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LIMPOPO DEPARTMENT OF PUBLIC WORKS (LDPW)

LIMPOPO DEPARTMENT OF PUBLIC WORKS (LDPW). PRESENTATION 2 ND DEPARTMENTAL LEARNING NETWORK Consideration: Interlink IDIP within LDPW and YOU. (Your Organisational Undertaking). Date: 24 TH November 2010. SIX PRINCIPLES OF IDIP. THE PRINCIPLES OF IDIP ARE AS FOLLOWS:

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LIMPOPO DEPARTMENT OF PUBLIC WORKS (LDPW)

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  1. LIMPOPO DEPARTMENT OF PUBLIC WORKS (LDPW) PRESENTATION 2ND DEPARTMENTAL LEARNING NETWORK Consideration: Interlink IDIP within LDPW and YOU. (Your Organisational Undertaking) Date: 24TH November 2010

  2. SIX PRINCIPLES OF IDIP • THE PRINCIPLES OF IDIP ARE AS FOLLOWS: • To support  and enable provincial departments in the improvement of the efficiency and effectiveness of infrastructure delivery by institutionalising best practices;  • Ensuring stakeholder buy-in and ownership of the intervention; • Creating an enabling environment, which is conducive for professional government officials to operate effectively and efficiently and for skills to be transferred, to ensure the long term sustainability of IDIP initiatives; • Promoting the sharing of knowledge and lesson learning; • Enhancing other relevant government initiatives in improving efficiency; and • Promoting the establishment of inter- and intra-departmental partnerships.

  3. IDIP AND THE CORE OF LDPW SFin HR

  4. IDIP DIRECTION & RELATIONS

  5. MEETINGS & LEVELS OF AUTHORITY Knowledge Level

  6. Types of meetings • Planning meetings; • Strategic meetings; Tshanduko • Learning Network (Government is a learning organisation) • Quality Management • Reporting meetings; • Technical meetings; • Decision making meetings, and • Budget meetings.

  7. METHODOLOGICAL PHASES OF IDIP PROGRAMME CYCLE APPROACH OF DWG (DCC) • Assessment and Design • Inception • Implementation REPORTING MONITORING LOGFRAME MEASURING REVIEWING

  8. UNDERSTANDINGWork Breakdown Structure (WBS) • OUTPUTS • GOAL LEVEL • RESOURCES • PURPOSE LEVEL • OUTCOMES Follow the plan, the time, and the frame, its logical! LOGFRAME CPM? PERT? • POOR UNDERSTANDING OF THE WBS LEADS TO: • Poor prioritization • Poor planning • Poor execution • Document redundancy • Delays Delays Delays

  9. WBS Identification Individual components of a project Project levels Level 1 - - - - Group work • Task 1 – (Phase) • Task 2 Level 2 - - - - Group/Individual • Subtask 1.1 – (Entries) • Subtask 1.2 – (Subtask 2 of task 1) Level 3 - - - - Individual • Work Package 1.1.1 – (Activities) • Work Package 1.1.2 – (Work Package 2 of Subtask 1, task 1)

  10. WBS Level of Detail Level of Detail Low Too much work to manage High Micro management EFFECTIVENESS Project Management is about getting the balance right

  11. THE LOGICAL FRAMEWORK The logical framework is a highly effective planning tool for defining inputs, outputs, timetables, success assumptions and performance indicators. It provides a structure for specifying the components of an activity and for relating them to one another. It also helps to identify the place of a project within an overall program or a national system.

  12. Logframe Development

  13. Column Headings • Narrative Summary: This term used to describe the text that "narrates" the objectives.  It could have been given the title "Hierarchy of Objectives", but this might be misleading because the bottom cell in the column is a summary of the activities.  • Objectively Verifiable Indicators (OVIs): These are the measures, direct or indirect that will verify to what extent the objectives have been fulfilled. The term "objectively" implies that if these should be specified in a way that is independent of  possible bias of the observer.

  14. Column Headings • Means of Verification (MOVs): These statements specify source of the information for the measurements or verification specified in the indicators column. For example, will statistics from an external source be used for the verification or will project resources be used to gather the statistics.  • External Factors (Assumptions): These are important events, conditions, or decisions which are necessarily outside the control of the project, but which must remain favorable for the project objective to be attained. The implication here is the design team have an obligation to consider what might derail their efforts and to plan responsibly to reduce that risk of "derailment".

  15. Row headings • Development Objective: The higher level objective that the project is expected to contribute to. The addition of the word "contribute' implies that this project alone is not expected to achieve the development objective. Other project's immediate objectives are expected to also contribute. • Immediate Objective: The effect which is expected to be achieved as the result of the project delivering the planned outputs. There is a tendency for this to be expressed in terms of the "change in behavior" of a group, or institution and the project outputs are expected to facilitate this change.

  16. Row headings • Outputs: These are the "deliverables" the tangible results that the project management team should be able to guarantee delivering. The objective statements should specify the group or organization that will benefit. Outputs are delivered, usually on a certain date or dates. • Activities: These are the activities that have to be undertaken by the project to produce the outputs. The activities take time to perform. • Inputs: These are the resources that the project "consumes" in the course of undertaking the activities. Typically they will be human resources, money, materials, equipment, and time.

  17. PURPOSE OF THE 2010 IDIP

  18. PURPOSE OF THE 2010 IDIP

  19. IDIP AREA OF CONCERN 1 Participants at various meetings do not understand the role: • of IDIP • their Business Unit relationship to IDIP • carry the relevant authority • the implications of poor decisions • the relationships between Business Units

  20. IDIP AREA OF CONCERN 2 Participants are not briefed of the purpose of meetings: • first time attendance • no minutes or brief from representative • late notification • no follow-up • meetings long and tedious

  21. IDIP AREA OF CONCERN 3 Participants are not at the required authority level: • decisions delayed • slow down of processes • ineffective and in efficient working • duplication of work

  22. IDIP PHASE III GOAL: To contribute to the improvement of public sector infrastructure delivery in accordance with national and provincial strategies and priorities within …………………..…. PURPOSE: Strengthening the effectiveness and improving the efficiency of sustainable infrastructure delivery in the Province : …………………….

  23. IDIP PHASE III OUTPUT 1 Effective functioning of the institutional arrangements and enabling environment for infrastructure delivery in the province OUTPUT 2 Skills development in accordance with the approved provincial HR Strategy supporting the IDMS implemented OUTPUT 3 Improved infrastructure  programme and project planning, budgeting and management OUTPUT 4 Implement improved Infrastructure Procurement Systems and Practices in accordance with legislative imperatives. OUTPUT 5 IDIP is effectively managed in the province

  24. THE END

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