Module 5 Session 5.2 Visual 1 Module 5 Refining Objectives, Scope, and Other Project Parameters Session 5.2 Reviewing the PAR and refining key project parameters

Module 5 Session 5.2 Visual 2 Instructional Objective At the end of the session, the learner should be able to use a set of guidelines as a member of a team to review the project analysis report (PAR) and refine key project parameters.

Module 5 Session 5.2 Visual 3 Contents of the PAR  What is to be accomplished?  Problem or need  Objectives  Deliverables  Process structure—What life cycle phases are recommended for the rest of the project?  Organization structure—Who are the stakeholder and team members?  Budget—What monetary and nonmonetary resources are required?  Schedule—When is the project supposed to start and finish?  Risks: What are the risks?

Module 5 Session 5.2 Visual 4 Reviewing the PAR 1. Analyze  Review each section  Look for potential problems and issues  Determine where more detail is needed  Read twice, preview and in-depth 2. Escalate  Bring serious problems, issues, and recommended solutions to management for resolution 3. Document  Track issues  Create written summary document  Begin project implementation plan.

Module 5 Session 5.2 Visual 5  Review as a team  Schedule sufficient time and anticipate follow- up meetings  Have the right participants  Develop an agenda and distribute it before the meeting Analyze/Escalate/Document Structuring the review meeting for success

Module 5 Session 5.2 Visual 6  Review key agenda items and develop a shared understanding of the tasks:  Improve clarity and specificity of PAR  Assess its practicality  Develop shared understanding of deliverables, processes, rules, etc.  Identify gaps and issues for follow-up  Resolve issues and problems  Create foundation for more detailed implementation planning  Start project implementation document  Escalate as needed Analyze/Escalate/Document (continued) Structuring the review meeting for success

Module 5 Session 5.2 Visual 7 Questioning the PAR  Preview the document, then analyze each section in detail  Start with statement of problem (need) or opportunity  What problem is the project trying to solve?  Why is this important? Analyze/Escalate/Document (continued)

Module 5 Session 5.2 Visual 8  Review the project objectives  What results and accomplishments are expected?  Are they clear?  Are they specific?  Are they consistent?  Are they sufficiently detailed?  What constitutes completion?  Other objectives (success factors) Questioning the PAR Analyze/Escalate/Document (continued)

Module 5 Session 5.2 Visual 9 Analyze/Escalate/Document (continued)  Review the scope ScopeWhat is part of the project and what is not? Deliverables or end items that are outcomes of the project ComponentA major part of a deliverable (World Bank) a deliverable Product structure A hierarchical (top-down) description of a project’s deliverables and their components Questioning the PAR

Module 5 Session 5.2 Visual 10  Review the scope  What are the deliverables and end items that determine the scope of the project?  Are there any omissions? For example, are soft items such as training and documentation identified as deliverables?  What are the main components for each deliverable?  Are they listed in the PAR?  Are any missing?  Is the breakdown complete?  Where is more detail needed?  What quality standards apply to each major component? Analyze/Escalate/Document (continued) Questioning the PAR

Module 5 Session 5.2 Visual 11  Review the process recommendations  Team must identify and sequence the broad set of actions needed to complete the project.  Team must document the process structure it will use.  Subphase elements  Milestones (accomplishments)  Checkpoints (reviews) TerminateExecuteMobilize Analyze/Escalate/Document (continued) Questioning the PAR

Module 5 Session 5.2 Visual 12  Review the process structure  What is the life cycle for the project as described in the PAR? (Check the project schedule.)  Given the deliverables and end items, is this the appropriate life-cycle model? Will it result in creation of the required deliverables?  Where in the life cycle is the project now?  How should the life cycle be modified to better meet the requirements of the project? Analyze/Escalate/Document (continued) Questioning the PAR

Module 5 Session 5.2 Visual 13  Review the organizational structure  What organizational structure is recommended for the project?  Is the structure appropriate?  What is the role, function, and authority of the project manager?  Who is represented?  As stakeholders  Project team members  Users  Regulatory officials  Contractors  Government agencies  Are the appropriate organizations signed up for the project  Is anyone missing who needs to be represented? Analyze/Escalate/Document (continued) Questioning the PAR

Module 5 Session 5.2 Visual 14  Review the budget  What is the overall budget estimate?  How much is allocated to each deliverable?  How were the estimates derived?  Does the overall estimate seem realistic?  Do the allocations to the deliverable seem realistic? [More detailed resource modeling will occur in Step 7 (Module 7).]  Is there an allocation for contingencies?  What should be done if the budget seems inadequate? Analyze/Escalate/Document (continued) Questioning the PAR

Module 5 Session 5.2 Visual 15  Review nonmonetary resource requirements Definition: Nonmonetary resources = Services (people), goods, and equipment  Does the PAR provide information on the project’s nonmonetary resources?  What information is provided?  How were these estimates derived?  How realistic are they?  What implications do they have for the project implementation team?  Are modifications needed?  Is anything missing? Analyze/Escalate/Document (continued) Questioning the PAR

