check all the points mentioned above before proceeding for the final closure. 16
5 Evaluation phase Before the end of the project, the project coordinator should supervise two assessments: 1. Ex-ante evaluation of the project through the ProDoc, to be completed at the end of the formulation phase. 2. Mid-term evaluation to be carried out by the project coordinator or by an external consultant, depending on the size of the project. This evaluation is undertaken approximately half-way through project implementation to: a) analyse the development of the project; b) check that it is being carried out as planned; c) identify the difficulties to be overcome either in-depth or through desk evaluations. The evaluation phase is in addition to the ex-ante and a mid-term evaluation and takes place after the completion of a project or main activities within the project. Several stages are involved in the preparation of the evaluation process, such as to plan evaluation with assistance of a post-implementation review plan, to report on the outcomes of evaluation using the relevant report templates, and to describe lessons learned and best practices. Evaluation involves financial resources that should be incorporated in the budget planning before the project start date. Figure 5: Evaluation phase Source: ITU 5.1 Post implementation review This stage will be performed after completion of the project according to a schedule previously established by management. Depending on the kind of project, the evaluation will be carried out on site or through a desk review, and in some cases external consultants could be required. 17
Based on key performance indicators defined in the ProDoc, the post implementation review assesses whether the objectives and results were achieved in an effective and efficient manner, and from the project implementation it also provides: scope of evaluation; key findings; conclusions; recommendations. Planning the review The review plan outlines what is to be evaluated, by when, and with whom. It should also provide resources and budgets necessary to carry out these assessments. The criteria of relevance, efficiency and effectiveness are especially important in the process of designing the review plan: Relevance: Outlines the appropriateness of project objectives to the problems that it had planned to address. The review plan must integrate the quality assessment of the definition and formulation of the project. Efficiency: Provides the factual information that the project results have been achieved at a reasonable cost, i.e. how well the results have been achieved in terms of quality, quantity and time. To ensure that the most adequate process has been adopted, it would be useful to analyse alternative approaches. Effectiveness: Examines the contribution made to achieve the best results. This is designed to assess the benefits for the different categories of the population (women, children, elderly, persons with disabilities, and vulnerable groups). The evaluation plan should also take into account: 1 Choice of evaluation: Management is responsible for the choice of results and projects to be evaluated. 2 Timing of evaluation: The plan should specify timing of each evaluation. 3 Stakeholders of each planned evaluation: Not only stakeholders who were involved in the project and who are affected by the results of the evaluation. 4 Financial Requirements: The evaluation plan should estimate the financial requirements for each evaluation. Dissemination of information should also be included in the budget plan. In addition, the evaluation plan should pay particular attention to any information that would be useful for ITU and its partners in the strategy and decision-making process. Evaluation report The post implementation review template is the means to assess the relevance, efficiency and effectiveness of the project implementation and results achieved. As an outcome, the evaluation process will provide a report containing recommendations and lessons learned that will improve future policies and projects, and establish a basis for accountability. The post implementation review (annex A.12) will not only reflect the results achieved and decisions taken but will also allow conclusions to be drawn that will help to improve future project implementation. A good evaluation report will clearly, accurately and appropriately communicate findings, lessons learned and recommendations, and while being an objective presentation of the project, it also ensures that the concerns and comments of the involved parties are correctly reflected. Once the post implementation review is prepared, it should be published and disseminated to all stakeholders. 18
