Transcripts
1. Introduction and Overview: Hello everyone. My name is Oded kemal, and I am the teacher of this course. This course is about activity scheduling in project planning, design, and development. Discourse is actually the part of the big mega calls. And that mega Calls discard smart goals for program and project design, planning and development. Before we go toward our slides, I just want to for you to connect this course with the other courses that we have. Which was also the part of the same smart goals for program and project planning design and development course. In debt courses, what we have already covered is the project. What is the history of the project and what is the project cycle? Second, we also talk about another course which was the problem analysis during the project design stage. And the third one was the objective analysis and strategic analysis. The fourth one, the course was regarding the logical framework and how it can be used during the project design stage. This is the fifth part, and this course will specifically talk about how the activity can be scheduled during the project planning and design stage.
2. Snapshot and Linkage to Other Learnings: Please bear in mind that this course will only talk about the scheduling. Only this part of the presentation. And for the convenience, I have divided the presentations into five different sections. But for this course we will only talk about this 123 sections. This is about the activity of scheduling. Then there will be a next course, whether we uploaded debt will be project budgeting and also the how we can develop a project budget. So this is only for you to just keep in mind that this course is only talking about the activity scheduling. So let's go to work the first section. That is, we will talk about this session and we will also link the session to our previous other courses. So about the session, we will talk about the session overview. And we will also link this learning to our previous learning so that you will be, you will be able to understand that how the project design and planning works and how the previous courses are linked to the specific courses. And why this course is really necessary and should not be, should not be missed when leveling also from the other courses. So the first thing is about fashionable review, session overview. The first thing that we have here is logical framework as a basis for scheduling and budgeting. In my other courses, that logical framework is already been uploaded. And logical framework is a one-page summary of the whole project, which actually provides the basis of the scheduling of the activities and tasks and also then providing budgeting to the tasks. Then the project activity schedule. This is the specific about discourse. The project activity schedule, either weekend, do it by a Gantt chart. And if we can do it by a network diagram, we will talk about the, we will talk about this later in more details. And there are eight steps in the activity scheduling. So we will talk about the steps that how we can do, I give it a scheduling, giving the project, defining the last two, the project budget and 11 step and project budget in this will be covered in another course. So in this specific course we will only cover this 123 sections. Okay? Now, let's have a recap of our project formulation. Step by step. First of all, we talked in other courses, we have talk about identification and analysis phase. And then we also have a one specific course about the logical framework, why it should be the basis for project formulation. And now we will be actually here in the stage of designing preparation phase. Let's go in more detail about this. So here, if you have attended the other courses, you three, how we actually develop a kind of a tree and creates a cost with effect relationship so that we can identify a core developmental problem. And then the third one was from this problem tree, we develop an objective tree. And objective tree what acually giving us a mapping often means to in relationship. And then this score developmental problem, when we converted it to positive, it become developmental objectives. And then from this term, we have also in the same course, we have alternative analysis or we can also call it strategic analysis. In this strategic analysis, we have identified different strategies. Might you can see here the gray color and also the white-collar. So we have a different strategic alternatives that we have to find that leads us to is core developmental problem. And then, sorry, core development, core developmental objectives, then discord developmental objectives. If you go to those courses, all of you have under the attended UN. American. Reminded that this is actually the whole thing that we have covered in the previous courses. So who, in the very last day, the second last chord that video uploaded is regarding logical framework. Because from this alternative analysis, then we develop a logical framework. How we deal with a logical framework. These normal IQ in the alternative analysis or in strategic analysis dream. We bring on D, So white and gray because we have to choose either to the white one or the grave. And we have a different strategic Optometric. Let's suppose, for example, we have this white strategic objectives to leave and keep a copy on these activities here. And we would put them into the output because these things will give us the outputs we count the quickest result. Then our core developmental objectives, it become our outcome. Because once the outcome has been completed, that is called The purpose of the project on those things which are the int when we copy it in impact because these long-term development of goals and these are actually end of the project that we will achieve. So he would copy it here because Impact is a 2D, the goal of the project which we really want to achieve and have a bigger result at you from, from those specific project. Now, from this fifth, we are going to the sixth section. And this course is only talking about the sixth section that is called activity schedule. So please keep this whole things in your mind because if you are a 2D covering the whole course was smart coursework program and project planning and development. You need to have distinct in your mind so that you can able to connect all those learnings to each other. Then you will be able to understand that how was it defined planning and development works. In the next course, we will talk about resource scheduling, but when this or this specific course, we will only talk about activities scheduled. So project formulation step. The first step was actually the problem analysis in which we identify the stakeholder. What are the key problems? One of the constraints and opportunities that we have. And then we also developed a casket effect relationship. Then we, from those problem tree, we do an, a, an objective. And an objective tree. What we analyze, we eat me analyze the objectives. We develop different objectives from those problems. It is very easy from problem when we make those problem for positive it become overall objectives. Then identifying means to in relationship because means is below f into that the top. In the previous slide, I have politic covered that what are the mean, what are the aims for info objectives tree? What we identify means to int, relationship. Then from this objective tree a while ago in the previous slide, I talk to you about the white the white areas in the gray area, and tuning the wide areas of the great areas with a different alternatives. Like we have different alternatives to reach to dealt developmental goals and they discard strategic analysis. We identify a specific strategies. So we identify a different strategies to achieve the objectives and then determine the overall objectives and the project purpose. So this, these three things we have already two courses covered on it. One courses about the problem analysis and other course was about analysis, all gifted and octo strategic analysis. You can find it in the previous sessions. So this whole step discard 40th formulation step. Now the next step is project formulation step does is actually design and preparation phase. If you link down, let's go to the previous one. This one, this one is called identification and analysis phase. And then after this, what we find is designed and preparation phase. So in design and definition phase, we talk, we have only one specific session about logical framework. You can find it in my profile. And then defining the project structure because block friend is a one fixed, somebody of the whole project restructured the whole project. And then we test the internal logic that how the inputs are connected to the output out books are connected, the outcome, outcome are connected to the impact of this kind of a logic that we test. And then we find we left objective into measurable, measurable mean. Because logical framework, the second column of the logical framework, to talk about the indicators when we mentioned our results. So this course that we are now is activity scheduling. So we will talk about activity scheduling. What does activity scheduling? We determined the sequence and dependency of the activities. We will talk later, what are the sequence will have the dependencies. But please keep this in mind that we, that we are developing the activities we have to develop a specific segments and then each of the activities that dependent another activity. So we have a dependency of activities household. They could talk about it in more detail. Then we have estimate estimating the duration, like how much time each activity with color, then we will solve this activity scheduling is actually not only talk about the activities, it talk about the sequence of the activities, how the activities are dependent on each other. How we can estimate the duration of the Egypt duties, how we can set milestone to each specific activities and tasks. And then we also assign the responsibility to each of the activities. The next session that we will cover, not in this specific, but other session, we will talk about resource scheduling. From the activity schedule. They will have input schedule and budget froms to when Vm develop here the activity schedule. Then we will assign a specific inputs mean like resource of the physical resources, the financial resources and the human resources. And then we put a financial terms to it. They discard budget. So this phase is called design and preparation phase. So here we already talk about, about the session.
