PROJECT MANAGEMENT CAPACITY BUILDING IN THE NORTH WEST PROVINCE (PMCB IN NWP)

1. PROJECT MANAGEMENT CAPACITY BUILDINGIN THENORTH WEST PROVINCE(PMCB IN NWP) BY MEC JD THIBEDI SAMDI

2. INTENTION OF PRESENTATION • TO REFRESH OUR MEMORIES REGARDING: • ORIGINS OF PMCB IN NWP • WHAT IS TO BE DONE? • TO ESTABLISH WHERE WE ARE • TO HIGHLIGHT THE CHALLENGES WE FACE

3. ORIGINS OF PMCB IN NWP • WHERE DID NW PMCB COME FROM? • WHAT DID THE NWPG DO? • WHO IS DOING THE NW PMCB? • WHAT DOES THE NWPG WANT TO ACHIEVE?

4. WHERE DID NW PMCB COME FROM? • In December 2001 the ability and capacity of the Provinces to PLAN, IMPLEMENT and OPERATEProjectswas questioned • The President indicated that a Project Management Approach was to be followed by Public Service • National Treasury insists on PM approach for all projects in province

5. WHAT DID THE NWPG DO? The Executive Council of the NWPG, as a team: • Produced Infrastructure programme plans for National Treasury conditional funding • Started a model for Provincial project registration; and • Entered into negotiations with SAMDI, IDT and DBSA for support.

6. WHO IS DOING THE NW PMCB? The Project is being done by: • A PROJECT MANAGEMENT TEAM (representing HOD’s) IN THE NORTH WEST PROVINCIAL GOVERNMENT (NWPG) IN PARTNERSHIP WITH: • The South African Management Development Institute (SAMDI) • The Independent Development Trust (IDT) and • The DBSA

7. WHAT DOES THE NWPG WANT TO ACHIEVE? • THE EFFECTIVE AND EFFICIENT DELIVERY AND ACCOUNTABILITY FOR PROJECTSSO AS TO IMPROVE THE DELIVERY OF: • SERVICES AND • GOODS • OUTPUTS & OUTCOMES • IMPROVED DELIVERY OF SERVICES AND GOODS THAT COULD RESULT IN A SPIRAL OF INTEGRATED AND SUSTAINABLE DEVELOPMENT AND GROWTH

8. INTENTION OF PRESENTATION • TO REFRESH OUR MEMORIES REGARDING: • ORIGINS OF PMCB IN NWP • WHAT IS TO BE DONE? • TO ESTABLISH WHERE WE ARE • TO HIGHLIGHT THE CHALLENGES WE FACE

9. WHAT IS TO BE DONE TO IMPLEMENT PMCB IN NWP? • Executive Council & Public Service commitment and support • Fully functional PM units in Depts • Fully operational PM systems • Approved & Operational MTEF 02/06 • Introduce Systems and procedures into MTEF 2003/07 • Functional Training Units • Fully Capacitated Employees • Access alternative funding sources • Align Planning-Programming-Budgeting-Delivery

10. INTENTION OF PRESENTATION • TO REFRESH OUR MEMORIES REGARDING: • ORIGINS OF PMCB IN NWP • WHAT IS TO BE DONE? • TO ESTABLISH WHERE WE ARE • TO HIGHLIGHT THE CHALLENGES WE FACE

11. WHERE ARE WE NOW (1) • Executive Council & Public Service commitment and support: • Numerous Exec. Council Resolutions – FULL COMMITMENT & SUPPORT • HODs also support and committed, but • Fully functional PM units in Depts: • Detail assessment of Depts to design the structures (PM units) starting now, and

12. WHERE ARE WE NOW (2) • Fully operational PM systems: • Systems can be finalised when Departmental structures are known, but • Approved & Operational MTEF 02/06: • Implementation of 03/04 projects being monitored ,but • New MTEF Plans for 04/07 being drafted, but • Implementation of Project Management Information System (ProMIS) ongoing, and

13. WHERE ARE WE NOW (3) • Functional Training Units: • Training Units to be Implemented once Departmental Structures are known & sufficiently populated, and • Fully Capacitated Employees: • Long term process until Departmental Structures fully populated & operational, and

14. WHERE ARE WE NOW (4) • Mobilizing Alternative Funding • The obtaining of funds from alternative sources must be explored, but • Provincial Planning, Programming Budget & Delivery Alignment • The planning, implementation and budgetary cycles must be coordinated, but