5.2 Impact and sustainability analysis The contribution of a project to the development of a market, population, or environment, must also be measured several years after it ends. Unlike the evaluation carried out on closure of the project to ensure that the objectives and expected results are achieved, an impact analysis should be conducted one to three years after the project has been completed. The impact analysis assesses the level of success of the project and, in particular, its durability and the impact of initially identified indicators and criteria defined in the ProDoc. The impact analysis enables evaluation of the effects on the socio-economic environment, the general policy or sectorial objectives. A project can be said to be sustainable as long as it continues to deliver benefits to the project target groups. Therefore, for the monitoring of sustainability, quality factors should be considered such as: ownership by beneficiaries; appropriate technology; institutional and management capacity; socio-cultural issues; environmental factors; damages. Sustainability analysis assesses how the project can continue its activities without external funding, as well as the beneficiaries' ability to independently manage the project. Impact evaluations focus on the entire range of project results, including unforeseen and longer-term impacts and sustainability on people outside the immediate target groups. The realization of this analysis should include the following considerations: 1 From the previously established indicators, define the scope of the analysis to obtain useful information for ITU and its partners. 2 Determine the schedule of actions to be taken and who should carry them out. 3 Estimate the budget needed to achieve the mission. 4 Prepare media collection of information. 5 Collect data with project stakeholders. 6 Develop an impact analysis report using the template in (annex A.13). 5.3 Lessons learned and best practices The last stage of the life cycle of the project is to analyse and consolidate lessons learned for projects that have been identified during the implementation and evaluation phases, by using the template that is presented under (annex A.14). This analysis will provide examples of best practices from effective and efficient projects that have delivered concrete and sustainable benefits to the beneficiaries. Once identified, they will be stored in the best practices database. 19
Best practices of projects will be consolidated in a database that will be available to all managers and focal points. This will enable them to work out project solutions to address similar types of problems in other regions/countries and replicate best practices where appropriate. This database will also allow BDT to report back to membership on success stories and achievements made through implementation of projects. An organization s best practices process includes a number of essential tasks: 1 Collection of relevant materials: This not only includes project reports, but would also consider other internal or external sources of information. 2 Verification: Focuses on validating lessons according to selected standards (relevance, significance, credibility of information and others) and identifies systemic issues and improvement opportunities. 3 Storage: Provides a database for categorization, indexing, and formatting of lessons representation. 4 Dissemination: Includes different avenues informing relevant parties on best practices. 5 Reuse: Focuses on encouraging/promoting best practices to be used by project managers. As a tool, the best practice database aims to bring together any lessons learned that have been gathered during the project implementation that can be usefully applied to other projects. The content of this database should be discussed with stakeholders so that they may benefit ITU experience and best practice. Figure 6: Lessons learned and best practices Source: ITU 20
6 Improvement process To ensure continuous improvement of the ITU project management guidelines, it is necessary to implement mechanisms for flexibility, revision, adjustment and learning, including to: establish and support data collection and analysis at the community level; utilize biannual meetings to review project management performance; establish electronic systems to post questions, share technical information and offer assistance to facilitate knowledge sharing and exchange; organize cross-regional learning processes, such as workshops and retreats, to take stock and analyse results; actively participate in communities of best practice many of which are online to share best practice and seek advice for ongoing challenges from peers and experts. 21
Annex: Templates Among the fourteen (14) templates presented under the various subsections of this annex, eight are mandatory and the other six are optional. However, they should all be afforded consideration as they can help project managers to achieve their mission. Four of the mandatory reports will be elaborated by the project coordinator. In some templates, explanations are given to allow the user to complete the document without returning to the information contained in the project management guidelines. 1 Logical framework 2 Project document (mandatory) 3 Project management plan (mandatory) 4 Project manager log 5 Meeting minutes 6 Risk monitoring form 7 Change request form 8 Progress report (mandatory) 9 Assessment / feedback report (mandatory) 10 Closure report (mandatory) 11 Transfer of title to equipment 12 Post implementation review (mandatory) 13 Impact analysis report (mandatory) 14 Lessons learned report (mandatory) NOTE: In each template in this annex, explanations and examples are written in blue and in square brackets are for information only and must be deleted from the final document. 22
