Scheduling and risk

Icelandic International Development Agency (ICEIDA)

Iceland

United Nations University Fisheries Training Programme (UNU-FTP)

Iceland

Ministry of Fisheries and Aquatic Resources (DFAR)

Sri Lanka

Project Cycle Management-----

A short training course in project cycle management for subdivisions of MFAR in Sri Lanka

MFAR, ICEIDA and UNU-FTP

Content

• Activity scheduling

• Resource scheduling

• Risk and risk management matrix

Learning objectives

• After this lecture participants will be able to prepare schedules and a risk management matrix based on the logframe matrix

Activity scheduling

• After the logframe matrix has been formulated and reviewed there are still number of questions that must be answered, such as:

– Who is going to be responsible for specific activities?– Who is going to undertake the activities?– How long time will specific activities take, when will

they start and when should they be finished?– What kind of expertise is needed, if any?– How much will it cost?– Who is going to pay if funding comes from more than

one partner?

Activity scheduling

• There are several ways to schedule activities, allocate budget and monitor performance

• This lecture follows the guidelines of the European Commission on project cycle management

Activity schedule

• An activity schedule is a format for analyzing and graphically presenting project activities

• It helps identifying: – Their logical sequence – Expected duration – Any dependencies that exist between activities– A basis for allocating management responsibilities

• With the activity schedule prepared, further specification of resources and scheduling can be undertaken

• Both activity and resource schedules have to be drafted during the feasibility study

• Without this information, feasibility of the project cannot be adequately assessed, particularly in terms of cost-benefit analysis

Activity schedule

• Activity schedule should be clearly linked to the delivery of project results:

– As specified in the logframe– As specified in the resource schedule– As specified in the budget

Activity schedule

• Logframe

Scheduling

• Indicative activity schedule

• Detailed activity schedule

• Resource schedule

Indicative activity schedule

• Is prepared during the formulating stage• Is prepared in the form of a Gantt chart• The format is adapted to fit the expected

duration of a project and to the level of details that is useful and practical to provide

• It shows the preliminary estimates that will subsequently be revised during implementation in the light of actual implementation performance

• An example of an indicative activity schedule

Indicative activity schedule

Ref no. Results and indicative activities Responsibility Q1 Q2 A3 Q4 Q1 Q2 A3 Q4 Q1 Q2 A3 Q4

1,2 Strengthening managemental practices

Activities

1.2.1 Conduct observation and analyse the optimum length of fishing trips

Contractor to local govt.

1.2.2Conduct survey on how well the harbours apply environmental-, occupational safety- and health standards

Local govt.

1.2.3Design a short course on financial accounting and management (A&M) for small businesses

Dept. of MFAR

1.2.4 Impement a training couese in A&MContractor to local

govt.

1.2.5 Etc.

Activity ScheduleYear 3Year 2Year 1

Detailed activity schedule

• The main activities identified through the logframe analysis are a summary of what the project must do in order to deliver project results

• Therefore they can be used as the basis for preparation of the activity schedule which helps specify the likely phasing and duration of key activities

A checklist for preparing an activity schedule1. List main

activities from

logframe

3.Clarify sequence & dependencies

4. Estimate Start-up, duration & completion of activities

5. Summarize scheduling of main activities

2. Brake down main activities into manageable tasks

6. Define milestones

7. Define expertise required

8. Allocate tasks among team

• Shows the breakdown of the required project resources/means linked to activities and results, and scheduled over time

• The resource schedule provides the basis on which budget and cash flow requirements can be established

Resource schedule

Resource schedule

• An example of a resource schedule

Ref. Activities/Inputs

All costs are in USD 1st qtr 2nd qtr 3rd qtr 4th qtr Donor Govt. 1st qtr 2nd qtr 3rd qtr 4th qtr

1,2 Strengthen managerial practices

1.2.1 Analysis of optimum length of fishing trips Equipment Mobile phones no. 2 180 5,4 A/1.3 360 - - - 360 TVB-N measurements no. 25 20 3,2 A/2.4 500 - - - 500 Sensory evaluation (Visual assessment) no. 75 5 3,3 A/2.5 375 - - - 375 Dictaphone no. 1 70 5,4 A/1.3 70 - - - 70 Etc. -

- Salaries and allowances (local) - - - - - Counterparts mm 4 4 1.200 4.800 4.800 - - 9.600 9.600 Local staff mm 6 6 600 3.600 3.600 - - 7.200 7.200

Total 9.705 8.400 - - 18.105 16.800

Resource Schedule

Cost per planning period Project Total

Annual Recurrent

CostsUnit

Quantity per planning period Cost CodesCost per unit

Funding source

Risk

• Risk is the probability that an event or action may adversely affect the achievement of project objectives or activities

• Risks are composed of factors internal and external to the project, although focus is generally given to those factors outside project management’s direct control

Risk management

• The achievement of project objectives is always subject to risk

• It is therefore important to monitor this “external” environment to identify whether or not the assumptions that have already been made are likely to hold true – What new risks may be emerging? – What actions need to be taken to manage or mitigate

these risks where possible?

Risk management matrix

LF ref.

RisksPotential adverse impact

Risk level (H/M/L)

Risk management

strategyResponsibility

1.2Adequate level of educational background

Delays in completing survey

MConduct a training program for samplers

Project manager

1.4

Willingness of skippers, boat owners to modify their boats

Project objective will not be achievable

MConduct awareness

programmeProject manager

and DFEO*

1.4Sufficient funding for new boat design

Post harvest losses will not be

reducedM

Encourage authorities to invest in a new

designMinister of Fisheries

ETC.

*DFEO - District fisheries extension officer

References

• European Commission (2004). Project Cycle Management Guidelines. Downloaded 1st March from: http://ec.europa.eu/europeaid/qsm/documents/pcm_manual_2004_en.pdf