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A student portfolio submitted to the Rizal Technological University Graduate School as a requirement for the BA 262 Project Development Class of Master of Business Administration. The portfolio is a collaborative project management student portfolio, outcomes-based education, and is part of the student development program for accreditation compliance. lecture series, reports, and topics discussed in the class.
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COLLABORATIVE PROJECT MANAGEMENT OUTPUT-BASED EDUCATION A Student Portfolio Submitted to the Faculty of the Graduate School of the Rizal Technological University In Partial Fulfilment of the Requirement for BA 262 Project Development Class of Master of Business Administration Rizal Technological University Boni Avenue, Mandaluyong City March 2019
AUTHORS Acejo, Rolando Jr. B. Aldequer, Joseph Matthew II M. Ambrosio, Timothy V. Anonat, Maribel G. Araracap, John Lery C. Caballero, Maycell M. Catimbang, Analyn C. Desierto, John Paul B. Flores, Ivon Joice Gloria, Richelle Lene Go, Ryan M. Isagon, Ginice R. Rafael, Cyrille Anne A. Rojo, John Nico Sausa, Romnick B. Sayco, Ariel DG. Tabang, John Joseph T.
MESSAGE FROM THE GRADUATE SCHOOL DEAN Congratulation to the participants of this seminar on project management sponsored by Project Development Administration Class at the Rizal Technological University. This remarkable theme: “Latest Trends and Issues of Project Management in the Private Sphere: Global Project Management Standards” poses a challenge to our capability to compete in a global knowledge economy through innovative system and greater dependency on access to new technologies, knowledge and skills. This collaborative project management student portfolio, outcomes-based education is part of student development program for accreditation compliance which is a product of a semester’s preparation, is not just another learning strategy appropriate to be used for students whose learning style works best in a group but in itself plays an essential role in learning. It is the collaborative context that shapes students’ meaningful learning. I wish you all an enriching experience because I believe that through your collaborative effort, we can really attain the formulated objective of this project endeavor. Thank you and God Bless. LEONILA C. CRISOSTOMO, Ph.D. Graduate School Dean, Rizal Technological University
JOHN PAUL B. DESIERTO Mabuhay! This book is a manifestation of how dedicated and passionate the MBA students are in pursuing requirements that may seem difficult and hard to accomplish but will alter on be published and exceed all expectations. I would like to commend those people who really invested their time and efforts in accomplishing this collaborative project management Student Portfolio. Along the way I have been witness to the numerous struggles that MBA students have encountered and I am very proud to say that we have successfully overcome those obstacles. To all the people who became part of this challenging journey of us, our overwhelming thanks for all your support. To God be the glory. JOHN PAUL B. DESIERTO Project Development Manager
CYRILLE ANNE A. RAFAEL I congratulate the students from BA- 262 Project Development and Administration class for successfully accomplishing this collaborative project management student portfolio. Efforts have clearly been made to make this compilation of student produced outputs as comprehensive as possible. May the authors always remember the values they have learned from being able to produce this book and may they continue to embody the core values of the university. I am also grateful to my co-organizers of this student portfolio. I hope this collaborative project management will be a great start of the quality Output–Based Education (OBE) in our college. Kudos to everyone! CYRILLE ANNE A. RAFAEL Assistant Project Manager
Accomplishing a collaborative project management student portfolio like this is indeed a great achievement. We, the MBA students of BA 262 Project Development and Administration class are indeed elated and gratified for the following persons and entities because without them, this will not be possible. To our professor, Dr. Edgar M. Moreno Sr. for his brilliant ideas and encouragements in conceptualizing this student portfolio. To Dr. Leonila C. Crisostomo, Dean, Rizal Technological University Graduate School for her unwavering support in all our activities. To Dr. Dr. Kathryn D. Tria, DBA/MBA Program Chair, Rizal Technological University, for her suggestions and support. To the management of Royal Cargo Inc. and Ms. Mia Ellener Tindoc for sponsoring Dr. Moreno about Philippine Development Plan seminars. To Dr. Magno M. Quendangan , VP for Academic Affairs, Rizal Technological University for other related academic matters. To Dr. Julius L. Meneses, VP for Program, Research & Extension Services, Dr. Rodolfo P. Aldeon Jr. and Engr. Corieto Bravo, Head PPDO for the permit to use university facility, venue and parking space for the guest speaker. To our brilliant speaker during our seminar on: “The Latest Trends and Issues of Project Management in the Private Sphere: Global Project Management Standards”, Mr. Cezar R. Pedraza, PMP, PMI-ACP, MIT, Managing Director, SMESoft Inc. To all MBA students and guests who actively participated in all our activities. To the maintenance staff of RND Building Blue Room who helped us throughout the seminar. To our parents and loved ones especially, our husbands , wives and children for their love and understanding. Above all, we thank our Almighty God for giving us strength as we patiently battle the hurdles for the completion of this portfolio. MARAMING SALAMAT PO!