15. INTENTION OF PRESENTATION • TO REFRESH OUR MEMORIES REGARDING: • ORIGINS OF PMCB IN NWP • WHAT IS TO BE DONE? • TO ESTABLISH WHERE WE ARE • TO HIGHLIGHT THE CHALLENGES WE FACE AND FIND SOLUTIONS

16. CHALLENGE: BUY-IN • The “buy-in” of Senior & Middle Management in Departments regarding total commitment and support of PM Approachmust be addressed • Project Management Teams must fully represent the HOD at meetings and give direct feedback after meetings

17. CHALLENGE: ESTABLISH FUNCTIONALDEPARTMENTS Fully functional PM Units: • Design of PM Structures with “WARM” bodies • Shortage of Personnel & PM Capacity in numerous Departments must be resolved with support of SAMDI and DBSA and a FIXED TIME TABLE • Dis-functional relationship between Client Departments and Implementing Departments must be resolved to ensure project delivery on time • Use of IDT team in future to be renegotiated

18. CHALLENGE: SYSTEMS DESIGN • PM Systems to be completed after PM Structures are in place • Implementation to be phased in over longer time horizon • Challenge to align with existing ‘Systems’ of Departments.

19. CHALLENGE: MTEF 2004/2007 This entails: • The correct & complete registration of all new projects in register; • Preparation of draft Programme and Project Plans for consideration; • Submission of Plans to PAT; • Taking on board existing plans in pragmatic approach; and • The due date for these Project Plans is end September 2003

20. CHALLENGE: 2002/2004 IMPLEMENTATION This entails: • Registration and implementation of the 2003/2004 projects, • Efficient Implementation Planning and delivery • Introduce Accountability for project physical and financial performances • Correcting wrong and collecting outstanding information; • Monitoring and reporting of progress to management and cluster committees; • Central to this is the use of the “Project Register” as a management and reporting tool.

21. CHALLENGE: ProMIS • ProMIS is being upgraded to a fully operational PM tool for all aspects of monitoring & reporting. • The system must work and all departments are requested to make use of it • Problems and shortcomings can be addressed at PMT level • Aim is for ProMIS to become management tool for all project managers and departments and for use by cluster committees and the Executive Council..

22. CHALLENGE: TRAINING • Project Registration training started in June 02 and was repeated 5 times. • Project Plan training started in June 03. • The design of complete training modules can only begin once Systems and Bodies are in place • The Training Units can only be fully implemented once the new PM structures are ‘populated’ • Time frames need to be rescheduled in view of delays in structure and capacity building.

23. CHALLENGE: CAPACITATED EMPLOYEES • The eventual objective of the Project is to have fully capacitated Employees. • This is a long term process and an ongoing process

24. CHALLENGE: FUNDING Mobilizing alternative funding: • Funding is scarce • Additional funding sources must be explored • The Funding Envelope must be extended.

25. CHALLENGE: ALIGNMENT • Provincial Planning- Programming- Budget-Delivery Alignment in respect of: • The three government spheres • The Cluster programme structure • A variety of institutions • The MTEF cycle • The Project Cycle • Requires coordination • Requires cooperation

26. CONCLUDING GROUNDRULES FOR SUCCESS. Rule 1. THE COMPLETE NORTH WEST GOVERNMENT SHOULD TAKE PROCESS FORWARD AS ONE JOINT TEAM.

27. CONCLUDING GROUNDRULES FOR SUCCESS Rule 2. ALL OF US MUST ACCEPT INDIVIDUAL PROJECT ACCOUNTABILITY FOR THE PHYSICAL AND FINANCIAL PERFORMANCES AND OUTPUTS OF PROJECTS.

28. CONCLUDING GROUNDRULES FOR SUCCESS Rule 3. A “DISCPLINE” TO DELIVER RESULTS AND OUTPUTS MUST BE ESTABLISHED AT ALL LEVELS OF GOVERNMENT

29. CONCLUDING GROUNDRULES FOR SUCCESS Rule 4. WHEN ASKED TO ADDRESS PROBLEMS AND REPORT, OFFICIALS MUST RESPOND AND NOT KEEP QUIET. OFFICIALS EXPERIENCING PROBLEMS MUST ASK ASSISTANCE.

30. CONCLUDING GROUNDRULES FOR SUCCESS Final Rule “THERE IS NO TURNING BACK” THE PROJECT MANAGEMENT APPROACH MUST BE IMPLEMENTED

31. PROJECT MANAGEMENT CAPACITY BUILDINGIN THENORTH WEST PROVINCE(PMCB IN NWP) SAMDI