3. Activities and Project Scheduling In Detail: Now we will go more specific toward activity scheduling. So let's go to work. What is, what is the activity schedule? So about the scheduling in Details. Number one, we've been talking about project, an activity schedule, but is the Gantt chart and then what is the network diagram? Then stop. First of all, what is project an activity schedule? Then we later talk about what is the Gantt chart as a tool and what is network diagram? Number one, we will talk about what is activity scheduling. Second, what is project schedule? And in turn, what is activity scheduling? More details. The only thing I actually, I divided the slight more smaller slice for you to understand it more in depth. And you can connect your learning more logically with each other. And then you are able to understand fully about the activity scattered. Because before we go and develop an exclusivity of schedule, we need to first to file and know what is the activity schedule, what is the detail of the activity schedule, and how does activity scheduling project schedule it to be the same thing to fall about? What is an activity schedule? So and activities scheduled present activities taking into account their logical sequence and their interdependencies. So activities scheduled simply mean when we are taking activities to find out their leg, logical sequence in between each other and how the activities are being interdependent on each other. Interdependent mean when one activity with a complete which will let start another activity to get start. The second, the activities should be reducible to task. So in activities schedule, we divide the activities into the smaller tasks. Number three, Use this as a bestest for assigning responsibility and for budgeting. So why we are dividing these activities into task so that we can assign proper responsibility and also the resources and finances to it. Number for first years activities should be specified in detail, monthly. And then it is recommended that the subsequent years are more indicator. It is up to you have to have more detail available FOR donor's requirement or your funder investment. Investor requirement is to give us a detailed implementation plan of all of the EM monthly and Delhi. But even a weekly you can do so, but it is highly recommended for a bigger and long-term project. The entire first year. First year activities to be more specific and the subsequent air can be become a less specific either quarterly, because the first year, it gives a more realistic kind of activity scheduling. And if you are putting too much longer time schedule, it's mean its well, lose the real, the reality and it goes toward mourn the fiction because we are not fully aware about what will happen in the future. And maybe in the first year some of the activities might deliver it with the shifted to another ear, then it will affect the secondary and activities. Next, why the posterior activity should be monthly. You can put it vertically or you can also put it daily. It is up to you how much details and require a homology tends to have available and how much it is required for your donors. But we were funded or who are investors? So this is about activity scheduled. Let's now talk about what is project schedule. Because these two are, these are two different terminologies. So project scheduling, scheduling is a project management process. Please keep in mind, projects scheduling is actually a process which the project management process, which entails bedding and logical sequences of activities and tasks to be undertaken in a project. We didn't inside a project when we are actually assigning a specific activities and giving logical sequences to them and tasks with them within, inside the podium they're discussing project scheduling because in project, we are scheduled in the activities and we're do. It includes estimation of the time, for example, measured in actual inwardness. Normally Project has of the each does, because project is always timeline. That is why it is very necessary that we should estimate the time in the shape of working days or working weeks of working months that should have a specific start date and index, which also give us the exact start date of the project and indeed of the project. So any activity scheduling that's happened inside the project is called project scheduling. Second, preparing the project activities scheduled involved the concentration of five vectors. So in project design, FUBAR, scheduling the activity though the project activities scheduled. Please keep these five things very important in Roman. Number one, skull bone, the project coverage. Number two, task derived from the entries in the breakdown schedule. What a breakdown scheduled mean when we are dividing our activities into smaller task. To make it more understandable, that is called work breakdown scheduled. Number three, the logic of the sequence of the task. It's mean we should have appropriate logic that how one's activity one is completed and activity to its starting Holiday. One is connected to the two who is connected to the three. So vision have appropriate sequence of the task which would not jumble them down. Number four, duration for the completion of each task, we should have a specific duration when it will start it, when it within how much time each of their activity will take. And the last one, available resources assigned to each task, which includes labor, a non-labor resources. So in the project scheduling, what we need to do the most 55, The most important thing. We need to have available resources assigned to each task, because every task to be completed by assigning Task three different types of resources. Number one, physical resources, timber to financial resources. And number three here, when resources. Which include labor and non-labor resources, either look in college level or non-labor resources, or you can call it physical resources, financial resources, and human resources. So these five on very important factor when you are doing a project scheduling. So this is about project scheduling. And now we will go dig deep into the activity scheduling schedules iframe medically focused for resource allocation. Why we schedule activities so that we can actually assign resources to each of the activity. Then second, it serves as a basis for scheduling of resources such as labor, materials, and equipment, since every activity has its correspondence resources requirement. Now, once we assign a specific, once we put a specific activities, then ten divide them into the task. It gives us a real understanding that how much labor it will require, human resources, how much Medina and equipped mentally it will require its mean, how many physical resources we really required. And then these labor and this material and equipment comes to money that is called Finance systole. Also know how much finance if fetal activity multiplier. And that is why it is very important for resource allocation. Third, it provides the basis for budgeting. Alveoli say, 50 stinks, never material and equipment. It comes to money and money literally, when we are scheduling the money that is called budgeting. So if providing the basis for budgeting the cashflow of the project, since every activity that is undertaken in Kirchhoff's. So once we have activity schedule, normally the donors of our project for the financing our project. They also know that how we will slow the cash to the project when the project need how much money so that they can appropriately scheduled also the cashflow for the project, how the money will be injected in the project, hit what's specific time, and how the money should be stopped at one specific time. So this activity schedule also provide the basis for them. But taking then activity schedule, the third thing they do is it is a convenient way of tracking we conducted simultaneously, successfully or overlapping with each other. So this is a very important tools is held fixed, help us to find out the progress of each of the activities to it is also good for the monitoring and evaluation team to find out that how the activities, what were the timeline for the activities, how they've duties are being completed? How did activities are converted into output and how output outcome molecule could come, and how the project has been progresses properly, and how each of the activities have been completed, because it doesn't mean that each activities one completed, another one start sometime there is there one can simultaneously, sometime they're working successively, but some of them do. These might be overlapping. So once we have distorted activity scheduled properly developed, we have to control all of those activities. Either there's two multinomials, least successor Lila for living. And we can find out the purpose of these activities. Then it is also crucial for controlling project activities because the responsibilities for completing each of the project is clearly identify. So afford to project managers and project coordinators. It is also good for them to manipulate and control the project activities properly. And especially those activities which are