Project Management
Guidelines
July 2013
FOREWORD
I have pleasure to present these BDT Project Management Guidelines 2013 that now supersedes the April
2008 version.
These Guidelines are drawn up in accordance with Resolution 17 (Rev. Hyderabad, 2010) adopted by the
World Telecommunication Development Conference addressing implementation of regional approved
initiatives, at the national, regional, interregional and global levels. It also implements the Plenipotentiary
Conference Resolution 157 (Rev. Guadalajara, 2010), which focuses on strengthening the project execution
function of the ITU. These Resolutions also noted the need to maintain a level of expertise to permit the BDT
to manage projects effectively and in a timely and efficient manner. These Guidelines aim to develop a
common language and understanding of the main phases of the life cycle of a project, as well as the
processes involved in and the key aspects of project design and implementation, while providing templates
that will facilitate the work of project managers
These Guidelines take into account the ongoing efforts of the BDT in the adoption of the results-based
management approach, and will improve the implementation of projects by the BDT in close collaboration
with its various partners. The drafting Guidelines also took into account the latest international standards for
project management, such as "ISO 21500" which was announced in October 2012.
The Guidelines and Annex serve as reference for all those involved in the implementation of projects in the
BDT. This will no doubt improve our efficiency and effectiveness in implementing, monitoring and evaluating
projects.
Brahima Sanou,
Director
Telecommunication Development Bureau
2
INTRODUCTION
The Plenipotentiary Conference in 2006 approved Resolution 157, which was subsequently revised by the
Plenipotentiary Conference in 2010. Resolution 157 (Rev. Guadalajara, 2010) commits the ITU to strengthen
its project execution functions. Resolves 1 and 2 of Resolution 157 (Rev. Guadalajara, 2010) provide,
respectively, for the review of the experience of ITU-D in discharging its responsibility for implementing
projects by identifying lessons learned and by developing a strategy for strengthening this function in the
future, and for the review of best practices in the area of technical cooperation (which includes project
management) within the United Nations systems and other organizations external to the United Nations,
and to adapt such practices to the circumstances prevailing within the ITU.
With respect to the aforementioned Resolves of Resolution 157 and in line with the trends in project
management, from an activity-based approach to results-based methodology, the BDT carried out a
thorough review on project management practices of the United Nations, other development agencies and
private sector organizations. The findings of the study, together with the assessment of BDT’s procedures in
project management, demonstrated that Results-Based Management (“RBM”) approach should be
reinforced in strengthening of the project execution function of ITU.
In this respect, in 2008 the BDT developed Project Management Guidelines which take into account RBM
best practices, methodologies and tools of other organizations as well as the specific kind of ITU-D project
portfolio.
In 2011, a restructuring took place which redefined the roles and responsibilities of the Project Support
Division (PRJ). Within the Project Support and Knowledge Management Department (PKM), the PRJ
strengthens the project execution function of the Telecommunication Development Bureau (BDT), is
responsible for providing support for the development of regional initiatives and other projects, coordinates
the drafting and finalization of project documents, directs the development of the supporting operational,
reporting, and evaluation frameworks (including related procedures, best practices, systems, databases,
tools, templates, reporting documents and performance indicators) for the consistent monitoring,
implementation, evaluation and reporting of all BDT projects, monitors and evaluates project
implementation, carries out and reports on impact assessments of BDT projects, coordinates the preparation
of documentation for the closure of projects with partners, submits and ensures timely definitive closure of
projects, participates, provides inputs and contributes to the processing of outputs of connect the world
series of events, and develops guidelines for the effective project execution at all stages of the project cycle.
In this context, the PRJ Division has updated the Project Management Guidelines published in 2008 to reflect
the restructuring and best practices contained in the latest project management standards (ISO 21500:2012
launched on October 2012 and PMBoK 5th Edition announced on December 2012).
These Guidelines aim to provide clarification and guidance on a selected set of tools to be used by project
managers based on the results-based management approach and project management lifecycle, the latter of
which consists of three phases: Formulation, Implementation and Evaluation.
3
Table of Contents
1 PROJECT MANAGEMENT LIFE CYCLE AT GLANCE .....................................................................7
2 RBM AND PROJECT MANAGEMENT ........................................................................................9
2.1 Results-Based Management .......................................................................................................................................... 9
2.2 Project management aligned on RBM approach .......................................................................................................... 9
3 FORMULATION PHASE .........................................................................................................12
3.1 Identification ................................................................................................................................................................ 12
3.2 Fundraising ................................................................................................................................................................... 13
3.3 Finalization ................................................................................................................................................................... 14
4 IMPLEMENTATION PHASE ...................................................................................................17
4.1 Planning ........................................................................................................................................................................ 17
4.1.1 Work Breakdown Structure .................................................................................................................................. 18
4.1.2 Project Schedule ................................................................................................................................................... 18
4.1.3 Procurement Plan ................................................................................................................................................. 18
4.1.4 Quality Plan ........................................................................................................................................................... 18
4.1.5 Risk Plan ................................................................................................................................................................ 18
4.1.6 Communication Plan ............................................................................................................................................. 18
4.2 Executing and Monitoring ............................................................................................................................................ 19
4.2.1 Build Deliverables.................................................................................................................................................. 19
4.2.2 Executing ............................................................................................................................................................... 19
4.2.3 Reporting............................................................................................................................................................... 20
4.3 Closing .......................................................................................................................................................................... 21
4.3.1 Project operationally completed........................................................................................................................... 21
4.3.2 Project financially completed................................................................................................................................ 22
5 EVALUATION PHASE ............................................................................................................23
5.1 Post Implementation Review ...................................................................................................................................... 24
5.2 Impact Analysis and Sustainability .............................................................................................................................. 25
5.3 Lessons Learned and Best Practices ............................................................................................................................ 26
6 IMPROVEMENT PROCESS ....................................................................................................27
7 ANNEX : TEMPLATES ...........................................................................................................28
7.1 Logical Framework Template ........................................................................................................................................ 29
7.2 Project Document Template ......................................................................................................................................... 31
7.3 Project Management Plan Template ............................................................................................................................ 41
4
7.4 Project Manager Log Template ..................................................................................................................................... 45
7.5 Meeting Minutes Template .......................................................................................................................................... 46
7.6 Risk Monitoring Form ................................................................................................................................................... 48
7.7 Change Request Form ................................................................................................................................................... 49
7.8 Progress Report Template ............................................................................................................................................ 50
7.9 Assessment / Feedback Report Template .................................................................................................................... 53
7.10 Closure Report Template ............................................................................................................................................ 55
7.11 Transfer of Title to Equipment .................................................................................................................................... 60
7.12 Post Implementation Review Template...................................................................................................................... 64
7.13 Impact Analysis Report Template ............................................................................................................................... 66
7.14 Lessons Learned Report Template .............................................................................................................................. 68
5
Figures and Tables
Figure 1: Project Management Life Cycle
Figure 2: RBM Approach for Project Management
Figure 3: Formulation Phase
Figure 4: Implementation Phase
Figure 5: Evaluation Phase
Figure 6: Learned Lessons and Best Practices
Table 1: Project Management Standards
Table 2: SMART Description
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Project Management Guidelines 2013
1 PROJECT MANAGEMENT LIFE CYCLE AT GLANCE
A Project Lifecycle is defined as a series of phases undertaken to provide a proper project outcome. Each
phase includes a number of activities and supporting tools to be utilized in order to achieve the best results.
The project management standards 1 ISO 21500:2012, PMBoK 5th Edition (Project Management Institute) and
Prince 2 suggest managing project under five groups of processes (Table 1).
Taking into account the recommendations of standards and specifications of the BDT portfolio of projects, we
have grouped these processes in two phases titled «Formulation Phase» and «Implementation Phase». Given
that these standards do not include the evaluation and impact analysis processes, the project life cycle has
been completed with an «Evaluation Phase».
Thus, these Guidelines propose a Project Management Life Cycle grouped into three phases, each with three
distinct stages, as depicted the diagram below:
Figure 1: Project Management Life Cycle
3- Lessons
Learned and
Best Practices
1-Identification
2-Impact
Analysis
2-Fundraising
1-Post
Implementa
tion Review
3-Finalization
3-Closing
1-Planning
2-Executing &
Monitoring
The first phase focuses on identification of key problems and needs of beneficiaries through a situation
analysis, and clarification of roles and responsibilities of parties involved. This phase presents stages to be used
to prepare and develop a project proposal. This phase also provides information on how to facilitate the
fundraising process in coordination with the partnership and resource mobilization strategies for approaching
donors. Once funds are secured, the responsible project manager should complete the Project Document
(ProDoc).
1
Comparing PMBOK Guide 5th Edition and ISO 21500. – STS Sauter Training & Simulation SA. December 2012.
7
In the remainder of this document, the project manager is responsible of the project implementation from
ProDoc until the submission of closure report, and the project coordinator is a member of the PRJ team
responsible for supporting the project manager, as well as monitoring and evaluation of projects.
When the ProDoc is approved and signed by the stakeholders, the project manager is responsible for the
second phase (implementation); that is to plan, execute, control and close all project activities to achieve the
objectives. The first stage is essential for the planning of all activities to achieve the expected results, and
those related to risk communication and acceptances. Proper planning is the critical factor for the success of
the project. The next stage is to achieve the planned activities and monitor their implementation by different
stakeholders. The last stage of this phase is related to the closure of all project activities and the transfer of
results to those concerned.
