Operating Your Project

Project Management

Effective project management is essential for the success of a project.

Project management is a formalised and structured method of managing the path of the project. It focuses on achieving agreed activities and outputs within a certain time, to a defined quality, and with a given level of resources so that the overall project outcomes are achieved.

Further information on project management can be found at:

Project Planning and Scoping

The SFF application process should provide the basis for effective project planning and scoping.

The first steps in the development of a SFF project are to clarify:

  • the project’s focus (What is it trying to achieve? What is its area of impact?) and boundaries (What is in? What is out?);
  • the desired outcomes, and what specific outputs are required to deliver these;
  • who the key stakeholders and customers are; and
  • how the project outputs and outcomes will be achieved (What work is required? What resources are needed?).

The identification of the focal issues for the project by a community of interest may be through a formal planning process, such as an industry strategic planning exercise, or through a group identifying a common issue, problem or opportunity that requires external support to develop a solution.

To help your project be successful, you should:

  • determine the viability and feasibility of the proposed approach in the project;
  • clarify the resourcing needs of the project;
  • identify possible risks and consider alternative strategies; and
  • ensure that expectations of the community of interest are clarified and broad ownership of the project occurs.

A good tool to use in the planning process is the Logical Framework (LogFrame). You can use it to establish a definition of the project, clarify the design and identify possible risks. Appendix 9 provides a sample and further information on LogFrames.

The preparation of the budget for the project requires significant care as opportunities for gaining further funding may be difficult later in the project. You should obtain quotes or estimates for significant budget items. These could be solicited through the preparation of invitation for tenders or terms of reference. See Appendix 10 for a sample template.

Managing and Monitoring Your Project

This phase of the project involves the implementation of the project plan. Depending on the type of project, you may have a number of interrelated sub-projects that need to be monitored and managed. Effective systems for the ongoing management of the project work, resources, issues, quality and stakeholders are required.

Project Management Committee

The committee has an important role in ensuring that the project achieves what it sets out to do. To ensure effective use of time and resources, an agenda should be prepared and circulated, along with associated papers, prior to any meeting. A summary of the discussions and agreed actions arising from the meeting should be circulated to attendees after the meeting. See Appendix 11 for a sample agenda and minutes.

An alternative to physical meetings of the committee is to hold a conference call. These can save significant travel time and money and allow busy farmers and other stakeholders to contribute. They need to be effectively chaired to ensure that everyone has the opportunity to contribute and that actions are determined.

Project Manager

The day-to-day management of the project will be undertaken by the project manager.

Depending on the size of the project there are a number of tools that can be used to assist the project manager with their tasks. For complex projects, specialist software could be of value. For smaller projects a GANTT chart that graphically depicts the time relationship of tasks, activities and resources can be useful to assist with monitoring. See Appendix 12 for a sample GANTT chart.

An important role of the project manager is to facilitate timely reporting on the project’s activity and results to stakeholders and funders. The SFF progress reports provide a good basis for this (although it may need to be adapted for other audiences).

The monitoring of the financial performance of the project is a critical role. Suggestions on budget and cashflow management are included in other parts of this document.

Implementing the Project

Good planning is the key to successful project implementation.

It is important for the group, and all the parties involved in the project, to set very clear outcomes at the beginning. The milestones set as part of the application and contract process should define these outcomes.

Each milestone will have an allocated budget set against it. You will need a plan of who is responsible for each milestone; what needs to be done to achieve each milestone, and when this work is to be done.

Tendering

SFF does not usually require work to be tendered, although in some situations a tender process maybe required. An example of a tendering template that could be used for inviting expressions of interest from suitably qualified sub-contractors is included in Appendix 13.

Subcontractors and Consultants

The group should enter into formal contracts with subcontractors or consultants. Many subcontractors may have their own standard contract form. See Appendix 14 for an example of a sub-contractor’s contract, and Appendix 15 for an example of a consultant’s contract.

Contracts need to include:

  • the specific task, service or outcome to be achieved;
  • the timing requirements of each task or outcome;
  • method and timing of payment;
  • specific equipment and supplies required from the sub contractor; and
  • review process.

The applicant group is responsible for monitoring the performance of the subcontractor. Regular communication and reporting – both formal (such as progress reports – see Appendix 16) and informal (by telephone or visit) – will assist in this monitoring.

Trial Protocol

If a project is to demonstrate something in a scientifically robust way, then a trial (or experimental) protocol is required. A trial protocol will give a description of the objectives and purpose of the trial; describe the trial design, replications, procedures and stages. A science provider may often provide the trial protocol for a project.

