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
19
Embed
Scheduling and risk Icelandic International Development Agency (ICEIDA) Iceland United Nations University Fisheries Training Programme (UNU-FTP) Iceland.
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
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
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
- 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