really highly crucial, they have more focused on date one. So we can assign the most critical activities are the most important activities eyes for within the activity schedule and V, then V actually the responsibility of each of the activities. So we have more control over activity. This is a tool to enhance communication among the product management team and top management in terms of achieving the time, cost, and performance of the objectives of the project. So it is also a way of communication when you present to her activities scheduled to your project team, your top management for X-Men, who are donors or it's meant you were gone, the lighter or X-Men, we were funder or investors. They will know that how each of the time cost and performance so he could get to had been linked to the project. And they will have, they will be able to be, they will be able to understand the God that properly communicated to an activity schedule. Tune for risk management because it provides the basis for anticipating potential problem. Debt may occur causing critical beliefs. There were in fact, attainment of the final completion debt. So if you are developing a risk management plan and fewer also identifying specific activities have us because we can identify those areas and then you can find out the different coping mechanism, how the risk can be managed or how to this can be scheduled. So this'll also provide you of a wonderful too for the risk management. It can be used as a tool for devising alternative strategies for better for your implementation, identifies which activities are critical and therefore should lag because it says actually telling us what activities are very critical and why they should not wicked evolution to give extreme product you could those activities second, provide information on which activities can start and finish, as well as information on which activities can be delayed in case of resource from them without compromising the final completion dates. So have we have the activity scheduled properly designed? We know the start and the finish of each activity because it's not only just completing the activities, but we also need to calm the information about the output and outcome and results that you, sometimes some of the activities result should not be communicated directly, it might take time, so be just activities scheduled ASO help us. Either if some resource problem or it's so kind of a timing problem or starting of the activity is completed, but the reason they still need to be delayed. So this activity schedule hedge funds to identify those activities, we are, we can inflammation can be crossed quickly and those information from some specific activities can be delayed. Then in some sort of highlights which activities can be sharpen or compressed. To save the resources. For me, a force midlife, sometime the product has a tight deadline. For some time, we have a tight budget. So once we have this activity scheduled properly developed, we can also limit our activities, pretty limiting them to the resources and also for the timeline and the deadlines. So this tool is also helping us to manage the resources properly, to collide them properly, and then answer to life the time to manage the time hazard properly. If you might have remembered or not some of the projects normally in our lifetime when we are doing some, some of them are actually delayed or some of them have been low-cost extension. It is because some of some time, if there is no externalities and the product is still hilarious because not a project activities scheduled is properly design. That is why a vent project activities schedule helps us in reducing the occurrence of the list or even not delayed over 40 duties again and again. And once we don't delay the project activities, it's mean its will lead us to save our time in isocost. Debt was bought up on our project In case of the delay.
4. Tootls for Activity Scheduling Gantt Chart and Network Diagram: So nice slides. We'll talk about what is the Gantt chart. Gantt chart is actually a specific tool that is used for activity scheduling. So let's dig down to more detail. What is a Gantt chart? Bar chart is consisting of a we normally have a schedule that we divided them through the scales, the units like days, weeks and months. And then we have developed template into the vertical, the vertical and also the horizontal. This thing so that we can actually connect the activities towards timeline and their resources and different joints. You will actually see it in the next slide. But please keep putting these things in mind. That bar chart consist of a scale divided into the unit of time across the top and vertical listing of the project. One method is portion or element. On the first column. You and see you next in the next slide we will talk more in detail. Bar charts have become more commonly called Gantt chart. These are actually bars because which is an improved version of the bar chart dividend by Henry Gantt. Gantt is the one who developed the Gantt chart. Because Gantt chart that the shape of a bar chart, but it is a more improved virgin. Gantt chart is the most appropriate tools to use for scheduling in the public sector's brought these keep in mind. It can be also used in other projects, but the most common, it is used in the public sector products. You can move it out in the conference center project, in the development sector projects, but also in the humanitarian sector project. Gantt chart is actually a 2s which will help us properly scheduled. So this is again time. Here you see activities particularly mentioned here. Then we have units here, days, weeks, and months like 12345, his timeline as being given vertically and then horizontally weekend. We can put these bars to, to find out that how much Egypt activity, how much time, days or weeks or months to recover. And then we can a whence we are actually finding the progress. We can also put this kind of scans to. We can put the shares like dreams mean completed and this night cleanings and incompleteness. Or we can put it here, like to sell. Normally in. We have also different kinds of foods online available in different software. And also MS Project is a wonderful tool which also help us to develop this Gantt chart. But if you are unable to work in those kind of abuse, you can just simply do all of it into the simple excel sheet. So then if you see activity one is divided into the task. So some activity a, B, C, D, these are actually the tasks or tasks Calvin also given us specific timelines. So if you see the activity what is from one to two m, and then you see the a, B, C, D, E because these are the task of this activity. You and see that. All these activities from a to E will not go beyond this 12 because it's mean Activity. May 1 take from one to two m. So on the task will be completed within this 12th unit time. Some of the activities are struck, some of the tasks have started here, somewhere here. Its mean, for example, that he had this one when this activity, when discussed completed, this one started. This is, this means this task while dependent on this one. So these are called dependency. We will talk about this more detail later. But please keep this thing in your mind or you can take a screenshot print out because further we will talk about the Gantt chart development. And then you will able to refer it to the screenshot for the printout. Or we can call it task. See, task C is acually started after the completion of selectivity, be its mean when activity B, some, being a 100% completes, then subjectivities see when start. So this is called the dependencies. And in, you see here some of finish-to-finish sum of activities. I mean, if the d is finished, ease fast. So after D is finished and he's not finished if mean He has been delayed. So DES activities normally desire to recall dependencies. So some of the activities are being, we can find out what activities are being dependent on each other. And then when we can find out which of the activities are very, very highly critical and we need to focus more on. Okay. So the first in this, this was acually Caunt a Gantt chart. But now we will go toward the next tool. They discard network diagram. This is network diagram. This is actually the second group for activity scheduling. This is less used then is compared to the Gantt Chart. But this has been very important for me to cover this in the colored the network diagram and this specific cause for it. If you have to use the network diagram, it is more easier for you, you can also use. So first we will talk about what is network diagram. Second, we would talk about Illustration of network diagram, and then we will talk about how to make a network diagram. So let's first go toward what is a network diagram. The most common networking technique used in project is the broad program evaluation and review technique. It is called pert. Keep this terminology in mind. Program evaluation and review technique. So the Pullman networking technique used in the project is called Park, or it is also called critical part pot met method. So this networking, normally the common name is called network diagram, but there are