Chapter
Chapter ONELEAD
tHREE ASSOCIATE
ASSOCIATE
1. LEAD ASSOCIATE
PROJECT GUIDELINES
A. Guidelines
These guidelines seek to ensure that you clearly
understand the purpose of Associate Projects and
what they involve.
As mentioned in Chapter 1: Associate Learning
Process Overview, LEAD Associate Projects, or
LAPs, are a key component of the programme.
They will provide you with an opportunity to work
in a small group and apply what you have been
learning from the programme and from each other
by undertaking a practical piece of work. LAPs are
action-oriented projects that will help you to link your
existing knowledge, new knowledge and skills with
your professional work, and or personal interests
in the area of sustainable development. You will be
fully supported by LEAD Member Programme staff,
other Associates and Fellows.
All LEAD Africa Associates are required to prepare
a final product – an activity report or other type of
product, for example a video, website or a story,
before successful completion of the programme.
This assignment is known as the LEAD Associate
Project, or LAP.
Projects must be completed and reports submitted
before you can become a LEAD Fellow, and a full
member of your LEAD Association.
B. The LEAD Associate Project
The Purpose of the LAP
Associate Projects are a form of experiential
learning, learning through doing. These projects
should involve the application of ideas and principles
that are discussed during the training programme.
Individual and group learning is continued
throughout the project by examining an issue or
subject in depth over a period of time, and through
working in cross sectoral, and culturally diverse
groups. The Associate Project is not, however, a
theoretical exercise, but a practical piece of work on
“what I can change or have influence on”.
LEARNING
PROJECT
PROCESS
(LAP) GUIDELINES
OVERVIEW 3.1
Associate Projects can relate to your employment
to link the learning from the LEAD programme
with your professional work, or they may link to
a personal interest. For some participants LAPs
provide an opportunity and the space to develop an
idea that they have been ‘kicking’ around for some
time in their heads but never had the chance to
really get to grips with it and make it a reality.
In addition it is hoped that the project work will
provide you with the chance to achieve something
of benefit to yourself and other, ideally Associate
Projects should affect some form of change.
Part of the LEAD Curriculum
Associate Projects are a mandatory part of the LEAD
curriculum. Completion of these assignments is a
prerequisite for graduation. Associates will be asked
to present their projects as part of the networking
fair at the Pan-African Session in Senegal, and the
International Session in South Africa.
The importance of LEAD projects is linked to:
• The value of project work in encouraging
knowledge application, new knowledge creation,
and collaboration to try and create a more
sustainable future;
• The importance of linking training on sustainable
development and leadership to your employment,
and areas of personal interest;
• The opportunities for continued in-depth learning
on a single issue;
• The opportunity to work in cross sector culturally
diverse groups and learn from and with others;
• The potential for sustained networking within a
field of interest.
It is estimated that an Associate Project should take
approximately 5 to 7 days work beyond that time
which is provided is the schedule during face-to-
face training events. However, in the past some
groups have invested more time as their project
has developed into a robust piece of work that they
have wanted to continue working on with their
LEAD Associations once they have become LEAD
Fellows.
3.2 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES

Subject of the Project

LAPs must be related to the overall themes of the programme, taking into consideration the sub-themes
such as leadership, governance, development or social media covered during the course of the programme.

Some example of recent projects:

LEAD Associate Projects 2008

Art, Communication and Climate Change

“Government policies and new technologies will not in themselves be sufficient to address the
challenges of climate change. Changes in individual and societal values, perhaps even a new spirituality,
are also necessary.
The objectives of this project were: to find a creative and fun way (or ways) to allow people to use art
as a means of explaining and communicating climate change for themselves, and envisioning what the
future might look like; and to engage a wider public (i.e. beyond environmentalists and climate change
professionals) in identifying what the climate change story means for them as individuals. Accessibility
and inclusiveness were central concerns running through the project. The aim was to explore how
people of all backgrounds can use art to help themselves to think about climate change.”
This project has continued to develop following the LAP group participants graduating and becoming
LEAD Fellows. They are in talks with a major Art’s body to put on a display of their work.

Towards Sustainable Development and Management of Nigeria’s Zamfara Grazing

Reserve
This LAP project aimed to highlight the problems threatening the existence and proper utilization and
management of the Zamfara Grazing Reserve and to offer suggestions and recommendations for its
sustainable development and management. The Zamfara Grazing Reserve is situated at the north-
eastern end of Sokoto State in Nigeria.
Findings showed that the undefined supervisory role of the State Government, and unclear rights
of control became the major reason for the neglect and deterioration of the grazing reserve.
Recommendations on sustainable development and management were a result of this project.

