My Ssec Capstone Project Project Management System of MASTUL Foundation By Asif Amer Registration no

Project Management System of MASTUL Foundation By Asif Amer Registration no

Project Management System of MASTUL Foundation
Asif Amer
Registration no: 14102058
An internship report submitted in partial fulfillment of the requirements for the degree of Bachelor of Business Administration
Department of Business Administration
University of Asia Pacific
September 25, 2018
Approval PageThe internship report of Asif Amer has been approved by the following:
Head of the Department
Declaration of the studentI do hereby declare that this report is the result of my own research, except where otherwise stated. I also declare that it has not been previously or concurrently submitted as a whole for any other degrees at University of Asia Pacific (UAP) or at any other institutions.

Asif Amer
Signature…………………. Date………………………
Letter of transmittalSeptember 25, 2018
Tasneem Tarannum
Assistant Professor
Department of Business Administration (DBA)
University of Asia Pacific
Green Road, Dhaka 1205
Dear Madam,
Here is the report entitled Project Management System of MASTUL Foundation that you asked me to prepare during my internship.

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This report explain elaborately about Non-governmental Organization (NGO) project management procedures and discusses the methods NGOs follows to implement it in their project. The study was conducted through collecting information from organization published documents and resolution, and practical work experience. The collected information is described on the study through descriptive analysis. At the end a few recommendations have been provided to enhance the organization project management performance.

I would like to acknowledge the technical assistance provided by MASTUL Foundation during the information collection to prepare the report.
I would like to express my gratitude to you for providing me with your kind guidance in conducting the study and preparation of the report.
I hope you find this report adequate in meeting the requirements of BBA internship.

Sincerely Yours,
Asif Amer
Reg. No: 14102058
I would like to express my appreciation to all those who provided me the possibility to complete this report. I express my deepest gratitude to ‘Tasneem Tarannum’, Assistant professor, UAP, DBA for her patient guidance, enthusiastic encouragement and useful critiques on conducting this study. I would also like to further thank her for her advice and assistance in keeping my progress on schedule.

I express my deepest thanks to Ferdous Chowdhury, Chairman of MASTUL Foundation who in spite of being extraordinarily busy with his duties, took time out to hear, guide and keep me on the correct path and allowing me to carry out my project at their esteemed organization and extending during the training.

Executive SummaryThe report is prepared as a requirement of completing the BBA program of University of Asia Pacific. The objective of the report is to understand the project management procedure of MASTUL Foundation. The report information was collected through organization publications and practical work experience and has been presented over the report through descriptive analysis. During the study time constraint and unavailability of information were the major limitation study. The study has provided a brief overview of NGO Industry and the methodology NGOs follows to implement their project management system. The report has broadly discussed MASTUL project management system. It has shown overview of competitiveness at NGO industry which is at mid-level through major competitors’ review and porter’s 5 forces model. The study has found out that project management is heart of the NGO work, all the activities of NGO is followed through their project management. The project management foremost work is to construct Logical Framework Analysis which guides the organization in designing and managing its project. It has provided recommendation on the view that NGOs’ generally follows anarchist methods to design and manage project. They should bring computer technology and new method of need asseement in their project management system.
Table of Contents TOC o “1-3” h z u Approval Page PAGEREF _Toc525554380 h iiDeclaration of the student PAGEREF _Toc525554381 h iiiLetter of transmittal PAGEREF _Toc525554382 h ivAcknowledgement PAGEREF _Toc525554383 h vExecutive Summary PAGEREF _Toc525554384 h viTable of Contents PAGEREF _Toc525554385 h viiList of Tables PAGEREF _Toc525554386 h ixList of Figures PAGEREF _Toc525554387 h xChapter 1: Introduction PAGEREF _Toc525554388 h 11.1 Background of the Study PAGEREF _Toc525554389 h 11.2 Objectives of the Report PAGEREF _Toc525554390 h 11.3 Scope of the Report PAGEREF _Toc525554391 h 11.4 Limitations of the Report PAGEREF _Toc525554392 h 2Chapter 2: Overview of the Industry and Organization PAGEREF _Toc525554393 h 32.1 History of NGO in Bangladesh PAGEREF _Toc525554394 h 32.2 Types of NGO’s PAGEREF _Toc525554395 h 42.3 Competitors Review: NGO Industry in Bangladesh PAGEREF _Toc525554396 h 42.4 Michael Porter’s 5-Forces Industry Framework PAGEREF _Toc525554397 h 72.5 Organization Overview PAGEREF _Toc525554398 h 92.6 Mission and Vision of the Organization PAGEREF _Toc525554399 h 102.7 MASTUL Management PAGEREF _Toc525554400 h 102.8 Operation Area ; Network PAGEREF _Toc525554401 h 112.9 Beneficiaries/ Target People PAGEREF _Toc525554402 h 122.10 Major Projects of MASTUL Foundation PAGEREF _Toc525554403 h 132.11 BCG Matrix of MASTUL projects: PAGEREF _Toc525554404 h 162.12 SWOT Analysis of MASTUL Foundation PAGEREF _Toc525554405 h 18Chapter 3: Methodology, Findings ; Discussion PAGEREF _Toc525554406 h 213.1 Methodology PAGEREF _Toc525554407 h 213.2 Roles and Responsibility at the Organization PAGEREF _Toc525554408 h 213.3 Findings PAGEREF _Toc525554409 h 223.3.1 Basic Principle of project Preparation PAGEREF _Toc525554410 h 223.3.2 Project Preparation PAGEREF _Toc525554411 h 243.3.3 Project Management PAGEREF _Toc525554412 h 313.3.4 Example of MASTUL Project Management PAGEREF _Toc525554413 h 35Chapter 4: Conclusions ; Recommendation PAGEREF _Toc525554414 h 404.1 Conclusions PAGEREF _Toc525554415 h 404.2 Recommendations PAGEREF _Toc525554416 h 40References PAGEREF _Toc525554417 h 42
List of Tables TOC h z c “Table” Table 1: Project Description PAGEREF _Toc525554541 h 25Table 2: Logical Articulation PAGEREF _Toc525554542 h 26Table 3: Objective tree PAGEREF _Toc525554543 h 27Table 4: Logical Framework Matrix PAGEREF _Toc525554544 h 28Table 5: Budget Template PAGEREF _Toc525554545 h 30Table 6: Project Logical Framework PAGEREF _Toc525554546 h 36Table 7: Monitoring ; Evaluation PAGEREF _Toc525554547 h 39
List of Figures
TOC h z c “Figure” Figure 1: Organogram of MASTUL PAGEREF _Toc525554598 h 11Figure 2: BCG MATRIX of MASTUL PAGEREF _Toc525554599 h 18Figure 3: MASTUL Project Management PAGEREF _Toc525554600 h 22Figure 4: Project Preparation PAGEREF _Toc525554601 h 35Figure 4: Project Preparation PAGEREF _Toc525554602 h 35
Chapter 1: Introduction1.1 Background of the Study
This paper has been prepared as a requirement of competing the BBA program of University of Asia Pacific. I have completed internship at a ‘Non-governmental Organization’ (NGO) tiled ‘MASTUL Foundation’ and to present the credibility of knowledge I have obtained through the internship, I am presenting this report. The report present an overview to the technical and practical knowledge, I have obtained during my three months internship period at MASTUL Foundation. MASTUL Foundation has provided me with the opportunity to complete my internship at their Project Development Department from May 2nd, 2018 to July 31st, 2018 (3 month periods). I was assigned as the Project Development Officer and is required to support the development and management of their projects. During the internship period, I have the opportunity to coordinate a ‘Trauma Care Project’ for Refugee Children at Cox’s Bazar Refuge Camp which provided me with practical knowledge in project management and designing.
1.2 Objectives of the ReportTo obtain an overall idea about project management of NGO.

