EL PASO DE UN PROYECTO DISEÑADO CON EL ENFOQUE DEL MARCO LÓGICO A UN PROYECTO ORIENTADO A RESULTADOS ®

Con la colaboración del Ing. José Correa Garayo

1.   RESUMEN

En el campo de la formulación de proyectos de desarrollo, el instrumento más empleado es el EML o enfoque de Marco Lógico, al cual le atribuyen inclusive la capacidad de servir para la gestión de los proyectos, sin embargo en nuestra experiencia profesional hemos visto que esto no es así. La razón de que las matrices de Marco Lógico resultantes del diseño de los proyectos de desarrollo en general no sirvan para la gestión de los proyectos son varias, pero principalmente su limitación está en que no son orientadas a resultados concretos y muchas veces presentan objetivos vagos a pesar de la insistencia de los autores del EML (NORAD) en que los objetivo sean concretos, realizables y sobre todo medibles.

Los autores proponen una solución a este problema, que consiste en vincular el EML (Enfoque de Marco Lógico) a la de Dirección de Proyectos a través del paso de la Matriz del Marco Lógico al EDT.

En esta ponencia se presenta una metodología que permite transferir los resultados y actividades del EML a una EDT – Estructura Desagregada del Trabajo caracterizando los paquetes de trabajo a realizar, conocidos como entregables, y las actividades necesarias para lograrlas y luego transferirlas a un software como el MS Project o el OpenProj.

2.   LA MATRIZ DEL MARCO LÓGICO

En la Figura 1 se presenta una Matriz con las notas que definen claramente los contenidos que deben tener las diversas celdas, estas definiciones son las del Manual del NORAD[1].

Es de vital importancia que se sigan estas indicaciones para lograr una precisión en el Objetivo Específico y los Resultados. Todas las informaciones de la Lógica Horizontal serán utilizadas posteriormente en el Plan de Ejecución del Proyecto.

Figura 1. Matriz de Marco Lógico

3.   EL PASO A UN PROYECTO ACORDE A LAS GUÍAS DE LA DIRECCIÓN DE PROYECTOS

Primer paso:

Siguiendo la Guía de los Fundamentos para la Dirección de Proyectos del Project Management Institute[2] se van a convertir los Resultados en una Estructura Desagregada del Trabajo – EDT (en inglés WBS – Work Breakdown Structure).

Un EDT - Estructura Desagregada del Proyecto, es un árbol de familia orientado a resultados (entregables) que captura todo el trabajo de un proyecto de manera organizada. Puede ser retratado gráficamente como un árbol jerárquico, sin embargo, puede ser también presentado en forma de tabla listando las categorías de “elementos” y tareas de una lista dentada como aparece en un diagrama de Gantt.

El término entregable que caracteriza cada paquete de trabajo significa un producto concreto que puede ser definido cualitativa y cuantitativamente sin dejar lugar a dudas de qué se trata.

Se debe observar que un EDT:

Ø  Debe terminar representando un solo entregable tangible (el tope del gráfico)

Ø  Debe representar el agregado de todos los elementos subordinados listados debajo del superior

Ø  Cada elemento subordinado debe corresponder a un solo elemento superior

Ø  Los entregables deben estar lógicamente descompuestos al nivel que representan

Ø  Los entregables deben ser únicos y distintos de los demás

Ø  Deben ser claramente definidos para evitar duplicaciones y superposiciones

Ø  Deben ser limitados en tamaño y definiciones para su debido control

En el instrumento que se ha diseñado, se produce automáticamente el traspaso de los resultados y sub resultados al EDT. Pero al diseñar el árbol del EDT se deberá observar que se hayan cumplido las condiciones dadas para un EDT correcto que se han descrito en el párrafo anterior.

El resultado de este paso es como presentado en la Figura 2.

Figura 2. Resultados del Primer Paso

Segundo Paso:

Una vez que se cuentan con todos los paquetes de trabajo y sus componentes convertidos en paquetes y sub paquetes de trabajo (resultados y sub resultados) se pasa a analizar qué actividades serán necesarias para lograrlos así como los tiempos estimados  para realizarlas, una vez concretada esa tarea se van insertando las actividades debajo de cada sub resultado y se les adicionan los tiempos necesarios. La Figura 3, presenta el resultado del Segundo Paso.

Figura 3. Resultados del Segundo Paso.

