PROGRAMME AND PROJECT

MANAGEMENT

BY
PROF FEMI SUMAILA PhD, FCILT
drsumaila56@gmail.com; 08033426585

Paper Presented at the Pre-Promotion Training for Officers in

the Federal Civil Service
March and April 2024
 OUTLINE
 Deliverables
 Setting the Stage
 Understanding Programme and Programme Management
 Project Defined
 Project Features and Parameters
 Project Processes and Phases- Project Cycle
 Project Initiation
 Project Planning
 Project Execution
 Project Failures and Success
 Project Management Framework
 Monitoring and Evaluation Framework
 Project Monitoring
 Project Evaluation
 Reporting on Results
 Project Management Software
 Public Private Partnerships
 Conclusion
 DELIVERABLES

 This lecture will enable participants

 know the difference between Programme and Project and what
constitutes programme and project management
 have basic understanding of the purposes, processes, norms,
standards and guiding principles of project management
 know how monitoring and evaluation framework can be used to
galvanize the effectiveness of programmes and projects, and in
steering the implementation process towards intended results,
and
 appreciate the desirability of Public Private Partnerships in
funding projects and strengthening effectiveness of their delivery
 SETTING THE STAGE

 Philosophy of SMAT-P Roll Out Training Exercise

 Objectives of the Exercise
 Approach to this Presentation
 Why Government interest in Programmes and Projects
(The Class)
Understanding Programme
 A program is a collection of projects that are
managed as a group to achieve efficiencies of
scale.
 Thus, a program is made up of several smaller
projects that are dependent on each other.
 Programmes are therefore generally large and
managed by teams
 Indeed, projects are bundled together into a
program when the benefits of managing the
collection outweigh the benefits of managing
them as individual units.
 The class to provide examples of programmes
Programme Management

 Program management is the control and

coordination of related projects that are grouped
together
 It involves mapping out and defining the list of
dependent projects that need to be completed
to reach an overall programme goal.
 It focuses on strategy and implementation, and
how to delegate projects appropriately.
 Since programs are so large, they are often
managed by a team of people, with projects
and tasks delegated across team members
 WHAT IS A PROJECT

A project is an activity that :

 is temporary having start and end dates
 is a one-time, unique or specific endeavor
 has customers
 brings about change
 has unknown elements, which therefore create risks
 Generally, projects are formed to solve a problem or
take advantage of an opportunity.
 Eg building a large Lecture Theatre in a University
 Or building a Youth Vocational Centre
 Features of a Project

 A project is not a regular activity of an

organization
 For instance, business as usual activities can often
be mistaken for projects eg Matriculation and
Convocation ceremonies of a University
 A project contains well defined objectives in terms
of scope or requirements, schedule, and cost.
 A project is carried out via a set of interdependent
tasks.
 A project uses various resources to carry out these
tasks.
Project Parameters

 Project parameters define the following:

 Project Scope
 Budget
 Schedule
 Resources
 Quantity and Quality of Project
 Note that interrelationships exist among these
parameters
 There is also flexibility of the parameters
Project Management

 Project management involves managing the

parameters and operations of an individual
project within a program.
 It is a bit more tactical and mainly focuses on the
operational elements of the project such as
meeting deadlines, staying within budget, and
completing deliverables.
 The project manager coordinates time, budget,
resources and delegates tasks across the team.
 He reports on progress and changes made to
the initial project plan.
 Project Management Process and
Phases – The Project Management
Cycle
 Project management evolves in a cycle
 Starts with Project Conceptualization
 Ends up with a Project Close
 Every successful project must go through
the following phases
Project Conceptualization/Initiation

 This refers to the totality of decisions and actions to set

up a project for success
 It is a process of establishing the steps required to:
 develop the concept note
 define the project goals and objectives
 clarify the scope of what to be done, and
 develop a task list
 Thus, project initiation is thinking about
 what you need to do
 how to get everything done, and
 putting the structure (processes and governance) in
place to make them happen
 Project Planning
 Usually the next phase after project initiation and approval
 Planning is an art of preparation for future action
 Thus, project planning streamlines the doing
 Conventionally, it is carried out through
 meetings,
 workshops,
 interviews,
 surveys,
 stakeholder engagements, and
 group discussions
 The product of project planning is a Project Plan - a
document or set of documents that explain what to do and
how to go about it
 It specifies project scope, schedule, resource requirements,
quality, risks and assumptions
Project Planning Chart
 Project Execution and
Implementation
 Deals with the actual execution of the project
 Covers all components of the project plan
 Involves deployment and management of both human
and material resources
 Requires strict constant supervision to ensure:
 Compliance with standards
 Quality in project delivery
Close of a Project