To gain practical and technical knowledge about successful way to coordinate project and its activities.

To obtain an overall view of the way ‘MASTUL Foundation’ perform its project management activity as a NGO.

1.3 Scope of the ReportThe internship program have provided me with several opportunity to conduct and mange projects which have helped me to explore vast scope of study. The scope include:
Background of the host Organization.

Project Management system of MASTUL Foundation.

Overview of NGO industry.

Effective project management system for NGO.

1.4 Limitations of the ReportLimitations faces during the study conduction are mentioned below:
Time constriction have prevented the inclusion of relevant information that can have impact in the quality of the study.

The organization denied permission to use several of its information related to its project management policy.

As an intern, I did not have access to all the information.

Chapter 2: Overview of the Industry and Organization2.1 History of NGO in Bangladesh
The growth of NGOs in Bangladesh began in the aftermath of the war of liberation in 1971 when such organizations stepped in to participate in the massive task of rehabilitating a war-ravaged country. As the need for relief and rehabilitation receded, some of these organizations moved on to support direct interventions to promote social and economic empowerment of the rural poor. Now they form an integral part of the institutional framework addressing issues such as poverty alleviation, rural development, gender equality, environment protection, disaster management and human rights. The phenomenal growth of NGOs in Bangladesh is also attributed to the limitation of the government to meet the enormous challenges of poverty. It is difficult to ascertain the exact number of NGOs in the country because they are not registered under one authority and many of them operate even without any registration at the central level. A major institution that gives registration to NGOs is the Department of Social Welfare, which registered 58000 NGOs in last four decades (source: Department of social affairs welfare website). NGOs receiving or applying for foreign funds or are interested in receiving funds from sources outside the country are required by law to register with the NGO Affairs Bureau (NGOAB).,which was created in 1990 and is part of the Prime Minister’s Office. As of December 2017, the number of such NGOs registered with NGOAB stood at 2629. There are several apex bodies representing NGOs, and the largest among them is the Association of Development Agencies in Bangladesh (ADAB) which is the apex body of local, national and international NGOs engaged in development activities in the country. Bangladeshi NGOs are known worldwide for their innovative approaches. Many successful models in microfinance, non-formal education and primary healthcare developed by PROSHIKA, the Bangladesh Rural Advancement Committee (BRAC) and the Association for Social Advancement (ASA) are being replicated in other developing countries. As the NGOs in Bangladesh have grown in scale and scope, there have been growing debates concerning various issues of NGO operation and performance and accountability.

2.2 Types of NGO’sNGO’s are heterogeneous group. A long list of acronyms has developed around the term NGOs. These includes:
INGO: Stands for International Non-Government Organization such as CARE, Helvetas.

BINGO: Stands for Bangladesh Business-oriented Non-Government Organization.

RINGO: Religious International Non-Government Organization such on Catholic Relief.

ENGO: Environmental Non-Government Organization such as Global-2000.

The primary purpose of an operational NGO is the design and implementation of development related projects. One categorization about that is frequently used is the division into relief oriented and development oriented organization. They can also be considered according to whether they stress service delivery or participation; whether they are religious and secular; and whether they are more public or private oriented. Operational NGO’s can be community based national or international.

2.3 Competitors Review: NGO Industry in BangladeshAs have been discussed before Bangladesh has seen large influx of establishment of NGO since its independent at the year 1971. Now, at the Social Service/ NGO industry 2629 registered NGO prevail.

Among the registered NGO, 260 NGO are from international Origin and 2369 NGO (July 2018, Bangladesh NGO Affairs Bureau website) incorporated at Bangladesh which is recognized as National NGO.
International NGO’s in Bangladesh: International NGO’s are incorporated in any other country except Bangladesh and has being approved to perform their task at Bangladesh through establishing their side branch or regional office by NGO Affairs Bureau. Any other NGO, who is not permitted by Bangladesh NGO Affairs Bureau to work at Bangladesh will not be recognized as International NGO though they may have projects or activities in multiple countries. Some of the recognized International NGO who are mentioned below:
Save the Children: The Save the Children Fund commonly known as Save the Children, is an international non-governmental organization that promotes children’s rights, provides relief and helps support children in developing countries. It was established in the United Kingdom in 1919. Save the Children has been working to assist the children in Bangladesh since 1970. The organization works across five thematic sectors: Child Rights Governance and Child Protection, Health- Nutrition-HIV/AIDS, Child Poverty, Humanitarian and Education.
World Vision Bangladesh: World Vision (WV), a Christian humanitarian organization is dedicated to the wellbeing of children, especially the most vulnerable children, their families and communities. It was founded in 1950 by Robert Pierce as a service organization to meet the emergency needs of missionaries. World Vision first involved with Bangladesh by responding the cyclone victims of Bhola in 1970 during devastating tidal surges in the coastal areas of the country.
Oxfam Bangladesh: Oxfam Bangladesh is a part of international NGO, Oxfam. Oxfam is a confederation of 20 independent charitable organizations focusing on the alleviation of global poverty, founded in 1942 and led by Oxfam International. It is based in Oxford, England. Oxfam has been present in Bangladesh for 42 years, and has been extending assistance to its people through various other organizations as early as 1954.