Cypriot children’s understanding on climate change: an action-oriented project

“Education is an essential tool for tackling climate change, thus educating children about climate
change is an imperative. Education for Sustainability is a relatively new component in Cyprus National
Curriculum.
This project was about getting the children from a rural primary school aged 10 involved, teaching them
about climate change and being agents of change. A range of resources, including videos, stories,
games, outdoor activities and worksheet-based activities are being employed in teaching and the
project will adopt an interdisciplinary approach to link various areas within the National Curriculum in
the next school year starting in September 2008. The project will provide information on the issues and
potential impacts of climate change locally and globally, and will support child-led adaptation strategy
development under action and make children’s voice heard by educators, parents and policy-makers.
Additionally, the project aimed to develop a comprehensive teaching toolkit and as series of lesson
plans that will elevate children’s knowledge on climate change and spur dialogue about what each of
us can do in every-day life to make a difference, available to colleagues and ready to be implemented in
practice.”
This project has continued to develop following the LAP group participants graduating and becoming
LEAD Fellows.
 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES
Other LAP examples:
• Assessment of vulnerability adaptation of the
energy sector to climate change in Malawi
• CSR National Day created and supported in Côte
d’Ivoire.
• The Environment: An assessment of the impacts
of Nigeria’s indigenous beliefs and practices;
• Community reforestation initiative for Tree Day in
Bohicon, Benin.
• Development of Ecotourism Plan for Lukungu
Village on the western side of Serengeti National
Park, Tanzania
• Land degradation from mining activities on the
Jos Plateau;
• The use of ecohealth approaches to tackle the
challenges of malaria in Nigeria;
• Appropriate building technology for Peri-urban
areas of Lusaka, Zambia
• Assessment of future viability of wildlife
management areas in Tanzania: Lessons from
Mbomipa and Jukumu pilot projects
• Living with Floods in Malawi and Mozambique
The Process
Before arriving at the First National Session, you are
encouraged to think about what kind of project you
would be interested in working on with some of your
fellow Associates. During the week there will be an
opportunity to present your idea and explore who you
might work with, and who might work with you.
A small group of 5 Associates will be created, called
a Leadership Group. The Leadership Groups will
undertake the LAP together.
Activity
Associates briefed on Associate Projects
Proposal submitted
Associate Project agreed
Associate Project update
Project report submitted
Project presentation
Graduation
Implementation in LEAD Associations
3.3
Once you have agreed a project theme and who
you will be working with in your Leadership Team,
you will have to draft a proposal and submit it to
your LEAD Member Programme staff team. As a
guide approximately a day should be spent on the
preparation of the proposal.
Guidelines on the structure of the proposal and
key content areas are provided later in this Chapter.
The proposal should clearly state the purpose
of the project and outline the intended project
outputs. Once you have submitted your proposal
it will be reviewed and approved by your LEAD
Member Programme training team by May 2010.
Approximately 5 to 7 days should then be spent on
completing the project once the proposal is accepted.
Project Proposals
Before a project title and concept is agreed between
the LEAD Member Programme and your Leadership
Team, you must submit a proposal. This proposal
should be a summary of what you are planning to
do, how you are going to it and when, and what your
intended outcomes and outputs are.
The development of a proposal is a useful part of
the process of developing the project concept. The
proposal itself does not have to be overly lengthy, and
would normally be not more than three to five pages.
Proposals must be a clear statement of purpose
and intent. It is expected that this document will
demonstrate the subject and reasons for the
selection of that subject, as well as any expected
outputs, have been carefully considered and
concisely articulated.
On the next page is a suggested framework for a
project proposal. Depending on your subject you may
want to add or adapt certain sections.
Completion Dates (Indicative)
March 2010
Mid-May 2010
May 2010
June/July 2010
Beginning of October 2010
October 2010
October 2010
Post-October 2010
3.4 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES

Sections of a project proposal

Section 1: Project title

Section 2: Project overview or summary

This can be several paragraphs to overview the project.

Section 3: Background and rationale

What is the project context or background to the issues/problem? Why is this project
needed? Why did you select this project? What leadership dimensions will you explore?

Section 4: Global goals and specific objectives

4.1 Global goal(s): What are the global goals for this project? These are meta-goals that the
project may not in itself reach, but to which it will contribute.
4.2 Specific objectives: What are the specific objectives of the project, which the project
will reach, and can be evaluated?

Section 5: Project proponents and partners

Who are the main project supporters, partners and stakeholders?

Section 6: Project methodology

6.1 Strategies: What approach will the project take? (e.g. participatory approach, desk
research, interviews, etc. or a combination)
6.2 Activities and timeframe: What are the key activities (as they relate to the objectives)
and what are the timeframes for conducting these activities?

Section 7: Project results

List the major project results and link them to project goals and activities:
7.1 Project outputs: What are the concrete outputs of the project? (e.g. the products
produced as result of the project – a review, video, workshop, plan, etc.)
7.2 Project outcome: What will be the situation of the project area after the project? (e.g.
What will be the resultant final state of the project focus at the end of your activity?)
7.3 Project impacts: What kind of impacts will the project have? (Consider short, medium
and long term)

Section 8: Conditions and risks

What are some of the conditions for success and some of the risks that could jeopardise
the success of the project?