Cabe mencionar que las plantillas en Excel[3] generadas tanto en el primer como en el segundo paso son consecuencia de una correcta elaboración de la matriz del Marco Lógico (Fig. 1) paso preliminar a estos.

El objeto principal de una buena elaboración de la matriz de ML permite  llegar al segundo paso correctamente, el cual constituye el cronograma de actividades del proyecto. En el mismo simplemente se completa la duración para posteriormente proceder su paso al software de planificación.

Tercer Paso:

Este paso se realiza cuando se cuenta con un software de proyectos como el MS Project o el OpenProj o similares, y consiste en copiar la planilla resultante del segundo paso en las dos primeras columnas con lo que se comenzará a trabajar en las lógicas de secuenciamiento (relaciones de precedencia entre las actividades), definición y asignación de recursos, costos, etc.; como se puede observar en la Figura 4.

Figura 4. Resultado del Tercer Paso

A partir de este paso, se deberá aplicar la mencionada Guía para la Dirección de Proyectos (PMBOK).

4.   CONCLUSIONES Y RECOMENDACIONES

La aplicación del Enfoque del Marco Lógico ha sido realizada de manera poco prolija, muchas veces porque los proyectistas han utilizado versiones simplificadas del Manuel del NORAD, producto de trabajos anteriores, con lo que los proyectos no cuentan con todos los elementos de un correcto diseño lo que pone en peligro su implementación.

La aplicación de este instrumento, relativamente simple elaborado en Excel, permitirá enfocar a resultados concretos, los entregables, y la correcta definición de actividades para que la aplicación de la Guía para la Dirección de Proyectos permita una ejecución exitosa.

2010

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[1] Enfoque del Marco Lógico como herramienta para planificación y gestión de proyectos orientados por objetivos, Agencia de Noruega para la Cooperación para el Desarrollo (NORAD), PRIMERA EDICION ESPAÑOLA (Madrid, Setiembre 1993)

[2] Guía de los Fundamentos para la Dirección de Proyectos (PMBOK) 4° Edición, 2008, Project Management Institute, Pensilvania, USA.

[3] Las respectivas plantillas del libro Excel diseñadas, serán solicitadas y únicamente suministradas por los autores del presente artículo. Para el efecto contactar con mbenítezcodas@gmail.com  (Ing. Manuel Benítez Codas) o correagarayo@gmail.com (José Correa).

CULTURAL INTEGRATION IN BINATIONAL JOINT VENTURES[1]

M. M. Benitez Codas, CAA Engenharia (BR) - Multisystems Consultores (PY)

ABSTRACT

In bi-national projects, very often, joint ventures of companies from two countries are for Pied, and so it a possible to find in each at least two groups of different cultures. To achieve successfully the project's objectives of these joint-ventures, it's necessary to integrate their different cultures in a unique project's culture.

Transformation of the several cultures toward this PROJECT NEW CULTURE is achieved by the development of a CULTURE PROJECT.

In this paper, we would like to present: a) a methodology for analyzing the different cultures; b) a definition of the main patterns of the NEW CULTURE and c) establish the basis for the CULTURE PROJECT Development.

A CULTURE PROJECT is essential in order to achieve the bi-national project's objectives and it is also a guarantee of success for the development of a correct culture project.

Background

During the implementation stages of Itaipú Binacional - a 12,000MWA hydroelectric project -, it was decided to divide the inspection and expediting of the manufacturing and the delivery of the electromechanical equipment into seven companies for the job. The companies were not of the same size, but had to work with the same technical standards and procedures.

For each aspect of the job a binational joint venture was created, between several Brazilian Companies, a total of seven, and one Paraguayan Company, work participation had to be on an equal basis, although the principles for this division had not been clearly established, and it was left to be decided by the parts in time.

The equipment manufacturers were located mainly in Brazil, another significant part in a third Countries and a small part in Paraguay.

The Paraguayan company therefore had to transfer personnel to Brazil, and spread its work force in seven separate group B. Since the project took place over several yeara, more than 50 families had to be transferred.

