BRIEFING NOTE 7 May 2010

ICT Project Management in Theory and Practice

Bonbudong, 3rd Floor Songdo Techno Park 7-50 Songdo-dong, Yeonsu-gu, Incheon City Republic of Korea Telephone: +82 32 245 1700-02 Fax: +82 32 245 7712 E-mail: info@unapcict.org http://www.unapcict.org

United Nations Asian and Pacific Training Centre for Information and Communication Technology for Development (APCICT)

SummaryProjects that focus on the effective use ofinformation and communications technologyfor development (ICTD) have emerged inthe last three decades of the 20th century.Studies have shown that ICTD projectshave a high failure rate, in part because ofpoor project design and management.Government leaders must understand theprocess of managing projects and beaware of the tools available to raiseproject success rates. This briefing notebegins by introducing three vital elementsof ICTD projects - people, process, andtechnology. Defining, balancing, andintegrating these elements can result inoptimum project performance. Thisbriefing note also provides a set ofdisciplines or instructions for projectmanagers to develop project managementcompetencies and standards. Principlesand issues that contribute to projectsuccess and sustainability are brieflydiscussed.

This briefing note is drawn from the seventhof eight modules of the Academy of ICTEssentials for Government Leaders(Academy). The Academy is a comprehen-sive ICT for development trainingcurriculum that aims to equip policy-makers with the essential knowledge andskills to fully leverage opportunitiespresented by ICT to achieve nationaldevelopment goals and bridge the digitaldivide. More information on the Academyis available at http://www.unapcict.org/academy.

Authors: Maria Juanita R.Macapagal , andJohn J. Macasio

Module 7 - ICT Project Managementin Theory and PracticeIntroduces project mana-gement concepts that arerelevant to ICTD projects,

including the methods, processes and projectmanagement disciplines commonly used.

Participants caucusing in a team project session during the workshop on “Academy of ICT Essentials for GovernmentLeaders”, Module 7, ICT Project Management in Theory and Practice, co-organized by UN-APCICT/ESCAP and the Informationand Communications Public Management School (ICS) of the Ministry of Information and Communications (MIC) in Hanoi, VietNam (April 2010)

Information and communications technologyfor development (ICTD) projects are oftenmistakenly thought of as a set of activitiesrequiring only hardware, networkingsystems, software and applications with theend goal of introducing technologicalchanges. In fact, however, there is asubstantial amount of human activity inthese projects, and each project is or shouldbe anchored on the larger goals of theorganization. In large and complex ICTDprogrammes, the acquisition of ICT

applications is only one of the tasks or sub-projects. ICTD projects are not standaloneactivities but part of an integrated whole(i.e. a programme, a component, a strategyor a strategic plan).

Studies indicate that managing ICTDprojects is quite challenging. A 2005 WorldBank study estimates that the majority ofpublic sector ICT applications in leastdeveloped countries are either partial ortotal failures. One of the reasons for failureis poor project design and management.The resources invested in the project, theprocess, as well as the product (i.e. theoutputs or deliverables) should be managedresponsibly.

ICTD projects are similar to conventionalprojects in that they are transitoryundertakings that use resources, incur costs,and are expected to produce deliverablesover a period of time. Projects are meant tosolve problems and meet challenges. Theymay also serve as test cases and proofs ofconcept or take-off points for developingnew solutions. In ICTD projects, ICT-basedsolutions are developed that meet needs oraddress a problem. These projects

The APCICT Briefing Note Seriesaims to provide at-a-glance informationon key information and communicationtechnology for development (ICTD)agendas for high-level policymakersand stakeholders. The series includes:1) highlights of conventional researchpapers, assessment and survey reportsand publications; 2) policy considerationsdrawn from the Academy modules; and3) key challenges and lessons learnedbased on analyses of best practices andcase studies.

Introduction1ICTD Projects2

BRIEFING NOTE 7 May 2010

introduce processes and methodologies thatare supported by ICT. They introducetechnological changes in an organizationthat are intended to be beneficial to theorganization and its target group. SomeICTD projects address and support largerdevelopment goals such as the MillenniumDevelopment Goals.

Given the constraints of funds, time andresources, policymakers need to be able tomanage ICTD projects well, to raise theirsuccess rates, provide benefits for peopleand their organizations, and improve thequality of life of citizens.

Various definitions of project managementindicate that:

Project management is a method, adiscipline, and a process.It has a set of tools for planning, impleme-nting, maintaining, monitoring, andevaluating progress of activities.It defines what has to be accomplished inline with larger goals and objectives ofthe organization.The major challenges in project manage-ment are managing the project scope andresources, particularly time, cost andpeople.