The evaluation phase is performed by project coordinator. The first stage will be the post-implementation
review that should be performed immediately after the implementation phase is finished; in this review, the
achievement of the objectives and outcomes will be measured. The second stage is estimated to take place
between 1 and 3 years after the project finishes, and will analyze the impact on the environment. The last
stage is to take into account performance indicators already established and to consolidate the lessons learned
in order to provide best practices for future projects.
Table 1: Project Management Standards
ISO-21500:2012
PMBoK 5th Edition
October 2012
December 2012
Initiating
Initiating
Starting up a Project
Planning
Planning
Initiating a Project
Implementing
Executing
Managing a Stage Boundary
Controlling
Monitoring and Controlling
Controlling a Stage
Closing
Closing
Closing a Project
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Prince2
2 RBM AND PROJECT MANAGEMENT
2.1 Results-Based Management
In an organization, Results-Based Management (RBM) aims to ensure that activities and resources contribute
to the achievement of desired results, in terms of outputs, outcomes and the expected impact. A key
component of RBM is monitoring the performance that helps to measure objectively how well the results are
being achieved, and report on measures taken to improve them.
«It is said that if you do not know where you are going to, any road will take you there. This lack of direction is
what Results-Based Management is supposed to avoid. It is about choosing a direction and destination first,
deciding on the route and the milestones, checking progress with a map and making direction adjustments as
required in order to achieve the desired objectives.» 2
The various stages in the implementation of Results-Based Management (RBM) and Results-Based Budget
(RBB) in ITU include the following:
•
•
•
RBB and RBM were first introduced in ITU in 2001 for the 2002-2003 budget;
Since then, RBM and its components have been progressively introduced and extended to other
planning tools (Operational planning, Strategic planning, Financial planning);
The adoption of Resolution 71 (Rev. Guadalajara, 2010), regarding the Strategic Plan of the Union for
2012-2015, with a 100% compliant RBM structure was a significant achievement to move towards
Enterprise Performance Management (EPM) for ITU;
During the different phases of the life cycle of a project, the RBM approach ensures that the components
necessary for the achievement of expected results will be available. Monitoring, in this case, implies the
definition of Key Performance Indicators (KPIs) that will help measure the achievement of the goals initially
assigned to the project through it implementation.
2.2 Project management aligned on RBM approach
For application of the RBM approach to project management, it is suggested to adopt the following
terminology based on the definitions proposed by UN Development Group:
«Results-based management (RBM)
Results-based management is a management strategy by which all actors, contributing directly or indirectly to
achieving a set of results, ensure that their processes, products and services contribute to the desired results
(outputs, outcomes and higher level goals or impact) and use information and evidence on actual results to
inform decision making on the design, resourcing and delivery of the project and activities as well as for
accountability and reporting.
Results
Results are changes in a state or condition that derive from a cause-and-effect relationship. There are three
types of such changes - outputs, outcomes and impact - that can be set in motion by a development
intervention. The changes can be intended or unintended, positive and/or negative.
2
Results‐Based Programming, Management and Monitoring (RBM) approach as applied at UNESCO- Guiding
Principles – June 2011
9
Impact
Impact implies changes in people’s lives. This might include changes in knowledge, skill, behavior, health or
living conditions for children, adults, families or communities. Such changes are positive or negative long- term
effects on identifiable population groups produced by a development intervention, directly or indirectly,
intended or unintended. These effects can be economic, socio-cultural, institutional, environmental or
technological. Positive impacts should have some relationship to the Millennium Development Goals (MDGs),
internationally-agreed development goals, national development goals (as well as human rights as enshrined
in constitutions), and national commitments to international conventions and treaties.
Goal
A specific end result desired or expected to occur as a consequence, at least in part, of an intervention or
activity. It is the higher order objective that will assure national capacity building to which a development
intervention is intended to contribute.
Outcome
Outcomes represent changes in the institutional and behavioral capacities for development conditions that
occur between the completion of outputs and the achievement of goals.
Outputs
Outputs are changes in skills or abilities and capacities of individuals or institutions, or the availability of new
products and services that result from the completion of activities within a development intervention within
the control of the organization. They are achieved with the resources provided and within the time period
specified.
Activity
Actions taken or work performed through which inputs, such as funds, technical assistance and other types of
resources, are mobilized to produce specific outputs.
Inputs
The financial, human, material, technological and information resources which are used for development
interventions.
Performance indicator
A performance indicator is a unit of measurement that specifies what is to be measured along a scale or
dimension but does not indicate the direction or change. Performance indicators are a qualitative or
quantitative means of measuring an output or outcome, with the intention of gauging the performance of a
project or investment. » 3
3
UNDG-Results-Based Management Handbook-Harmonizing RBM concepts and approaches for improved development
results at country level – October 2011
10
The pyramid below describes the adaptation of the RBM approach to Project Management and defines the
various features of a project, from the resources to the expected impact.
Figure 2:RBM approach for Project Management 4
Measures the long-term and widespread development
changes in society, economy and environment to which
the project contributes
IMPACT
An overall desired achievement involving a process of
change and aimed at meeting needs of end-users within
a given period of time.
Objective
Final products or services
delivered to beneficiaries
Outputs/Results
Activities taken to transform
resources/inputs into outputs/results
Activities
Personnel & resources necessary for
producing outputs/results
Resources/Inputs
4
ITU - Result-Based Management – Result-Based Budget Training - Seminar - PwC - June 2012
11
3 FORMULATION PHASE
This phase integrates the general approach of identification of needs to finalize the project document through
the stage of fundraising.
Depending on the context and the kind of project, it will be necessary to scroll through all the stages, or to go
directly to the finalization of the Project Document.
Figure 3: Formulation Phase
1-Identification
2-Fundraising
3-Finalization
3.1 Identification
During this first stage, the project proponent or the project manager should prepare a «Concept Note» 5 to be
shared with stakeholders and donors.
The identification stage intends to find answers to the question “what does the project need to achieve?” The
first stage in project management is:
•
•
•
•
•
To perform a situation analysis in a particular political and socio-economic context;
To identify what are the problems on the ground and needs of beneficiaries;
To analyze the capacities of main stakeholders to be involved in the process of the project
implementation;
To assess the sustainability of the project;
To have an impact on ITU-D’s programs, objectives, strategies and on ongoing Action Plan.
In developing the project, it should identify the benefits that are designed to target a market or a population.
The expected short-and long-term results must be clearly identified in order to assess the impact they will
have on beneficiaries
5
https://intranet.itu.int/bdt/Documents/ConceptNoteGuidelinesTemplate.pdf
12
This stage looks for a general assessment of problems that have been identified in an initial analysis. The key
to identify the problems successfully is to understand the causes of the problems or constraints. Therefore is
critical that project managers and project coordinators understand the root (cause) of the problem and its
effect on the target population, before formulating any objective.
In this stage it is essential to identify, consult and try to involve all stakeholders from the beginning of the
process, so they will assume ownership over the project and its results. Roles and responsibilities should be
clearly identified and assigned to the stakeholders.
The stakeholders in a project are all parties who have an interest to be involved (partners) in or are affected by
the project, or get benefits from the project (beneficiaries). They include among others governments,
agencies, international organizations, non-governmental organizations, civil society associations and citizens.
Key questions to be answered in the identification process include:
•
•
•
•
•
•
What are the main challenges in a given political and socio-economic context?
Who are the main domestic stakeholders and what have they experienced in this field? Describe the
current strategies to deal with identifying problems and of beneficiary needs.
In order to avoid duplication of efforts, specify which other international/regional organizations are
working in this field. What are their lessons learned and strategies used to address similar issues?
Which stakeholders would like to contribute to the project? Describe their roles and responsibilities
during the implementation process.
What is ITU’s experience in addressing similar problems?
How will the project be executed in comparison with existing or similar projects in ITU-D sector?
To facilitate the analysis above, it is recommended to use the template of Logical Framework presented in
Section 7.1 of Annex.
3.2 Fundraising
This stage seeks to answer the question: who can invest in the implementation of the project and become a
partner? The fundraising process is performed in line with the BDT’s resource mobilization strategy.
«Convincing donors is obviously a matter for resource mobilization (RM), but it is also a communication
exercise. RM, communication and branding focal points must therefore work hand in hand to serve the capital
formation needs of colleagues involved in programme and project management.
The purpose of this Concept Note is to introduce a new communication and branding tool, as well as a vehicle
to approach potential donors and expose our products, projects and initiatives in a harmonized way: the new
concept note.
A Concept Note (CN) is a synopsis or a (brief) preliminary description of a project or an initiative that aims at
engaging potential donors deeper into a partnership/collaboration conversation.
Concept Notes are used as an initial outline for potential partners’ consideration/review and as a guide for
discussion, prior to the development and submission of a more complete proposal (as required according to
donors’ mechanisms) or as part of formal submission processes. CN is therefore considered a critical tool
during the initial stage of resource mobilization.
The purpose of a concept note is to capture the interest of the donor and demonstrate that the project or
initiative is worth further considering. It helps donors to determine if the described project or initiative fits
with their goals and strategy and is likely to be accepted for fund allocation.
13
Partnership Building Division has introduced a new Concept Note Template to be used by all BDT colleagues
looking for extra‐budgetary funding. This template has been designed to fit a variety of templates and
guidelines published by donors. It is accompanied by Guidelines to facilitate the preparation of the notes.