The Management Staff and most of the engineers of the Paraguayan company were hired among the Paraguayan living and working in Brazil.Technicians and administrative personnel came mostly from Paraguay,

The Companies

The seven Brazilian companies can be classified in three groups:

a) Traditional Engineering Design Companies, with wide experience in large inspection 6ervices. Five of the companies were more than 20 years old. Four had more than 2,000 employees on their payroll, and more than 50 in the inspection division. The fifth had around 300 employees and an inspection division of around 30 technicians. The five Companies also had experience in overseas inspection. All of them were highly organized companies with a high degree of professional pride.

b) Specialty Engineering Company. A small company with a small number of highly trained and experienced professionals, this company had a non-bureaucratic organization and was run mainly by its two owners. Internationally-related and efficiency-conscious, they perform the work with less people and smaller costs.

c) A New Inspection Services Company, created a few years earlier mainly for this project. This company had its organization developed around the Itaipu Project and was mainly business-oriented. Its success was primarily due to the skills of its managers. People from the other companies were hired specifically for this project. The traditional organizational background to support them was established.

The Paraguayan company was created with the merger of an engineering design company, with some experience in hydroelectric projects and inspection services, and a management consulting firm. The new company's organization was underdimensioned in relation to the enormous task it had at hand; it was also short on personnel to fill the 50 positions required. Two of the managers had been professional Managers in Brazil and had worked with and for some of the seven Brazilian Companies. The other four were qualified professionals but with no experience in managing this kind of project.

The Cultures

Some strong commonalities - bordering on absolute coincidence - Must exist in a project, at least in the pain objective of accomplishing the project. Other commonalities include similar standards of behavior as opposed to common objectives. In Many cases, however a contradictory set of beliefs and behaviors are found. This is particularly true in the case of projects involving countries with sharp differences in their stage of cultural and economic development.

When people from different cultures are integrated in a project, they form a temporary social systern, which because it is new, has no defined system of patterns to indicate proper behavior while working on that project.

A new culture Must be established to face new situations and problems and to help the people who will share the new environment. Since project problems change along the life cycle, this "culture" must also be adjusted to meet the needs of new situations as they come up.[2]

By "culture" we understand a "prevailing pattern of activities, interaction8, In OI, Tn3S, sentiments (including feelings), beliefs, attitudes, values and products (technology), the way people actually behave, the way they actually think and feel, the way they actually deal which each other" [3]

For Cultural Convergence to take place, managers of both parts need to understand the culture of the other part, analyzing the different patterns which compose that culture. This means learning the other country's history, geography, economy, religion, traditions, and politics. This can be called the "academic knowledge" about the other country.

The "academic knowledge" about the other group is formed of such information as :

- educational level

- professional experience

- experience on this kind of project

- knowledge of language

- foreign group country way of life

It must be clearly understood that one of the most serious problems occurs when one culture is "transported" frog it original "habitat" to a new one with all the difficulties that this change implies.

More important than this "academic knowledge" is the "informal knowledge" which includes feelings, beliefs, informal actions and interactions, group norms and values of the other culture , from which important guidelines can be drawn for defining a probable pattern of behavior.

The data base of the "informal knowledge" of the other culture, can be carried out systematically with the help of a form a like the one shown in Figure l.

The Cultural Pattern Evaluation

To obtain an overall definition of the patterns of group behavior it is necessary to analyze the attitude of the group toward various factors involving teamwork. To compare one group's behavior with the other, the relative intensities of attitudes are quantified as shown in Figure 1 and the analyzed patterns descriptions were as follows:

Å) People may be gregarious or individualistic. The maximum value for this pattern is for the gregarious group oriented attitude.

B) The group is composed of people with a technological background or liberal arts background, as most projects deal with technology, the maximum value is for the technological background.

C) Group Behavior may be formal or informal. As binational projects need information carefully registered, the maximum value is given to the formal behavior.

D) Groups may be democratic or autocratic in organizational relationship. The democratic is best suited for a binational project therefore, this attitude has the maximum value.

E). The international background of the group is an important factor if the project deals with international suppliers and Contractors of third countries. If group experience is mainly national that can be a negative factor. Maximum value is given to groups with major international experience.

F) Specific experience in similar projecs is also a valuable asset. Maximum value is assigned to those groups having, substantial experience on Similar projects,

6) Group relationship may vary from emotional to rational; maximum value is assigned to the rational attitude.

H) Attitudes may also vary from nationalistic to international. Maximum value is given for tendency toward on international attitude. But sometimes nationalism could be very useful to motivate special

efforts.

Commonalities and Differences

In Figure l, are shown the results of the evaluation of both cultures. The managers designed the CULTURE PROJECT based in the following statements :

a) Commonalities in patterns A, C, E and H to be reinforced and explored adequately,

b) Differences in patterns D and G to be the Management Team concern, because of extreme differences,

c) Differences in pattern B and F to be reduced by intensive on job training of Group 1 members by the Group 2 individuals. Training program designed by the management together with the group members.