Action Aid: Action Aid is an international non-governmental organization whose primary aim is to work against poverty and injustice worldwide. It was founded in 1972 by Cecil Jackson-Cole as a child sponsorship charity (originally called Action in Distress). ActionAid came to Bangladesh in 1983 to support an orphanage in Bhola named ‘For Those Who Have Less’ (locally known as ‘Bittohin’). Today ActionAid is committed to changing the capacities of people and groups whose rights have been denied and violated in attaining justice and a life of dignity.

National NGO in Bangladesh: National NGO are referred to the NGO’s who are incorporated in Bangladesh. Below some reputed Local NGO’s of Bangladesh has been mentioned:
BRAC: BRAC, an international development organization based in Bangladesh, is the largest non-governmental development organization in the world, in terms of number of employees as of September 2016. Established by Sir Faze Hasan Abed in 1972 after the independence of Bangladesh, BRAC is present in all 64 districts of Bangladesh as well as 13 other countries in Asia, Africa, and the Americas. BRAC states that it employs over 100,000 people, roughly 70 percent of whom are women, and that it reaches more than 126 million people with its services non-primary source needed.
Manusher Joon Foundation: Manusher Jonno Foundation (MJF),a non-government and non-profit organization works with local organizations to improve the well-being of poor and marginalized communities, through increasing their voices, capacities, realization of their fundamental rights and demand-driven institutional responsiveness. It is one of the largest national non-governmental organization in Bangladesh providing grants and capacity building support for human rights and good governance.

ASA: ASA is the abbreviation of ‘Association for Social Advancement’. It is a non-governmental organization based in Bangladesh which provides microcredit financing. The association was established in 1978 by Md. Shafiqual Haque Choudhury. ASA has currently over 5.3 million members forming different groups with special emphasis on saving practice and 21,477 employees engaged in disbursing and collecting loans and savings deposits.

Bangladesh NGO Foundation: The Government of the People’s Republic of Bangladesh has established Bangladesh NGO Foundation to support the NGOs, with a view to associate the Non-Governmental Organizations in the process of achieving Millennium Development Goal. The Foundation was established through a Resolution of the Government on 02 December 2004 that was published in the Bangladesh Gazette on 11 December 2004. The FOUNDATION was then registered a non-profit association within the meaning of Section 28 of the Companies Act, 1994 and is established for financing Non-Governmental Organization (NGOs).

2.4 Michael Porter’s 5-Forces Industry Framework
The NGO industry can be counted as service providing industry as it tries to provide service or benefits to its customers who are regarded as beneficiaries through creating facilities or conducting awareness for them. The NGO industry is a slow-growing industry whereas it has less rivalry among its organizations. This can be further clarified through “Michael Porter’s 5-forces Industry Framework Analysis”. Below the analysis is described in Details.

Threat of New Entry: The NGO industry has entrants of a few new organizations every year. It may amount to 10 or even less. As the “NGO Affairs Bureau”, a government-designated organization to control activities of the organization, provide approval to registration for limited numbers of organization every year. There are other rules and regulations applied by ‘NGO Affairs Bureau’ which prevents organization to apply for registration. It has low impact overall in the performance of the organization in the industry. Threat of new entrants possess low impact of MASTUL Foundation as fewer organizations have the opportunity to be registered as NGO every year in Bangladesh.

Bargaining power of Buyers: In recent two years, the NGO industry has seen a rapid increase of its beneficiary’s as a result, large number of Refugee displacement at the division of Cox’s Bazar, Bangladesh. This has created opportunities for many NGO to bring out their new services or projects. The beneficiaries have also gained a significant bargaining power in their hand as they have the privilege to choose benefits from many organizations in the industry. The bargaining power of buyer or beneficiaries further increased as the government become restricted on quality of service provided by NGOs. As an effect of Digitalization of Government Services, the buyer/beneficiaries can easily provide complain about NGO performance to the government. These scenarios, has resulted in medium impact of buyer bargaining power in the industry. Bargaining power of buyers possess low impact of MASTUL overall performance in the industry as it has strength and capability to provide the benefits sought by its project targeted beneficiaries.
Bargaining power of Suppliers: In NGO industry, the donor or grantor organization who provide the financial or technical support to NGO can be regarded as supplier. The bargaining power of suppliers has large impact on the market as a result of prevalence of many NGOs in field. There is a high demand in the market but less supply as donor organization provide fewer donations every year. Supplier or Donor’s held massive power in their hand due to their origin and they can easily implement forward integration if they choose to. Bargaining power of Supplier possess high impact in performance of MASTUL in the industry as donor organization prefers to fund foreign organization.
Threat of Substitutes: There are fewer substitute services in the market which can provide services of NGO. Regardless few Financial and Pharmaceuticals organization have been seen in recent years who have integrated social development works in their organization “Corporate Social Responsibility” activities. The threat of substitutes has less impact in the industry as a result of availability of fewer substitution. Due to scarcity of substitutes, it has low impact in MASTUL performance.

Rivalry among existing competitors: There is a high impact of this force prevailed in the industry as a result of fewer suppliers or donors. Due to a fixed amount of annual donation is provided by donor organization, a significant amount of competition exist between organizations in the industry obtain the donation. This situation is further worsened due to the availability of powerful international NGOs in the industry who are more likely to obtain lion share of the donation every year. Due to availability of foreign NGO, MASTUL competitors possess a high impact on its performance.
2.5 Organization Overview
MASTUL Foundation is a national NGO performing it activities on social welfare, non-profit, voluntary, non-governmental, research based, and social development sectors for the service of distressed humanity. To provide basic literature and ethical knowledge towards the underprivileged children on the year 2013 MASTUL was established. It provides help towards the underprivileged people by leading the youths of Bangladesh.