Section 9: Monitoring and evaluation

Describe how the project will be evaluated as to whether or not objectives were met, by
whom, and at what stages of the project.

Section 10: Fundraising for project activities

What are some external sources of resources that might be raised to support the project’s
implementation (if needed?)
 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES 3.5

Length and Time Commitment
The proposal should be no longer than five pages.
It is the clarity of the proposal that is important;
this should be achieved as succinctly as possible.
The proposal should be used to distil and express
the project idea, and to clarify the details of what is
going to be done, when and how. As a guideline this
should take approximately one day’s work over time.
As mentioned previously, in total you should be
looking to spend between 5 – 7 days working on
your LAP.
Submission and Agreement
The proposal should be submitted to the LEAD
Member Programme training team and LEAD
Association. The project proposal will then be
reviewed before a final agreement is made as to the
topic and contents of the project.
will continue throughout the training programme.
Working in small cross sector culturally diverse
groups can be both incredibly challenging and a
richly rewarding learning experience. LEAD is a
diverse global network working towards a more
sustainable future underpinned by collaborative
working. In our training programmes we try and
mirror our approach to working in partnerships with
others to bring about positive change, LAP projects
are an opportunity to do just that.
Associate Projects provide an opportunity to utilise
the skills and knowledge that exist not only with
the current participant group, but also within the
LEAD network. You are encouraged to contact other
members of the LEAD family, such as in your LEAD
Association, who may be able to add value to your
project both within Africa, and internationally.
Working with the LEAD Network

In some instances some projects might require
agreement by an employer if work related.
Each Leadership Team will receive feedback from
a dedicated coach linked with the LEAD Member
Programme staff team and LEAD Association; this
may include points for clarification and request for
more information.
C. Working with Others
“mutu umodzi su senza denga” team work
simplifies complex tasks’ – chichewa proverb
You will undertake your LAP project in a group
of 5, which make up the Leadership Teams that
You should try to utilise the LEAD Fellows network
to find expertise that might be useful to your project.
LEAD can facilitate your introduction to Fellows
who might be working in a similar area or have an
interest in a related field of your project. You are also
encouraged to use the LEAD database to identify
Fellows who share similar interests, and who may
be able to provide advice. The data-base can be
access from LEAD International’s website:
http://www.lead.org/page/11
LEAD will support you in finding others within the
LEAD network who share similar interests. It is
however your overall responsibility to find and make
contacts to support your Associate Projects.

Talking Heads: Climate Adaptation in North and South

A good example of how the LEAD Network can be involved in your LAP comes from some participants
of the Europe 2008 programme who were working on a project entitled ‘Adaptation Apartheid”. As
part of their project they wanted to speak to residents of less well represented countries about the
debate ensuing around climate change adaptation polices and approaches and draft a response to an
EU White Paper. They decided that the international session in Mexico provided them with a great
opportunity to do just that and invited their fellow associates from LEAD Member Programmes across
its global network to record their thoughts and experiences in a series of recorded interviews (talking
heads). They are currently in the process of creating a webpage to house these interviews and share
than with LEAD’s Fellows Network as well as policy makers and other practitioners globally. They also
used LEAD’s online database to identify Fellows working in related areas and approached them for their
thoughts, reflections and experiences.
3.6 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES

D. Resources E. Presenting Results: Project

LEAD Africa Associate Projects are not intended
to be reliant on resources provided by LEAD, but
rather to use resources that can be mobilised from
other sources. The majority of Associate Projects
will require very little in terms of financial resources.
LEAD is unable to provide financing for projects, but
can provide other types of support.
Working with minimal financial resources is an
interesting project parameter to work within.
Innovative, lasting, change-oriented action projects
don’t necessarily need huge price tags. Social
entrepreneurs, as we will see in the skills module
on that topic in the First National Session, often find
creative ways to cover the costs of their work, and
do not necessarily always wait for funding before
activities that make change can be planned.
Also, resources are more than financial. Using
minimal financial resources makes working together
vital by ensuring teams tap into the critical pool of
intellectual/skills resource base within their group.
This use of collective intellectual resources has
made past outstanding examples so unique.
Each Leadership Team will have a dedicated coach
(normally a LEAD Fellow) as a point of contact to
offer support and guidance of you over the course of
your project.
Reports and Presentations
The final results of your project can be presented
in different ways: in a written report or other
product like website, a video and as poster display
at the networking fair in the Pan-African Session
and the International Session in South Africa. For
the International Session, the best LAPS will be
featured, and more guidance will be given about
how to present these at this event.
The LAP Report or Final Product
The way in which you report on your project and
its outputs will vary according to the subject and
type of project you undertake. No two reports are
likely to adopt the same format. However, every
project should have some kind of written output or
document that will be used in the project evaluation
and will be posted on the LEAD International
and LEAD Africa web site, and on LEAD’s social
networking site.
A number of elements should be included in all final
project reports. They are similar to the elements
of the structure prescribed for the proposal. These
elements are described in the box below for
guidance only, and not as a template or blueprint
for all project reports. There may be additional
information you may wish add, and some things
listed below that may not be relevant.