Objectives
The specific objectives of a Concept Note are:
‐ To provide tools to support BDT Resource mobilization efforts by all BDT staff (as recommended in the
resource mobilization strategy for BDT);
‐ To have harmonized documents to be presented to potential partners, clearly stating and justifying the need
for support for the proposed project or initiative;
‐ To permit existing or potential partners to explore the possibility of partnering with ITU in a proposed project
or initiative (including allocating resources);
‐ To use the concept notes to develop (more) effective and powerful external communication and promotion
policy, as well as supporting material to approach partners. » 6
3.3 Finalization
As soon as sources of funds are secured and requirements and obligations of donors are clarified, a full-scale
project proposal, in the form of a Project Document, can be prepared. A Project Document is a more
comprehensive document that includes all available information gathered in the previous stages. The budget
and work plan should be attached to the project document.
The first activity is to determine the impact and objectives to be reached and to identify results. The second
activity is to define indicators to measure performance of impact, objectives and results. In this stage, the
logical framework tool should be developed to include data that would verify whether developed indicators
are effective to measure the achievement of the best results. Finally, it is necessary to consolidate all
information in the ProDoc, a template of which is presented under Section 7.2 of Annex.
1. Defining Project
This analysis corresponds to the preparation of the content of the various sections of the ProDoc:
a. Background and Context
This section presents information and explanations related to the project, and in particular why it should be
implemented.
b. Objective
Taking into account the context and needs of the beneficiaries, the objective must be clearly defined and
shared with stakeholders. Expected results (as defined below) must contribute to the achievement of this
objective.
In order to develop well-constructed objective, the following issues should be taken into account:
•
•
•
6
Objective should be articulated based on realistic and identified effects of problems;
Objective is not equivalent to strategies, activities, processes and results;
Provide a clear distinction between the formulation of objective and results.
https://intranet.itu.int/bdt/Documents/ConceptNoteGuidelinesTemplate.pdf
14
c. Expected Results
In order to define results, a clear vision should be elaborated of what the project hopes to achieve. Results are
desired outputs (short-term) and impacts (long-term), and include tangible or non-tangible benefits to
beneficiaries or end-users. Results can be expressed in quantitative or qualitative standard, value or rate. In
other words, results are the direct consequences or effects generated by activities and lead towards the
achievement of stated objectives.
The Impact measures the long-term and widespread development changes in the society, economy and
environment to which the project contributes.
d. Project Activities
Activities should be selected on the basis of:
•
•
•
•
•
A clear understanding of the problems;
An analysis of the opportunities;
An evaluation of the risks of the situation;
An evaluation of available or expected resources and capabilities;
The impact on ITU-D’s mission and goals.
e. Inputs
The inputs include financial and in kind contributions (premises, equipment, staff ...) of each partner.
f. Roles and Responsibilities
It is necessary to clearly define the roles and responsibilities of the parties in the main activities of the project,
as this avoids misunderstandings and problems in implementation phase.
g. Risk
In this section, indicate relevant risks that can negatively affect the success of a project, and mention remedial
actions foreseen in order to mitigate these risks.
h. Project Management
Provide an overall description of the project management. In this regard, elaborate management structure and
terms of reference agreed upon by project partners.
i. Monitoring and Evaluation
Provide an overall description of the project monitoring and evaluation activities. In this regard, elaborate
reporting requirements and frequency of such reports.
j. Sustainability
Elaborate on how the sustainability of the project is to be achieved. If applicable, describe sustainability
measures, such as the self-financing mechanisms, that will be put in place upon the completion of the project.
k. Budget and Work plan
At the end of each Project Document, it will be accompanied by two annexes. The first one defines the budget
with details about the contributions of each party, as well as lines for expenditure. The second annex provides
the schedule of major activities and their sequence for the implementation of project.
15
2. Defining Key Performance indicators
Once the Project impact, objective, results and activities have been clarified and agreed by stakeholders, the
next stage is to develop indicators to measure the performance of each result, each objective and the overall
impact. If results are clearly stated, it is easier to select indicators.
An indicator is a mean of measuring actual results against planned or expected results in terms of quantity,
quality and timeliness.
The quantitative indicators are defined as numerical value, usually expressed in specific numbers or a
percentage, but the qualitative indicators reflect perceptions, judgments, satisfaction or opinions.
In order to select a good indicator, a participatory process of discussions amongst all stakeholders should
apply. Most commonly used criteria to assess indicators are “SMART”.
Table 2: SMART description
•
Specific: Sufficiently precise to enable an objective assessment and measurement of the results
achieved by project;
•
Measurable: qualitatively or quantitatively, and formulated to facilitate comparisons between
predictions and achievements;
•
Attainable: defined at a level that can be achieved and that represents activities that allow to
achieve a particular result;
•
Realistic: measures should be determined in a realistic manner, given the respective project time
and resources frame;
•
Time-based: express benefits or changes that a project aims to achieve by the end of the
implementation period.
3.
Project Document
The Project Document (ProDoc) is a key document that finalizes the formulation phase. It must contain all
information about the context in which the project must be completed, its impact on the social and economic
environment, the objectives and expected results, definition of roles and responsibilities of stakeholders, as
well as the budget for its implementation.
The details of the contents of this ProDoc are in set forth in Section 7.2 of Annex, which includes explanations
and examples that will facilitate its drafting.
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4 IMPLEMENTATION PHASE
This phase seeks to answer the question of «what needs to be done in order for the project to be
implemented successfully? ». The first stage of implementation involves the planning of project activities to
facilitate the allocation of resources to and the monitoring of such activities. Executing and Monitoring stages
include a continuous process of controlling that planned activities take place and results are achieved as
anticipated. The third stage is related to closure of the project activities
The Project Coordinator could monitor the implementation of the project and ensure appropriate guidance
where necessary, including providing feedback after reception of quarterly progress report. This also will
facilitate the project evaluation phase, and prevent potential problems in implementation.
Figure 4: Implementation Phase
3-Closing
1-Planning
2-Executing &
Monitoring
4.1 Planning
The key to a successful implementation depends on the quality of the planning that is done by the project
manager before the start of activities. The main objective in the Planning phase involves the creation of a
Project Management Plan, a mandatory document a template of which is proposed under Section 7.3 of
Annex.
The Project Management Plan provides a basis for evaluating the performance of the project during its
implementation. It includes a complete list of the activities required to complete the project: Work Breakdown
Structure, Schedule, and Procurement, Quality, Risks and Communication Plans.
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4.1.1 Work Breakdown Structure
The Work Breakdown Structure lists all the Outputs/Results and activities required to be achieved and
undertaken, respectively, under the project.
4.1.2 Project Schedule
As specified in Section 7.3 of Annex, the project manager should list necessary activities to achieve each
deliverable defined as outputs/results. For each of the activities, the project manager will determine the
workload and duration necessary to its realization, taking into account the interdependencies between them.
4.1.3 Procurement Plan
The project manager should concentrate on definition of requirements (terms of reference for services,
technical specifications for equipment).
To estimate the delivery taking into account the needs, and to develop a preliminary schedule of purchases,
the project manager must coordinate with the Procurement Division which is responsible for the relationship
with suppliers.
The project manager must plan the acquisition of products and services needed to achieve the project
deliverables. Control and monitoring of the plan will allow the project manager to mitigate risks related to the
non-mastery of suppliers and external service providers.
4.1.4 Quality Plan
The quality control is to determine the quality criteria that must be achieved by the deliverables to be
produced by the project in order to meet the needs of the beneficiary, and to plan the verification required.
Quality assurance will check whether the processes to achieve the quality criteria of the deliverables are met.
Thus, the project manager must plan the activities to be undertaken during the project to deal with the control
quality and assurance quality.
4.1.5 Risk Plan
This planning is to identify the key risks and lists the actions that will reduce their impact on the project.
As indicated in Section 7.3 of Annex, the project manager must be:
•
•
•
•
•
Identify the potential risks;
Define for each risk a priority ratio (e.g. likelihood score * impact score);
Select risks that will be followed;
Identify activities that will mitigate the impact of risks on the project;
Create an activities schedule related to risks mitigation.
4.1.6 Communication Plan
Lack of communication is often at the root of the difficulties encountered during the project. This
communication involves the steering committee, the project team, the beneficiary and other stakeholders.
The project manager must plan specific activities to carry out effective communication, including the
following:
•
Define the list of stakeholders who should be informed about the progress of the project;
18
•
•
•
Identify the type of information to be transmitted to each group of stakeholders;
Identify methods of communication to be used;
Build a communication plan as proposed in Section 7.3 of Annex.
4.2 Executing and Monitoring
4.2.1 Build Deliverables
The first and more important activity in the Executing and Monitoring stage is the development of each of the
project deliverables/Results specified within the ProDoc. The deliverables are then reviewed to ensure that
quality criteria are met. If all the quality criteria have been met, then the deliverables are signed off by the
beneficiary. Title and ownership to the equipment and other assets which form part of the deliverables of a
project should be effected in accordance with Section 4.3.1 of these Guidelines and the Transfer of Title to
Equipment template referred to in such section.
4.2.2 Executing
The Executing process is to perform all the activities defined in the planning. The project manager must be
able to assign activities to each person responsible for their implementation, while ensuring the monitoring
and controlling of their execution.
Executing the implementation of the project should be through regular meetings planned by the project
manager. These meetings should be reported according to the meeting Minutes template provided in Section
7.5 of Annex.
Monitoring is to make continuous assessments for judging the gaps between the schedule and the budget
planned and the realizations.
Monitoring aims to ensure effectively managed results through measurement and assessment of
performance. The overall objective of monitoring is to enable project manager to take corrective actions.
