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LIMPOPO DEPARTMENT OF PUBLIC WORKS (LDPW)
PRESENTATION 2ND DEPARTMENTAL LEARNING NETWORK
Consideration:
Interlink IDIP within LDPW and YOU.
(Your Organisational Undertaking)
Date: 24TH November 2010
SIX PRINCIPLES OF IDIP
• THE PRINCIPLES OF IDIP ARE AS FOLLOWS:– To support and enable provincial departments in the
improvement of the efficiency and effectiveness of infrastructure delivery by institutionalising best practices;
– Ensuring stakeholder buy-in and ownership of the intervention;
– Creating an enabling environment, which is conducive for professional government officials to operate effectively and efficiently and for skills to be transferred, to ensure the long term sustainability of IDIP initiatives;
– Promoting the sharing of knowledge and lesson learning;– Enhancing other relevant government initiatives in improving
efficiency; and– Promoting the establishment of inter- and intra-departmental
partnerships.
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IDIP AND THE CORE OF LDPW
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SFin
HR
IDIP DIRECTION & RELATIONS
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MEETINGS & LEVELS OF AUTHORITY
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Knowledge Level
Types of meetings
• Planning meetings;
• Strategic meetings;Tshanduko
– Learning Network (Government is a learning organisation)
– Quality Management
• Reporting meetings;
• Technical meetings;
• Decision making meetings, and
• Budget meetings.
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METHODOLOGICAL PHASES OF IDIP
PROGRAMME CYCLE APPROACH OF DWG (DCC)– Assessment and Design– Inception– Implementation
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REPORTING
MEASURINGREVIEWING
MONITORING
LOGFRAME
UNDERSTANDINGWork Breakdown Structure (WBS)
• OUTPUTS
• GOAL LEVEL
• RESOURCES
• PURPOSE LEVEL– OUTCOMES
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LOGFRAME
POOR UNDERSTANDING OF THE WBS LEADS TO:•Poor prioritization•Poor planning•Poor execution•Document redundancy•Delays Delays Delays
Follow the plan, the time, and the frame, its logical!
CPM?
PERT?
WBS IdentificationIndividual components of a project
Project levels
Level 1 - - - - Group work– Task 1 – (Phase)– Task 2
Level 2 - - - - Group/Individual• Subtask 1.1 – (Entries)• Subtask 1.2 – (Subtask 2 of task 1)
Level 3 - - - - Individual– Work Package 1.1.1 – (Activities)– Work Package 1.1.2 – (Work Package 2 of
Subtask 1, task 1)
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WBS Level of Detail
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Work Components = resource allocation + responsibility assignment
Level of DetailHigh
Micro management
LowToo much work to manage
Project Management is about getting the balance right
EFFECTIVENESS
THE LOGICAL FRAMEWORK
The logical framework is a highly effective planning tool for defining inputs, outputs, timetables, success assumptions and performance indicators. It provides a structure for specifying the components of an activity and for relating them to one another. It also helps to identify the place of a project within an overall program or a national system.
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Logframe Development
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Summary of Objectives/ Activities
Objectively Verifiable Indicators
Means of Verification
Important Assumptions
Overall Goal
Project Purpose
Results / Outputs
Activities/Inputs
Column Headings
• Narrative Summary: This term used to describe the text that "narrates" the objectives. It could have been given the title "Hierarchy of Objectives", but this might be misleading because the bottom cell in the column is a summary of the activities.
• Objectively Verifiable Indicators (OVIs): These are the measures, direct or indirect that will verify to what extent the objectives have been fulfilled. The term "objectively" implies that if these should be specified in a way that is independent of possible bias of the observer.
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Column Headings• Means of Verification (MOVs): These statements
specify source of the information for the measurements or verification specified in the indicators column. For example, will statistics from an external source be used for the verification or will project resources be used to gather the statistics.
• External Factors (Assumptions): These are important events, conditions, or decisions which are necessarily outside the control of the project, but which must remain favorable for the project objective to be attained. The implication here is the design team have an obligation to consider what might derail their efforts and to plan responsibly to reduce that risk of "derailment".