A.1 Logical framework template [Identify the key indicators for evaluating the resources used and the impact of the project, as well as the data sources to verify the achievement of indicators. Following the examples of problem and objectives trees, a logical frame is given below for illustration.] LOGICAL FRAMEWORK: IMPACT, OBJECTIVES AND OUTCOMES Narrative summary Performances indicators Means of verification Risks and assumptions Overall Impact: Socio-economic development in X region of country Z due to increase access to information N % reduction in the percent of population lacking access in region X by 2 years after the start of the project Survey report on reach to ICT Objective: Enhanced and sustainable infrastructure for X region of country Z N% increase in teledensity by 6 months after project implementation ITU publications Statistical Survey of Statistics Department of Country Z Tariffs are maintained at an affordable level Universal service funding is in place Outcomes: 1. Infrastructure extended to provide coverage of rural parts of region X 2. Reliable infrastructure operated and maintained by qualified staff Infrastructure is in operation by the end of the project Upward trend in the number of subscriptions 6 months after completion of the project Increase in traffic originating from or terminated in region X 6 months after completion of the project Increase in overall traffic volume 6 months after completion of the project Reduced rate of faults by the end of the project Reduced maintenance and operation costs Increased capacity of staff to perform technical functions Site visits Yearly statistics provided by the operators Financial records of the operators Attendance lists of trainings participants Service providers and implementation partners fulfil legal and contractual obligations in agreed time-frame Equal amount of M/F took part in a training programme Stable economic situation allowing reduction of maintenance and operation costs 23
LOGICAL FRAMEWORK: OUTPUTS/RESULTS AND PRECONDITIONS Activities Resources Costs Risks and Assumptions 1. Output/Result 1 1.1. Perform a Feasibility study 1.2. Prepare a network planning 1.3. Procure necessary equipment and install 2. Output/Result 2 2.1. Carry out gap analysis and needs assessment on existing network 2.2. Provide training for technical staff on network maintenance and operation 2.3. Procure necessary equipment and install Senior expert on economic analysis Telecommunications experts Missions Training arrangements Equipment Project office Feasibility study results in favour of the investment Required information is available, accurate and up to date No compatibility problem for the procured equipment High level of participation in the trainings There are no delays due to land expropriation Preconditions: Readiness of project partners input. Security in the region is maintained 24
A.2 Project document template Logo [Partner name] Project number Project title Internet Exchange Points (IXPs): keeping local Internet traffic SUMMARY OF CONTRIBUTION OF THE PARTIES Project Budget (in CHF) Estimated start date Estimated end date U.N. Agency Specialized Government Cooperation Agency January 20xx December 20xx International Telecommunication Union (ITU) Ministry of Description Staff Costs Missions External services Training Equipment Miscellaneous Sub-total Total Partner In-cash Partner Beneficiary country(ies) Project manager.... ITU AOS (-- %) Total Comments : Brief description Example: To achieve the objective of keeping local Internet traffic local, some countries have established national Internet Exchange Points (IXPs) and Internet Service Provider (ISP) peering has emerged as one of the most important and effective ways for ISPs to improve the efficiency of operation and to further reduce Internet access costs. This project will provide a [Beneficiary Country] to improve its Internet Connectivity. The overall aim is to provide affordable Internet access and connectivity through the implementation of national and regional Internet exchange points. For the Signature Date Name/Title / / / / 25
1 Background and context [In this part, provide description of the proposed solution. Provide available information and explanation related to the project; regarding its origins and why it is being undertaken. Any information related to the details of the proposed solution that does not fit into other sections can be elaborated in this section.] 1.1 Introduction [Example: Information and Communication Technologies (ICTs) are cost-effective in providing a powerful engine to help achieve development goals. For example, they can be used to reduce poverty, build capacities, enrich skills, and inspire new approaches to governance and conflict resolution. The Information Technology contributes for promoting the development of many countries, but this project will enhance connectivity with reasonable cost to achieve other kind of activities. Many countries have yet to build the basic infrastructures needed to take advantage of the information age, and would face a formidable challenge to build a pathway that would reduce the gap between them and the rest of the world.] 