Module 5 Session 5.2 Visual 16  Review the schedule Definition:Master summary schedule = A timeline showing approximate start and finish dates for subphases Analyze/Escalate/Document (continued) Questioning the PAR

Module 5 Session 5.2 Visual 17  Review the schedule  Is there a master summary schedule?  What is the proposed duration?  When is the project supposed to start? Finish?  When is implementation planning supposed to start? Finish?  What is the proposed schedule for each component?  How realistic are these estimates?  Have any of the dates already passed? Will any dates need to be revised? (Note: At this point, only rough estimates of phase lengths are possible. Detailed scheduling methods are discussed in Module 7.) Analyze/Escalate/Document (continued) Questioning the PAR

Module 5 Session 5.2 Visual 18  Review the risks Definition: Risks = Things that can go wrong, cause delays, cost overruns, and failure  Types of risks:  Technical (poor subsoil)  Cost (inflation)  Schedule(delays)  Resource(labor shortage)  External(floods) Analyze/Escalate/Document (continued) Questioning the PAR

Module 5 Session 5.2 Visual 19  Review the risks  What are the technical risks, such as poor subsoil conditions for building foundations?  What are the cost (monetary) risks, such as inflation?  What are the schedule risks, such as delays in funding?  What are the resource risks, such as a shortages of cement or labor?  What are the external risks, such as floods?  Are there unidentified potential risks?  What can be done to reduce the risks? Analyze/Escalate/Document (continued) Questioning the PAR

Module 5 Session 5.2 Visual 20 Issue number Date Description Potential impact Owner Due date Status or resolution Issues tracking form Analyze/Escalate/Document (continued)

Module 5 Session 5.2 Visual 21 Track issues  Review as a project team  Preview, then analyze in detail  Review section by section  Start with the problem that is to be solved  Review the project objectives  Review the scope (deliverables or end items)  Review the process recommendations  Assess the organizational structure  Review the budget  Review the nonmonetary resource assumptions  Review the schedule  Review the risks Analyze/Escalate/Document (continued)

Module 5 Session 5.2 Visual 22  Identify serious issues and problems  Major inconsistencies between objectives and budget  Major unidentified risks  Unrealistic schedules  Shortage of resources  Negative environmental impacts  Bring these to upper management with recommended solutions  Plan escalation strategy Escalation process Analyze/Escalate/Document

Module 5 Session 5.2 Visual 23  Decision maker—To whom will an issue be taken?  Positioning—How will the issues be explained?  Timing—When will an issue be taken to management?  Method—What type of communication method will be used?  Messenger—Who will present the issue? Plan escalation strategy Analyze/Escalate/Document

Module 5 Session 5.2 Visual 24  Agreements  Assignments  Issues  Recommendations  Decisions Prepare meeting summary documents Analyze/Escalate/Document

Module 5 Session 5.2 Visual 25  Team members prepare chapters  Contents should include:  Deliverables (product structure)  Life cycle (process structure)  Revised budget  Revised master schedule  Detailed schedule (after Module 7)  Organizational arrangements  Project managers charter (authority and responsibility)  Outstanding issues Begin project implementation plan document (PIP or PID) Analyze/Escalate/Document (continued)

Module 5 Session 5.2 Visual 26  Plan to revise the PIP throughout implementation  After management reviews  When detailed schedule is developed or revised  As circumstances change  View the PIP as a working document  Keep the PIP updated even during the execution subphase Revise PIP Analyze/Escalate/Document (continued)

Module 5 Session 5.2 Visual 27 Review of lecture  Information in PAR must be refined for planning and controlling implementation  Project implementation team must review PAR and refine the key project parameters  Analyze/escalate/document is a 3-step process for reviewing the PAR

Module 5 Session 5.2 Visual 28 Review of lecture (continued) Analyze:  Setting up review meeting  Questioning the PAR  Tracking issues

Module 5 Session 5.2 Visual 29 Escalate:  Identifying serious issues  Providing management with options and recommendations  Using an escalation strategy Review of lecture (continued)

Module 5 Session 5.2 Visual 30 Review of lecture (continued) Document:  Tracking in writing agreements, assignments, issues, recommendations, and decisions  Beginning to draft project implementation plan (PIP)  Planning to revise the PIP regularly throughout the project

Module 5 Session 5.2 Visual 31 Review of lecture (continued) A careful review of the PAR may be the most important success factor for a project

Module 5 Session 5.2 Visual 32 The Next Session: 5.3 An in-depth look at two important tools  The product structure — clarifying the deliverables  The process structure — clarifying the actions required to produce the deliverables

Module 5 Session 5.2 Visual 33 Discussion Questions  Why is it important for the project team to develop a detailed understanding of the PAR?  What process do new project teams use to develop a detailed understanding of the PAR (or its equivalent) in your organization?  How would you escalate issues in your organization?  What are the advantages and disadvantages of keeping the PIP current, even during execution?