Executing is an internal management responsibility and can be performed by a project manager through these
activities:
a) Perform Time Management
Time management will monitor the time spent for each activity, in order to prevent delays that will impact the
delivery of the project.
b) Perform Budget Monitoring
The Project Manager must accede to the data or information regarding the project budget utilization
(contributions received, commitments and expenditures). Budget monitoring is an essential aspect of good
project management to ensure that expenditures and commitments remain within established allocations and
the overall project budget. Close follow-up with appropriate financial services is the key to monitoring costs
and forecasting any potential deviation from the original budget plans. Project partners and especially donors
should be kept informed through financial reports, and substantive deviations from the original budget plans
should be reflected in budgetary reviews each quarter.
c) Perform Procurement Management
After the definition of requirements for the project, the whole process of procurement of goods and services is
the responsibility of the Procurement Division.
19
Therefore, the project must be monitored regularly with the Procurement Division assistance.
d) Perform Quality Management
Quality management is to ensure that the quality criteria previously agreed with the beneficiary are met. It
will also achieve a quality control to ensure that the processes designed to achieve the desired quality criteria
of the project deliverables are met.
e) Perform Risk Management
Risk management is to achieve the following activities:
• Take into account the risks identified during the assessment at the planning stage;
• Develop a detailed sheet for each of these risks using the Risk Monitoring Form template attached
under Section 7.6 of Annex;
• Follow up activities related to the mitigation of each risk;
• Review the risk matrix for updates.
f) Perform Communications Management
This will entail the regular monitoring of communication activities, as they were defined at the Project
Management Plan (Section 7.3 of Annex), and the carrying out of the following:
• Prepare the content of each communication action;
• Prepare the necessary materials;
• Communicate information to stakeholders according to the expected timing.
g) Perform Change Control
The process of change management is very important, as it can control the flow of change requests that
usually come from the beneficiary. These requests may involve minor changes but they can also involve major
changes that have a significant impact on time and on budget. Keeping a good track changes will prevent
delays in project development and budget overruns.
The process of change control is to perform the following actions:
• Receipt of request for change in the format provided in the Change Request Form set forth in Section
7.7 of Annex;
• Analysis of the opportunity to support the change request;
• Submit the request to the Steering Committee or Management Committee when the impact is
significant (duration, budget);
• Modify activities and the action plan accordingly.
4.2.3 Reporting
The Reporting is the formal presentation of controlling information using the Project Progress Report template
that is proposed in Section 7.8 of Annex. The aims of reporting are:
•
To inform stakeholders on the progress of the project, as well as of arrangements to ensure proper
development of the project;
20
•
To provide a formal documentation of the activities of the period, in order to facilitate audits and
evaluations;
•
To serve as a reference to future projects in order to ensure that lessons learned (project successes,
failures, best practices) through implementation are available for consideration when formulating and
implementing similar projects;
•
To promote transparency and accountability;
•
To report to the donors on the project’s progress.
The Project Progress Report (a template of which is set forth in Section 7.8 of Annex) is required for all
projects and is prepared by the Project Manager on a quarterly basis. The reports provide a framework for
assessing status and a record of project implementation at any given time. Its primary aim is to ensure that
supervisors of the project coordinator or project manager formally assess the status of project
implementation. The progress reports should be prepared quarterly and be submitted in the second week of
the following quarter.
To facilitate the preparation of such report, it is recommended to use the Project Manager Log (a template of
which is set forth in Section 7.4 of Annex), which integrates the main events and information related to the
project, as well as specific columns to each report. The project manager can sort and retrieve information
using the column for the report to be developed.
Assessment/Feedback Report (a template of which is set forth in Section 7.9 of Annex) is prepared by the
project coordinator based on the quarterly project progress reports produced by the project manager, and in
some cases (e.g., difficulties encountered, timeout, insufficient budget ), decisions are proposed for approval
by managers.
In this assessment, the Project Coordinator must ensure that decisions have been implemented correctly and
documented as useful.
During the life of the project, it may be necessary to provide a mid-term evaluation to be conducted by the
internal project team or by an external consultant depending on the importance of the project.
4.3 Closing
The narrative and financial closures are determined by the dates indicated in the original agreement signed
with the donor, or in subsequent approved project extensions. Narrative closure refers to completion of all
operational activities and financial closure includes termination of all financial transactions. Closure should be
performed immediately after completion of all activities of the project.
It’s important to distinguish between the two stages of project closure: the closure of activities (i.e., narrative
closure) and financial closure.
4.3.1Project operationally completed
To ensure that the project was finished on the operational level, the Project Manager shall check the following
activities:
a) All activities listed in the project document are satisfactory completed;
b) The envisaged results are produced;
c) Closure Report and Post Implementation Review are prepared;
21
d) Contracts with personnel, suppliers and service providers are terminated;
e) All rights, titles and ownership in and to all equipment and other assets that were acquired
under the project for the beneficiary thereof are disposed and/or ownership have been
transferred and assigned by ITU to, and have been accepted and assumed by, such
beneficiary) (using the Transfer of Title to Equipment Template which is set forth in Section
7.11 of Annex). It is understood that the transfer will be made during the development of the
project and the project manager will incorporate the evidence in the closing portfolio. The
timing at which such transfer of title should occur will depend on the type of asset sought to
be transferred (i.e., tangible assets vs. intangible assets). For more information concerning
such timing, please refer to the “General Instructions” paragraph that is included in the
Transfer of Title to Equipment Template;
f)
Products have been delivered to the satisfaction of the beneficiary;
g)
Decisions have been taken regarding the residual funds of the project, if any.
The Closure Report (a template of which is set forth in Section 7.10 of Annex) is required upon completion of
all project activities and contains information on the achievements of objectives, results and activities of the
project. It should clearly explain any variances from the originally approved project in terms of duration,
budget, results and delivered services. The closure report should be submitted within 30 to 60 days of the
operational completion of the project, unless a different specific time frame is stipulated in the relevant
agreements with project partners.
4.3.2 Project financially completed
The financial closure is the responsibility of Finance. They must check all the points mentioned below before
proceeding for the final closure.
a) All requested funds have been received;
b) Bills have been fully paid and liquidated;
c) Expenditures have been recorded;
d) The final budget revision has been carried out;
e) The final financial report has been prepared and submitted to the donor;
f)
The final signed statement of account has been prepared and received by the donor;
g) The final financial explanatory report has been prepared and submitted to the donor;
h) The remaining funds, if any, have been returned to donors or re-allocated to other projects
following donors’ approval.
22
5 EVALUATION PHASE
Before the end of the project, the project coordinator should supervise two assessments:
1. Ex-ante evaluation of the project through the ProDoc, to be completed at the end of the formulation
phase;
2. Mid-term evaluation to be carried out by the project coordinator or by an external consultant, depending
on the size of the project. This evaluation is undertaken approximately half-way through project
implementation. Mid-term evaluation analyses if the development of the project is carried out as planned,
and identifies the difficulties to be overcome either in-depth or through desk evaluations.
The evaluation phase is in addition to the ex-ante and a mid-term evaluation described above, and takes place
after the completion of a project or main activities within the project. Several stages are involved in the
preparation of the evaluation process, such as to plan evaluation with assistance of a Post Implementation
Review Plan, to report on the outcomes of evaluation using the relevant report templates, and to describe
lessons learned and best practices. Evaluation involves financial resources that should be incorporated in the
budget planning before the project would commence.
Figure 5: Evaluation Phase
3-Lessons
Learned and
Best Practices
2-Impact Analysis
1-Post
Implementation
Review
23
5.1 Post Implementation Review
This stage will be performed after completion of the project according to a schedule previously established by
management. Depending on the kind of project, the evaluation will be done on site or through desk review,
and in some cases PRJ could make use of external consultants.
Based on the key performance indicators defined on the ProDoc, this review assesses whether the objectives
and results were achieved in an effective and efficient manner, and provides recommendations from project
implementation.
The following criteria are used in the process of designing the review plan:
•
Relevance outlines the appropriateness of project objectives to the problems that it had planned to
address. The review plan must integrate the quality assessment of the definition and formulation of
the project.
•
Efficiency provides the factual information that the project results have been achieved at a reasonable
cost, i.e. how well the results have been achieved in terms of quality, quantity and time. To ensure
that the most adequate process has been adopted, it would be useful to analyze if it was possible to
implement alternative approaches.
•
Effectiveness examines the contribution made to achieve the best results. This is designed to assess
the benefits for the different categories of the population (women, children, elderly, disabled and
vulnerable groups).
A - Planning review
The review plan outlines what is to be evaluated, by when, and with whom. It should also provide resources
and budgets necessary to carry out these assessments. The assessor should pay particular attention to
strategic and useful information for ITU and its partners in decision-making. In order to serve its purpose, the
evaluation plan should take into account the following factors:
1. Choice of evaluation: management is responsible for the choice of results and projects to be
evaluated.
2. Timing of evaluation: the plan should specify timing of each evaluation.
3. Stakeholders of Each Planned Evaluation: should identify the stakeholders who were involved in the
project and who are affected by the results of the evaluation.
4. Financial Requirements: the evaluation plan should estimate the financial requirements for each
evaluation. Dissemination of information should also be included in the budget plan.
B - Reporting
This review aims to assess the relevance, efficiency and effectiveness of the implementation of the projects
and results achieved. As an outcome, the evaluation provides recommendations and a lesson learned for
improving future policies and projects, and establishes a basis for accountability.
The Post Implementation Review (a template of which is set forth in Section 7.12 of Annex) This review will
allow an objective basis that reflects the results achieved and decisions taken, in order to draw lessons learned
that may help to improve the implementation of projects. A good evaluation report communicates findings,
lessons learned and recommendations clearly, accurately and appropriately, and while being an objective
24
presentation of the project, ensures that the concerns and comments of the involved parties are correctly
reflected.