Project Report Layout Guide

Summary
The summary introduces the project and provides the framework for understanding the report and
encourages the reader to continue reading. The summary should provide a brief overview of the project
results.

Context and rationale

The context of the project should be described to give readers an understanding of the issue or problem
addressed in the project, and the issues that surround it. The rationale for undertaking the project
through the approach taken should also be stated.

Goal(s), objectives and methodology

The goal or aim of the project should be re-stated, as should the objectives and the methodology.
Although these have been outlined in the Project proposal, not everybody who reads the report will have
access to the proposal document. Any changes that have been made to the format of the project since
the agreement of the proposal should also be highlighted in this section.
 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES 3.7

Project Report Layout Guide (continued)

Results
The detailing of the results of the project, both in terms of output and process, will form the main
section within the project report.

Evaluation
How successful was the project, and how far did the project go towards achieving the goal and
objectives set in the proposal?

Conclusion
What conclusions can be drawn from the project, and what lessons have been learnt through
undertaking the project?

Bibliography and references

All sources used should be cited in the way described in the guidelines in the LEAD Style Guide.
Individuals, groups and organisations that have provided assistance and information should also be
mentioned in this section.

Financial information, if any

If finances were provided, the use of these resources should be described and accounted for, possibly
as an annex to the main report.

The LAP Presentation of the networking fair will be circulated near to the
time.
All Leadership Teams will be asked to update
each other on their projects’ progress and share Assessment and Evaluation of LAP Reports
results. This will allow peer learning to take place
The LEAD Member Programme teams conduct the
through the sharing of information, and may lead
assessment of project reports. Various methods
to future collaborations. It will also provide an
are used including peer evaluation together with
opportunity for you to practice your presentation
LEAD Member Programme staff evaluation and
and communications skills, and giving and receiving
assessment.
feedback. All keys skills required by a successful and
effective leader.

At the Networking Fairs in the Pan-African Session,

as well as the International Session, Leadership
Teams will have an opportunity to share their
projects with LEAD’s wider global network.
Leadership Teams will be given more guidance
on how to produce a poster and other visual
materials that can displayed during the Fairs. For the
International Session where the best LAPS will be
featured, it is planned to have written descriptions
which will be collected for a publication.

There will be very limited technical support available

for formal presentations and visuals. In the past
participants wishing to use PowerPoint, show
images, short films etc. have tended to use their
own laptops. More information about the format International Session Networking Fair
3.8 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES

Publication and Awards for the Best

Projects
LEAD Africa Associate projects will be featured on
the LEAD Africa and LEAD International websites.
Everyone will be also be encouraged to post
information about their LAP project on LEAD’s social
networking site. This helps to share and disseminate
results of project work, stimulate new project
ideas as well as providing an archive of successful
activities undertaken by LEAD Associates and
Fellows.