1.2 Problem statement and justification [Example: As a follow-up to the Connect Africa Summit (Kigali, Rwanda, 29 30 October 2007) in line with the creation of national Internet Exchange Points (IXPs) and implementing competition in the provision of international Internet connectivity (Connect Africa, Goal 3), this project aims to significantly increase access to affordable ICTs for all people, in both urban and rural areas, are able to gain maximum benefit from the opportunities offered by ICTs. The primary objective of the project, therefore, is to strengthen the ability of countries to keep their internet traffic locally, while ensuring an affordable cost for access.] 1.3 Project scope and strategy [Example: The project aims to share experiences, knowledge and benefits relating to the establishment of IXPs centres to other developing countries. Under this arrangement, the project will: Identify case studies that have been successful, particularly in similar situations; Provide scientific and expert support to present processes of infrastructure development for IXP and access in [Beneficiary country]. Provide IXP equipment and put into operation and transfer the IXP to the local partner institution. Promote public and private sector partnership in the development of IXP policies and for actions. Stakeholders in [Beneficiary country] are to be involved from the start, and the project will encourage sharing of responsibilities and clear definition of roles among key stakeholders.] 26
1.4 Impact [Impact = Development objective As part of the overall objectives of developing a population or market, the project will contribute to some of them. The criterion of the impact of the project on the beneficiaries will assess the achievement of these objectives several years later according to the type of project. Impact Indicators These indicators should measure the evolution of the situation of a market or population, following the implementation of the project. In some cases, it s possible to make a qualitative description of the expected impact. Impact Indicators are essentially used during evaluation of Impact analysis.] [Example: These technologies are already making an important contribution to the economic and social development of African countries; African populations can multiply this contribution several times over by increased connectivity and cost-effective access to the Internet. Many African countries have yet to build the basic infrastructures needed to take advantage of the information age, and would face a formidable challenge to build a pathway that would reduce the gap between them and the rest of the world. The gap could widen and become self-perpetuating as the technologies become more advanced. The project will significantly increase access to affordable ICTs in [Beneficiary country] in order to facilitate a technological environment in which all people, in both urban and rural areas, are able to gain maximum benefit from the opportunities offered by ICTs. In line with the creation of national IXPs and implementing competition in the provision of international Internet connectivity (Connect Africa, Goal 3), the project will strengthen the ability of countries to keep their internet traffic locally, while ensuring an affordable cost for access..] 2 Project objective [The project must achieve a primary goal. This section should clearly define the sustainable benefits expected by a market or population.] [Example: The objective of the project is to strengthen the capacity of [Beneficiary country] by providing cost-effective access and implementing competition in the provision of international Internet connectivity to the Internet by keeping local Internet traffic local through Internet Exchange Points. ] [Assumptions/Preconditions To ensure a harmonious development of the project, it should be analysing the assumptions and preconditions that will achieve the objective] 3 Expected results [Expected results are products and services produced, or competences and capacities established, directly as a result of project activities. The result indicators are predominantly used during monitoring and evaluation.] 27
3.1 RESULTS 1 3.2 RESULTS 2 3.3 RESULTS 3 [The Result indicators are predominantly used during monitoring and evaluation. Provide Key Performance Indicators for each result that are specific, measurable, attainable, realistic and time bound in order to allow measurement of expected results in terms of quantity, quality and timeliness.] Result Key performance indicators (KPIs) Target 1 [ enter indicator] [ enter indicator] 2 [ enter indicator] [ enter indicator] 3 [ enter indicator] [ enter indicator] 4 Project activities [Project activities: Specific activities performed using resources and methods in order to achieve the expected Results. Implementation of activities depends on the availability of skilled human resources and the capacity of stakeholders to support the development of the project. Describe the main activities required for achieving expected Result.] Result Activity description Responsible party(ies) 1 1.1 [enter activity ] [ITU/partner/beneficiary] 1.2 [ enter activity ] [ITU/partner/beneficiary] 1.3 [ enter activity ] [ITU/partner/beneficiary] 2 2.1 [ enter activity ] [ITU/partner/beneficiary] 2.2 [ enter activity ] [ITU/partner/beneficiary] 2.3 [ enter activity ] [ITU/partner/beneficiary] 3 3.1 [ enter activity ] [ITU/partner/beneficiary] 3.2 [ enter activity ] [ITU/partner/beneficiary] 3.3 [ enter activity ] [ITU/partner/beneficiary] 28