 Every project ends up with a close

 It is a formal activity which involves
 Closing the Project site or rounding up the project
activities
 Taking decisions on project equipment and
materials
 Hand-over of project to the Client
 Writing End of project Report
 For these reasons, Close of Project is usually
treated as a phase of the project cycle
Project Failures and Success
 Why Projects Fail
 A project has a degree of UNCERTAINTY.
 In project planning many assumptions are made
regarding:
 access to resources.
 resource capability.
 impact of environmental factors.
 These assumptions are not always accurate.
 Requires the project manager to re-assess and trade-
off between requirements, costs, and time.
 Above all, he must be PRO-ACTIVE.
 Critical Project Success
Factors
 Project success requires the following
 All stakeholders must gain consensus on project outcome.
 Project Manager must build the best team possible.
 Project must be based on a comprehensive, viable plan
which must be kept up-to-date.
 Full determination of all resources needed to get things
done.
 Project must be based on a realistic schedule.
 Project Success Cont’d
 Don’t do more than can be done.
 Remember that people count.
 Gain the formal and ongoing support of management and
stakeholders.
 Project Manager must be willing to change.
 Must keep others informed of what you’re up to.
 Must be willing to try new things.
 The Project Manager must become a leader capable of
inspiring his team
Project Management Framework
 A project management framework describes the
development processes, tools, and tasks used to start
and complete a project.
 It includes essential parts in order to plan, manage,
and govern projects- the project’s end-to-end cycle.
 It can help your management and team navigate
problems and deadlines while withstanding the weight
of unforeseen challenges.
 Thus, a project management framework is a set of
standardized templates, processes, activities, and
tools used to plan, start, control, and finish a project.
 It outlines the steps you should take to
 keep your project on track,
 help your team members collaborate better, and
 Monitoring and
Evaluation Framework
 A raging debate is on whether Monitoring and
Evaluation should be treated as a phase in the Project
Cycle
 No, they can only be mainstreamed in each phase of
the cycle
 But consensus is building around the fact that they
constitute an important framework for successful
project management
 Projects with strong monitoring and evaluation
components tend to stay on track.
 Indeed, problems are often detected earlier, which
reduces the likelihood of having major cost overruns or
time delays later.
 Thus it can be concluded that without proper
 Project Monitoring
 Monitoring means to continuously, systematically, and
routinely oversee/watch over/track progress being made
towards achieving set goals and objectives
 Simply, it is the routine tracking of key elements of a
project towards getting intended outcomes
 It is founded on two basic questions
 Are actions being taken as planned?
 Is progress being made towards achieving planned
results?
The monitoring process could be put in a template to show
the flow (Indicator – Definition-Purpose-baseline-target-
measuring tools-frequency of measurement-responsible
officers-reporting system-quality control)
 Levels of Project Monitoring
 Generally, project activity monitoring is carried out by
project Manager or Coordinator at the following levels.
 a Pre-Activity Preparation level These are preliminary
activities that are carried out before a project
commences such as Design and inputs, Contents,
Resources among others
 The focus here would be on Quality Assurance
 b Project/Programme Commencement Site or Venue
where recording of information on take-off activities is
done using Project Commencement Forms
 c In-Programme/Project Monitoring which involves
assessment of delivery and execution using Progress
Assessment Forms
 d System Monitoring which assesses overall service
provision such as logistics, entertainment, conveniences,
and sanitation among others
 These could also be captured in the Assessment Forms
 Project Evaluation

 Evaluation is a rigorous and episodic assessment of

overall results achievement and its effects.
 The assessment enables the drawing of conclusions on
the following five attributes relating to a project
 -Relevance,
 -Effectiveness,
 -Efficiency,
 -Impact, and
 -Sustainability
 Project Evaluation

 Using these attributes, evaluation can be carried out at

the
 planning,
 Formative, and
 summative stages of a project
 Evaluations are done independently to provide
managers and staff with an objective assessment of
whether or not they are on track.
 They are also more rigorous in their procedures, design
and methodology, and generally involve more extensive
analysis.
 Types of Evaluation
Ex-Ante Evaluation
 This is the type of evaluation carried out prior to execution of a
project
 It evaluates the environmental conditions within which a project is
conceptualized and initiated
 Results of such assessment form the fulcrum on which the success
of a project is based It enables analysis of the anticipated
impacts of a planned project
 It assesses whether objectives are clear, coherent and adjusted to
prevailing situation
 In summary it determines the relevance and appropriateness of a
programme
 Feasibility studies such as Market Surveys, and Training Needs
Assessment and Capacity Gaps are examples of this evaluation
Interim Evaluation or Mid-Term Review
 This is undertaken to establish whether a project is making
progress towards its set goals and objectives.
 It enables the determination of the level of organizational
confidence in the project implementation strategies. This type of
evaluation is applicable to Research and Consultancy projects
and can be used to assess the performance of the Strategic Plan
 Types of Evaluation
Final or Terminal Evaluation
 This is a summative evaluation carried out at the end of a
project to measure the success of the project especially
with regard to the achievement of set objectives
 It assesses project outputs and immediate outcomes and
evaluates its impact on the society
EX-Post Evaluation
 This is an impact evaluation that is carried out after years
of completion of a project
 It focuses on long-term impact useful for measuring
sustained changes brought about by the program or for
making policy changes or modifications to the program.
 Project Monitoring and Evaluation
Logical Pathway