different types of Nippur diagram. Some are called folk program evaluation and review technique, or some of them are called critical path method. Number two, network diagram provides a more powerful measurement of time and work package relationship then get so heat. It has also a bit of advantage, one on the character. Why network diagram for the more powerful measure length of time involved package relationship. Then again, speed. It has a advantage or Gantt chart. If give us more often my amount of time to book packages. So what does demand value here? Because it has a specific ability to restrict the trek times and cost concentration. So if your project is very critical in your resources are critical and your cost is very critical in New York, time duration is very critical. Then this has more value than a Gantt chart. And it's also keeps sites on the project critical part, project critical paths are actually those activities ED critical and if they are miss, they can fail the project. So there's wives, has-a, it's an artist will keep ascites or a specific project critical pattern should identify you the critical path which is very highly necessity for the project or the set of activities on the part of the project from start even to its finish, u and f delayed, we'll delay the completion date. It's Console gives you the sign of those activities from the start to end. It FDR delayed at any instant. There will actually also effect the completion date of the project. So just to summarize it, it's mean that it has a more value on the Gantt chart. If your project is hi strict on Timeline and high strict on coast concentration, then you have to use the network diagram because it's really give you a critic and Parkinson's and also give you sign on those specific activities that they do not need to be delivered if they delayed, it's been the project completion date will be effected. This is illustration of network diagram. Do you just keep this diagram in the mind and we will not go into the details of how to construct this network diagram because we need to have the specific other separate course on this one. We will not go into too much detail. But this is just a simple illustration. You can see these small boxes are actually the activities and this arrows are actually the linking it how one activity is connected to another activity. And this box is acually would have won. The numbers and the alphabet is the activity and a number is actually shown the durations. So then you can connect the activities with each other and you can find the critical. But let see in the other slide how we find the critical part. Identifying critical part. So first of all, we draw the network connecting all activities. Then secondly, we will assign time has to match and schematics for each activity. That term, we will find the longest time pot to the network. This is called the critical path. And number four, use this information to monitor and control the project and see how to do this. You see this example. This is the beginning of the projects which is acuity activity one. And activity one is executed, then divide it into other ape, small tasks. So 1.11.21.31.41.51.61.71.8. So it's mean and we have divided this activities into the different small tasks. So we have to connect different das to each other in the proper sequence to the different densities. For example, this 1.11.2 should be done simultaneously. And then it will leads to 1.31. D would only start when 1.11.2 has been completed. And saw on like 1.4 is only started in the middle of 1.3. So its mean, every activity is actually linked from 1.1 to 1.6. All of their activities are connected and making the longer line, Miss longer line is actually getting us the critical path. It's meaning of this discussed are not completed properly. It should delay the completion of the project. Unlike this 1.71 Ed, because there is no any other dependent task would activities to these dots, data's, why'd they are not fully critical, but this longer bottles acuity critical because for example, MD's who are missing, all of this, 1.31.41.526 would completely miss out. There's wide network diagonal show us the critical path and it's unsocial other activities which are highly critical to be completed. So that is why this network diagram has been used. Here. They have differentiated in between to the critical path are only shared it as a blue, while the other on the bare ground is done blue. So the critical parts you can find out here, it's under the given as a blue background.
5. Step by Step Process to Develop Activity Schedule for Project: How activities scheduling can be made. Here we will cover about step-by-step process, how to make activity scheduling. So let's go toward this last section of this course. So basically there are eight steps in activities scheduling. And I have divided debt at steps per slide so that you can be able to understand it more easily. That how each step by step is being connected to each other and how you can develop the activity scheduling within the project design phase. So first of all, we will, in the first slide, we will talk all steps in altogether. And then in the next term is this blue, this is green slides. We will talk about each step-by-step in more details and then we will give a final touch. So these are the steps in preparing an activity schedule. Number one, list all men activities from the logical framework and draw up a work breakdown structure. So in the previous course, we already, in the previous session, we already talk about luck frame. And in the log frame, normally there are already a list of the activities. They are not divided into a task, but they are activities. So we will drop. Then we will develop a Work Breakdown Structure. Wbs work breakdown structure mean these activities will be further divided into small tasks and then break activity down, down into manageable tasks. So each of the activity will be divided into manageable tasks. Number three, clarifies sequences and dependencies of each activities and task. Then we will properly segments each of the activities chronologically with each other. And then we will also identify the dependencies between activities and the tasks. What activities independent to another activity and what task is actually dependent on another task. Number four, then we will estimate startup, duration and completion of the task. Number five, we will summarize scheduling of man activities. Finally, Critical Path and bottlenecks. Number six, we will define the milestones. Number seven, the well-defined expertise of the people required and the support staff required. And number eight, we will allocate tasks among members of the project team so that you can actually properly put down our teams to a specific tasks and activities. Let's go in detail one by one. So v will cover this edge slide step-by-step in more detail. Step one, list man activities. Number one, the man activities should be derived from the logical framework and should summarize what must be done. So in the logical framework, what we have mentioned, the activities, we will dry it and crawl it and put it into the activities scheduled templates. And we will summarize it. It, what we need to done within the project. Number two, activity must lead achievement of key results and objectives. Please keep in mind that if you go into the previous session that is about logical framework, there is allready. It has already been given within the logical framework. That is the objective of hierarchy. From an objective hierarchy, the mentioned our activities, activities converted into outputs. Outputs convert into outcomes and outcome converts into impact. So it's mean when activities has been completed, it will give us the results, which is called output. So activities must lead. Once the activity is completed, its mean, a result has been achieved. So here, if you see this output one is being drawn from the logical framework. And this is actually a logical framework. If you are unable to memorize this one, please mentioned to another previous session that is about the logical framework. You will go and learn about more detail about the logical framework and how it has been developed, and what is the advantages of the logical framework and why it is huge within the project design. So here I have only making a small screenshot of the logical framework, this one, from the activities, we just crawl all activities and we will put into a separate template that will be called activities scheduled. So these activities from one to eight has been copied here, and these activities are leading to this output one. So we also put the output one here. Some of the project might have more outputs, like output one, output two, output three. So we can then increase it like output one and output one. We put the activities for output one and output two should come here and then activities for them will follow. So number one step is list demand activities. So we crawl these activities here to the table of the activities scheduled. Step number two. Step number two is about bread. Activities down into manageable task. It's mean we will break down the activities into the smaller