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
1
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.
2
IDIP AND THE CORE OF LDPW
D&C
SFin
SUPPLY
CHAIN
IDIP
REAL
ESTATE
BUILD
MAINT
HR
3
IDIP DIRECTION & RELATIONS
Real
Estate
SCM
HOD
Build
Maint
D&C
S FIN
DWG
(IDIP)
HR
4
MEETINGS & LEVELS OF AUTHORITY
Knowledge
Level
5
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.
6
METHODOLOGICAL PHASES OF IDIP
PROGRAMME CYCLE APPROACH OF DWG (DCC)
– Assessment and Design
– Inception
– Implementation
MONITORING
REPORTING
LOGFRAME
REVIEWING
MEASURING
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UNDERSTANDING
Work Breakdown Structure (WBS)
•
•
•
•
OUTPUTS
GOAL LEVEL
RESOURCES
PURPOSE LEVEL
Follow the plan, the time,
and the frame, its logical!
LOGFRAME
– OUTCOMES
POOR UNDERSTANDING OF THE WBS LEADS TO:
• Poor prioritization
• Poor planning
• Poor execution
• Document redundancy
• Delays Delays Delays
CPM?
PERT?
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WBS Identification
Individual 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
Work Components = resource allocation + responsibility assignment
Low
Too
much
work to
manage
High
Micro
management
EFFECTIVENESS
Project Management is about getting the balance right
10
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
Summary of
Objectives/
Activities
Overall Goal
Objectively
Verifiable
Indicators
Means of
Verification
Important
Assumptions
Project
Purpose
Results /
Outputs
Activities/
Inputs
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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.
16
PURPOSE OF THE 2010 IDIP
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
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 costingmodels
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
municipalities
Service Plans
U-AMPs
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
17
PURPOSE OF THE 2010 IDIP
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
18
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
19
IDIP AREA OF CONCERN 2
Participants are not briefed of the purpose
of meetings:
first time attendance
no minutes or brief from representative
late notification
no follow-up
meetings long and tedious
20
IDIP AREA OF CONCERN 3
Participants are not at the required authority
level:
decisions delayed
slow down of processes
ineffective and in efficient working
duplication of work
21
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 :
…………………….
22
IDIP PHASE III
OUTPUT 1
Effective functioning of the institutional arrangements and enabling
environment for infrastructure delivery in the province
OUTPUT 2
Skills development in accordance with the approved provincial HR
Strategy supporting the IDMS implemented
OUTPUT 3
Improved infrastructure programme and project planning, budgeting
and management
OUTPUT 4
Implement improved Infrastructure Procurement Systems and
Practices in accordance with legislative imperatives.
OUTPUT 5
IDIP is effectively managed in the province
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THE END
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