2.6 Mission and Vision of the Organization
MASTUL mission is to ensure that every people have their rights fulfilled. Through providing people support to their rights for education, health, pure water, hygiene, entertainment, emotional protection, economic aid, and safety from the injustice of society, we are creating a better living condition for them. Solving society problems and advocating rights for people through innovating effective & efficient intervention by developing youth skills of leadership, creativity, and collaborating with them to implement that intervention.

An ideal society where every group of people including but not limited to ethnic minority, women, children, refugees has been provided with their proper rights for dignity, justice, and equity for all.

2.7 MASTUL ManagementMASTUL Foundation members consist of permanent employees, internees, its youth council members, registered volunteers, executive and advisory boards. Among them, the permanent employees and youth council members are in the duty of implementation of a successful program. The important and crucial decision about the project is initiated by the executive board and advisory boards.

Organization Workforce: MASTUL Foundation each employee possesses at least 2 years of project coordination experience. MASTUL involves each of its employees in the duty of implementation project activities to provide them practical experience in various aspects of the project. MATUL Foundation currently have 18 permanent employees working in its projects.

Youth Members & Registered Volunteers: MASTUL has 7000 registered youth Volunteers across Bangladesh. All the volunteers previously implemented the project in their area with MASTUL direction. Prior to a project start, they will be provided training to support MASTUL in the successful implementation of the project.

Board of Trustees: MASTUL Foundation has seven members in its Board of Trustees. They are responsible to review the organization performance and take critical decisions behalf of the organization.

Advisory Board: MASTUL has a “Board of Advisors” who provides MASTUL with different advice related to the current problems/needs. The advisory board is in the duty to provide advice and suggestion during project development and during the implementation of the program.

476885336238Figure SEQ Figure * ARABIC 1: Organogram of MASTULFigure SEQ Figure * ARABIC 1: Organogram of MASTULOrganogram of MASTUL Foundation human resources is shown on ‘Figure 1′.
2.8 Operation Area & Network
MASTUL is working in Dhaka the capital of Bangladesh. Its’ project implementation area has also spread to 5 sectional division and 14 districts. MASTUL Foundation manages its community work around the Bangladesh through a wide range of network array. In every points of its network array, MASTUL has created a volunteer group who acts to improve the community. MASTUL coordinate the volunteer groups from it headquarter in Dhaka through constant communication and on sight project visit in fixed time interval. The network array of MASTUL is already spread to several districts. Including Chittagong, Barisal, Feni, Habiganj, Panchagarh, Sirajganj, Narayanganj, Kurigram Maymensingh, Nator, Moulovibazar, Madripur, Comilla and Cox’s Bazar MASTUL is conducting its activities with the volunteers in these districts.

2.9 Beneficiaries/ Target People
Each project of MASTUL falls in the social welfare and developmental works. MASTUL takes important decisions by analyzing the social and financial condition of our future beneficiaries. Our Beneficiaries are –
Children: MASTUL primary focus is to create an ideal environment for every child which ensures their proper physical, psychological, emotional, and personal growth. Through its ‘Child Sponsorship ; Development Program”, MASTUL provides education, health, entertainment, clothing, and food support to less privileged children.

Youth: By using the creativity and intellect of youth and through involving them in community works MASTUL works to create a beautiful Bangladesh. Through giving youths training in socio-economic development, vocational knowledge, ethical behavior, and various other MASTUL give them the opportunity, support, and encouragement.

Women: MASTUL works to change the fate of helpless, abused and subservient women of Bangladesh. Through its program, MASTUL is working to inform and motivate women about their rights and empower them so that they can be a change maker and prosper in their life.
Disaster & Conflict Affected People: MASTUL is providing support to disaster and conflict affected people through its ‘Emergency Response & Recovery program’. This program runs in two phases. At the first phase it provide primary of foods, medicine, medical treatment, sanitation, temporary shelter etc. to the affected people to solve their immediate problem. At the second phase which has been termed as Recovery Stage; it build temporary or permanent facility for the affected people to help them cope with the environment and enhance their living condition.

Rural Disadvantaged & Ethnic Minority: Due to living at rural area a large percentage people of Bangladesh is deprived of Basic Rights. MASTUL provide supports to these people who live at rural area of Bangladesh. Various ethnic minority groups of people live in Bangladesh. MASTUL promotes their rights to the people of Bangladesh and also initiate projects to enhance their living condition.

2.10 Major Projects of MASTUL Foundation
Projects for Children
Brief descriptions about the projects are mentioned at the next passage:
Sponsor A Child: Through MASTUL child sponsorship program it provide educational support to those children’s whose families struggle to bear the cost of their children education and other basic needs. Through this project 450 children receives education, health, nutrition, hygiene and sanitation support every year.
Children Skill Development Program: MASTUL arranges weekly class for the children at its supported schools to develop children creative skill and enhance their mental & emotional capability. The class was equipped with different activity sessions including but not limited to drawing, storytelling, dancing, singing, drama classes for children which provides knowledge towards children in fun way.

Gift for Child: MASTUL provides financial support to every sponsored child for their school expense, clothes, shoes, books (extra text books, art books, GK), class notebooks, stationeries, and nutritious foods. But each time many children remain without any individual sponsor.

Hygiene & Sanitation Program: MASTUL arrange quarterly hygiene and sanitation program for the children. This program is implemented at the slum area of Hazaribag Thana, Banglaesh. Through this program every year approximately 860 children receives knowledge about proper hygiene and sanitation.

Nutrition Program: MASTUL monthly arranges nutrition program for children to provide them knowledge about nutritious & diet system and also to provide them with nutritious food.

Civic Education Program: Through Civic Education Program MASTUL arranges workshop for children which provide knowledge about ideal citizen and their characteristics to children.

Awareness Program: Other than above mentioned program MASTUL arranges different knowledge program for children which provide knowledge about different aspect of society, activities which will harness children living condition. Some examples: Tree plantation, child marriage, and others
Projects for Women
Below major projects for women are mentioned:
Women Empowerment: MASTUL has initiated a project to develop the skills of women so that they can empower themselves to earn their livelihood. This project involves providing knowledge to build handicraft products, tailoring, negation skills to women.