Good project management practice observesthe different phases of project management,namely: Planning, Implementation,Monitoring and Evaluation. Other terms aresometimes used to refer to these phases,depending on the school of thought orproject management reference standardsused. In each phase are signals or check-points, called ‘milestones’, that herald thestart or finish of each phase.

The vital factors of project managementare elements or variables that impact onthe quality and speed of a project. Theseare people, process and technology.Defining, balancing, and integratingthese elements can result in the project’soptimum performance.

PeopleProjects are developed, managed, andimplemented by people. More specifically,projects have component processes andactivities that require competent professi-

onals to work together as a team. Projectmanagers have to have a clear understandingof the roles of people in the project,including stakeholders and beneficiaries.They need to manage the expectations of thepeople involved in the project. A stakeholderanalysis should be conducted upon projectinitiation to determine the participationlevels of people in the project. Ownership ofthe project by beneficiaries must beemphasized because ultimately, they will bethe ones using, integrating, and sustainingthe products or systems developed by theproject.

ProcessA process that runs well relies on goodprocedural design by the management, aswell as adherence to the process by theproject implementers or staff. A well-designed and precise process can lead to thediscovery of potentialities, and enhance thecapabilities or competencies of project staffmembers and make them self-propelling,which is vital to successful internal projectmanagement.

In most ICT projects, one of the workcomponents is process re-engineering,which means that the activities anddocumentation are reviewed to removeredundancies or unnecessary processes. Ifthis review is not done, the old process willproduce the same inefficient or ineffectiveresults.

TechnologyThis refers to the machines and/or softwarethat are available in the market that are usedto support the needs and processes of theorganization. Technology should not dictatehow a project will proceed. Instead, it shouldbe used in support of the needs of the peoplein the organization. In ICT-enabled commu-nity projects, technology should take theback seat until the needs of people andprocesses are defined. Projects that puttechnology before the users’ needs andprocess requirements often fail, resulting in awaste of time and other resources. When it isselected well, appropriately used, and builton a stable platform, technology can makeproject processes efficient and accelerate theproject workflow.

UN-APCICT/ESCAP partners and participants cometogether during the first Regional Training of Trainers (TOT)Workshop for the “Academy of ICT Essentials forGovernment Leaders” in Incheon, Republic of Korea (June,2009)

The project management disciplinesdescribed below are critical during theplanning and implementation phases.

Critical to project preparation is the selectionof the project manager and the team.Qualified and competent managers must beprepared to handle the following disciplines:

Scope-managing all of the work requiredto complete the project successfully. Thisalso includes the vision, goals, require-ments at a high level, and the specific‘commercial’ and technical specificationsat the lower level.

Time-managing project timelines,including how much time to allot to eachtask. Tools that can help manage timeinclude Gantt charts schedulers.

Cost-managing the funding allocated tothe project and ensuring that it is spentfor project resources, activities, tasks,and services. It may also be wise to addtime and cost to the risk and changefactors identified in the project.

Human Resource-managing people(individuals, teams, professionals) assignedto do the project tasks and activities.

Risk-managing uncertainties that posethreats, limitations, and obstacles to theachievement of project goals and objectives.

Quality-managing the parameters set,standards and forms, and ensuring userfocus and reliability of the plannedproject performance.

Procurement-managing the process ofacquiring goods, services, infrastructure,and equipment that are needed by theproject to meet its goals, objectives, anddeliverables.

Communication-managing informationand messages that need to be imparted toaddress expectations and reactions frompeople.

Integration-ensuring coordination,coherence, and consistency of tasks,actions, activities, and documentation.

Issues and Acceptance-managing prob-

ICTD ProjectManagement3

Vital Factors ofProject Management4

Disciplines of Project Management5

BRIEFING NOTE 7 May 2010

lems raised by users during the analysisof requirements, during testing, and uponthe receipt of project products.

Change-managing change at two levels:change that will impact on parts or theentire sequence and process of theproject, and changes that will affect theorganization, such as instituting a newsystem or a new unit.

Documentation and the use of templateswill aid project managers and the team toaddress the requirements and specificationsof users, and track project tasks andactivities.

Through the years, various schools ofthoughts and approaches to project manage-ment have emerged, and several best practicesand reference standards have been offered.Government leaders should be aware of thecommon reference standards that are usedby donors, vendors, and suppliers of outsou-rced projects. Some of these standards include:

The Project Management Book ofKnowledge (also known as PMBOK)approach, which is presented in a 182-page compendium on project manage-ment published by the Project Manage-ment Institute (PMI) based in the USA.The institute encourages certification ofproject managers who will apply theirstandards (http://www.pmi.org).