Once the Post Implementation Review is prepared, it should be published and disseminated to all
stakeholders.
5.2 Impact Analysis and Sustainability
The contribution of a project on the development of a market or population must be measured several years
after the end of it. Unlike the evaluation to be carried out a few months after the closure of the project to
ensure that the objectives and expected results are achieved, the impact analysis is usually conducted one to
three years after the project has been completed. The impact analysis assesses the level of success of the
project and, in particular, its durability and the extent of the impact of such criteria which have been defined in
the ProDoc. To perform this analysis, one must return to the indicators identified in the project document.
The impact analysis allows evaluating the effects on the socio-economic environment, the general policy or
sectorial objectives.
A project can be said to be sustainable as long as it continues to deliver benefits to the project target groups.
Therefore, for the monitoring of sustainability, quality factors (such as ownership by beneficiaries, appropriate
technology, institutional and management capacity, socio-cultural issues, environmental factors and damages)
should be considered.
The Sustainability Analysis assesses the project's ability to continue its activities without external funding, as
well as the beneficiaries' ability to manage their project in an independent manner.
The impact evaluations focus on the entire range of a project’s results, including unforeseen and longer-term
impacts as well as sustainability and impacts on affected people outside the immediate target groups.
The realization of this analysis should include the following considerations:
1 - From the previously established indicators, define the scope of the analysis to obtain useful
information for the ITU and its partners;
2 - Determine the schedule of actions to be taken and who should carry them out;
3 - Estimate the budget needed to achieve the mission;
4 - Prepare media collection of information;
5 - Collect data with project stakeholders;
6 - Develop an Impact Analysis Report using the template that is presented under Section 7.13 of
Annex.
25
5.3 Lessons Learned and Best Practices
The last stage of the life cycle of the project is to analyze and consolidate those lessons learned for projects
that have been identified during the implementation and evaluation phases, by using the template that is
presented under Section 7.14 of Annex. This analysis will provide examples of best practices which are
concluded in an effective and efficient manner. Projects that delivered concrete and sustainable
benefits/impact to the beneficiaries will be identified at this stage to be stored in the best practice database.
To this end, best practices of projects will be consolidated in a database that will be available to all managers
and focal points to enable them work out project solutions to address similar types of problems in other
regions/countries and replicate best practices where appropriate. This database will also allow BDT to report
back to Membership on success stories and achievements made through implementation of projects.
Figure 6: Lessons Learned and Best Practices
Lessons Learned
Closure Report
Lessons Learned
Evaluation
Report
Updating
Best Practices
Data Base
Lessons Learned
Impact Analysis
Report
An organization’s best practices process includes the tasks, as follows:
1. Collection: of relevant materials, which could include not only projects’ reports but also other internal
or external sources of information;
2. Verification: focuses on validating lessons according to selected standards (relevance, significance,
credibility of information and others) and identifies systemic issues and improvement opportunities;
3. Storage: provides a database for categorization, indexing, and formatting of lessons’ representation;
4. Dissemination: includes different avenues informing relevant parties on best practices;
5. Reuse: focuses on encouraging/promoting best practices to be used by project managers.
As a tool, the best practices database aims to bring together any lessons learned that have been gathered
during the project implementation and that can be usefully applied to other projects. The content of this
Database should be discussed with stakeholders so that they may benefit from best practices.
26
6 IMPROVEMENT PROCESS
To ensure continuous improvement of the Project Management Guidelines, it is necessary to implement
adequate mechanisms for flexibility, revision, adjustment and learning.
The mechanisms will be put into place to ensure this, including:
•
•
•
•
•
Establish and support data collection and analysis at the community level;
Utilize biannual meetings to review Project Management performance;
Establish electronic systems to post questions, share technical information and offer assistance to
facilitate knowledge sharing and exchange;
Organize cross-regional learning processes, such as workshops and retreats, to take stock and analyze
results;
Actively participating in ‘communities of practice’ –many of which are online – to share best practices
and seek advice for ongoing challenges from peers and experts.
27
7
ANNEX : TEMPLATES
Among the fourteen (14) templates presented under the various subsections of this Annex, eight (8) are
mandatory and the other six (6) are optional, but should nevertheless be afforded adequate consideration as
they can help project managers in achieving their mission. Four (4) mandatory reports will be elaborated by
the project coordinator.
In some templates, explanations are given to allow the user to complete the document without returning to
the information contained in the Project Management Guidelines.
1 Logical Framework
2 Project Document
(mandatory)
3 Project Management Plan
(mandatory)
4 Project Manager Log
5 Meeting Minutes
6 Risk Monitoring Form
7 Change Request Form
8 Progress Report
(mandatory)
9 Assessment / Feedback Report
(mandatory)
10 Closure Report
(mandatory)
11 Transfer of Title to Equipment
12 Post Implementation Review
(mandatory)
13 Impact Analysis Report
(mandatory)
14 Lessons Learned Report
(mandatory)
28
7.1 Logical Framework Template
LOGICAL FRAMEWORK
[Identify the key indicators for evaluating the resources used and the impact of the project, as well as the
data sources to verify the achievement of indicators.
Following the examples of problem and objectives trees, a logical frame is given below for illustration.]
Narrative Summary
Performances
Indicators
Means of
Verification
Risks and
Assumptions
Overall Impact:
Socio-economic
development in X region of
country Z due to increase
access to information
Objective:
N % reduction in the percent
of population lacking access
in region X by 2 years after
the start of the project
Survey Report on
reach to ICT
Enhanced and sustainable
infrastructure for X region of
country Z
N% increase in teledensity
by 6 months after project
implementation
ITU publications
1. Infrastructure extended to
provide coverage of rural
parts of region X
Infrastructure is in
operation by the end of the
project
Site visits
2. Reliable infrastructure
operated and maintained by
qualified staff
Upward trend in the
number of subscriptions 6
months after completion of
the project
Statistical Survey of
Statistics Department
of Country Z
Tariffs are maintained
at an affordable level
Universal service
funding is in place
Outcomes:
Increase in traffic
originating from or
terminated in region X 6
months after completion of
the project
Increase in overall traffic
volume 6 months after
completion of the project
Reduced rate of faults by
the end of the project
Reduced maintenance and
operation costs
Increased capacity of staff
to perform technical
functions
29
Yearly statistics
provided by the
operators
Financial records of
the operators
Attendance lists of
trainings participants
Service providers and
implementation
partners fulfill legal
and contractual
obligations in agreed
time-frame
Equal amount of M/F
took part in a training
programme
Stable economic
situation allowing
reduction of
maintenance and
operation costs
Activities
Resources
Costs
Risks and
Assumptions
1. Output/Result 1
1.1. Perform a Feasibility
study
Senior expert on economic
analysis
1.2. Prepare a network
planning
Telecommunications
experts
1.3. Procure necessary
equipment and install
Missions
2. Output/Result 2
2.1. Carry out gap analysis
and needs assessment on
existing network
Feasibility study
results in favor of the
investment
Required information
is available, accurate
and up to date
No compatibility
problem for the
procured equipment
Training arrangements
Equipment
High level of
participation in the
trainings
Project office
There are no delays
due to land
expropriation
2.2. Provide training for
technical staff on network
maintenance and operation
2.3. Procure necessary
equipment and install
Preconditions:
Readiness of project
partners input.
Security in the region
is maintained
30
7.2 Project Document Template
Logo
<Partner name>
Project Number
Project Title
Internet Exchange
Points (IXPs):
keeping local
Internet traffic
Estimated Start Date
January 20xx
Estimated End Date
December 20xx
U.N. Specialized
Agency
International
Telecommunication
Union (ITU)
Government
Cooperation Agency
Ministry of …
Beneficiary
Country(ies)
…..
Project Manager
…..
SUMMARY OF CONTRIBUTION
OF THE PARTIES
Project Budget (in CHF)
Description
Total
Partner
In-cash
Partner
Staff Costs
Missions
External Services
Training
Equipment
Miscellaneous
Sub-Total
ITU AOS (-- %)
Total
Grand Total
Comments :
Brief Description
Example:
To achieve the objective of keeping local Internet traffic local, some countries have established national Internet
Exchange Points (IXPs) and Internet Service Provider (ISP) peering has emerged as one of the most important
and effective ways for ISPs to improve the efficiency of operation and to further reduce Internet access costs.
This project will provide a <Beneficiary Country> to improve its Internet Connectivity. The overall aim is to
provide affordable Internet access and connectivity through the implementation of national and regional
Internet exchange points
.
For the
Signature
Date
__ / __ / ___
__ / __ / ___
31
Name/Title
[In each section, written explanations and examples are set forth in blue text in order to facilitate the
writing of the Project Document.
All blue text should be deleted from the final document.]
1.
BACKGROUND AND CONTEXT
[In this part, provide description of the proposed solution. Provide available information and explanation
related to the project; regarding its origins and why it is being undertaken. Any information related to the
details of the proposed solution that does fit into other sections can be elaborated in this section.]
1.1 Introduction
Example:
Information and Communication Technologies (ICTs) are cost-effective in providing a powerful engine to help
achieve development goals. For example, they can be used to reduce poverty, build capacities, enrich skills, and
inspire new approaches to governance and conflict resolution. The Information Technology contributes for
promoting the development of many countries, but this project will enhance connectivity with reasonable cost
to achieve other kind of activities.
Many countries have yet to build the basic infrastructures needed to take advantage of the information age,
and would face a formidable challenge to build a pathway that would reduce the gap between them and the
rest of the world.