Women Rights: This project involves teaching women about their deserved rights and ways they can acquire these rights. This project also provides legal counselling support to women if they require it.

Violence Against Women (VAO) & Sexual Harassment Prevention Program: MASTUL implement programs in rural area and slum area of Bangladesh to make aware the community people to not use violence or sexual harassment. Exclusive program is targeted to males to emotionally or legally convince them to not use any violence against women.

Child Marriage prevention Awareness Program: MASTUL implement projects to provide knowledge towards Family and men regarding the demerits child marriage and to create an environment suitable for the growth and prolongation of proper physical and psychological condition of women.

Health Camp Specialized to Women: Special health camp is initiated for women oriented to their special needs. These health camps provide treatments to the condition they are affected with during their menopause, menstruation, pregnancy, family planning, child birth and others.

Projects for Youth
Leadership and Skill Building Workshop: MASTUL Foundation arranges monthly leadership and skill building workshop for young people to provide them knowledge about the importance of community development works, why they should take actively part in it.

Community Development Participatory Project: MASTUL initiates community development and social awareness program which is directed and coordinated by young people. Before the program MASTUL arranges workshops to guide them in the ways community development works. MASTUL provide hem guides and other supports in the successful implementation of those projects.
Projects for Conflict & Disaster Affected People
Trauma Care Centre: MASTUL establish and operate trauma care centre for disaster and conflict affected people to provide them remedy to their mental injury which has been caused due to a disaster or trauma. These trauma care centre includes a lot of activities which help the beneficiaries to help them again engage in normal life.

Temporary Shelter: MASTUL builds temporary shelter for disaster or conflicted people who have lost their houses.

Medical Camp: MASTUL arranges medical camp for the disaster and conflict affected people to provide them primary medical treatment.

Water and Sanitation Facility for Refugees: MASTUL build water and sanitation facility for disaster and conflict affected people. As the water facility, it installs deep tube-well for the affected people and as a sanitation facility it installs toilets, washroom for the affected people.

Non formal Education: MASTUL provides non formal education to the disaster & conflict affected children through establishing school for them and operating it.

2.11 BCG Matrix of MASTUL projects:
The BCG Growth-Share Matrix is a portfolio planning model developed by Bruce Henderson of the Boston Consulting Group in the early 1970’s. It provides a framework for analyzing a company products or service according to growth and market share. MASTUL Foundation project is counted as its service or products as a NGO. The BCG Growth-Share Matrix of several projects of MASTUL Foundation are the following:
Stars: As stars have been identified as the business which held large amount of share in the market and have a high growth rate, MASTUL Foundation project ‘Sponsor a Child’ can be regarded as its star business in the NGO industry. Currently few NGO are implementing ‘Sponsor a Child’ or ‘Child Sponsorship’ based program. Among those organization ‘Jaggo Foundation’ is more recognized in the market. But snice Mastul child Sponsorship project ‘Sponsor a Child’ inception, MASTUL has acquired a large share in the market and its project demand is increasing rapidly in the market.

Cash Cows: ‘Community Development Participatory Project’ and ‘Civil Awareness Project’ of MASTUL can be regarded as its ‘Cash Cow’ as it held high market share and experiences slower growth rate in the industry. Since MASTUL establishment, it has captured and generated more financial resources for its project through its ‘Community Development Participatory Project’ and ‘Civil Awareness Project’ but it has relatively less expenditure to implement. It has low growth rate due to the organization has reached its limit at the market share and will not generate any more market share in awareness related project.

Dogs: Dogs regarded as the service or product of the organization which has low growth and low market share and cost a lot of expense to maintain. In this context, MASTUL ‘Health Camp Specialized to Women’ and ‘Medical Camp for Refugees’ can be regarded as its Dogs. As these projects incur relatively large amount of cost to implement and it has lower possibility to winner over market share among other organization in the industry. It has seen no growth in its project since their implementation.

Question Mark: These segments is identified as the product/services which has high growth rate but has low share in the market. Due to low share and high growth it experiences high demand and low return. MASTUL ‘Trauma Care Center’ project can be regarded as its question market due to it has seen high growth since its implementation but fail to capture any noteworthy market share.

8223252458720Figure SEQ Figure * ARABIC 2: BCG MATRIX of MASTULFigure SEQ Figure * ARABIC 2: BCG MATRIX of MASTUL82238547158Star
1. Sponsor A Child
Question Mark
1. Trauma Care Center
Cash Cow
1. Civic Awareness project
2. Community Participatory Project
1. Health Camp for Women
2. Medical Camp for Refugees
Growth Rate
Business Market Share
1. Sponsor A Child
Question Mark
1. Trauma Care Center
Cash Cow
1. Civic Awareness project
2. Community Participatory Project
1. Health Camp for Women
2. Medical Camp for Refugees
Growth Rate
Business Market Share

2.12 SWOT Analysis of MASTUL FoundationStrength
MASTUL has one of the largest volunteer community in Bangladesh. Exceeding 7670 members in all over Bangladesh.

MASTUL is managed by young people who solve problem through unique and diversify approaches.

As a Grass-roots (local) NGOs, MASTUL have a long-term presence on the ground and enjoy trust by its stakeholders
MASTUL possess clear knowledge of local cultural and political knowledge and awareness of local economic conditions.
With fewer operating costs, MASTUL can be innovative and flexible.
MASTUL held good networking among corporate organization
As a Grass-roots NGOs MASTUL have limited issue expertise and resources.
MASTUL may miss the big picture on some subjects and may not fully understand market forces, making it harder to link with business or government partners.
MASTUL is not financially sustainable.

Lacks experienced personnel to effectively budget operational funds to maximize monies used to help the community.

Failure to define needs; inappropriate use of existing resources and failure to implement existing legislation;
MASTUL have the opportunity to make good partners in export development programs to bring in local communities, implement some training and encourage participatory development.
MASTUL can help shift the export focus away from commodities even at the small-producer level.
MASTUL can contribute their experience in integrating health and technological initiatives in development programs.

Alliances and exchanges among governmental and nongovernmental organizations;
Financial Support for development project provided by Government.
Political scenarios can threaten existence of the organization.

Inability to manage required financial support in due time can threaten the organization to close down its project.