However, if the group is not using a science provider or consultant then you may want to refer to the following websites for more detail:

Legal Considerations in Project Implementation

Confidentiality

All project group members (and other parties involved in the project) should sign a confidentiality agreement to ensure information from individual farmers is not made public without the individual farmer’s prior approval.

A confidentiality clause has also been included in the independent contractors contract (see Appendix 14) to ensure information supplied to the project remains confidential unless approval is given from the project group to release that to the general public.

Your project must comply with the Privacy Act 1993, in particular in relation to collection, storage, use and disclosure of personal information.

Intellectual Property

SFF’s general principle with respect to intellectual property is that anything developed in the course of the project must be made freely and publicly available to anybody within New Zealand.

Intellectual property developed prior to the start of the project remains the property of those who developed it.

It is best to discuss any concerns you have about intellectual property with SFF before your project starts.

Animal Ethic Approval

An Animal Ethic Committee must give approval for any trials involving the “manipulation” of animals. “Manipulation” is a legal term defined as:

… interfering with the normal physiological, behavioural, or anatomical integrity of the animal by deliberately …

a) Subjecting it to a procedure which is unusual or abnormal when compared with that to which animals of that type would be subjected under normal management or practice and which involves;

Exposing the animal to any parasite, micro-organism, drug, chemical, biological product, radiation, electrical stimulation, or environmental condition; or

Enforced activity, restraint, nutrition, or surgical intervention; or

b) Depriving the animal of usual care …

For example, animal ethic approval would be needed for a project that had regular blood tests on an animal to determine trace element levels needed for optimal performance.

Communication

Communication within the Project

As a project team is made up of a number of stakeholders, good communication systems are required to ensure that all stakeholders are informed of progress. This communication process could include:

  • regular committee meetings (including circulated minutes);
  • regular informal contact with chairperson, financial manager and subcontractors;
  • regular newsletters or e-mails to all stakeholders; and
  • workshops, field days, presentations to the farmer group.

It is important to maintain a close connection with stakeholders to ensure that they are satisfied with the way the project is progressing and have the opportunity to provide feedback. This can be partially done through the committee, however larger projects may require a specific communications strategy to share information with, and get feedback from, wider groups of stakeholders.

Communication with the Wider Community

Stakeholders, beyond the original applicant group, are likely to be interested in the results of your project. Plan to communicate to this wider audience using methods like:

  • field days open to local farmers and agribusiness personnel;
  • posting information on a website;
  • publishing articles in industry publications or the rural press;
  • delivering conference papers;
  • interacting with other project teams on similar topics; and
  • preparing books, booklets, manuals or software.

When communicating with wider groups, it is important to consider the following factors:

  • Target audiences – think about each stakeholder group and the target audience within it.
  • Key messages – what are the three or four key points you want stakeholders to understand and act upon?
  • Communication mechanisms and tools – which method or tool would be most appropriate for each target audience?
  • Priorities – who will be responsible for implementing each action and when?

Publishing Requirements and Disclaimers

Often the output of a project is a publication or multimedia kit. If this is the case there are some publishing requirements that must be met so that the product can be kept as part of New Zealand’s national archives. See Appendix 17 for more information.

A disclaimer protects authors and those involved with preparing a public document against legal action.

A disclaimer may not be necessary for every document, if you are unsure check with your SFF project adviser.

Any disclaimer should be checked by a lawyer. MAF can check disclaimers on SFF project information for you at no cost to your project. If you email your publication to sffund@maf.govt.nz we can usually get the disclaimer checked for you the same day.

SFF Logo

SFF project teams must include the SFF logo and/or acknowledge SFF on all publications, presentations and publicity. You can download the SFF logo from: www.maf.govt.nz/sff/logo/index.htm

Finalisation

SFF projects have a defined life. However, it may be desirable that the resources developed in the project are made available to other projects or stakeholders in the future. The provision to handover a project’s outputs to a wider set of stakeholders should be explicitly planned and budgeted.

Reporting and Evaluation

Once the project outputs have been delivered, there should be a review of the project involving as many project participants as possible to evaluate the success of the project and document the lessons learnt. The evaluation criteria developed before the start of the project should be used as a baseline when reviewing the project. A project can be considered successful if:

  • outcomes are realised – for example, outputs developed, adapted and implemented or otherwise used by target stakeholder groups;
  • project outputs are delivered on time, and to the agreed quality;
  • costs are within those budgeted; and
  • the expectations of stakeholders are met.

As part of the completion of the project, you must prepare a final report for SFF (see Final Report).

Contact for Enquiries

Fund Administrator
Sustainable Farming Fund
Ministry of Agriculture and Forestry
PO Box 2526
Wellington

Tel: 0800 008 333
Fax: 04 894 0746
Contact this person