1.2 Problem Statement and Justification
Example:
As a follow-up to the Connect Africa Summit (Kigali, Rwanda, 29 30 October 2007) in line with the creation of
national Internet Exchange Points (IXPs) and implementing competition in the provision of international
Internet connectivity (Connect Africa, Goal 3), this project aims to significantly increase access to affordable
ICTs for all people, in both urban and rural areas, are able to gain maximum benefit from the opportunities
offered by ICTs.
The primary objective of the project, therefore, is to strengthen the ability of countries to keep their internet
traffic locally, while ensuring an affordable cost for access.
1.3 Project Scope and Strategy
Example:
The project aims to share experiences, knowledge and benefits relating to the establishment of IXPs centers to
other developing countries. Under this arrangement, the project will:
•
•
•
Identify case studies that have been successful, particularly in similar situations;
Provide scientific and expert support to present processes of infrastructure development for IXP
and access in <Beneficiary country>.
Provide IXP equipment and put into operation and transfer the IXP to the local partner institution.
32
Promote public and private sector partnership in the development of IXP policies and for actions.
Stakeholders in <Beneficiary country> are to be involved from the start, and the project will
encourage sharing of responsibilities and clear definition of roles among key stakeholders.
•
1.4 Impact
[Impact = Development objective
As part of the overall objectives of developing a population or market, the project will contribute to some of
them.
The criterion of the impact of the project on the beneficiaries will assess the achievement of these objectives
several years later according to the type of project.
Impact Indicators
These indicators should measure the evolution of the situation of a market or population, following the
implementation of the project. In some cases, it’s possible to make a qualitative description of the expected
impact.
Impact Indicators are essentially used during evaluation of Impact analysis.]
Example:
These technologies are already making an important contribution to the economic and social development of
African countries; African populations can multiply this contribution several times over by increased
connectivity and cost-effective access to the Internet.
Many African countries have yet to build the basic infrastructures needed to take advantage of the information
age, and would face a formidable challenge to build a pathway that would reduce the gap between them and
the rest of the world. The gap could widen and become self-perpetuating as the technologies become more
advanced.
The project will significantly increase access to affordable ICTs in <Beneficiary country> in order to facilitate a
technological environment in which all people, in both urban and rural areas, are able to gain maximum benefit
from the opportunities offered by ICTs.
In line with the creation of national IXPs and implementing competition in the provision of international
Internet connectivity (Connect Africa, Goal 3), the project will strengthen the ability of countries to keep their
internet traffic locally, while ensuring an affordable cost for access..
2.
PROJECT OBJECTIVE
[The project must achieve a primary goal. This section should clearly define the sustainable benefits expected
by a market or population.]
Example:
The objective of the project is to strengthen the capacity of <Beneficiary country> by providing cost-effective
access and implementing competition in the provision of international Internet connectivity to the Internet by
keeping local Internet traffic local through Internet Exchange Points.
[Assumptions/Preconditions
To ensure a harmonious development of the project, it should be analyzing the assumptions and
preconditions that will achieve the objective]
33
3.
EXPECTED RESULTS
[Expected Results are products and services produced, or competences and capacities established,
directly as a result of project activities.]
3.1 RESULTS 1
3.2 RESULTS 2
3.3 RESULTS 3
[The Result indicators are predominantly used during monitoring and evaluation.
Provide Key Performance Indicators for each result that are specific, measurable, attainable, realistic
and time bound in order to allow measurement of expected results in terms of quantity, quality and
timeliness.]
Result
1
Key Performance Indicators
Target
1.a < enter indicator>
1.b < enter indicator>
2
2.a < enter indicator>
2.b < enter indicator>
3
3.a < enter indicator>
3.b < enter indicator>
4.
PROJECT ACTIVITIES
[Project Activities: Specific activities performed using resources and methods in order to achieve the
expected Results.
Implementation of activities depends on the availability of skilled human resources and the capacity of
stakeholders to support the development of the project.
Describe the main activities required for achieving expected Result.]
Result
1
2
3
Activity Description
1.1 <enter activity >
1.2 < enter activity >
1.3 < enter activity >
…
2.1 < enter activity >
2.2 < enter activity >
2.3 < enter activity >
…
3.1 < enter activity >
3.2 < enter activity >
3.3 < enter activity >
…
Responsible Party(ies)
ITU/Partner/beneficiary
ITU/Partner/beneficiary
ITU/Partner/beneficiary
ITU/Partner/beneficiary
ITU/Partner/beneficiary
ITU/Partner/beneficiary
ITU/Partner/beneficiary
ITU/Partner/beneficiary
ITU/Partner/beneficiary
34
5.
INPUTS
[Inputs: Resources (personnel, equipment) and finance necessary to perform the planned activities and
manage the project.]
5.1 ITU
IN CASH CONTRIBUTION
IN KIND CONTRIBUTION
5.2 Partner
IN CASH CONTRIBUTION
IN KIND CONTRIBUTION
5.3 Beneficiary Country
IN CASH CONTRIBUTION
IN KIND CONTRIBUTION
Example:
Contribution from <partner name>: specific computer hardware and software, pre-defined funds for
the learning centre to maintain itself, training programme, cost of training of trainers;
Contributions from ITU (in kind but some contributions in cash may be made available);
Contributions from the Government Agency (in kind): Provides a coordinator and premises for hosting
the project.
•
•
•
6.
ROLES AND RESPONSIBILITIES
6.1 ITU
Example:
ITU will:
•
•
•
•
•
Provide staff resources for the coordination and management of the project and be responsible for the
overall management of the project implementation, supervision, monitoring, coordination and
evaluation;
Provide its expertise and international experience to enable realization of the project objectives in an
effective and efficient manner;
Allocate the experts for the project as per contract and terms of reference;
Correspond with the relevant parties to make sure that project is successful;
Etc.
35
6.2 Partner
Example:
Partner will:
•
•
•
Provide staff resources for the coordination and management of the project;
Correspond with relevant parties to make sure that project is successful;
Etc.
6.3 Beneficiary country
Example:
Country will:
•
provide all permissions necessary or required to carry out project activities, including, without
limitation, all authorizations, permits, certificates, visas and other instruments necessary or required
for ITU and/or any of its personnel (including experts) to implement the project;
•
provide all exemptions from any and all prohibitions, restrictions on imports, custom duties, direct and
indirect taxes, and any other fees in respect of imported items that may be required under the project;
provide administrative support and staff required during the Project implementation and any other
assistance to the Project;
Etc.
•
•
7.
RISK MANAGEMENT
[This section describes the relevant risks that can negatively affect the success of a project. In addition, this
section rates the Likelihood and Impact of each risk should it occur, using a scoring (High, Medium, Low) and
suggests the mitigation actions for reducing risks to the project.]
Risk Description
Likelihood
Impact
The lack of control over the local
resources
H*
H*
The collection of information
necessary to complete the project
L*
M*
* H= High, M=Medium, L=Low
36
Mitigation Action
collaboration
of
Government agency
the
relevant
8.
PROJECT MANAGEMENT
[In this section, provide an overall description of the project management. In this regard, elaborate the
management structure and terms of reference agreed upon by project partners.
Provide information on roles and responsibilities of the steering committee, its composition and working
methods as well as the roles and responsibilities of the parties.
The implementation of project management structures depends on the size of the project and its complexity.
There are three kinds of project sizes: small (< CHF 150’000), medium (< CHF 500’00) and large (> CHF
500’000).]
8.1 Steering Committee / Management Committee
[For large projects, the establishment of a "steering committee" is strongly recommended and its
composition, the roles and responsibilities of its members and the frequency of its meetings should all be
clearly defined under this section.
For small and medium projects, it is recommended to set up a management committee composed of a
manager from ITU and a decision maker for each stakeholder. This committee will oversee the work done by
the project manager and take the necessary decisions.]
Example:
The role of the Steering Committee/ Management Committee will include:
•
Approve the Project Management Plan as defined by the Project Manager;
•
Approve changes have a significant impact on the project and presented by the Project Manager;
•
Provide advice and directives concerning the progress of the Project.
The Steering Committee/ Management Committee will consist of:
•
Representative of the Partner/Beneficiary;
•
ITU Regional Director;
•
Chief of related Departments
8.2 Project Manager
Example:
The project will be implemented by the assigned Project Manager in close coordination with beneficiary
Member States’ Focal Point(s) and Partner.
ITU as the implementing agency will supervise and administer overall implementation of the project in
accordance with ITU rules, regulations and procedures.
8.3 Project Management Team
Example:
The complexity of the project will need a dedicated Project Management Team for its implementation. This
team will consist of:
•
•
An assistant project manager in charge of studies;
An assistant project manager in charge of implementing;
37
9.
MONITORING AND EVALUATION
[In this section, provide an overall description of the project monitoring and evaluation activities. In this
regard, elaborate reporting requirements and frequency of such reports.]
Example:
Quarterly reports will be prepared to describe the progress of the project. Syntheses will be for stakeholders to
keep them informed of project development. At the end of the project, the ITU project manager will submit a
report to ITU and “Partner”. The final project report will include, among other things, reasonably detailed
descriptions of the activities, achievements towards expected outcomes, lesson learned and recommendations
for future actions.
ITU together with the “Partner” will monitor and evaluate the project based on the expected results and key
performance indicators.
10.
SUSTAINABILITY
[In this section, elaborate on how the sustainability of the project is to be achieved. If applicable, describe
sustainability measure, such as the self-financing mechanisms, that will be put in place upon the completion
of the project. ]
Example:
At the end of the project, the recipient country will establish a business model that will enable it to sustain the
project.
