1. - 1 - Case Elaboration

4. Design Closing XPMR PMR Definition of Results RS Risk Analysis RA PMR n every 6 months Execution Multiannual Planning PEP Check list Check list Supervision Plan SP 1 Check list Check list Annual Operating Plan POA x Supervision Plan SP x Check list Check list Annual Operating Plan POA n Supervision Plan SP n Annual Operating Plan POA 1 - 4 -

5. Project Board (PB) validates Results and Stakeholders Matrix Manager prepares Scope Management Tool (WBS) PB approves HR Management Tool (RAM) Manager prepares Risk Management Mechanism PB approves Execution Plan Mechanisms Time & Schedule Cost & Budget Procurement Manager prepares Communications Plan PB approves Change Control Mechanism

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7. Stakeholders Matrix  Group the stockholders together according to their actual level of influence (authority) and interest (concern) - 7 - Little influenceMajor influence Little interest OBSERVE SATISFY Major interest COMMUNICATE COLLABORATE

8. Stakeholders Matrix  Identify stakeholders and document relevant information - 8 -

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11. WBS  Decompose hierarchically the project´s deliverables and tasks Institutional Strengthening of Congress Institutional Parliamentary Capacity Strengthening Administrative Capacity Social Communication Reorganization Of Organic Structure Strengthening Technical Support Reorganization Of Administrative Area Strengthening Internal Control Image Enhacement Strategy Execution of The Strategy Management of the Project Technological Modernization 100% - 11 -

12. Project Planning Level Project Structure Level Decomposition

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15. ABCDEF--- RequirementsSRAPP FunctionalS AP P DesignS RAI P Development RSA PP Tests SPIAP P= Participant A= Responsible R= Revision required I= Opinion required S= Approval required Responsibility Assignment Matrix  Assign roles and responsibilities for each work package - 15 - PERSON PHASE

16. Control or Cost Accounts (CA)  One assigns cost or control accounts where an entity of the Work Breakdown Structure coincides with an internal or external unit of the Organizational Breakdown Structure

17. Some Assignment Formats R = Responsible A =Approver C =Consulted I =Informed R = Responsible A =Approver S =Support I =Informed C =Consulted R = Responsible A =Approver C =Consulted I =Informed V =Verifier S =Signatory P = Participant A = Responsible R = Revision required I = Opinion required S = Approval required

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19. Risks Matrix  List risks and determine their causes and consequences - 19 -

20. Analyze Risks  Categorize or locate risks Impact Probability 369 246 123 RiskRange High6 and 9 Medium3 and 4 Low1 and 2 - 20 - Risk Map Loss

22. Risk Responses  Develop options and answers to reduce inacceptable risks to an acceptable level  Main strategies –Avoid the thread completely or alter certain drivers or conditions –Transfer the thread or its impact to a third party –Mitigate the probability of the thread –Mitigate the impact of the thread –Accept the risk but take measures for its occurrence –Accept without any preparation  The selected option must be feasible, timely and cost-effective

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25. Define Sequences  Sequences –natural (hard logic) –discretionary or preference, based on assumptions (soft logic) –externally motivated

26. Estimate Durations  Estimate durations of tasks for GANNT chart  Identify sequence with the longest duration - 26 -

27. Schedule – Critical Path  A graphical presentation of the development of work showing its interdependence - 27 -

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30. Estimate Costs  Descending estimate strategic vision –It includes the strategic vision of the project –It is less precise  Ascending estimate –It is more precise –It can get lost in the details approval –It requires approval - 30 - K $300 Stregthening of the Municipality´s Security Secretariat K $50 Trained staff K $100 Integrated information system functional at police stations K $50 Prevention policies approved K $100 Other outcomes Stregthening of the Municipality´s Security Secretariat K $317.00 Trained staff K $62.00 Enhaced staff abilities K $2.00 Train staff K $50.00 Draw up a training plan K $10.00 Integrated information system functional at police stations K $150.00 Develop system K $100.00 Implement system K $45.00 Validate system K$5.00 Prevention policies approved K $30.00 Propose policies K $25.00 Approve policies K $5.00 Other outcomes K $75.00

31. Detailed Budget - 31 -

32. Resource Use - 32 -

33. Monthly cash flow of the project Total budget of activities

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35. Detailed Procurement Schedule  The time-phased procurement schedule results directly from the general schedule and is very useful to update the procurement plan  It enables also timely contractor performing monitoring

36. Detailed Procurement Schedule  A time-phased understanding of expenditures related to different contractors enables the update of the procurement plan and understanding of contractor-related cash flows requirements

37. Optimize and balance the workload of procurement

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39.  Draw up the plan on the basis of internal and external communications needs - 39 -

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41. Change Management Plan  Determine a change control system –Example: - 41 -

42. Change Request and Traceability  Fill out, approve and follow-up the changes - 42 -