The Projects in Controlled Environments(Prince 2) approach developed in 1989as a standard for IT project managementby the UK government. Organizationsare certified through standard examina-tions administered by the Association forProject Management group. Prince 2 isregistered under the UK Office ofGovernment Commerce(http://www.ogc.gov.uk/methods_prince_2.asp).

The Microsoft Solutions Framework(MSF) evolved out of best practices insoftware development. Microsoft claimsthat it has been successfully applied toinfrastructure deployment projects as it isdesigned “to provide value in today’sInternet era of computing”(http://www.microsoft.com/technet/solutionaccelerators/msf/default.mspx).

The Rational Unified Process (RUP),which provides an amalgamation ofconstructs developed after the Rational

Corporation. It is an iterative frameworkfor software development that is nowavailable as a product from IBM. It is acousin of the Unified Modelling Language,which is widely adopted in tools forobject-oriented software design anddevelopment(http://en.wikipedia.org/wiki/Rational_Unified_Process).

Project Cycle Management (PCM),which describes the management activitiesand decision-making procedures usedduring the life cycle of a project (includingkey tasks, roles and responsi- bilities, keydocuments, and decision options). Manyorganizations, including bilateral andmultilateral aid groups, make use of PCMtools and processes(http://ec.europa.eu/europeaid/multimedia/publications/documents/tools/europeaid_adm_pcm_guidelines_2004_en.pdf).

The Logical Framework Approach(LFA), an analytic, presentational andmanagement tool developed by the USAgency for International Developmentand other donor groups. It establishes alogical hierarchy of means by which goalsand objectives are reached, with theindicators, risks and assumptions, andinputs and outputs identified(http://www.ausaid.gov.au/ausguide/pdf/ausguideline3.3.pdf).

These international project managementreference standards offer tools and templatesthat will aid project managers in trackingproject tasks and activities. Using templatesin project documentation is an efficient wayof following the progress of each projectmanagement phase and its disciplines.

Table 1. Sample of a Gantt Chart for a production phase Module 7: ICT Project Management in Theory and Practice p. 80 (Source: Nick Jenkins, A Project Management Primer or aguide to making projects work (v.02, 2006) http://www.exinfm.com/training/pdfiles/projectPrimer.pdf)

Technically, a project ends with the project

closure and product handover. However, theproject results or product will take on a newlife in the user environment. The processesundertaken to ensure the usability andeffectiveness of the product in that contextwill determine the product’s future life.

Policy environmentCountries that are embarking on e-governance and ICTD projects need toconsider national ICT policy needs andrequirements. Without policy support, newinitiatives could end up as 'white elephants',unable to yield their promised benefits. It isalso important to take into account thetelecommunications policies that willsupport or hinder ICT-supported devel-opment in the country, as well as theorganizational policies that will support orhinder the development of any ICTD or e-governance initiative at the local ororganizational level.

Capacity for maintenance and improvementAside from policies, there are resourcesrequired to ensure the continuity, main-tenance and improvement of the product orsystem. A product sponsor (for example, aMinistry at the country level, a localgovernment unit at the local governmentunit level, or an ICT or ManagementInformation System Unit at the organiz-ational level) that will continue to supportthe development and maintenance of theproduct or system should be designated.

Continuous advocacyEspecially in ICTD projects, it is essential toensure that the product or system developedworks for the intended users. Governmentshould invest in making the new product orsystem as widely known as possible. Thesupport of the business sector, which has thecapacity to invest and embark on ICTD ande-governance initiatives, should be sought.

In general, for ICTD projects to be success-ful, the following principles should beobserved:

Participation - People who are part of theproject should be involved at every stage,from the initial needs assessment throughto monitoring. A participatory anddemand-driven approach increases theimpact of ICTD activities.

Local ownership and capacity develop-ment - For projects to be sustainable, theymust be locally owned and accompaniedby human and organizational capacity

Standards in ProjectManagement6

Conclusion8

Post-Project: PuttingICT Systems intoOperation and Issues of Sustainability7

BRIEFING NOTE 7 May 2010

development. Physical access is just oneelement of effective ICT access and use.Local ownership and capacitydevelopment will ensure that individuals,communities and organizations can useand maintain ICT systems and gain thefull benefits from their use.

Mix of technology - The choice oftechnology will depend largely on thecontext of use. The relationship betweenthe user or audience and the specificmedia type also needs further exploration.The potential pro-poor impact of any ICTis determined by appropriate choice oftechnology.