5 Inputs [Inputs: Resources (personnel, equipment) and finance necessary to perform the planned activities and manage the project.] 5.1 ITU IN CASH CONTRIBUTION IN KIND CONTRIBUTION 5.2 Partner IN CASH CONTRIBUTION IN KIND CONTRIBUTION 5.3 Beneficiary country [Example: IN CASH CONTRIBUTION IN KIND CONTRIBUTION Contribution from <partner name]: specific computer hardware and software, pre-defined funds for the learning centre to maintain itself, training programme, cost of training of trainers; Contributions from ITU (in kind but some contributions in cash may be made available); Contributions from the Government Agency (in kind): Provides a coordinator and premises for hosting the project.] 6 Roles and responsibilities 6.1 ITU [Example: ITU will: Provide staff resources for the coordination and management of the project and be responsible for the overall management of the project implementation, supervision, monitoring, coordination and evaluation; Provide its expertise and international experience to enable realization of the project objectives in an effective and efficient manner; Allocate the experts for the project as per contract and terms of reference; Correspond with the relevant parties to make sure that project is successful; Etc.] 29
6.2 Partner [Example: Partner will: Provide staff resources for the coordination and management of the project; Correspond with relevant parties to make sure that project is successful; Etc.] 6.3 Beneficiary country [Example: Country will: provide all permissions necessary or required to carry out project activities, including, without limitation, all authorizations, permits, certificates, visas and other instruments necessary or required for ITU and/or any of its personnel (including experts) to implement the project; provide all exemptions from any and all prohibitions, restrictions on imports, custom duties, direct and indirect taxes, and any other fees in respect of imported items that may be required under the project; provide administrative support and staff required during the project implementation and any other assistance to the project; Etc.] 7 Risk management [This section describes the relevant risks that can negatively affect the success of a project. In addition, this section rates the Likelihood and Impact of each risk should it occur, using a scoring (High, Medium, Low) and suggests the mitigation actions for reducing risks to the project.] Risk description Likelihood Impact Mitigation action The lack of control over the local resources The collection of information necessary to complete the project H* H* Collaboration of the relevant government agency L* M* * H= High, M=Medium, L=Low 8 Project management [In this section, provide an overall description of the project management. In this regard, elaborate the management structure and terms of reference agreed upon by project partners. Provide information on roles and responsibilities of the steering committee, its composition and working methods as well as the roles and responsibilities of the parties. The implementation of project management structures depends on the size of the project and its complexity. There are three kinds of project sizes: small (< CHF 150 000), medium (< CHF 500 00) and large (> CHF 500 000).] 30
8.1 Steering committee / management committee [For large projects, the establishment of a "steering committee" is strongly recommended and its composition, the roles and responsibilities of its members and the frequency of its meetings should all be clearly defined under this section. For small and medium projects, it is recommended to set up a management committee composed of a manager from ITU and a decision maker for each stakeholder. This committee will oversee the work done by the project manager and take the necessary decisions.] [Example: The role of the steering committee/ management committee will include: approve the project management plan as defined by the project manager; approve changes have a significant impact on the project and presented by the project manager; provide advice and directives concerning the progress of the project. The steering committee/ management committee will consist of: representative of the partner/beneficiary; ITU Regional Director; Chief of related departments] 8.2 Project manager [Example: The project will be implemented by the assigned project manager in close coordination with beneficiary Member State focal point(s) and partner. ITU as the implementing agency will supervise and administer overall implementation of the project in accordance with ITU rules, regulations and procedures.] 8.3 Project management team [Example: The complexity of the project will need a dedicated project management team for its implementation. This team will consist of: an assistant project manager in charge of studies; an assistant project manager in charge of implementation.] 9 Monitoring and evaluation [In this section, provide an overall description of the project monitoring and evaluation activities. In this regard, elaborate reporting requirements and frequency of such reports.] [Example: Quarterly reports will be prepared to describe the progress of the project. Syntheses will be for stakeholders to keep them informed of project development. At the end of the project, the ITU project manager will submit a report to ITU and partner. The final project report will include, among other things, reasonably detailed descriptions of the activities, achievements towards expected outcomes, lesson learned and recommendations for future actions. ITU together with the partner will monitor and evaluate the project based on the expected results and key performance indicators.] 31