Successful LAP projects are also a way to gain

visibility for members of the Leadership Group.
As they continue to be implemented, and help
Fellows put their learning into practice in the Fellows
stage through the Associations, they may also be
considered for LEAD Africa Awards. These Awards
are described in more detail in Chapter 9: The Future
– The LEAD Fellows Network.
 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES
2. INTRODUCTION TO PROJECT
MANAGEMENT
During the LEAD Africa
programme you will be
encouraged to think about
yourself as a leader and
how you can continue to
develop and apply your
leadership skills. One
way you can continue on
leadership learning journey
is by learning from doing.
Developing and delivering a
project through undertaking
a LEAD Associate Project
is an excellent way to do
this. With this in mind this
section of the Participant’s
Manual has been designed
to provide you with some
practical advice and guidance
on project development and
management.
3.9
The material in this section has been divided
into three main areas: Section 1 – Project
development and planning; Section 2 – Project
management templates; and Section 3 – The
role of a project leader/manager and project
teams. Some information has been drawn from
real life experiences; other from practical project
management guides. The budget management rules
are from a senior local government finance officer.
The quotes used are meant to be thought provoking.
You don’t have to agree with everything! But we
hope some of the ideas will give you the confidence
either to stick to what you are already doing because
you know it is good practice, or to try something
different because you think it might help you to
become more effective.
As you work through this section of the Participant’s
Manual you will come across a number of templates
that you might find useful for planning and
developing your LAP, and some exercises designed
to encourage you to reflect on your preference and
behaviors as you continue on your personal learning
journey.
3.10 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES
Part One: Project Planning
What is project management?
Project management is a dynamic process that
utilises the appropriate resources of the organisation
in a controlled and structured manner to achieve
some clearly defined objectives identified as
strategic needs. It is always conducted within a
defined set of constraints. (Young, Trevor L.
The Handbook of Project Management, 2007)
Typical constraints are scope, resources, time and
budget. But, be ambitious, go for it! Make your
dream a reality!
What does a project look like?
A project is a finite endeavour that has specific start
and completion dates, and aims to create a unique
product or service which brings about beneficial
change or added value. Traditionally project
development includes 4 key stages:
Evaluation Initiation
Delivery Planning
Stage 1: Initiation
“The starting point of all achievement is desire.”
Napoleon
The initiation stage determines the nature and scope
of the project. It is an opportunity for everyone to
share ideas, bounce them around a little, play with
them, and discuss how the idea might develop
(without getting too much into the detail). This is
your chance to be creative and innovative. Try not
to discard ideas at this stage: your aim should be
to think “out of the box”. The initiation stage is also
an opportunity to ensure that the project is right for
its intended environment / audience, and fits with
strategic organisational goals. If it doesn’t than the
project will fail.
Remember your projects should fall within the remit
of ‘Leadership for Sustainable Development’.
If relevant, at this stage you might also want give
some thought to how you are going to fund the
project (if required), who partners might be, who the
stakeholders are, what success would look like, and
what the potential risk are.
Stage 2: Planning
“Good plans shape good decisions. That’s why good
planning helps to make elusive dreams come true.”
Unknown
After the initiation stage, the project needs to be
outlined in more detail, a work plan developed and
systems set up required to support and deliver
the project. The project will have to be broken
down into key components and tasks allocated
to ensure timely effective delivery. At this stage
is also important to carefully consider roles and
responsibility in relation to team members’ skills
sets and the time they can dedicate to the project
(especially as working on your LAP project is not
your full time job).
 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES
When developing the work plan it also important to
consider what the risks are for each key component.
To ensure that project is delivered when needed
it also important to determine the timeframe for
delivering. Know what needs to be delivered and by
when? Good planning is essential to the delivery of
your LAP! It is critical that time is spent developing
your LAP as well as building your project team!
Stage 3 Delivery
“If you want to go fast go alone, if you want to
far go together”
African proverb,
most recently used by Al Gore
Delivering your LAP requires effective and efficient
coordination of people and resources in accordance
with the project management plan. During this stage
tasks will need to be completed in accordance to the
agreed timescale. For this to happen it is important
that progress is carefully monitored by the project
manager. Using the task management template
provided is one way of monitoring progress.
Monitoring progress will allow more targeted design
and delivery of successive stages of the project,
and ensure that any changes that need to be
implemented are support by sound evidence. It will
also ensure that the project keeps in line with the
vision and objectives of the project, adding clarity
to the underlying purpose and end result. If there
is ‘drift’ from the purpose of the project you will
be able to respond quickly and make appropriate
adjustments to the work plan. Monitoring will also
help ensure that the project is delivered within the
timescale agreed by all those involved in the project,
and provide evidence of progress and learning to
all parties with a vested interest – stakeholders,
partners and potential funders. More will be said
about monitoring in the next section – monitoring
and evaluation.
Communication between team members is
critical at this stage to ensure that everyone
knows what needs to done, buy who and when.
Good communication increases sensitively to the
stakeholders / partners and project team member
needs, and enables quicker responses to any
unforeseen challenges or opportunities that arise
as the project progresses. It will also ensure project
team alignment and motivation by keeping everyone
3.11
well informed of all relevant activities. Transparency,
sharing all information (not hiding things) will also
help build trust amongst your LAP team.
“Good communication is as stimulating as black
coffee, and just as hard to sleep after.”
Anne Morrow Lindbergh, American writer and
aviation pioneer, 1906-2001
Good planning, monitoring and communication are
not only key to the successful delivery of your LAP,
they will substantially add to individual and group
learning. Anything you learn you can apply to any
future projects that you are involved in.
Stage 4 Monitoring and Evaluation
“Fear cannot be banished, but it can be calm and
without panic; it can be mitigated by reason and
evaluation.”
Vannevar Bush, American engineer (known for
his early work on analog computing.)
Although monitoring and evaluation appears as
the last stage of the project management cycle,
evaluation should happen at every stage of the life
of the project, especially as highlighted during the
delivery stage. Often overlooked monitoring and
evaluation is critical to the success of the project
and your personal and team development and
learning. There are many qualitative and quantitative
methods that you can use to evaluate a project.
From questionnaires, interviews and measuring
outputs / performance against targets, to observing
how engaged and motivated members of the
project team are. You need to consider what is
appropriate at different stages of the project, what
resources you have and how you are going to use
the information that you gather information. What
gather information if you are not going to use it.
For examples of different types of evaluation you
might want to visit: http://en.wikipedia.org/
wiki/Evaluation. This site contains a lot of useful
information, and links to other sites, that might be of
interest.
Monitoring and evaluation will allow you to assess if
the project is on track, task are being completed on
time, and the team is working both effectively and
efficiently. It will also help you identify unforeseen
challenges and risks that can be mitigated for during
the remainder of the programme of work.
Monitoring and evaluation is also critical to helping
3.12 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES

you learn from experience at each stage of
your project – initiating, planning, delivering and
evaluating:
• What would you keep the same?
• What would you do differently? And why?
Budget is probably something that you will not have
to consider in relation to your LAP, but timeliness
and quality are.
Other factors that can contribute to a project failing,
or being abandoned could be:

• Were there any oversights? • Unclear project objectives

• Is there something new that has come to light • The project team was unclear what the outcomes
you need to act on? of the project were
• Some of the project activities are not delivered on
Personal evaluation of your performance will also
time
help you learn more about yourself. You might want
to draw up a list of your top 10 key learning’s, or • Some of the project outcomes have not been
reflect on questions like: achieved
• What have been your strengths? • Stakeholders, partners and funders were not
properly consulted
• What areas do you need to work on further?
• Time was not spent building trust and rapport in
• What have been your frustrations and how could
the project team so it did not perform well
you overcome?
• There was confusion of the roles and
• How do members of your team support you?
responsibilities of different project team members
• Was it useful, would you like them to do
• There was not a clearly developed work plan and
something different?
timescale for delivery
• How have you supported members of your team,
• Progress was not monitored the project team
and have they responded well?
were not able to respond quickly to unforeseen
Why projects fail challenges, risks and opportunities
• There was a breakdown in communication
Unfortunately, projects are not always completely
between team members, and stakeholders,
successful and the consequences of unsuccessful
partners and funders
projects can be significant politically, financially,
culturally and socially for organisations, and for the
people who are involved in the project. Considering
the key dimensions of a project (budget, time and
quality) there are three obvious ways in which one
might fail:
• it might cost more than what was budgeted for,
or have to stop before the goals are achieved
because of insufficient funding;
• it might take much longer than planned to achieve
the goals, or might have to stop when time runs
out before the goals are achieved;
• it might be completed within the time and budget
available but fail to meet requirements, and so be
of lower value than expected;
 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES 3.13

Project Management Wheel

The project management cycle outlined above can be represented as a wheel. Under each heading:
initiating, planning and developing, delivering and evaluating, you will find more information about activities
that are associated with each stage.

Initiating
Initiating • Link with Strategic Plan
new Project • Talking to colleagues (bouncing ideas around)
• Can you do it?
• Can you sell it (to various people)?
• Who can help you?
Evaluating • Partnership links
• Did it achieve its aim(s) • Defining aims/objectives of idea
• Relative Measure of Success • Who benefits?
• What problems (how you would • Draw on evaluation of successful projects
prevent them in future)
• Are all the involved parties happy
with the result(s)
• Written reports
• Promote project if successful –
go onto new projects
Planning/Developing
• Share good practice
• Anticipating timescale
• Building/reinforcing partnerships
• Finding Funding
• Thanking participants –
celebrating success • Developing Interest
• Follow up and going back to • Consulting all interested parties
monitor and celebrate • Allocation of tasks
• Listing/action plan on paper
• Risk Assessment
• Ensuring continuity in project
and project personnel
• Moving ideas forward
Delivering • Advertising
• Utilising work plan • Contingency Plans
• Doing work to right time scale • Research
• Solving problems on site • Setting achievable targets
• Monitor work performance on site • Resources/materials
• Looking at final product/finished item • Promotion
• Communicating (to partners, • Developing partnerships
colleagues, community) • Knowing what needs to be done
• Motivating • Communicating
• Variation of tasks, for all abilities
• Working to consistent high standard
• Flexibility to approach – prepared to
make changes
3.14 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES
Key dimensions of a successful project
Does your project have:
 Clearly defined and well understood project
objectives and outputs?
 Agreed project success criteria?
 A realistic budget drawn up and agreed?
 A well-developed work plan with tasks clearly
broken down, allocated and time bound?
 Clear lines of communication between team
members, and all stakeholders, partners, and
funders?
 Transparent monitoring of project status
and tasks to ensure that it keeps to budget,
timescales and of a high quality?
 Clear roles and responsibilities of all team
members, and stakeholders and partners?
 Respect for individual project team member’s
learning journey?
 Trust and rapport built within the project
management team?
 Success celebrated, no matter how small?
(This does wonders for motivating all those
involved!)
That all sounds like hard work: Why go
anywhere near project management?
Designing, developing and delivering a project will
provide you with:
• opportunities to learn and acquire new skills and
knowledge;
• a way to improve the skill set of everyone
involved;
• opportunities to harness the diverse perspectives
and experiences of culturally diverse teams
(sectors, gender, geographical, age etc);
• an opportunity to create new and more effective
working practices;
• a means of building a team, capacity building,
empowering groups and communities;
• high profile way to initiate major new
developments, services or resources;
• an opportunity to develop your leadership skills in
practice;
• an opportunity to work with people outside of
your usual sphere of influence;
• an opportunity to do something new.
Adapted from Successful Project Management,
Trevor L Young, Kogan Page 2000.
 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES 3.15

Thinking about yourself…

For some of you, much of what has been introduced in the Part One may be new, others of you may be
more familiar with it. Either way it is important to step back and reflect on what you have learnt so far; and
what you still need to get to grips with. Please take a couple of minutes to consider the following questions.
Make some notes for yourself in the boxes.