tasks. Whether it will be easy to understand what specific task and actions are required to complete and activities. So activities must be sufficiently simple to be organized and managed easily. Technique is to break down and activity down into its component. Component tasks then can be assigned to an individual or a group. Why we are actually dividing the activities into their tasks so that each of the tasks should be breakdown properly with the proper sequence. And each of the task will be assigned by an individual group or individual person so that we can assign easily the resources to get specific task. And it is why we are dividing them into their towel so that it can be organized and managed easily. Key is to get level of details right? If we take the wrong details, the activities we divide into the wrong task, it will lead to the wrong activity. So that's why key is to get the level of the details, right. Avoid breaking activities down. Too much details. We should not go into too much nitty-gritty task because it will be hard to read, it will be hard to manage and it will be hard to organize appropriately. So v should divide. But please keep in mind that we need to proper, provide proper details of the task. V should not be too much small that we lose the details and we should not be too much in depth that we should have too much of the details and it will cause the redundancy of the reading and the data, et cetera. Breakdown should stop when there is a sufficient detail to estimate time and resource required. So what is the sign? The sign is when activities should be divided into the task until that time, only when we can estimate the time and resource properly. So if you have any of the task has its proper estimated time and resource, we can easily assigned them. And it's mean that retail is sufficient and the person responsible has sufficient guidance on what has to be done. So f we are assigning any activities and tasks to a specific person. Then they need to know that they need their official deed to know that the person who has been assigned debt specific activities is sufficiently properly guided. So let's see it in the breakdown here. So you see Level one. If you remember the problem in the problem tree and object two tree, we have mentioned it here. So our developmental, core developmental issue was river quality improvement. Then they were divided into smaller activities. There is called level to the reduction of direct discharge of wastewater by household and factories. And number two was upgrading of the scandal of the wastewater plant treatment. So in this example you see the level one. Level one is output, output when we want to achieve this output or outcome. So this outcome had been divided into the two smaller D's are actually divided into the two outputs. Sorry, again, level one is actually outcome. Level two is output and the results. So these results has been achieved through implementing these eight activities. So in 12345678, this thing has been drawn from the problem tree, objective tree and the logical framework. So logical framework only include activities please keep in mind, but the problem tree include this whole sequence data how the activities are targeting toward outputs and outputs are targeting toward outcomes. So when we are pushing these activities to the logical framework, these activities are again crawl back to the activity schedule and then each of the activity, then we divide it into smaller tasks. For example, 1.1. policy analysis and environmentally investment. Then this activity has been divided into a work breakdown structure there discard into the smaller task. 1.1.1 says organized focus group discussion with the key informants to conduct distributes over the document. Number three, report writing number for presentation of the findings. So you'll see if we complete these four tasks. It's mean activity one has been achieved. And once we compute this, all its activities, its mean, the output one has been achieved. If the output one and output two has completed its mean outcome has been achieved. So here activity scheduling is talking about only displace, only to displace, okay? And we can also put the outcome under which this activity has been fallen. So again, the step number two is break activities down into manageable tasks, which we've done here. So here you see it's mean that if output one, output two as being completed, it spin it with a 100% complete to achieve the outcome. So if this task has been completed, it spin this activity number one has been achieved. If all of these aired activities has been achieved, its mean output one has been achieved. Here. The output to we don't have any activities here. So it's mean its well-being directly a specific activity outcome and results. If this output one and output two has been achieved, a 100% completed, its mean, our outcome has been achieved. Now you will be thinking why there are no activities for 2.0. This is actually only the example. Rather, I did not. I choose not to put too much activities under the 2.0. because the space was small and this was only for the example purposes. There will be also the activities under 2.0. but I did not feel it more important to mention it here because it will jumble down the hole slide. So I hope you will understand from this specific example that a 100% rule in developing the work best into the work breakdown, breakdown structure. So please keep in mind that the heartburn, a 100% rule should be followed. Its mean, have a 100% task has been completed. This activity has been a 100% achieved. Md's all activities a 100% completed. Its mean. If output has been achieved, FDI to output say a 100% completed, its mean outcome has been achieved. So this is step number. Step number three clarifies sequences and dependencies of activities and task. Once activities have been broken down into sufficient details, they must be related to each other to determine sequence and dependencies. What is sequence? In what order should related activities to be undertaken when proper sequences and logic to be followed, that how activity has been connected to each other. What is number one? Number two, what is number three? So proper sequence we have to make then dependencies. Is the activity dependent on the startup or the completion of any other activity? Some of the activities might be starting when the activity of previous one has been completed. Some of them might start from the middle. Some of them might go simultaneously with each other. So V should know about the dependencies of each activities and tasks, how to do it. Let's do it here. Ok. He, if you remember in the previous step number one, we already crawl this output one. And then we also put the activities into this sequence to activity 1.1 has been divided. You see step number three clarifies sequences and dependencies. So when we, when we put a bar to activity one, it was from month to month five. But when we divided this activity into the smaller task, then we identified three different tasks which are being dependent to each other. For example, conducts staff training, needs. Assessment was in month number one, and then designing training modules was to be in the month 23. So this is just an example. So it's been once the training need assessment has been completed, then the activity two will start. If it's not completed, activity through cannot start. And then once we have all ready the training module being designed in within the two months, then in the fourth month, we will start conducting the training. So you can see how these, this activity one has been, Activity two is dependent on activity one, sorry, task number two is dependent on task number one, and task number three is dependent on task number two. Sometime it may start from here, sometime this one will start from here. But this is only for an example because we have to assign the dependencies within the activities schedule. Okay? Here we also included some extra section that is called milestone. Milestone mean because these activities are being leading to achieve some specific milestone. That's why we divided them milestones here. Okay. Now, step number four, estimate startup, deliberation and completion of task. How to do it? Estimate the duration of each task, how much time it need. An established likely startup. And completion then likely mean because we are talking about future, we should, it should not be too much, a 100% realistic. That's why we are saying lightly startup that when it is likely to be Startup and Venice is likely to be completed. So each of the tasks should be assigned the startup and completion time. And to ensure that estimates are realistic, v should ensure that t should not be fictional. The estimate should be realistic and avoid what we need to avoid, avoid omitting essential activities. We should be. We should be avoiding omitting essential activities. Number two, failing to consider interdependencies of each of the activities, we should not fail. We should put up the interdependencies of each activities and then a while. Failing to allow for resource competition. Resource competition means we, we are assigning resources to each activity