In Figure 2, main characteristics of the seven joint ventures are compared. Only one of the joint ventures shows no persistent problems and conflicts.

THE CULTURE PROJECT FOR JOINT-VENTURE 4

The objective of the CULTURE PROJECT for this joint venture was to develop a new unique Culture integrating the new group members into one strong and homogeneous group of individuals working together in an atmosphere of freedom and responsibility.

The project Culture was developed around the commonalities of both groups, disclosed in the previous analysis. In other projects other, desirable traits can be developed if and when necessary. Success is the most important factor to be used toward a new culture, the successful completion of an intermediate work because of the group effort must be used as an example of how the project "culture" must always be.

The Results of The Project Culture

The project culture in the case of Joint-venture 4, took a year to implement, and the joint-venture work and internal relationship was reviewed and updated every six months.

The project culture was based on a concise Project Procedures Manual which showed the who, what, why, when, whose, and how of project-related activities. Most important however, was team work developed by the project managers, and the efforts made to take into account the other side's point of view.

The everyday motto was "BINATIONALITY IS THE PERNAMENT EXERCISE OF GOOD WILL", as stated by Prof. Enzo Debernardi at the beginning of the Itaipú project.

The work was highly rewarding as shown by the successful results and high quality of the job performed. People of both groups left the project as good friends and with more experience and capacity than at the beginning.

Acknowledgments:

To the fine Paraguayan and Brazilian professionals who worked in the Joint-venture 4, from cooks to managers, that Trade possible the wonderful results achieved.

To Paul C. Dinsmore who insisted that this experience should be written to made available for other bi-national projects.

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[1] Presentado en The INTERNET World Congress on Project Management, Florence Italy, June 16^th  19^th 1992

[2] DINSPORE, Paul C., Human Side of Project Management, AMACOM, New

Yok it) (3rd edition)

[3] FRENCH, Wendell L and BELL Jr, Cecil H., Organizational development, Prentice Hall, New Jersey, 1978.