 Its overall goal is tracking progress and measuring

results
 Simply put, M&E is indeed an expression of
 Action – Result or
 Input – Output relationships
 These are deeply rooted in Systems Theory
 It is a logical pathway of how actions have causal
linkages with results and their immediate and long-
term effects which sequentially lead to the
achievement of the overall goal of a project.
 Project Monitoring and Evaluation
Logical Pathway
 The actions-effects causal linkages are usually expressed in the
following
 Impact: Impact refers to the medium to long term
consequences of a project.
 Outcomes: Outcomes are short to medium term effects of a
project.
 Outputs: Outputs are results produced by projects.
 Activities: Activities are specific actions or processes
undertaken in a project to obtain results.
 Inputs: Inputs are things that must be put in place or invested in
order for activities to take place.
 These can be put in reverse order : Inputs – Activities – Outputs
– Outcomes – Impacts
 Reporting On Results
 Reporting is a major component of an M&E System playing the
following roles
 Document completion of project activities
 Identify significant deviations from plans and reveal them
appropriately
 Assist in correcting decision making and monitor implementation
of corrective actions
 Identify shortcomings of existing management and monitoring
system
 Provide information for coordination of National Development
Programs
 Provide reference materials for planning of subsequent projects
 Provide information for future evaluation.
 The following types of Reports are generally required
 Annual Activity Report; Meeting Reports; Field Visit Reports;
Inception Reports; Interim Reports; Feasibility Reports;
Departmental Work Plan Reports; Staff Performance Reports;
Financial Reports; Development Partner Reports
 Project Management Software
 Project management software helps project
managers, teams, and individual contributors
complete client requirements and manage time,
budget, and scope constraints
 There are generally two main types of Project
Management Software namely
 Desktop Software eg Microsoft Project – MS Project,
and
 Web-based Software - Users can access the web and
read, write or change project management activities
 From these two types, the following are some of the
known software programs used by Project
management organizations, teams, and individuals
 WRIKE –used by about 2.3 million professionals to plan
and track projects, collaborate in real time, and
automate reports
Public Private Partnerships

 In todays world of complexity and rapid pace it is

almost impossible to do anything alone.
 Due to rising prices and increasing demand for
delivery of development projects, governments all
over the world have been leveraging on partnerships.
 Thus, public private partnerships have emerged as a
funding tool, and an approach to addressing project
delivery problems
 This is achieved through the combined efforts of
public, private and development organizations
complimenting each other through
 contributing or sharing their core competencies.
 Meaning

 A Public–Private Partnership (PPP, 3P, or P3) is a

cooperative arrangement between two or more public
and private sector organizations typically of a long-term
nature.
 In other words, it involves government(s) and
business(es) that work together to complete a project
and/or to provide services to the population.
 Public–private partnerships are primarily used for
infrastructure projects, such as the building and equipping
of schools, hospitals, transport systems, and water and
sewerage systems.
Key Characteristics

 Involvement of Participants
 Building Relationships
 Resourcing
 Sharing
 Continuity
 Focus on Services
 Whole-of-life cycle costing
 Innovation
 Risk Allocation
 Origins
 Governments have used such a mix of public and private
endeavors throughout history.
 Muhammed Ali of Egypt utilized “concessions” in the early 1800s
to obtain public works for minimal cost while the concessionaire'
companies made most of the profits from projects such as
railroads and dams.
 Much of the early infrastructure of the United States was built by
what can be considered public-private partnerships.
 Though initiated in developed countries, PPP immediately
received significant attention in developing countries
 This resulted from the promise of bringing new sources of funding
for infrastructure projects, which could translate to jobs and
growth
Why Public Private Partnerships

 Inefficiencies of traditional procurement process

 Financial Need – budget deficit, large debt
 Ageing or deteriorating infrastructure
 Growing demand on public sector services
 Search for greater efficiency and creativity
 Strides to introduce competition
 Poor domestic experience or skills
 Need to educate local contractors while remaining
competitive
 Bandwagon effect
 Approaches to PPP