and we should provide each activity a specific resource. It doesn't mean that any resource that is used on one activity should be shared with another activity, but they are unable to fulfill even once specific equity. For example, if we need a $100 for one specific activity and a $100 for another specific activity. It's mean we need $200 for two different activities, but it doesn't mean that we should divide this $100 within these two activities because it's well, create a resource competition. So we should properly assigned appropriately sources and budget to each of the activities sorted. The resource should not be competed with each other. Then desire to impress with promise of rapid results. We should, whenever we are developing the activities, we should always desired that it should give a promising results, rapid results so that because we should be realistic, we would not be given effect promises to our project, our project management team, our leadership, and also over donald. So it should have a desire to impact, to impress with the promise of rapid results. So these are actually the things we need to consider when we are estimating the startup, the duration and the completion of the tasks, how to do it? For example, Month Number one, assessment and technical studies. It's totally it's totally completely into the month one to it's mean we need to assign human resources, physical resources, and financial resources for the one-to-one only for this activities. Then Month Number two, we should have a detailed design. And then we, for example, these are the activities, detailed design and feasibility test. So it mean in month two, we have two activities and then we have to provide specific budget to each of the activities. It doesn't mean that we only provide one budget which we'll be computing. These two activities are being compared to each other. We should be providing a realistic budget to feasibility test and also too darn detail design. Then Month Number three, It's mean endorsement and bid documents. It's mean there is a third and the fourth activity that's will be in the month number three. So that's why how we can actually assign a specific timeline to other activities. What activity with rainfall, in which month in which they enrich week and when it is will be started and when it's well be completed. I just put an example of the month. But if you have more detail one, you can divide them into the week and you can also divide them into the per day depending on your project. So here, if you see these are the tasks. And then here the weeks here as the duration. You see shore dependencies. Here we have seen the dependencies, for example, this activity. You see recon visit. Ok. So here you can see that, for example, it has mentioned that, for example, 1.4 is the main activity, secondary data collection. It mean this activity is going to complete from here to here. But once we did divided the task, V should also assigned the task of specific timelines. So here you will see that we have already given a precise time estimates to each of the activities. Okay? Now we will go toward step number five. Step number five is saying, summarize scheduling of man activities, find critical path and bottlenecks. So after specifying the timing of the individual tasks that make up the main activities, provide an overall summary of the startup duration and the completion of men activities itself, its mean, when the activities are divided into the task, like Task one is Activity one is divided into the air task. We should, we should we provide the proper timing of each of the task so that the activity, the main activity schedule is, for example, from 1-to-1 to month 12. So it's mean all of the tasks within this activity should fall in-between this month one-to-one twelve doesn't mean from 11 to 100, but it should be in-between of them. It should not go to fall into the month to month 13. Debt is Y v. When we have a major activity, the activity of the activity schedule will actually comprise the whole timeline from one activity from startup to the completion to its mean, each of the task under this activity will be completed within that timeframe, then the main guide is be realistic. So don't be fictional. Don't pluck the strategy from the sky and apply on the earth, be realistic. Because YB realistic sometime we have delays, sometime we have some risks that we are facing some time. There might be a resource scarcity. So we need to analyze all these things and we need to be very, very realistic when we are assigning the man activities and we are finding the critical paths and the bottlenecks. Bottlenecks mean what are the things which will stop the activities? What are the critical path which is the most essential activity? And we really need to focus on that area. And what is the magnitude, the magnitude a mean. There is the activity which is actually going toward achieve our our outcome and also achieving our impact. So these are actually the magnitude we need to identify the critical path and the bottlenecks. So let's, let's again recall the template. Step number one. We said list man activities. Here we listed Step Number two, we said breakdown activities down into manageable tasks. So each of the activities has divided into smaller task. Step number three, clarify sequences and dependencies. You see here. 11 task is dependent on another task. Another task is dependent on another tough, so we assign the dependencies. So here from this schedule you can see that task number one and number two are being connected from edge to edge, its mean task number two, independent own task number one, and task number three, independent own task number two. So we clarify the sequences and dependency sequences mean, it doesn't mean that 1.2.4, we can put it here. No, we have to provide proper sequence. Then step number four estimates startup, duration and completion of tasks. So then, for example here, if you see task one, task two, task three, they have a specific time, but what all these tasks are being related to one maggot activity there is activity 1.1. activity 1.1 start from 1-to-1 to month five. Its mean, all of the task under this activity has been within this five month timeframe. So debts, how we are actually estimating the startup, the duration and the completion of each task. Step number five, step number five is summarize the scheduling of main activities. So for example, these are the task, or we can say subjectivities, subjectivity one, subjectivity 2's have activity three. Once we divide it out, we, this main activity bar will summarize this whole task's below. If you see here, design and implement the staff training program for patient care. This is actually summarizing all these three tasks below. So this is a good example to use. We are still remaining and three more steps. But in the previous, what we learn about these five steps, this chart is very essential for you to understand what are the five steps that we covered during the activities scheduled? So let's go forward. Here. I have zoom it out. Step number five that we talk about, we will summarize scheduling of the men activities. Ok, step number six, define milestones. If you remember in the previous 34 slides. Before I told you about Milestone here we will talk about what is the milestone, how we will define milestones. Milestones provide the basis by which plan implementation is monitored and managed. So this is actually a stone. Normally if you are going on the road, there are different milestone which are giving us the mileage covered, edited the same like their terminology, the project, there should be also a specific areas or indicators which will tell us that this activity has been completed here and a next one will start here. So there is actually the basis which plan implementation is monitored and managed. So to these milestone, a project can be monitored and also the managed activity can be monitored and also managed. Number two, they provide a measure of progress. So if mean, if the milestone has been a tourist mean the progress, we can find out the activity has been completed. And our target for implementing unit. So it's also provide us a specific unit by which we can target a specific activity and achievement. Number three, the simplest milestones are the debts estimated. The very simplest one is the time. A debt that we have estimated for the completion of each manic duty. So for example, training completed by December 202017, December 2020 is the milestone. So it's mean that training will be completed by December 2020. So this so this training completed by the summer 20-20 is actually over our milestone for the activity one that was conducting the training. Here. All of the things are the same. We only included extra step number six. So here, the milestone we have. This is not only milestone for one specific activity, but all of these activities has one combined milestones. So here we can, at the end of the activity schedule, we will put up the milestone that these activities will have a specific indicators on a specific milestones by which the activity will be completed. And we can mention it here. I have just zoomed it out and you