MANAGEMENT OF A LARGE PUBLIC PROJECT ASSESSING THE OPTIMIZATION OF THE USE OF THE LOCAL RESOURCES
 Benítez Codas, M.M. Electropar S. R. L Paraguay / Brazil Etzel, Fernando Toledo. Logos Engenharia S.A. São Paulo,Brasil The World Congress of Project Management - PMI INTERNET - BOSTON 1981
INTRODUCTION
Sometimes, in developing countries, the public companies face the need of carrying out projects which are, in their size and complexity, far above their financing and managerial ability. These companies, once they find out that the size of the needed financial resources is far greater that in their availabilities, usually turn to local, regional, or international development banks in search of financial support. These banks may finance varying parts of the total amount needed for the project; however, these banks usually require the fulfillment of certain norms, independently of their percentage in the participation, with the purpose of guaranteeing not only the correct application of the resources, but also the fulfillment of the technical specifications and of the physical- financial schedule. Wide scope biddings must be held in the case of projects which surpass the regional or national Capacity, be it due to the size or the technological complexity of these projects. However, to promote the development of the local capacity of engineering, building and manufacture, the bidding documents have some provisions which favors co-partnerships or the participation of subcontractors from the project sponsoring country. Usually, the development banks also have, with in their objectives, to encourage the participation of these regions or countries designers, contractors, and manufacturers and this is also their interest. Never the less, the use of local resources must be carefully planned to be beneficial to the local companies without hindering terms and costs; this would happen, for instance, if the Sub-hi red companies had not the capacity to meet their commitments. The extreme opposite must also be avoided as it would mean that the local participation is minute or purely pro - forma; this would be the case of keys-in-hand types of com tracts, in which cases only the les s qualified 1ocal labor is used. One instance of how the interests of both the regions or countries and banks can be met is by the participation of an outside organization, in charge of the project management, with the experience and independence that would allow it to act impartially and to conciliate the interests of the borrowing country and of the bank that finances the project. In this paper, we take as example the implementation work of a public project, with large size of civil works and relatively sophisticated process unities and we analyze the methodology of a hired managing company and how this methodology can be applied to meet the above-mentioned interests. In this example, we deal with the sum of experiences obtained in other projects carried out in several Latin American countries. DESCRIPTION OF THE PLANN ING STAGES ACTIVITIES
We will now point out some significant features of the planning stages, as these stages are usual projects management and they are generally well known. In our analysis, the activities start when the financial agreement is signed, but we must remember that this will happen only after the financial and technical - economic stages, developed by the project sponsoring entity. During this previous stage the sponsor must count om its own technical team support or that of a specialized consulting company, which has developed the basic design. This same team or the consulting company will keep on working in the following stages to assure that the mentioned project is met in detail and to assessor the technical planning and detail engineering management. In Order to avoid having a extremely long paper, we start our activities which the financing hiring .
 A. FINANCING HIRING This activity must obey the norms and procedures of each financing agency, which include a standardized general pattern, duly adapted to the project conditions. For instance, in the World Bank contracts there are extremely clear clauses demanding that the sponsoring entity organizes the project in a structure separate from its usual one, that is, under the conceptual form of projects management and, even more, employing a consultant (approved by the Bank itself) to render assistance during the implementation works. The Bank on its turn, will have the duty of supplying funds, facilities, services and other resources necessary to the sponsor to conclude the project successfully. The "Guidelines for Procurement " are usually part of the contract; they define the general norms to be employed in the stage of contracting goods and services supplies. The World Bank "Guidelines" were worked out according to three basic criteria : a) The need for economy and efficiency in the project, including here the purchase of goods and services; b) The Bank's interest, as a cooperative institution, in giving to all its Member countries, developed or in development, and to Switzerland the opportunity to compete in the supplying of goods and services financed by the Bank, and C) The Bank's interest, as a development institution, in encouraging the borrowing countries manufacturers, contractors and designers, development.
B. HIRING THE MANAGEMENT
The sponsoring entity works out the Specifications of the services to be rendered and the contract pattern and starts to invite well - known managing companies with acknowledged experience or companies registered with the financing agency (as in the Case of the World Bank) ; the management hiring might be carried out according to the financing agency or the FIDIC (International Consulting Engineering Federation) references, as they are quite similar . The initially adopted organization structure must be defined in the management hiring contract and this structure will be changed along the project implementation, to meet its needs .
C. THE PROJECT PLANNING
Once the manager takes over the project and acknowledges all available historic backgrounds , the planning activities begin. By means of the historic backgrounds analysis there begins the first structured subdivision of the project, which might be called technological dissociation, considered as an overall system made up by subsystems which are also made up by process functional units. Then, the managing company will make a detailed analysis to assess the possible technical dissociation degree of the project so that it may be carried out . The project might be placed anywhere between two extreme situations: a) the hiring of a turn key package for its project, building, supplying and assembling; b) working out a project at its components detailing levels and the separate purchase of similar items. Between the two above mentioned positions there are several intermediate situations, as can be observed in EXHIBIT I. The project detailing and equipment manufacturing activities have their difficulty degrees conversely set, to use the local resources. The project detailing maximization, difficult to be worked out with the local resources, enables the manufacturing local resources maximum use (1). The sponsor's usual choice is the first option (a), due to the lack of adequate conditions for carrying out the project, as his resources are, naturally, turned to the project exploration. The managing company must determine, for each stage of the project the project detailing ideal point for carrying it out. It is here that the fact of being able to rely on a company with great projects management experience has a direct influence over the greatest degree of local resources use. The managing company can take over, to a much higher degree than the client, that is having his first experience in great projects, the tasks of planning, coordinating, and