Title Page i Certificate of Originality iii Messages v Acknowledgement x Table of Contents xi Chapter 1 Lecture Series Introduction to Programs and Projects 1 Critical Development Constraints 3 Result Based Management 7 Project Cycle Management 11 Initiating and Planning Projects-Stakeholder’s Analysis 13 Problem Assessment 15 Formulation of Objectives 18 Logical Framework Approach 21 Selecting Projects Strategically, Project Management and the Project Manager 24 Planning, Organizing and Managing Project 26 What is Management Software? Guide to Types Features and Trends 33 Review and Approval of Project Proposal 37 Evaluation and Presentation of Project 46 Integration: Putting the Project into a Proposal 50 Chapter II Case Study (Solutions) BMW 3 Series 57 Dyson Vacuum Cleaner 61 Nasa Hypersonic Flight Technology 64 Development of Sony Vaio 505 69 Appendices /Exhibits a. References 75 b. Approved Syllabus 77 c. Attendance, Seat Plan, House Rules, Criteria in Eval. Written Case, Proj. Eval. 88 d. Grading System: Criteria 94 e. Mid-Term & Final Exam 96 f. In- House Seminar, Certificates, Gallery 212 g. Sponsored Seminar 232 h. Budgetary Requirement 239 i. Resume 240 j. Online Student Portfolio: https://pauldesierto/wixsite.com/studentportfolio 256 k. CD-Pack
Introduction to Programs and Projects By John Paul B. Desierto* Many people are uncertain about the difference between a project and a program while some people also consider a program to be simply one really large project. A project is a singular effort of defined duration, whereas a program is comprised of a collection of projects (Westland, 2013). A project has a specific purpose, that creates a unique product, service, or result. Project has a definite start and finish and thus its temporary. Figure 1. Differences between Project and Operation The new trend especially with that job projects is that projects are progressively elaborative – we “learn by doing.” Project has a project manager, he leads, facilitates, and ensures that the projects get out on time. Project can have subprojects. Each subproject relates to the other. Each subproject may have its own project leader or coordinator. But if the project is too big, you need to break it up to smaller projects and that is the good way to do it. *Mr. John Paul B. Desierto is a student of Master of Business Administration at Rizal Technological University.
Program is a set of projects. A program is a collection of projects usually managed in a coordinated way to obtain benefits unavailable from managing them individually. Figure 2. Distinction between Output, Outcome and Benefits Output is whatever we are producing whether it’s a product, service, or result. Ex. CRM (Customer Relationship Management) Software Outcome is based on the introduced change. Ex. Faster customer inquiries Benefits are a measurable improvement from that change. Ex. 10% increase customer satisfaction, 30% close deals An organization can execute various projects together. There are also projects that are not related to the program nor related to the projects in the program but part of the overall portfolio. Figure 3. Project X is unrelated to the program nor related to the Project 1 & 2 in the program but part of the overall portfolio.
Allocative inefficiency When developing economies remain closed to competition, when they are dominated by local monopolies, or when production is in the hands of the state, prices might not reflect the marginal cost of production. ‘X’ Inefficiency X inefficiency can arise when there is a lack of competition in a market. It is primarily associated with inefficient management, where average cost is above its minimum. Social inefficiency Social inefficiency exists when social costs do not equate with social benefits. This can arise when externalities are not taken into account. For example, under-spending on education creates social inefficiency. Imbalances For some developing economies, too many scarce resources may be allocated to sectors with little growth potential. Failure to allocate scarce resources to where they are most productive can impose a limit on development. Population Population is a considerable constraint on economic growth, either, and most commonly, because there is too a high rate of population growth for the country’s current resources, or because the population is growing too slowly or declining as a result of war, famine, or disease. Many economists see population growth as the single biggest issue facing developing countries. The line of argument runs as follows: At first, the take-off phase of development and economic growth creates positive externalities from the application of science and technology to healthcare and education and this leads to a decline in the death
rate, but no decline, or even an increase, in the birth rate. Over time life expectancy rises, but the age distribution remains skewed, with an increasing number of dependents in the lower age range. As a result, the number of consumers relative to producers increases. The short-term gains from growth are quickly eroded as GDP per capita actually falls, hence, only when the birth rate falls will GDP per capita rise. In this case, there is a positive role for government in terms of encouraging a lower birth rate. Lack of real capital Many developing economies do not have sufficient financial capital to engage in public or private investment. There are several reasons for this, including the following: Low growth Growth is not sufficient to allow scarce financial resources to be freed up for non- current expenditure. Lack of savings A general lack of savings is often seen as the key reason why financial capital is in short supply. High interest rates to encourage saving will, of course, deter investment. Debts In the case of public sector funding, spare public funds are often used to repay previous debts, so there are less available funds for capital investment by government. This is often called the problem of debt overhang. Crowding out Because many developing economies have large public sectors, private investment may be crowded out by public sector borrowing. This means that a government may borrow from local capital markets, if indeed they exist, which causes a relative shortage of capital and raises interest rates.
RESULTS-BASED MANAGEMENT By Maycell M. Caballero* One broad approach whose core focus is achieving results of a program or project is called Results-Based Management (RBM). According to Organization for Economic Cooperation and Development (OECD), RBM is a management strategy focusing on performance and achievement of outputs, outcomes and impacts. RBM is not a tool; it is a mindset, a way of working that looks beyond processes, activities, products and services to focus on the actual social and economic benefits of projects and programs at the level of beneficiaries. RBM is a system, and like all systems its components must work harmoniously and cohesively for it to be effective. Some of the key elements of RBM are:
The Results Chain Results chain is an illustration of the causal relationship between various elements over time. A results chain can be summarized as a series of conditional statements: If A is done, B will happen; if B happens, C is also likely to happen. The diagram below is an illustration of a results chain. Defining the Pillars of RBM There are two foundations of the pillars of RBM.