can see these are the milestone. Step number seven, define expertise and support staff required. So vents, we divide the activities into the task and then we assign a specific sequences, the dependencies, the timeline. And then we also put the milestone number seven will be, we will find out who will be the expert, who will be managing this activity and the support staff who will help in fulfilling this activity. So when the task are known, specify the type of person and expertise required. So who are the people? What are the expertise and what kind of expertise will be required for each of the specific activity to be complete is mean assigning the human resources to a specific activity. Then check whether the action plan is feasible given the human resource available. So we should see the project staff that we have currently or what we have already on the payroll, that either these TAF has enough expertise to fulfill one specific activity. We should not actually assign dead kind of expertise which are not available within the project stuff. If it is not available within the v, have don't have expertise of support stuff, then we need to hire another person who can actually fulfill their specific activity. So that's why this activity scheduling designing phase is very necessity. It will tell us that what kind of expertise required for each activity and what kind of a support stuff. And later when we are hiding the stuff or an expertise for our project, this activity schedule will help US debt what kind of expertise and people we need to be required for hiring for the specific project. So step number seven is a total use for the human resource and also the financial people. Finance people sort of dig and find out what kind of expertise, what can support staff hallmark Melissa Dell salaries, and how much it cost. And it will also help us in the project budgeting purpose. Okay, step number eight, allocate tasks among members of project team. Then once we have allready, the project team we have assigned, we can allocate tasks because each of the task should be responsibility of 12 or three specific members of the team. So with task allocation comes responsibility for achievement of milestone. So when you allocate a specific task, one specific responsible or more than one responsible people. Its mean the attunement of milestone is total responsibility of that person, of their PR people. It is the means of defining each team member's accountability. So if you define, if you allocate a specific tasks to one specific person, it's mean their specific person is accountable for the achievement of their specific tasks and activities. So it's also give us the accountability framework. Then task allocation must take into account of the capability, skills, and experience of each team member. So whenever we are allocating, task was specific person. What we need to know, what is the capability of the person? What is the skills? What are the experience? Are there matching for the activity or not? So these are the things very important for us to know for the capacity assessment of a specific person whom we are allocating the responsibility and activity to complete that specific activity. So if we are, for example, if we are assigning an activity which are to the person, we don't have a skill. So it's been dead activity where definitely either will not complete Welby Dillard or it shall be acquitted totally having a negative result. So task allocation is also linked to the capability assessment and skill assessment. When delegating tasks to a team member, ensure that they understand what is required for them. So it is not only the capability, but they also should know their job. That what specific way, what specific specific technology or what specific guidance they need to know to fulfill in complete that activity. So it's not only the skills and capability, but they should also know that how to, when the tasks are delegated, how to fulfill their specific task and specific activity. If not, the level of detail with which the task are specified, may have to be increased. So its mean, if a person do not correctly understand the task, it means the task are specified may have to increase it mean the task should be divided further into more smaller tasks so that a person can understand more in more depth when we actually divide a task into now more, more detailed tasks. So guidance is the most important things when we are assigning a specific task or specific person, they should understand what each of the activity and each of the task mean to whom they are being assigned. And they should know how to, how to complete that specific activity if a person is unable to understand the task, but he had the skills, he or she had the skills. It's mean then the task should be divided further, or it should be more simplified so that they can understand. So this is step number eight, that we should allocate the project team to the different tasks. Here. Again, let's go from, since this is the step eight that we are actually locating the. Resources, so Technical Assistant and then project. This is a planning it. If you see PAT LDs or actually the courts PAs, for example, is for planning advisor Ts for training advisor LS for lead role, as is for supervisory role. So we have already assigned a specific roles for each person. So previously we talk about step number seven and step number eight. So step number seven was saying defined expertise and required. So what kind of expertise we need, project managers, project coordinators, project monitoring, evaluation, project advisor training, etc. So we should put separate tables here which will link all lease, which will first of all define the expertise. And then once we have already the expertise here, we will assign the task to them, for example, in front of each of the type, for example, conducting designing training module is the responsibility of training advisor. So you see here we put L here. Okay, let's recap again for the whole project. Cycle number one, list man activities from the logical framework. We draw the activities from logical framework. Number two. Here is number to break activities down into manageable task. We divide activities into manageable tasks. Number three, clarifies sequences and dependencies. So we first of all properly link them in the proper number. And then we also identified the dependencies like if this activity is completed, then task number two is start when Task two is completed, Task three will start when Task three is completed. Task four will start. So this, by this step, we are clarifying sequences and dependencies. Step number four, we estimate startup, duration and completion of task. Sorry. So here we are estimating the startup, the duration, for example, this is the start-up which will start from the Month one. And the duration is the whole month and then completion of the task at the end of the month. So it's been this task is then started from the month to month one. The task one. Task one is completed and the duration is completely two months in the end is after the month three. So that's how we will estimate the startup duration and completion of task. And then step number five, summarize scheduling of men activities. So once we divide the motor task, then we will summarize the whole activity from start to end. Please keep in mind that whenever we are, when we are actually planning for the schedule, don't schedule for activity the first, First of all, schedule the duration, time and completion First of all, for the task. And then when the tasks are completed, then draw a bar from start Task one until task, last task. And it will be the complete whole duration of the all subtasks here. So this is the step number five that summarize the scheduling of men activity. We will put up the man bar to the activity. Number six, define Milestone. Each of these activities has a specific milestone which will tell us that this activity is completed here and that completely their activities completed tear. So debts y, we will have to put a specific milestone which will tell us about the progress of the activity, the achievement of the activity. Step number seven, we will define the expertise required. We will provide here a specific columns which will tell about our project team like project manager, project advisor, training advisor technical assistance and monitoring evaluation. All of the team should be kept here. And then when we are assigning each task, then step number eight will be each of the task will be assigned to a specific person. So if any tasks fall into the responsibility of any other person, we should put keep, we should put his name and things here. So we will assign the task to each of the specific person. Okay? So if you see here and sum, sum here somewhere we mentioned l and somewhere we are mentioning about S. So l mean leading role, S mean supporting role, some of the activity we should assign a leaders. For example, here, design training modules. The leader is technical training advisor. Here, if you see the trending advisor is having a supporting role in the under the activity 1.2, 1.2.1 task conduct management audit of current