speeding up the activities which arise from the great packages or subsystems dissociation. In order to have a real increase of the local resources participation level in the project, the managing company must analyze each stage of the project, having in hands the basic project elements and considering the potential of the surveyed resources, to pre- determine the content of each activity. When the project is dissociated in functional units, the detail engineering availability, and the construction, assembling and supplying capacities for each one can be analyzed. In this way, it will be possible to choose a degree of local resources use compatible with the available de tailing level of engineering, fundamentally based in the managing company experience in carrying out projects. There are several methods available to survey the local resources potential for carrying out executive project stages and the most used of these methods is the matrix system. In this method, all kinds of activities needed for the projects development are listed, and they receive points according to a pre-set weight system. EXHIBIT II shows a typical matrix with the most important features to be considered, a suggestion for classifying the companies; we believe that supplementary explanations about the Exhibit are unnecessary, as all of them are self - explanatory. Using the mentioned method, it is possible to obtain a reasonable profile of the local market development level, in the project, construction and material and equipment supply areas. Once the market profile is ready, the overall scope of the project, already worked out in its conceptual stage and the subsystems scope are consolidated. The activities needed to work out the first precedence logical network are defined and inter-related. The policies and goals, defined by the sponsoring entity, at the side of the estimate terms for carrying out the activities and the preliminary network will allow the setting up of a more complete network. If the complexities of the project demand it , the execution terms are incorporated to the activities network and the dates for working out the overall schedule and the detailed engineering, construction, assembling and supplying schedules are defined. An adequate accounting plan for the project is developed; it starts by the Costs Center definition, based on the project division in to subsystems and in the services scope and, afterwards, the Accounts and Accounts Plan are defined. It must be stressed that the financing agency almost always requires that the project accounting be kept independent of the company general accounting.
 D. MANAGEMENT CRGANIZATION
The managing norms and procedures are worked out, taking into account each region or country characteristics and the financing company requirements. This organization must be approved by the sponsoring entity, that, on the other hand, must then set up its own structure to support the management. Care must be taken to avoid the doubling of staffs and to observe the basic function of this sponsor structure; this will be done in such a way that the project implementation follows (whenever it is possible the local facilities technical standards (if there are any) and the usual local procedures. It must be remembered that to merely adopt the sponsor's hiring norms and rules will weaken the manager's greatest advantage, which is his independence from normal bureaucratic routines of public companies. The manager must have a perfectly defined actuation mechanism for the sponsor's decision-making process, in order to avoid delays in the schedule originated in decision delays. In this moment, the managerial company must implement its own in infra-Structure, which should be extremely simple and nimble, and, still more, self-sufficient, trying to employ, as much as possible, the sponsor's available resources.
 E. CARRYING OUT THE MANAGEMENT
Once the project subdivision reaches the consolidation stage, the definite criteria for forming services sets and supply packages are incorporated to it. The Services Division will be, by then, perfectly defined and each contract scope will be perfectly characterized. The hiring general condition is, the bidding rules as well as the general conditions and contract patterns for each bidding are worked out according to the financing agency "Guidelines " and to local legislation. Schedules, cost estimates and corresponding cash flows must be added to each bidding It is convenient that this general planning plus the bidding documents be approved by the financing agency, which could, in this way, examine regularly the bidding results, authorizing, as soon as possible the contracts signature. It is not always possible to de tail all the biddings at the same time, so it is quite usual for the biddings to be carried out as the documents are ready, obviously within a purchase general schedule, which makes for an easier process follow-up and control. The contracts management is planned and organized in such a way as to deal with the processing of securities, insurance , fines, invoices, payments, import licenses, readjustments and so on. The sponsoring entity and financing agency existing criteria are adjusted and the management experience is added to it to work out the supervision and physical progress and disbursement control systems. It is very important that during this stage both the sponsoring entity and the financing agency agree as to the systems and reports which will be presented at pre-set intervals of time. The project general budget is worked out following the previously established Accounts Plan and the cost estimates must be compatible with the engineering project detailing level. These estimates must be periodically up - dated, as their value will become more and more accurate as the project proceeds and the supplying and works contracts are worked out. The up-dating methods also must meet the inflationary features and it is necessary to establish readjustment methods that take in account local and international inflation process as well as possible exchange rates fluctuations of the currencies used in the project. The cash flow is worked out in the basis of the existing schedule and it will be adjusted as the work goes on and as soon as possible to avoid resources shortages or surpluses, resulting from possible change in scopes and terms.
SUMMARY
The participation of a managing company, with experience in great public undertakings management can be an efficient - tool for the optimization of local resources use, mainly when the project size is far above the usual work scale of the sponsoring company. It is convenient that the managing company be independent from the local designers, builders, and manufacturers to enable a better choice of the degree and way of use of their real abilities. The criteria analyzed in this paper represents a work philosophy which might be easily explained by those responsible for the public and private project management in developing countries, whether these projects be or b e mot financed by international credit agencies.
NOTE:

(1) This process now is named Work Breakdown Structure. “Another milestone for WBS was established in 1987 when the Project Management Institute (PMI) in cooperation with DoD further processed and spread WBS in order to be applied in organizations out of the defense industry. First of all, PMI standardized WBS in a document Project Management Body of Knowledge (PMBOK). The document explains WBS as a term and integrates it into the project management processes. After that PMI standardized WBS in the standard itself “Practice Standard for Work Breakdown Structures”. Both documents were subjects to many revisions in the past years (PMBOK 4th edition, Standard for WBS 2th edition) [4;5]. https://www.unob.cz/eam/Documents/Archiv/EaM_3_2012/Pita%C5%A1.pdf