Inability to cope with the changing trend to deal with problems or to find unique and cost effective solution to problems may threaten the organization to cease it operation.
There are fewer chances to connect poor people with export opportunities.
Chapter 3: Methodology, Findings & Discussion
3.1 MethodologyThe information containing in the report has been collected through both primary and secondary information source. The information collected have been described on the report through descriptive analysis.

Primary Source
The report is developed mainly through discussion and sharing of information with staff members of MASTUL Foundation.

Information collected through performing works of MASTUL Foundation.
Incorporated verbal suggestions of the staff members.

Personal field observation.

Secondary Source
The secondary sources for data collection were organization annual report of year 2017.

Information collected from organization strategic paper and resolution.

Review of MASTUL operational documents and manuals.
MASTUL several publication of brochure, guideline of its project have been used to provide relevant information.

3.2 Roles and Responsibility at the OrganizationI have completed my internship at MASTUL Foundation as performing the roles of a Project Development Officer. The major roles involved with the job are communicating with organization stakeholder, designing and developing social development projects for the organization through analyzing the problem with problem trees, creating project objectivities using log frame and others. The role also involves designing and writing project proposal & project report for the organization.

Other Major Roles:
Researching about potential project partners and grants aligned with organization policy.

Plan and prepare grant proposals, concept notes, budgets, project reports and relevant documents for the organization.

Prepare presentations on the organization for the donor and partners.

Monitor and evaluate the performances of all workforces.

3.3 FindingsIn the findings section a broad overview of organization project management system have been described to provide the reader with the idea why the organization follows it said method and how actually it benefits them in performing their tasks.
‘Figure 3’ shows MASTUL project management system:

Figure SEQ Figure * ARABIC 3: MASTUL Project Management3.3.1 Basic Principle of project Preparation
Before starting a project’s preparation, it is important to fully understand the terms which are commonly used in any given project development and implementation. As far as MASTUL concerned, its definition of project according to its resolution are provided below:
Project Definition: According to the MASTUL Foundation, Resolution, “a project is a series of activities aimed at bringing about clearly specified objectives within a defined time-period and with a defined budget.”
At the beginning of a project’s preparation, the project leader should have a clear idea of the problematic situation that needs to be addressed, the improved situation to reach and the stakeholders who will be directly involved.

Beneficiaries: Are those who benefit in whatever way from the implementation of the project. Distinction may be made between:
Direct beneficiaries: The group/entity that will be directly and positively affected by the project at the project purpose level. This may include staff from partner organizations
Indirect beneficiaries: Those who benefit from the project in the long-term, for example children, due to increased spending on health and education
Stakeholders: Individuals or institutions that may – directly or indirectly, positively or negatively – affect or be affected by a project or a programme.

Stages of Project Preparation: Every project can be presented as a sequence of consecutive phases:
The Concept Phase: During this phase, the complete concept of the project is developed.

The Analysis Phase: The project’s specific objectives, expected results, activities as well as the analysis of the risks which can affect its implementation are defined.

The Planning Phase: Stakeholders are identified as well as the project’s beneficiaries and specific target groups which will be addressed by the project. Furthermore, the resources (financial and human) the project requires should be identified in addition to clear coordination and management arrangements as well as monitoring and evaluation systems.

The Implementation Phase: The project becomes operational and activities are executed.

The Evaluation Phase: The implementation of the project’s activities is monitored through indicators that have been developed during the planning phase. It is a continuous process which might lead to adjustments before a final evaluation, at the termination phase.

The Termination Phase: The initial assumptions are compared with the project’s actual outcomes in order to evaluate the project results and impact and draw recommendations for future actions.

3.3.2 Project Preparation3.3.2.1 Logical Framework
The Logical Framework Approach (LFA) is an important tool to help plan and organize a project in a coherent way. It is a sound project design instrument that is also useful during the project management and evaluation phases.
Definition: “The LFA is an analytical process and set of tools used to support project planning and management. It provides a set of interlocking concepts which are used as part of an iterative process to aid structured and systematic analysis of a project or programme idea”.

Logical Framework Phases: There are two main phases in the Logical Framework Approach: the Analysis Phase and the planning phase.

Analysis Phase: The Analysis phase consists of a needs analysis that will identify the potential stakeholders, problems to be addressed, causes and effects, objectives as well as the different strategies and strategies selection.

Planning Phase: Once the conclusions/results of the analysis are available, they should be translated into a practical plan ready to be implemented. This represents the Planning Stage when the Logical Framework Matrix is prepared, the activities are defined and planned and the budget is structured.

The Analysis Phase is completed by filling out the following table (Table 1):
Project Description Table
Project Title Location of the project Define the geographic limits
Duration of the project Define the time limits (in months)
Objectives of the project Overall objective(s)
Specific objective (or purpose of the project)
Corresponding Programme Priorities Taken from the call for proposals guidelines
Partners) Target group(s) Final beneficiaries Stakeholders Table SEQ Table * ARABIC 1: Project DescriptionDuring project preparation, it is crucial to make sure that the project objectives meet at least one or several of the programme’s priorities. In this light, the project can have several overall objectives. As for the purpose of the project, it must embody the development outcome at the termination phase of the project – more specifically the expected benefits to the target group(s).

Beside the elements outlined in the above table, the following conditions are necessary to define the project objectives:
Knowledge of a current negative situation
Comprehensive idea about the ideal situation (in the future)
Clearly defined mission
Limits and risks affecting our intervention
During the Planning phase, the articulation between the project’s objectives is established, expected results and activities.

A project’s results are direct/tangible outputs (goods and services) to be delivered by the project, which are thoroughly supervised at the project management level. Furthermore, the results has to be evaluated through quantitative and qualitative indicators as much as possible.

Chart: Logic of articulation between the different components of the LFA
Activity 1 Result 1 Component I Purpose! Overall
Activity 2 Result 2 Component 2 Specific
objective objective(s)
Table SEQ Table * ARABIC 2: Logical ArticulationAt the beginning, it is better to identify the simple relationship: Activity 1 – Result 1 – Component 1. At a further stage of project development, it is possible to develop more complicated relationships: several activities corresponding to one result, several results corresponding to one project component. As a result, Objective Tree of the project can be formulated.