procedure. Here, his role of a technical advisor is just supporting, but the lead is actually a planning advisor. So this is just an example. You can do it the better way if you know about this one. But my only object to is for you to understand that when we are assigning a specific expertise for our project team, then we should also allocate each of the tasks to the project team has a lead role in supporting role. If there is a lead role, it's been he has a leading responsibility offended a supporting voltage means supporting responsibility and they're accountable for these activities which are assigned to them. And when we are assigning to them, please keep in mind that we should know about their capability. They have skills, and we should also make sure that they are properly guided and then know how to complete a specific activity. So these things are very important. Here. Step number seven, step number eight. So let's go toward summarizing. What we have learned so far. Include mode of activities and expected output from each task's. So here we will see also the mode of the activity. What is the mode of activity? For example, if you see here Technology Team workshop, public meeting, meeting. So for example, this is activity audit orientation of a spec holder. How we will orient a stakeholder, what kind of activities of what will be the mode. So we can also assign a specific mode. So if you remember in the previous class what we learned about assigning the expertise. Now the next one will be mod of their duties. So if you want to, if you want to go more detailed schedule, then we should also keep the mod of their duties. Why I did not include it into the step one to step it because these are the extra thing, but this will also be helpful for you have you can also assign the mode of the activity. For example, if it is a mobilization workshop, its, there'll be a kind of a team workshop. Effort is the orientation of stakeholder. Its mean it shouldn't be a public meeting which will be around 120 people. So it's moon formation of T-W-O G6 minutes would be a meeting within 16 persons. For example, here, geography and land use, we are actually collecting the secondary data collection. So it's been, it will be individually work. So we can also put specific modal activities to each of you. If you don't want this mode of activity, it is up to you. But I did not include it into the man steps because those are the man steps without those men stepped activity schedule is not completed, but this mode of activity will be a kind of a value addition and newer activities scheduling. Okay? Then include, this is also another value addition with an activity schedule include reporting responsibility. So assign task, team members, perform task, agree on the structure and outlines of the report, then assign chapters of the report, outlines to member and consolidate THE report. We can also have specific because each of the activity should be reported and the information should be given to the specific team, to the leadership and also to the donors. So visual also assigned a task team member. How they will perform the tasks. We should have a specific reports structure or template, and then we should assign a specific chapter to a different team members and then viewed consolidator report because reporting is the most important part of the project design. This course is not about the project reporting, but this is how we can actually the time when we talk about also where we can put up the planning for the reporting of the project. So here activity schedule, we can also put up in front of each of the activities that how we will assign reporting responsibility to different people. So here, again, preparing an activity schedule. As we already covered about step one, the activities, Step two, dividing into the task. Then step number three clarified the dependencies and sequences here, step number four, we are, we have estimated the startup, the startup, and the finish and the duration of the whole task. And then step number five, we summarize the task into the one measured activity. And then step number six. Step, step number six is about the milestone. We define the milestone, know all of the activities and tasks, a bowl here. And then step number seven, we find a, we have defined the expertise required, our project team and the people in the support staff, et cetera, rhotic wired. And then step number eight, then we allocate each of the activities is a lead role in supporting role to the different expertise in a different project team members. So this is the overall project preparing activity schedule is the template on just two things. More that we have added. As an addition. One was mode of work and another was a reporting mechanism. So here we can also put like for example, if there is a, I'll conduct training. So here, if we can increase another column, we can see reporting. So reporting, whom will the responsibility of the reporting? Or we can put it here as our like, for example, reporting will be his responsibility. So and then we can also put up about the mode of the mode of their total here we can include one more. We can include one more column here, and we can say what will be the model of the activities?
6. Conclusion, Final Recommendation and Vote of Thanks: So this was the end of the session that is about the activity schedule in project design. I hope you learn a good enough knowledge about how we schedule our activities to using either the Gantt chart or using by a network diagram. And how, how the activity scheduling is linked to the problem analysis, then objective analysis, strategic analysis, and then logical framework, and then activity scheduling and then how this activity schedule when later it will lead towards budget development. The next session will be about about the program, about the project budgeting. But because I did not include it into the specific course so that it will become too much long for us and it'll be hard for us to manage all of this in one session. That's why I divided them into another session. So just to make a summary, what we have learned so far from this specific course. Here we talk about our activity scheduling and activity scheduling. We have two different tools, activities scheduled. First of all, we have a Gantt chart when then we have network network diagram. Gantt chart is actually a kind of a bar chart which are mentioning the activities in the vertical columns. And then we also assign specific unit like one day or a week. And then we assign specific duration timelines and then we also assign those sequences and dependencies. So and then the second type of tool discard network diagram. Network diagram is actually simply linking one activity to another activity to find out the critical path. And the critical part is very necessary so that we should know that once some of the specific activities in our projects are very highly critical. So if your project is too much critical, based on your resources, based on your best, on your timeline, you can use the network diagram. I did not cover it in more details because Network Diagrams would have a specific course on debt one, but I use is just a general example of the activity scheduling in this course. And then I divide it, those activity scheduling into the age specific steps. You need to really follow those aired specific steps if you want to. If you want to design activities and tasks for your specific project design. I hope you learn them much from this course. And I tried to divide into the details. If you, if you want to make it practices for your project, it's going to be very valuable for you, very beneficial for you. I highly recommend to make a practice. Because if you don't practice it at only you learn it as a class, then after sometime you will forget it. So better you have, you have already a logical framework. Please pick up your logical framework and then start developing a small simple tables in your Excel sheet by developing an activity schedule and follow from step one to step it. And then there are also some to value addition I put there that was about assigning the reporting. And then there was also more of the mode of the activity. If you also want to add debt one, please go ahead. Still if you have any question or any any kind of a clarification, please. You can drop me a message and you can contact me at anytime. Whenever I have a specific time, I will respond back to your messages. I hope you learn a lot from this course and I will, I will ensure that I will bring more and more supported courses in this specific domain. And at the end of this session, please keep in mind that this activity schedule is completed when you also have attended the session of the budgeting and the previous four session. That is, number one is problem analysis. Number two is objective and Strategic Analysis. Number three is a logical framework and then number four is this one activity scheduling. And number five will be the activity, will be the project budgeting. So this all five sessions will complete Smart course for program design, planning and development. Thank you. Goodbye.
Uzair Kamal, Development Mgt. & Life Coaching Expert