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Row headings• Development Objective: The higher level objective that
the project is expected to contribute to. The addition of the word "contribute' implies that this project alone is not expected to achieve the development objective. Other project's immediate objectives are expected to also contribute.
• Immediate Objective: The effect which is expected to be achieved as the result of the project delivering the planned outputs. There is a tendency for this to be expressed in terms of the "change in behavior" of a group, or institution and the project outputs are expected to facilitate this change.
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Row headings• Outputs: These are the "deliverables" the tangible
results that the project management team should be able to guarantee delivering. The objective statements should specify the group or organization that will benefit. Outputs are delivered, usually on a certain date or dates.
• Activities: These are the activities that have to be undertaken by the project to produce the outputs. The activities take time to perform.
• Inputs: These are the resources that the project "consumes" in the course of undertaking the activities. Typically they will be human resources, money, materials, equipment, and time.
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PURPOSE OF THE 2010 IDIP
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Strengthening the effectiveness and improving the efficiency of sustainable infrastructure delivery in the Province :
Best practice systems for infrastructure management are institutionalized
Infrastructure Delivery Management System (IDMS) institutionalised and operational
Provincial stakeholders accept ownership and support the process
Provincial Sector Departments do not reallocate infrastructure funds to fund other operational initiatives
Provincial sector departments do not change project lists
IRM, IYM and Effectiveness Report information is accurate and regularly updated
Supportive HR strategy in place and implemented
Infrastructure project administration has improved
IDIP Review Reports Effectiveness Reports Infrastructure Reporting Model Reports (IRM)
The quality of infrastructure that has been delivered has improved
Site visits reports & supporting documentation e.g. ……
The quantity of the infrastructure delivered has improved
Annual Reports Infrastructure Reporting Model Reports (IRM)
Value for money with regard to infrastructure delivery has been improved
Value for money measure in place using life cycle costing-models Cost benefit analysis
Improved in-year spending patterns
Infrastructure Reporting Model Reports (IRM) In-year Monitoring Reports (IYM)
The integration of public sector planning and implementation has improved
Record of engagement with municipalitiesService Plans U-AMPs
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Strengthening the effectiveness and improving the efficiency of sustainable infrastructure delivery in the Province :
There has been an improvement in the supply chain management process
Effective procurement system in place (e.g price index utilised)Documentation of tender processes in line with regulations (i.e. PPPFA, PFMA, CIDB regulations)
The quality of reporting on infrastructure delivery has been improved
Infrastructure Reporting Model (IRM) In-year Monitoring Reports (IYM)Independent IDIP Review Reports
The public sector’s capacity to plan, implement and maintain infrastructure has improved
Supportive HR Strategy and Organisational Structures in place and implemented
PURPOSE OF THE 2010 IDIP
IDIP AREA OF CONCERN 1
Participants at various meetings do not understand the role:
of IDIP their Business Unit relationship to IDIP carry the relevant authority the implications of poor decisions the relationships between Business Units
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IDIP AREA OF CONCERN 2
Participants are not briefed of the purpose of meetings:
first time attendanceno minutes or brief from representativelate notificationno follow-upmeetings long and tedious
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IDIP AREA OF CONCERN 3
Participants are not at the required authority level:
decisions delayedslow down of processesineffective and in efficient workingduplication of work
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IDIP PHASE III
GOAL:To contribute to the improvement of public sector infrastructure
delivery in accordance with national and provincial strategies and priorities within …………………..….
PURPOSE:Strengthening the effectiveness and improving the efficiency of
sustainable infrastructure delivery in the Province : …………………….
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IDIP PHASE IIIOUTPUT 1Effective functioning of the institutional arrangements and enabling
environment for infrastructure delivery in the province
OUTPUT 2Skills development in accordance with the approved provincial HR
Strategy supporting the IDMS implemented
OUTPUT 3Improved infrastructure programme and project planning, budgeting
and management
OUTPUT 4Implement improved Infrastructure Procurement Systems and
Practices in accordance with legislative imperatives.
OUTPUT 5IDIP is effectively managed in the province
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THE END
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