Results Components Purpose/
objective Overall
A1. Drafting of a report
the fields of employment
and equal treatment of
improvement R1.Reportisdrafted
concerned stakeholders C1.Legalframework
components To improve
employability and
equal treatment
of persons with
special needs Tocontributeto
the promotion and
with special needs
in Dhaka
A2. Implementation of 6
train social workers from
6 districts of Bangladesh R2.90socialworkers
have been trained C2.Capacitybuilding
components A3.Organisationofa
main large stakeholders
Society Organisations R2.Conference
involving 300 persons is
organised C3.Awarenessraising
components Table SEQ Table * ARABIC 3: Objective treeThe logic prevailing in the table above puts forward more detailed specific objectives, contributing to the achievement of an overall objective instead of the project components. After having built up the Objective Tree of the project, MASTUL Foundation proceed to fill out the Logical Framework Matrix (LFM) which is always part of project design. The LMF allows to better structuring the project’s hierarchy of objectives (Intervention Logic or Project Description), identifying the key external factors critical to the project success (Assumptions) and establishing how the achievements will be evaluated and monitored (Indicators and Sources of Verification).

Logical Framework Matrix and Sequences of its completion
Project Description Indicators Sources of
Verification Assumptions
Overall objective (general
Is the broad development impact
to which the project contributes,
at a national or sector level
(provides the link to the policy
and/or sector programme
1 Measure the extent to which a
contribution to the Overall
objective has been made.

Used during evaluation.

However, it is often not
appropriate for the
project itself to try and collect
this information
8 Sources of information and
methods used to collect and
report it (including who and
when/how frequently)
9 Specific objectives:
The development outcome at
the end of the project – more
specifically the expected
benefits for the target group(s)
2 Helps answer the question
‘How will we know if the
purpose has been achieved’?
Should include appropriate
details of quantity, quality and
10 Sources of information and
methods used to collect and
report it (including who and
when/how frequently)
11 Assumptions (factors outside
project management’s control)
that may impact on the
purpose-objective relation
The direct/tangible results
(goods and services) delivered
by the project
3 Helps answer the question
‘How will we know if the results
have been delivered’? Should
include appropriate details of
quantity, quality and time
12 Sources of information and
methods used to collect and
report it (including who and
when/how frequently)
13 Assumptions (factors outside
project management’s control)
that may impact on the
result-purpose relation
The tasks (work programme)
that need to be carried out to
deliver the planned results
(optional within the
Matrix itself)
4 (sometimes a summary of
resources/means is
provided in this box) (sometimes a summary of
costs/budget is provided
in this box) Assumptions (factors outside
project management’s control)
that may impact on the
activity-result relation
5 (optional)
Table SEQ Table * ARABIC 4: Logical Framework MatrixThe sequence indicated in the above table is the one that is usually followed to fill in the LFM. It starts with the Project Description, then the identification of Assumptions followed by Objectively Verifiable Indicators and Sources of Verification.

Assumptions are external factors – escaping the direct control of the project manager – that have the potential to influence (or even determine) the success of a project. They can be formulated by answering the question: “What external factors may impact on the project implementation and the long-term sustainability of benefits, but are outside the project management’s control?”
Objectively Verifiable Indicators (OVIs) describe the project’s objectives in operationally measurable terms (quantity, quality, time – or QQT).9 OVIs should also be SMART: Specific to the objective it is meant to measure, Measurable (either quantitatively or qualitatively), Available at an acceptable cost, Relevant to the information needs of manager, Time Bound – when the objective or result estimated to be achieved.

Definitions of Indicator:
A parameter, or a value derived from parameters, which points to, provides information about, with significance extending beyond that directly associated with a parameter value (parameter: a property that is measured or observed)
An Indicator is a parameter that helps the organization understand where organization are, which direction organization are taking and how far it is from where it wants to be.

Indicators can be of two types:
Descriptive: Showing trends in degradation or improvement of a situation
Performance oriented: Referring to a threshold or a reference value against which conditions can be compared
General Criteria for the selection of Indicators
Policy Relevant:
Simple and easy to interpret
Showing trends over time (time series)
Responsive to changes at the resource level and related human activities
Referring to a threshold or a reference value against which conditions can be compared (performance indicators)
Analytically sound: – Must be theoretically well founded, in technical and scientific terms. Drafting a Technical and Financial Proposal
Once the articulation between the objectives, results and activities of a future project has been identified and recorded, then drafting of a project proposal can begin to raise financial support for its project. The proposal contains a technical and a financial part that should be complementary and coherent: each and every activity mentioned in the technical proposal should have specific budget coverage in the financial part.

Technical Proposal: Proposal contains part of:
Application/Proposal Form: Provided by donor organization. If donor do not provide any form then the organization follows a defaults format, which mention following information: Project Title, Duration, Project Implementation Area, and Purpose of the Project, Need Statement, Project Objectives, Project Strategy, Project Evaluation ; Monitoring, Project Sustainability, and Project Management.

Logical Framework
Legal Entity File (Proof of Registration for NGOs)
Financial EC Identification Form
Financial Proposal: The Financial Proposal is composed of two main sections: Budget and Sources of Funding. A budget breakdown template is usually provided by donor organization. A sample budget template is shown below at Table 5:
Budget Breakdown Template
Expenses Unit # of units Unit rate (in
USD) Costs (in
1. Human Resources 1.1 Salaries (gross amounts, local staff)4 1.1.1 Technical Per month Project Consultant 12 625 7500
Project Coordinator 12 700 8400
Regional Coordinator (3) 8 300 7200
1.1.2 Administrative/ supporting staff Per month Accountant 12 230 2760
Secretary 12 200 2400
1.2 Salaries (gross amounts, expatriates/
international staff ) International Expert Per day 4 500 2000
1 .3 per diems for missions/ travel Abroad Per diem 4 128 512
Subtotal Human Resources 30772
Table SEQ Table * ARABIC 5: Budget Template3.3.3 Project Management3.3.3.1 Contract Management
Definition: A contract is the legal framework in which a project is carried out. A contract forms between NGO and Donor whereas the project implementing organization and donor note down each other rules and responsibility. The contract defines the purpose of the grant or fund, the duration, the reporting system, payments schedule and bank account details. The Financial and Technical Proposals are part of the contract. Therefore, any changes occurring in the planned activities or/and budget should be referred back to the Contracting Authority for request of a written approval.