11.
BUDGET
[The budget for this project is set forth in Annex 1 attached hereto.]
12.
WORKPLAN
[The work plan for this project is set forth in Annex 2 attached hereto]
38
Annex 1: BUDGET
ESTIMATED BUDGET (in CHF)
DESCRIPTION
Total
STAFF COSTS
Subtotal:
MISSION
Subtotal
EXTERNAL SERVICES
Subtotal:
EQUIPMENT
Subtotal:
OTHER CHARGES
Miscellaneous
Subtotal
SUBTOTAL
AOS (-- %)
Total
Grand Total
Comments :
39
Partner
In-Cash
Partner
Annex 2: WORK PLAN
[The work plan should be detailed during planning stage and reviewed during project implementation, as
required.]
Result
1
2
3
Activity Description
Duration
M
1
M
2
M
3
M
12
1.1 < enter activity >
1.2 < enter activity >
1.3 < enter activity >
…
2.1 < enter activity >
2.2 < enter activity >
2.3 < enter activity >
…
3.1 < enter activity >
3.2 < enter activity >
3.3 < enter activity >
…
40
7.3 Project Management Plan Template
PROJECT MANAGEMENT PLAN
Project Number
Project Manager
Project Title
Start date
End Date
Budget
Brief Description
Prepared by
Date
[The first stage in the Project Planning phase involves the creation of a Project Plan. This plan includes all
the criteria that will be used to evaluate the performance of the project. It defines a complete list of the
activities required to complete the project, as well as the milestones, resources and timeframes involved in
undertaking the project.
The actions involved in creating a Project Plan are the following:]
1. Work Breakdown Structure (WBS)
The Work Breakdown Structure lists all the Outputs/Results and Activities required undertaking the project.
Outputs/Results
Result
Description
Activities
Result
1
Activity
Human
Resources
Workload
Duration
Activity
Sequence
1.1
1.2
1.3
2
1.1;1.2
2.1
2.2
41
2. Schedule
Result
1
2
3
Activity Description
Duration
M
1
M
2
M
M
3
12
1.1 < enter activity >
1.2 < enter activity >
1.3 < enter activity >
…
2.1 < enter activity >
2.2 < enter activity >
2.3 < enter activity >
…
3.1 < enter activity >
3.2 < enter activity >
3.3 < enter activity >
…
Milestone
3. Procurement Plan
[The project manager should identify the list of requirements and coordinate with the Procurement
Division to supplement the budget estimates.
The estimated delivery date will set the launch date of the purchase process, taking into account the time
recommended by the Procurement Division.]
Result
1
2
3
Activity Description
Equipment
Quantity
or service
and unit
Estimated
Budget
(CHF)
Estimated
delivery
Date
Start date
purchase
process
1.1 < enter activity >
1.2 < enter activity >
1.3 < enter activity >
…
2.1 < enter activity >
2.2 < enter activity >
2.3 < enter activity >
…
3.1 < enter activity >
3.2 < enter activity >
3.3 < enter activity >
…
42
4. Quality Plan
Quality Target
[Identify the deliverables to be produced by the project, as well as the quality criteria that each deliverable
is to achieve.]
Deliverable
Quality Criteria
5. Risk Management Plan
[This plan identifies the foreseeable risks, assesses their likelihood and impact, and classifies them
according to the method proposed below, to provide mitigation measures for risks that will be supported.]
Priority
[Use the following table to assign the Likelihood and Impact scores for each risk.]
1
Very Low
2
Low
3
Medium
4
High
5
Very High
[The priority ratio is the Likelihood score times the Impact score.]
Description
Likelihood
Score
Impact
Score
Priority
ratio
Rating
R01
3
4
12
2
R02
4
5
20
1
R03
2
4
8
3
R04
2
2
4
4
Risk
ID
Risk Schedule
[After analysis of all risks, it may be necessary to accept certain risks for which the ratio is low. For risks
that are supported, the Project Manager should use the following table to identify the preventive actions
required to mitigate the level of risk to the project.]
Risk
Rating
Risk ID / description
1
R02
2
R01
Preventative
Actions
Resource
Action
Date
43
6. Communication Plan
[The project manager must plan specific activities to carry out effective communication, including the
following:
•
•
•
•
Define the list of stakeholders who should be informed about the progress of the project;
Identify the type of information to be transmitted to each group of stakeholders;
Identify methods of communication to be used;
Build a communication plan as proposed below.]
Communications Activities
Activity
ID
Information
(what)
Stakeholders
(who)
Timeframes
(when)
Methods
(how)
C01
Kick of
Scope / Outputs /
Results / planning /
Project
Management
Team / etc.
Stakeholder
representatives
To start project
Meeting
ppt presentation
C02
Progress Report
Steering
Committee
First week after
the quarter
Meeting +
document (to send 5
days before
meeting)
44
7.4 Project Manager Log Template
45
7.5 Meeting Minutes Template
Start
End
Location
Date: -- / -- / ----
HH:MM
HH:MM
xxxx
Next Meeting: : -- / -- / ----
HH:MM
HH:MM
xxxx
Prepared by: XXX
Minutes prepared on: -- / -- / ----
Dead line for validation: -- / -- / ----, HH:MM
Mailing List:
•
Name
Entity
Trigram
E-mail
Participation
For info
Approval
XXX
N°
Subject
Matter Discussed
Action
46
Responsible(s)
Deadline
N°
Subject
Matter Discussed
Action
1
2
3
4
5
6
47
Responsible(s)
Deadline
7.6 Risk Monitoring Form
RISK MONITORING FORM
Project Number
Title
Risk ID*
Project Manager
*Unique identifier for the Risk in the “Risk Register”
Risk Details
Risk Description
[Description of the identified risk and the consequences it will have on the project,
in terms of time, budget and quality.]
Risk Likelihood
[Describe the likelihood of risk on the project and estimate the level (i.e. 1-very low
to 5-very high).]
Risk Impact
[Describe the impact of risk on the project and estimate the level (i.e. 1-very low to
5-very high).]
Risk Mitigation
Recommended
Preventative Actions
[Describe briefly the actions to be taken to prevent the risk from materializing.]
Recommended
Contingent Actions
[Describe briefly the actions to be taken if the risk materializes, to minimize its
impact on the project.]
Prepared by
Date
Signature
48
7.7 Change Request Form
CHANGE REQUEST FORM
Project Number
Title
Change ID*
Project Manager
*Unique identifier for the Change in the “Change Register”
Change Details
Change Urgency
[Level of urgency for undertaking the change. (i.e., 1-No urgent to 5-Very urgent)]
Change Description
[Provide a complete description of the requested
change.]
Change Drivers
[List the factors that justify this change]
Change Benefits
[Define the benefits for the project after implementing
this change.]
Change Costs
[Describe the costs associated with implementing
this change].
Impact Details
Project Impact
[Describe the impact on the project if this change is / is not implemented.]
Approval Details
Supporting
Documentation
[Any documentation to support this change should be attached to this document.]
Submitted by
Approved by
Name/Title
Name/Title
Signature
Signature
Date
Date
49
7.8 Progress Report Template
PROJECT PROGRESS REPORT
Period from
Project Number
--/--/----
to
--/--/----
Project Manager
Project Title
Start Date
--/--/----
End Date
--/--/----
Budget
Brief Description
Prepared by
Date
Approved by
Regional Director
or Chief of
Department
Date
--/--/----
7. Expected Results
Result
1
Key Performance Indicators
Target
% of achievement
1.a < enter indicator>
1.b < enter indicator>
2
2.a < enter indicator>
2.b < enter indicator>
3
3.a < enter indicator>
3.b < enter indicator>
50
8. Project Activities
Result
1
Activity Description
Status
(*)
Expected
Deadline
Explanations for Deviations from Work
Plan
1.1 < enter activity >
1.2 < enter activity >
1.3 < enter activity >
…
2
2.1 < enter activity >
2.2 < enter activity >
2.3 < enter activity >
…
3
3.1 < enter activity >
3.2 < enter activity >
3.3 < enter activity >
…
(*) N = Not initiated / O = Ongoing / C = Completed
9. Financial Status
Main Questions
Response
Explanations
Project cash contributions received as
planned? (Y/N/Not applicable)
The level of expenditure is at the
expected level? Percentage (%)
Any funds remaining unused?
Amount
*Quarterly Financial Situation attached.
51
10. Risk Management
Risk Description
Likelihood
New Risk Detected
Likelihood
Impact
Mitigation Action Achieved
Impact
Mitigation Action Planned
11. Key challenges
12.
Challenge
Action Taken
13. Proposals
Proposal
Description
Additional Comments
Additional Comments
52
7.9 Assessment / Feedback Report Template
PROJECT ASSESSMENT / FEEDBACK REPORT
Period from
Project Number
--/--/---- to
--/--/----
Project Manager
Project Title
Start Date
--/--/----
End Date
--/--/----
Budget
Brief Description
Name of Assessing
PRJ Staff
Date
Reviewed by
Head, PRJ Division
Date
1. Challenges/Issues
2. Risks
53
3. Recommended Actions
4. Recommendation to Regional Director/Chief of Department
Chief PKM Department
Date
54
7.10 Closure Report Template
PROJECT CLOSURE REPORT
Project Number
Project Manager
Project Title
Brief Description
Partners
Prepared by
Date
1. Objectives Achievement
Objective
Description
KPI
Initial
Target
Achieved
Remarks
2. Results Achievement
Result
1
Description
KPI
Initial
Target
Achieved
Remarks
a
b
2
a
b
55
3. Project Activities
Result
1
Activity Description
Initial End
Date
Carried out in accordance
with the work plan?