What stages of project management cycle are you more comfortable with, and why?

What stages of the project management are you less comfortable with, and why?

What aspects of your Personal Development Plan are most relevant to project management?
3.16 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES

Part Two: Project

Management Tools

In this section you will find Template: Project Outline

some examples of different

project management tools
and templates that you Evaluation Initiation
might find useful when
developing and planning your
LAP. Each template relates
to a different stage of the
project management cycle
– it will correspond with the Delivery Planning

section of the cycle that is

highlighted in dark blue. In
some instance a template
can be used in more than
Having a clear and well developed project outline will
one stage. If you have some help you when drawing up a more comprehensive
templates that you have used project proposal. Using this template opposite will
help you capture an overview of your LAP during the
in and think they would be initiation stage: who the initiators were, what your
useful please share with your project is and a brief overview. Every person who is

Leadership Team, and us at involved in the incitation stage should keep a copy of
the project outline so that can refer to when needed.
LEAD.
Please note that some of the
template you may want to
use as they are presented,
others you may want to
modify.
“These make it possible for customers to build
their own vertical applications. They can edit, copy,
and modify the templates for their own specific
purposes.”
Mike Wheeler
 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES 3.17

Project Title

Project Initiators Name, email, skype address, and cell phone for SMS

Name, email, skype address, and cell phone for SMS

Name, email, skype address, and cell phone for SMS

Name, email, skype address, and cell phone for SMS

Name, email, skype address, and cell phone for SMS

Rationale

Project Aim

Partners

Sponsors / Funders

Key Performance 1.
Indicators

2.

3.

Project Outputs 1.

2.

3.
3.18 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES

Template: Writing a project proposal 4.2 Specific objectives: What are the specific
objectives of the project that the project will
“No problem can stand the assault of sustained reach, and can be evaluated? Use bullet points.
thinking” Objectives should be drafted using the SMART
Voltaire, French writer principal:
• Specific – Objectives should specify what
they want to achieve.
• Measurable – You should be able to measure
whether you are meeting the objectives or
Evaluation Initiation
not.
• Achievable – Are the objectives you set,
achievable and attainable?
• Realistic – Can you realistically achieve the
objectives with the resources you have?
• Time bound – When do you want to achieve
the set objectives?
Delivery Planning
Section 5 Project proponents and partners
Who are the main project supporters, partners and
stakeholders?

Section 6 Project methodology

6.1 Strategies: What approach will the project
take? (e.g. participatory approach, desk
Once you have the initial idea for your LAP created research, interviews, etc. or a combination).
during the initiation stage you need to develop
6.2 Activities and timeframe: What are the key
it into a clear, concise and comprehensive project
activities (as they relate to the objectives) and
proposal during the planning stage. Working
what are the timeframes for conducting these
through the different stages of the project
activities?
management wheel will help you think about on the
majority of the information you need to consider Section 7 Project results
and include in the project proposal. Once you have List the major project results and link them to project
a detailed project proposal you will be able to share goals and activities:
the LEAD Africa staff team.
7.1 Project outputs: What are the concrete
Section 1 Project title outputs of the project?
7.2 Project outcome: What will be the situation of
Section 2 Project overview or summary
the project area after the project?
This can be several paragraphs to give an overview
7.3 Project impacts: What kind of impacts will the
of the project.
project have? (Consider short, medium and long
Section 3 Background and rationale term).
What is the project context or background to the Section 8 Conditions and risks
issues/problem. Why is this project needed? Why
What are some of the conditions for success and
did you select this project? Try to be concise and
some of the risks that could jeopardise the success
punchy.
of the project?
Section 4 Global goals and specific objectives
Section 9 Monitoring and evaluation
4.1 Global goal(s): What are the global goals for
Describe how the project will be evaluated as to
this project – these are meta-goals that the
whether or not objectives were met, by whom, and
project may not in itself reach, but to which it
at what stages of the project.
will contribute.
 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES 3.19

