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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

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.

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IDIP AND THE CORE OF LDPW

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SFin

HR

IDIP DIRECTION & RELATIONS

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MEETINGS & LEVELS OF AUTHORITY

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Knowledge Level

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.

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METHODOLOGICAL PHASES OF IDIP

PROGRAMME CYCLE APPROACH OF DWG (DCC)– Assessment and Design– Inception– Implementation

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REPORTING

MEASURINGREVIEWING

MONITORING

LOGFRAME

UNDERSTANDINGWork Breakdown Structure (WBS)

• OUTPUTS

• GOAL LEVEL

• RESOURCES

• PURPOSE LEVEL– OUTCOMES

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LOGFRAME

POOR UNDERSTANDING OF THE WBS LEADS TO:•Poor prioritization•Poor planning•Poor execution•Document redundancy•Delays Delays Delays

Follow the plan, the time, and the frame, its logical!

CPM?

PERT?

WBS IdentificationIndividual 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)

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WBS Level of Detail

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Work Components = resource allocation + responsibility assignment

Level of DetailHigh

Micro management

LowToo much work to manage

Project Management is about getting the balance right

EFFECTIVENESS

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.

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Logframe Development

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Summary of Objectives/ Activities

Objectively Verifiable Indicators

Means of Verification

Important Assumptions

Overall Goal

Project Purpose

Results / Outputs

Activities/Inputs

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.

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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".

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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.

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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.

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PURPOSE OF THE 2010 IDIP

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Strengthening the effectiveness and improving the efficiency of sustainable infrastructure delivery in the Province :

Best practice systems for infrastructure management are institutionalized

Infrastructure Delivery Management System (IDMS) institutionalised and operational

Provincial stakeholders accept ownership and support the process

Provincial Sector Departments do not reallocate infrastructure funds to fund other operational initiatives

Provincial sector departments do not change project lists

IRM, IYM and Effectiveness Report information is accurate and regularly updated

Supportive HR strategy in place and implemented

Infrastructure project administration has improved

IDIP Review Reports Effectiveness Reports Infrastructure Reporting Model Reports (IRM)

The quality of infrastructure that has been delivered has improved

Site visits reports & supporting documentation e.g. ……

The quantity of the infrastructure delivered has improved

Annual Reports Infrastructure Reporting Model Reports (IRM)

Value for money with regard to infrastructure delivery has been improved

Value for money measure in place using life cycle costing-models Cost benefit analysis

Improved in-year spending patterns

Infrastructure Reporting Model Reports (IRM) In-year Monitoring Reports (IYM)

The integration of public sector planning and implementation has improved

Record of engagement with municipalitiesService Plans U-AMPs

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Strengthening the effectiveness and improving the efficiency of sustainable infrastructure delivery in the Province :

There has been an improvement in the supply chain management process

Effective procurement system in place (e.g price index utilised)Documentation of tender processes in line with regulations (i.e. PPPFA, PFMA, CIDB regulations)

The quality of reporting on infrastructure delivery has been improved

Infrastructure Reporting Model (IRM) In-year Monitoring Reports (IYM)Independent IDIP Review Reports

The public sector’s capacity to plan, implement and maintain infrastructure has improved

Supportive HR Strategy and Organisational Structures in place and implemented

PURPOSE OF THE 2010 IDIP

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

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IDIP AREA OF CONCERN 2

Participants are not briefed of the purpose of meetings:

first time attendanceno minutes or brief from representativelate notificationno follow-upmeetings long and tedious

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IDIP AREA OF CONCERN 3

Participants are not at the required authority level:

decisions delayedslow down of processesineffective and in efficient workingduplication of work

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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 : …………………….

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IDIP PHASE IIIOUTPUT 1Effective functioning of the institutional arrangements and enabling

environment for infrastructure delivery in the province

OUTPUT 2Skills development in accordance with the approved provincial HR

Strategy supporting the IDMS implemented

OUTPUT 3Improved infrastructure  programme and project planning, budgeting

and management

OUTPUT 4Implement improved Infrastructure Procurement Systems and

Practices in accordance with legislative imperatives.

OUTPUT 5IDIP is effectively managed in the province

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THE END

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