 Infrastructure PPP can be understood at five different levels:

 as a particular project or activity,
 as a form of project delivery
 as a statement of government policy,
 as a tool of government, or
 as a wider cultural phenomenon.
 Different disciplines commonly emphasize different aspects
of the PPP phenomena.
 Engineering and economics primarily focus on concerns
such as overall project costs and quality.
 In contrast, public administrators and political scientists tend
to view PPPs more as a policy brand and a tool for
governments to achieve their objectives
 Funding
 A defining aspect of many infrastructure P3s is that most of
the up-front financing is made through the private sector.
 The way this financing is done differs significantly by country.
 For P3s in the UK, Bonds are used rather than bank loans.
 In Canada, P3 projects usually use loans that must be repaid
within five years, and the projects are refinanced at a later
date.
 In some types of public private partnership, the cost of using
the service is borne exclusively by the users of the service—
for example, toll road users.
 In other types (notably the PFI), capital investment is made
by the private sector on the basis of a contract with
government to provide agreed-on services, and the cost of
providing the services is borne wholly or in part by the
government.
Types of Public Private
Partnership Transactions

 The following are main models of PPP

 Leases
 Contracts
 Concessions
 Production Sharing Agreement
 Joint Ventures
 Cooperative Arrangements
 Franchising
Model Types of Public Private
Partnerships
 BOT – Build Operate and Transfer
 BOO – Build , Own, Operate
 BOOT – Build, Own, Operate, Transfer
 DBF –Design, Build, Finance
 DBFO –Design, Build, Finance, Operate
 DBO – Design, Build, Operate
 BLT – Build, Lease, Transfer
 BTO – Build, Transfer, Operate
 DBFOM – Design, Build, Finance, Operate, Manage
 LROT – Lease, Renovate, Operate, Transfer
 DCMT – Design, Construct, Operate, Transfer
 Suitable Candidates for PPP
 Transport ( Road, Rail, Ports, Airports)
 Fixed Links – Bridges, Tunnels
 Water Resources – Filtration plants, irrigation,
sewage treatment, pipelines
 Tourism –Facility Development
 Health – Hospitals and Specialization Services
 Educational Facilities – Schools, Museums, Libraries
 Correctional Services – Prisons, Remand and
Detention Centres
 Arts and Recreational Facilities
 Government Office Accommodation
 Social Housing
Suitable Conditions for PPP

 Accommodating political framework

 Right Legal Framework
 Public Acceptance
 Quality Practitioners
 Availability of finance
Benefits of Public Private
Partnerships
 Mitigates and properly allocates risks
 Provides incentives for lowering costs
 Ensures value for money
 Attracts the right skills and management expertise
 promotes innovation
 Reduces corruption and wastes
 Reduces burden on taxpayers
 Achieves cost effectiveness
 Stimulates higher Productivity
 Promotes accelerated delivery of goods
 Client focused
Challenges

Equity
Quality
Costs
Accountability and Transparency
Legal and Regulatory issues
 Conclusion
 The following principles should be kept in mind throughout
the entire process of programme and project managemen
 Ownership – depth and breadth
 Engagement of Stakeholders
 Focus on Results
 Focus on Development Effectiveness
 Public private partnerships have emerged as a funding too
and an approach to addressing project delivery problems
 If partnerships are to be effective, considerable work will
need to be done to develop the accountability and
transparency, the legal and regulatory framework, and the
mutual trust that is necessary for partnerships to succeed.
 Case Study
 In the wake of COVID-19 Pandemic, the Federal Government
decided to provide Primary Health Care facilities in all LGAs in
the country
 If you are appointed as the scheduled officer of the Project in
the Federal Ministry of Health;
 List all the activities you will carry out in each phase of the
Project Cycle
 Prepare a Monitoring and Evaluation Plan for the Project
 Recommend two appropriate types of PPP to fund the project
 Identify possible challenges that can threaten the successful
delivery of the project and suggest appropriate remedies
Round Up Test

1. Mention two distinguishing features

of a Programme
2. Describe the first two phases of a
Project Cycle
3. Explain any two challenges of
Public Private Partnerships as a
project funding mechanism
Capacity Testing Questions

1.Differentiate between
Programme and Project
2.Explain any Three Parameters
of a Project
3.Describe any Three models of
Public Private Partnerships as a
project funding option
Knowledge Test Questions

1. Mention two distinguishing

features of a Programme
2. Describe the first two phases
of a Project Cycle
3. Describe any Three models
of Public Private Partnerships
as a project funding option