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The framework is based on a project life-cycle approach and separates each project into the following five stages:
- Stage 1: Identification of envisaged project deliverables in the context of a specific project. Identification of processes, time frame and resources needed to achieve the outcome.
- Stage 2: Analysis of options for completion of the project and adoption/approval of best option;
- Stage 3: Implementation of activities to achieve project outcome;
- Stage 4: Evaluation of the project, and;
- Stage 5: long-term review, i.e. post-settlement support
In considering the options in Stage 2, it is particularly important to consider the resource implications associated with each phase of the project all the way through to Stage 5. The importance of thorough planning in the initial stages (1 and 2) of a project cannot be over-emphasised and this can be a time consuming process. In addition, most projects will not end with the completion of the implementation phase but will continue in the longer-term probably with associated costs. Therefore, when assessing the resource implications of the various options in Stage 2, account must be taken of the direct and indirect cost associated with the full life-cycle of each option. The mechanism for the selection and approval of the chosen option will depend on the nature of the project, e.g. whether the planning is for restitution land currently occupied or to be purchased for settling claimants, or a currently operating farm being bought for distribution to a military veteran. Under the Framework, monitoring and control of the progress of the project are provided through review meetings held at pre-determined key stages. These meetings will be conducted by an independent reviewer.
The evaluation stage will not only be concerned with comparing the outcomes of the project against its objectives and milestones but also with a view to identifying areas for improvement.
Depending on the nature of the project, the final stage of the process is concerned with a long-term evaluation of user satisfaction with the project outcomes and/or the planning of a follow-up phase. A diagrammatic representation of the life-cycle approach adopted in the Project Management Framework and its various stages is provided in Appendix 1
The Framework’s basic underlying principles of identifying need, analysing options, setting and monitoring targets for each phase of the implementation stage, evaluation and long-term issues, should be applied to all projects to be undertaken.
Key Factors to Consider
Given the purpose of the Strategic Partnerships, the key factors to be taken into account in planning any project are the objectives/scope of the project, resources and time. All three are linked as shown in the following diagram and if one of the parameters is altered, then either or both of the other two will have to change e.g. if the scope of the project is increased, then more time and/or resources will be needed.
Before the project is started, all of the above three factors should be clearly defined and agreed.
Risk Identification and Assessment
It is important that risk assessment is done for all projects, to guide in the developing of risk management strategies at the individual project level. Risks will obviously vary between projects but they will also vary within a project as it progresses from one stage to the next.
The key is not about avoiding risks totally but to identify the main risks that can cause problems and finding ways of dealing with them. Identification of risks requires experience, lateral thinking and common sense. A useful starting point is the criteria against which the success of the project can be measured. The top-level risks are those that can result in the success criteria not being met. Risks should also be identified through:
- thorough understanding of all the aspects of the project requirements including its interaction with other developments;
- seeking the advice of people who have experience and expertise in a particular area;
- Sharing the information gathered by members of the project team.
Risk identification is the responsibility of the whole project team and cannot be left to one individual.
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