(Y/N)
Explanations for
Deviations from
Work Plan
1.1 < enter activity >
1.2 < enter activity >
1.3 < enter activity >
…
2
2.1 < enter activity >
2.2 < enter activity >
2.3 < enter activity >
…
3
3.1 < enter activity >
3.2 < enter activity >
3.3 < enter activity >
…
4. Financial Status
Main Questions
Response
Explanations
Project cash contributions received as
planned? (Y/N/Not applicable)
The level of expenditure is at the
expected level? Percentage (%)
Any funds remaining unused?
Amount
NB: Financial Situation (FinSit) should be attached.
56
5. Lessons learned
Description
Recommendation
6. Attached Documents
No.
Title
57
7. Decision
<Partner> and ITU agree to close this Project.
ITU will submit the final financial situation of the Project.
The Project’s remaining balance, which will be reflected in the final financial situation, will be:
Transferred to other BDT projects
…………………
Reimbursed to:
Account Number:
Account Name:
Bank:
SWIFT Code:
For the
Signature
Date
Name/Title
__ / __ / ___
__ / __ / ___
58
Closure File / Check List
#
1
Document
Final Project Report
2
Photos (if available)
3
Transfer of title to equipment
4
End of contract staff
5
Financial situation a date
6
Closure report
7
Decision on the remaining funds
8
Explanation of the use of budget
9
Post implementation Review
Y/N
Comment
59
7.11 Transfer of Title to Equipment
As a general rule, transfer of title and ownership of assets under a project
should occur at the following times:
[GENERAL INSTRUCTIONS:
•
Tangible Assets: Transfer of title and ownership of tangible assets (such as hardware and
equipment) should be effected immediately following the delivery to the beneficiary of such
tangible assets.
•
Intangible Assets: Transfer of title and ownership of intangible assets (such as software and
other intellectual property) should be effected only after the following two (2) conditions have
been satisfied:
(1) The acceptance of such intangible assets by the beneficiary (which acceptance should
occur if there are no major errors/defects in respect of the use, functioning and operation
of such intangible assets, even if there are one or more minor errors/defects); and
(2) The payment in full of the licenses or other rights of use or ownership in respect of
such intangible assets.
•
The foregoing general instructions/rules should nevertheless be reviewed and, if necessary,
adjusted on a case-by-case basis depending on the specifics of each project.]
60
TRANSFER OF TITLE TO EQUIPMENT
Project Number
Project Manager
Project Title
Brief Description of
the Project
Description of
Agreement(s) under
which Project
Document was
signed
[Include the full title, date and names of parties to the umbrella agreements
under which the Project Document for the relevant Project was entered into—
e.g., Cooperation Agreements, Memoranda of Understanding, Voluntary
Contribution Agreements, etc.]
Name of U.N.
Specialized Agency
International Telecommunication Union
(hereinafter referred to as “ITU”)
(hereinafter collectively referred to as the “Agreement(s)”)
Name of Project
Beneficiary
(hereinafter referred to as “Beneficiary”)
Name(s) of Other
Project Partners
(if different from
Project Beneficiary)
Prepared by
(hereinafter collectively referred to as “Partner(s)”)
Date
1.
In accordance with the project document for the above referenced Project (the “Project Document”),
the question of transferring title to Equipment (as defined below) from the ITU to Beneficiary has been
considered, and it has been agreed that such title should be transferred subject to and in accordance
with the terms and conditions of the Agreement(s), the Project Document and this Form of Transfer of
Title to Equipment (this “Form”).
2.
For purposes of this Form, the term “Equipment” means all of the hardware, software, materials, tools,
furniture, machinery, inventory and/or equipment, as the case may be, which is expressly set out in the
List of Equipment to be Transferred attached as Annex 1 to this Form (which Annex forms an integral
part of this Form), and which was acquired and made available to the Project through funds contributed
to the ITU pursuant to the Agreement(s) and the Project Document.
3.
By this Form, ITU does hereby transfer and assign to Beneficiary any and all of ITU’s rights, titles,
interests, duties, liabilities and obligations in, to and under all of the Equipment.
61
4.
By this Form, the Beneficiary hereby accepts and assumes all of ITU’s rights, titles, interests, duties,
liabilities and obligations in, to and under the Equipment, and undertakes to ensure the proper
operation and maintenance of the Equipment, and vouches and agrees that the Equipment will be used
solely for the purposes set out in the Project Document.
5.
The Beneficiary will indemnify, defend and hold harmless ITU and its officials, employees, contractors,
agents and other representatives from and against any actions, claims, demands, proceedings,
damages, losses, liabilities, obligations, fees, costs and expenses (including, without limitation,
reasonable attorneys’ fees) arising from or relating to the Equipment or its use or operation.
6.
The Partner(s), if any, join in this Form for the purpose of evidencing in writing their respective
acknowledgment and agreement to the assignment by ITU, and assumption by the Beneficiary, of the
Equipment as contemplated under this Form.
7.
This Form, together with its Annex (which forms an integral part of this Form), will be effective upon its
signature by all of the parties hereto and, upon such effectiveness, will form an integral part of the
Agreement(s). Accordingly, this Form will be subject to and construed in accordance with the terms and
conditions—including, without limitation, those relating to Settlement of Disputes, Governing Law, and
Privileges, Immunities and Facilities of ITU—which are set forth in the Agreement(s) and the Project
Document.
8.
This Form, and the assignment and assumption contemplated hereunder, will be binding upon and
inure to the benefit of each of the parties hereto and their respective successors and permitted assigns.
For the
ITU
[Beneficiary’s
Name]
[Name(s) of
Other
Partner(s),
if any]
Signature
Date
Name/Title
__ / __ / ___
xxxxxxxxxxxx,
Director of BDT
__ / __ / ___
__ / __ / ___
[Name and Title of Authorized
Representative of Beneficiary]
[Name(s) and Title(s) of
Authorized Representative(s)
of Other Partners, if any]
62
ANNEX 1 TO
TRANSFER OF TITLE TO EQUIPMENT
Project Number
Project Title
List of Equipment to be Transferred
Item
Description
For the
ITU
Signature
Quantity
Order No.
Date
__ / __ / ___
Supplier
Name/Title
Project Manager
__ / __ / ___
63
7.12 Post Implementation Review Template
POST IMPLEMENTATION REVIEW
Project Number
Project Manager
Project Title
Brief Description
Partners
Prepared by
Date
1. Executive Summary
[Describe the following key information for decision making:
•
Scope of evaluation.
•
Key findings.
•
Conclusions.
•
Recommendations.]
2. Scope of Review
[This paragraph should provide a clear explanation of the scope of the review.]
3. Results Achievement
Result
1
Description
KPI
Initial
Target
Achieved
Remarks
a
b
2
a
b
64
4. Financial Status
Main Questions
(Y/N/Not applicable)
Percentage (%)
Explanations
Project cash contributions received as
planned?
Is the level of expenditure at the
expected level?
Any funds remaining unused?
5. Findings
[The findings of the evaluation should address the following in response to the key questions of the
evaluation]
• Cost efficiency and relevance;
• External factors influencing progress towards the outcome;
• ITU contribution to capacity development and infrastructure building.
6. Lessons Learned
[The lessons learned should be analyzed, and this section should specify answers to the following
questions:
•
Which lessons learned were distilled from the evaluation of the project?
•
Could these lessons be utilized as best practices in other Projects or Regions?]
7. Conclusions
[From the findings during the evaluation, this section should highlight the key conclusions which
represent an added value to the objective of evaluation.]
8. Recommendations
[Make clear recommendations that can be implemented:
•
•
Each recommendation must be from a previously completed evaluation
Priorities will be identified for the implementation of recommendations]
9. Attached Documents
Number
Title
65
7.13 Impact Analysis Report Template
IMPACT ANALYSIS REPORT
Project Number
Project Manager
Project Title
Brief Description
Partners
Prepared by
Date
1. Executive Summary
[Describe the key information for decision making:
•
Scope covered.
•
Key findings.
•
Recommendations.]
2. Scope of Impact Analysis
[Describe clearly the scope and the purpose of the Impact Analysis]
3. Impacts Achievement
Impact
Description
KPI
Initial Target
Achieved
Remarks
1
2
66
4. Sustainability
Main Questions
Initial target
Achieved
Explanations
Turnover
Staff costs
Maintenance of equipment
Supplies
5. Findings
[Define the findings of the impact analysis ]
6. Lessons learned
[The lessons learned should be analyzed and should specify answers to the following questions:
•
Which lessons learned were distilled from the impact analysis of the project?
•
Could these lessons be utilized as best practices in other Projects or Regions?]
7. Recommendations
[Make clear recommendations that can be implemented:
•
•
Each recommendation must be from a previous evaluation
Priorities will be identified for the implementation of recommendations]
67
7.14 Lessons Learned Report Template
Lessons Learned Report
Project Number
Project Title
Theme
Key words
Prepared by
Phase
Date
Formulation
Implementation
Actions that have been successful
[Brief description of the lessons learned from
actions that have been successful, so these actions
can replicated]
Actions to avoid for other projects
[Brief description of the lessons learned from
actions that have not been successful, so these
actions can be avoided]
Evaluation
Recommendations
[Provide a recommendation for each lesson
learned in respect successful actions]
Recommendations
[Suggest possible improvements for each of the
lessons learned in respect of actions to be avoided]
68