Bless P.

Bautista
BCECD 3-3

PROJECT IDENTIFICATION FRAMEWORK, SCOPE AND PROCESSES

1. INITIATING
Recognizing that a project is worth doing
Determining what the project should accomplish
Defining the overall project goal
Defining general expectations of customers, management or other
stakeholders management, or other stakeholders
Defining the general project scope and problem statement
Selecting initial members of the project team
Deliverable = Project Charter
2. PLANNING
Refining the project scope
Listing tasks and activities
Sequencing activities
Developing a workable schedule and budget
Assigning resources to the activities
Getting the plan approved baseline

 Deliverable = Project Management Plan

3. EXECUTION
Leading the team
Meeting with team members
Communicating with stakeholders
Resolving conflicts that always arise during a Project
Approve change request
Securing necessary resources (money, people, and equipment) to carry out
the project plan
Deliverable = RFQ/RFP or Distribution of the schedule issues and risks on a
weekly basis 11 schedule, issues and risks on a weekly basis
4. MONITORING and CONTROLLING
Monitoring deviations in budget or schedule
Taking corrective action
Evaluating potential impacts of project
Initiating change request process Initiating change request process
Rescheduling the project activities
Adapting resource levels Adapting resource levels
Adjusting project goals (as long as you have revisited planning)
Getting changes approved by stakeholders
Updating project documentation
Deliverable = Progress reporting
5. CLOSING
Validating the last of the tasks are complete in the project plan
Releasing resources
Lessons learned

 Final vendor payment

Writing a final project report
Sponsor sign of
Closing out the files Closing out the file
Deliverable = Transition or turnover plan to production support; a Lesson
Learned document

IDENTIFICATION OF DEVELOPMENT PROBLEMS AND

DEVELOPMENT POTENTIALS

Problems
Define the Key requirements,
Record and investigate all possible problems for each of the key
requirements that have now been identified,
List possible causes for each potential problem,
Develop preventative actions where possible rather than having to
muddle through a problem after it has happened
Develop contingency plans where necessary,
Potentials
In-field investigation
Desktop investigation
Geographic information systems (GIS).
Landownership/land use

IDENTIFICATION OF POSSIBLE PROJECTS AND PRELIMINARY

SELECTION

A project may be seen as an investment activity where financial

resources are expended to create capital assets that produce benefits over
extended period of time. Project identification is the initial phase of the
project development cycle. It begins with the conceiving of ideas or

intentions to set up a project. These ideas are then transformed into a

project.

Project ideas conceived by:

Individuals
Groups of individuals (community)
Local leaders
NGOs
Policy makers
Planners
International development agencies
Government pronouncements

Project ideas may be due to:

Prevailing problems in a given area.

Availability of resources in a given location.

Clear project identification allows you to answers questions like:

1. How do the projects come about?
2. Where do projects come from?
3. Why are projects where they are?
The process of project identification ends with the formulation of a problem
statement. It takes the form of listing all the problems/needs in the
community/area/ organization, Prioritizing the problems and selecting 1 3
core (major) problems, Finding out the root causes of the problems, Sitting
the likely efects of the problems on the community, Suggesting the probable
solutions to the problems, Identifying the (projects) from the solutions.
The screening process of projects, Responds to the following
concerns:
Is the technology appropriate to the projects objectives or local capabilities?
Is the risk involved manageable?
Is the demand for the expected outputs adequate, and does the project
actually have a comparative advantage?
Will the supply of raw materials or skills be adequate?

Is the design in agreement with the institutional and managerial capabilities

available?
Will the recurrent costs be adequately met given the available financial
resources?
Is there adequate commitment by the intended beneficiaries and support
from District and central government authorities?
Is the project has negative efects on the environment? And if yes, can the
efects be mitigated?
Is the project culturally acceptable by the community?
Is the project sustainable?

Project Preparation Steps

Phase 1: Project identification
Situation analysis
Identification test
Preparation of a concept project proposal for
Phase 2: Project Formulation and Preparation

Feasibility study
Project document formulation
Establishment of baseline and target data
Project implementation planning

Phase 3: Review and Approval

Inter-Divisional Review (IDR)
Project Approval Group (PAG) decision on the approval
of the project

Phase 4: Project Implementation

Project implementation to achieve projects
objectives/results
Project sustainability ascertained
Monitoring and reporting
Risk assessment and management

Phase 5: Evaluation

Mid-course evaluation for amendments and

improvements
Functional
Areas
Project
Study Preparation
End
of thein
project
evaluation
Generation of lessons learned

Integration Management - Fitting everything together, planning project

changes.
Project Scope Management - Clear scope statement, prevent scope creep.
Project Time Management - Time and schedule.
Project Cost Management- Manage costs.
Project Quality Management- Planning quality, Enforcing quality, Checking
quality control.
Project Human Resource Management- Organizational planning, staf
acquisition, making a team.
Project Risk Management- Identifying the possible risk of a project.
Project Procurement Management- Acquisition and contract management.
Steering Committee- A group of stakeholders who approve and agree on
project scope, schedules, budgets, plans, changes.
Working Committee - Line managers who are responsible for delivering
business results once the project is completed.
Functional Managers - May manage or supply people that work on the team,
Need to be communicated with, Need their commitment to the project.

Aiko Gonzales
BCECD 3-3

Investment Project Definition

Long-term allocation of funds (with or without recourse to the project's
sponsor) to carry an investment idea through to its stable-income generation
stage. A viable investment project aims at achieving a profitable return that
ensures
(1) timely payment of interest and principal
(2) attractive return on the invested capital, and
(3) positive and consistent cash flows.
Project Execution Design/System that includes monitoring and supervision
The project execution plan (PEP) may developed from the business case and
the strategic brief.
The project execution plan sets out the strategy for managing the project, it
describes who does what and how, defining the policies, procedures and
priorities that will be adopted.
It may also define strategies in relation to items outside of the scope of the
main contract, as the client's overall project might include multiple contracts
for the supply of goods and services, both from external organisations and
from within the client organisation itself such as operational and
maintenance contracts, the supply of equipment, relocation, and so on.
It is generally prepared by the project director if they have sufficient
experience, or on their behalf by a project manager. On a construction
management contract or a management contract it may be taken on and
developed by the construction manager or management contractor.
The project execution plan might include:


Project definition and a summary of the strategic brief or later the
project brief.

Drawings insofar as they are developed at this stage.

Project programme.

Cost plan, cost management and accounting procedures.

Contracting and procurement strategy.

Roles, responsibilities and authorities. This might be set out in a

responsibility matrix (or project roles table), supplemented by a contractual
tree and then used to develop a schedule of services for each appointment.

Monitoring and reporting strategies.

Potential consultations / stakeholder management.

Communications strategy and standards.

Technology strategy.

Risk assessment and risk allocation.

Strategy for obtaining planning permission and other permissions.

Health and safety strategy.

Sustainability strategy

Quality assurance strategy.

Soft landings strategy, including business change and staf training

requirements, commissioning, handover, migration, aftercare and post
occupation evaluation strategy.

Operational strategy.

Equipment requirements (inside or outside of the building contract).

Unusual or long-lead items.

It is likely to be presented as a report, however, where possible, information

and requirements should be scheduled in a database or spreadsheet format
that will be easy to expand and will be easy to use to test whether proposals
satisfy requirements later in the project

The progress of the project should be assessed against the project execution
plan throughout the project and the project execution plan should be
amended and developed as necessary.