10 Sustainability [In this section, elaborate on how the sustainability of the project is to be achieved. If applicable, describe sustainability measure, such as the self-financing mechanisms, that will be put in place upon the completion of the project. ] [Example: At the end of the project, the recipient country will establish a business model that will enable it to sustain the project.] 11 Budget [The budget for this project is set forth in Annex 1 attached hereto.] 12 Work plan [The work plan for this project is set forth in Annex 2 attached hereto]. 32
Annex 1: Budget PROJECT BUDGET (IN CHF) Description Total Partner in-cash Partner Staff costs Subtotal: Mission Subtotal External services Subtotal: Equipment Subtotal: Other charges Miscellaneous Subtotal Subtotal AOS (-- %) Total Grand total Comments : 33
Annex 2: Work plan [The work plan should be detailed during planning stage and reviewed during project implementation, as required.] 34
A.3 Project management plan template PROJECT MANAGEMENT PLAN Project number Project manager Project title Start date End Date Budget Brief description Prepared by Date [The first stage in the project planning phase involves the creation of a project plan. This plan includes all the criteria that will be used to evaluate the performance of the project. It defines a complete list of the activities required to complete the project, as well as the milestones, resources and timeframes involved in undertaking the project. The actions involved in creating a project plan are the following: ] Work breakdown structure (WBS) The work breakdown structure lists all the outputs/results and activities required undertaking the project. Outputs/results Result Description Activities Result Activity Human Resources Workload Duration 1 1.1 1.2 1.3 1.1;1.2 2 2.1 2.2 Activity Sequence 35
Schedule Result Activity description Duration M 1 M 2 M 3 M 12 1 1.1 [ enter activity ] 1.2 [ enter activity ] 1.3 [ enter activity ] 2 2.1 [ enter activity ] 2.2 [ enter activity ] 2.3 [ enter activity ] 3 3.1 [ enter activity ] 3.2 [ enter activity ] 3.3 [ enter activity ] Procurement plan [The project manager should identify the list of requirements and coordinate with the procurement division to supplement the budget estimates. The estimated delivery date will set the launch date of the purchase process, taking into account the time recommended by the procurement division.] Result Activity description Equipment or service Quantity and unit Estimated budget (CHF) Estimated delivery date Start date purchase process 1 1.1 [ enter activity ] 1.2 [ enter activity ] 1.3 [ enter activity ] 2 2.1 [ enter activity ] 2.2 [ enter activity ] 2.3 [ enter activity ] 3 3.1 [ enter activity ] 3.2 [ enter activity ] 3.3 [ enter activity ] 36
Quality plan Quality target [Identify the deliverables to be produced by the project, as well as the quality criteria that each deliverable is to achieve.] Deliverable Quality criteria Risk management plan [This plan identifies the foreseeable risks, assesses their likelihood and impact, and classifies them according to the method proposed below, to provide mitigation measures for risks that will be supported.] Priority [Use the following table to assign the likelihood and impact scores for each risk.] 1 2 3 4 5 Very Low Low Medium High Very High [The priority ratio is the Likelihood score times the Impact score.] Risk ID Description Likelihood score Impact score Priority ratio R01 3 4 12 2 R02 4 5 20 1 R03 2 4 8 3 R04 2 2 4 4 Rating Risk Schedule [After analysis of all risks, it may be necessary to accept certain risks for which the ratio is low. For risks that are supported, the project manager should use the following table to identify the preventive actions required to mitigate the level of risk to the project.] Risk rating Risk ID / description Preventative actions Resource Action date 1 R02 2 R01 37
Communication plan [The project manager must plan specific activities to carry out effective communication, including the following: Define the list of stakeholders who should be informed about the progress of the project; Identify the type of information to be transmitted to each group of stakeholders; Identify methods of communication to be used; Build a communication plan as proposed below.] COMMUNICATIONS ACTIVITIES Activity ID C01 Information (what) Kick of scope / outputs / Results / planning / project management team / etc. Stakeholders (who) Stakeholder representatives Timeframes (when) To start project C02 Progress report Steering committee First week after the quarter Methods (how) Meeting ppt presentation Meeting + document (to send 5 days before meeting) 38
A.4 Project manager log template 39