Multi-stakeholder partnerships - ICTuse will have spill over effects beyondindividual sectors and programmes andcan considerably improve outreach andresource allocation. Multi-stakeholderpartnerships are an appropriate responseto the complexity of ICTD projectmanagement given the need for increasedresources and the fact that development isthe responsibility of all sectors of societywith multi-level linkages.

Alignment - The potential benefits for thepoor are more likely to be realized whenICTD activities are aligned with the largerdemand-driven development efforts ofpartners, particularly those related topoverty reduction.

Institutional ownership and leadership- It is important for partner institutions tohave a sense of ownership and leadership.Although successful ICT pilot programmesare often driven by individuals, there mustalso be an institutional base to extend theproject’s reach and increase the number ofpeople involved.

Competitive enabling environment -An enabling ICT policy environmentincludes respect for freedom ofexpression, diversity and the free flow ofinformation, completion of ICTinfrastructure provisions, including in thelast mile, and investment in servicedevelopment, including local content andthe adoption of open source solutions.

Financial and social sustainability - Inorder for projects to be financially sust-ainable, all potential costs and revenuegeneration should be included in theplanning process from the start. The issueof social sustainability is of equalimportance and is secured through localownership and capacity building. It is

essential for both social and financialsustainability to be considered.

Risk considerations - Possible andunforeseeable negative impacts need tobe taken into account and carefullymonitored, including watching out forhow the benefits of ICT-supportedinterventions may be unequally distributedor even have the opposite of their desiredeffect-i.e. deepening economic, social,and cultural divides instead of reducingpoverty.

UN- APCICT / ESCAP

APCICT, a regional institute of the UnitedNations Economic and Social Commission forAsia and the Pacific (ESCAP), was establishedand inaugurated on 16 June 2006 in Incheon,Republic of Korea. The role and mission ofAPCICT is to strengthen the efforts of the 62ESCAP member and associate membercountries to use ICTs in their socio-economicdevelopment through building the human andinstitutional capacity for ICT. In pursuance ofthis mandate, APCICT’s work is focused onthree inter-related pillars - Training, AdvisoryServices and Research. The Briefing NoteSeries is part of the research pillar. Also underthe research pillar is a Case Study Series thatprovides analyses and compilations of bestpractices and case studies on different aspectsof ICTD and capacity building in the AsiaPacific region.http://www.unapcict.org

ESCAP

ESCAP is the regional development arm of theUnited Nations and serves as the maineconomic and social development centre forthe United Nations in Asia and the Pacific. Itsmandate is to foster cooperation between its 53members and 9 associate members. ESCAPprovides the strategic link between global andcountry-level programmes and issues. Itsupports Governments of countries in theregion in consolidating regional positions andadvocates regional approaches to meeting theregion’s unique socio-economic challenges in aglobalizing world. The ESCAP office islocated at Bangkok, Thailand.http://www.unescap.org

The Academy of ICT Essentials forGovernment Leadershttp://www.unapcict.org/academy

The Academy is a comprehensive ICT fordevelopment training curriculum with eight

initial modules that aims to equippolicymakers with the essential knowledgeand skills to fully leverage opportunitiespresented by ICTs to achieve nationaldevelopment goals and bridge the digitaldivide.

Module 1 - The Linkage between ICTApplications and MeaningfulDevelopment

Module 2 - ICT for Development Policy,Process and Governance

Module 3 - e-Government Applications

Module 4 - ICT Trends for GovernmentLeaders

Module 5 - Internet Governance

Module 6 - Network and InformationSecurity and Privacy

Module 7 - ICT Project Management inTheory and Practice

Module 8 - Options for Funding ICT forDevelopment

Module 9 - ICT for Disaster RiskReduction/Management (to be launched inDecmber, 2010)

Module 10 - Climate change and ICT (to belaunched in December, 2010)

This work is released under the CreativeCommons Attribution 3.0 License.To view a copy of this license, visithttp://creativecommons.org/licenses/by/3.0/

The opinions, figures and estimates setforth in this publication are theresponsibility of the authors, and shouldnot necessarily be considered asreflecting the views or carrying theendorsement of the United Nations.

The designations used and thepresentation of the material in thispublication do not imply the expressionof any opinion whatsoever on the part ofthe Secretariat of the United Nationsconcerning the legal status of anycountry, territory, city or area, or of itsauthorities, or concerning the delimi-tation of its frontiers or boundaries.

Mention of firm names and commercialproducts does not imply the endor-sement of the United Nations.