Template: Task Management Tool Once you have developed your project outline
following the project initiation stage, and
“Vision is not enough; it must be combined with developed your project proposal it is important
venture, it is not enough to stare up the steps, we to think about the different tasks that need to
must step up the stairs” be completed in order to plan and deliver it,
Vaclav Havel, first President and decide who will be responsible. In using this
of the Czech Republic template you can assign different tasks to different
team members and indicate how important it is –
high, medium or low, set a target date, record the
completion date and use the notes column to record
important information related to the task. Some task
Evaluation Initiation will need to be completed before the next task is
started, others will be ‘stand alone tasks’, one offs.
It is advisable to make all task time bound to ensure
the project is deliver on time. When doing this it
is important to consider the connection between
different tasks. Some task will be dependent on
others, for example one task may not be able to
start before another is completed.
Delivery Planning

Task Assigned to Priority Target Date Completion Notes

Date
High

Medium

Low
High

Medium

Low
High

Medium

Low
3.20 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES

Thinking about yourself…

Some of us are better at planning and organising things than others. Some of us like things using templates,
spreadsheets and other management tools. Some of us would rather leave the planning and organising to
others. Either way it is important to step back and reflect on what you have learnt so far; and what you still
need to get to grips with. Please take a couple of minutes to consider the following questions, and make
some notes for yourself below.

Do you think project management tools and templates are useful, and why?

Can you think of other project management tools and templates that could be useful?
What are they, and how would you use them?
 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES 3.21

Part Three: The role and

responsibilities of a
project leader/manager
The importance of good leadership
You might be asking yourself “What’s the difference between a project manager and a leader’?” Well, a
leader is someone who has a vision, strong networking skills, is able into influence people to bring about
change, and is someone who you might want to follow to name a few traits they might display. A project
manager is someone who has the responsibility of the planning, execution, and closing of any project has
been created in line with a vision. You can go back to your PDP, and competence framework in particular, as
you consider these questions.

What do you think are the skills of good leader?

What skills do you think a project manager needs to have?

3.22 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES
Good project managers can make a real difference
to the success of a project, supported by a good
team.
“The greatest threat the personal computer poses
is that managers will take it seriously and come to
believe that they can manage by remaining in their
offices and looking at displays of digital characters.”
Source: John P Kotter,
What leaders really do, May-June 1990.
Good behaviour for project managers
“...bossy and assertive,” she says.“This isn’t
necessarily leadership. I run a department and a
lot of it is about staying quiet about what I think,
problem-solving in the background and making other
people feel good about the results we come up
with.”
Source: Iram Siraj-Blatchford, professor of
early childhood education at the Institute of
Education. The Guardian (UK), May 21, 2000
Your role as project leader / manager will ensure
that the project is delivered on time, to budget and
meets it objectives.
What does a good team look like to you? Can you draw what it might look like?
What is a team?
“A small number of people with complementary
skills who are committed to a common purpose,
goals and approach for which they hold themselves
mutually accountable”
Katzenbach and Smith:
The Wisdom of Teams 1993
When working on a project, for it to be a success
it is important to have a team that not only delivers
outputs, but work together well. Knowing your
personal preferences is a good starting point both
in terms of your values, and also in relation to the
different stages of project management cycle. You
cannot be good at everything! That is why having
a good team, that shares similar values and beliefs,
with different yet complementary of skills sets
and knowledge, and that is committed to deliver
a common goal, is required for a project to be
successful.
”Teamwork is not dependent on people working
in groups but upon everyone working towards the
same objectives”
Peter Wickens, the Road to Nissan, 1987
 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES 3.23

What is organisational / team

culture?
Every organisation displays an organisational culture,
although they may not be aware of it.

Organisational culture describes the attitudes,

experiences, beliefs and values of an organisation. It
has can be defined as:

“the specific collection of values and norms that are

shared by people and groups in an organisation, and
that control the way they interact with each other
and with stakeholders outside the organisation.”
Source: Charles W. L. Hill, and
Gareth R. Jones, (2001)
Strategic Management.
Houghton Mifflin

Edgar Schein, an MIT Sloan School of Management

professor, using the following definition for
organisational culture:

“A pattern of shared basic assumptions that the

group learned as it solved its problems of external
adaptation and internal integration, that has worked
well enough to be considered valid and, therefore,
to be taught to new members as the correct way
you perceive, think, and feel in relation to those
problems”.

Project groups/teams will establish their own form

of organisational culture by their behavioral quirks,
values, beliefs and interactions. The project leader
plays a critical role in defining the culture of the
group. In order to do this you need to not only
understand different cultures but be able to work
with them. The exercise later in this section has
been designed to help you build an effective team.

As well spending time building a team, getting to

know their values, beliefs and ways of working,
having an understanding how the dynamics of
a group change over time will also help you.
Tuckman’s group dynamics is one model that you
might find useful.
3.24 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES

Notes
 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES 3.25

Notes
3.26 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES

Notes
 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES 3.27

Notes
3.28 Chapter tHREE LEAD ASSOCIATE PROJECT (LAP) GUIDELINES

Notes