Contract Types in NGO:
General Contract: General Contract is form between donor organization and the leading NOG who will implement the project. The General contact include all the conditions of administrative and financial provisions. The contract can be amended with regards to the budget, however the rules contained in the General conditions should be strictly followed. In some cases an addendum could be submitted for approval.

Consortium Agreement: For smooth project implementation, a Consortium Agreement between the lead project implementing NGO and the Project Partners may also be drafted where the tasks and responsibilities are defined as well as the financial relations and payment schedules.

Subcontractors Agreement: Subcontractors agreement may be formed with Lead implanting NGO if the organization involved in the implementation of specific activities that none of the partners can fulfil (i.e. preparation of a study/research).

External Experts: In the case of involvement of external experts in the project implementation, a contract may be signed with them in order to define their tasks and responsibilities, the consultancy duration as well as their fees and terms for payment. Financial Management
Before implementation of project, budgetary obligations are fixed by a Financial Agreement with the Authority and national legislation. In addition, a given project is implemented during a contractual period; only related costs can be covered, excluding the preparatory works as well as follow-up activities.

In the case of a Consortium Agreement, the partner responsible for project’s financial management is usually the Leading Company. Some important additional aspects of Financial Management are the following: Cash Flow Management, Spending Plan and Cash Handling.

Cash Flow Management: Cash flow Management involves an estimation of the amount of cash necessary at each stage of project implementation. In the case of grant projects, the grant budget itself can be used – as a basis for Cash flow Management – where the grant budget has already been laid out in detail, with clearly assigned expenditures and periods of implementation. Whatever tool is put into practice, the aim of Cash Flow Management is to ensure cash availability whenever necessary.

Spending Plan: A plan for foreseen expenses may be structured through Excel tables, indicating monthly or quarterly costs, due amounts, payment destinations and payment methods
Cash Handling: A system to handle cash is adopted in order to assure sound Financial Management. First of all, separate accounts is kept for projects. To simplify things, a separation is made between petty cash for small payments and more important cash amounts for larger payments. A limit for petty cash and clearly specify what should be included in the larger amounts; the latter will require the intervention of the Project Director and the bank. Payments is made preferably through bank transfers rather than in cash.

Financial Reports: Usually, the Donor organization requires the submission of financial reports at regular intervals in order to verify the progressive use of each budget heading. It would therefore be useful to create Excel tables per each budget heading that could be constantly updated during project implementation. This will facilitate the Financial Management and make the production of the reporting material easier.

External Audit: An External Audit can certify expenditures with organization plan as well the soundness of organization Financial Management. The Auditor should be provided with all originals of official documents (Grant Contract, Consortium Agreement and Subcontracting Agreement, reports, original invoices, timesheets and bank transfer documents). Monitoring & Evaluation
Evaluation Definition: To evaluate means “to ascertain the value of something”. The evaluation process gives the organization direct information about the value of the project. Evaluation can also provide information about how to improve the project. It allows the organization to ask questions about its work, to collect appropriate information and then use it to reframe and redirect activities or keep them on track, depending on what the data reveals. Evaluation can help staff and partners improve their understanding of the project, enable them to assess strengths and weaknesses as well as make appropriate changes if necessary. It can also help them develop short-term and long-term plans where needed.

Monitoring Definition: Monitoring is one type of evaluation; it is essentially a management tool. It provides routinely gathered information for tracking the implementation process according to previously agreed upon plans. Its purpose is to establish the extent to which a project’s inputs are consistent with the initial plan, and the extent to which desired outputs are being achieved. It can provide timely data that allow you to take action in response to an unexpected opportunity and/or to make corrections as required.

Types of Evaluation and questions addressed by an Evaluation
Diagnostic Evaluation: Is carried out during project design and planning
Monitoring: Is carried out once the project is underway
Process Evaluation: Is designed to improve the activities that are being implemented within the project
Effectiveness Evaluation: Is carried out after a project has been underway for some time, but is a type of evaluation that is still directed toward the improvement of project activities and design
Impact Evaluation: Is carried out to determine if the project has delivered the desired effects on target groups
Relevance Evaluation: Has to do with whether or not the project is continuing to meet a need
Sustainability Evaluation: looks at what is likely to remain once initial funding comes to an end.

3.3.4 Example of MASTUL Project Management
MASTUL implies above mentioned project management in all of its project but there may be some changes in project management if donor organization set a different criteria or management system. MASTUL project management system primarily composed of two segments as have been discussed before. First segment is ‘Project preparation’ which is composed of designing the project through ‘Logical framework analysis’ and based on that preparing a financial and technical proposal with the view to obtain financial support from donor organization. The second segment of the project is composed of implementing the project and monitoring it to reduce deviation from set objectives. An overall view of MASTUL project management is shown below through brief discussion of its ‘Youth Intervention to the Development of Charland Women, Girls & Children’ project.

1. Project Preparation:
left232470Figure SEQ Figure * ARABIC 4: Project PreparationFigure SEQ Figure * ARABIC 5: Project PreparationFigure SEQ Figure * ARABIC 4: Project PreparationFigure SEQ Figure * ARABIC 5: Project Preparation
Problem Identification: MASTUL generally decides to implement a new project based on the needs of the people on the project area or based on the decision of the donor. For aforementioned case, MASTUL conducts a baseline survey to find out needs of target people in project area and for later mentioned case, donor organization provides information about project target people needs. For its ‘Youth Intervention to the Development of Charland Women, Girls & Children’ MASTUL had conducted a baseline survey in ‘Chilar char’ of Madaripur district which have provided the organization a brief over view of the problems faced by the charland people.

Logical Framework Analysis: After finding out the needs of people, MASTUL construct a ‘Logical Framework Analysis’ to design the project activities. Based on the findings MASTUL have designed a ‘Logical Frame work Analysis’. The logical framework analysis of the project is following.

Goal 30% of the women, girls ; children will practice and partook in proper health practice, education and women rights after the completion of the program Percentage of the person practicing and partook in proper health practice, education and women rights. Comparison of program beginning survey and the program end survey N/A
Outcome Improve livelihood of project beneficiaries Less known cases of abuse, child marriage, improper health practices and ignorance of education Interview of targeted beneficiaries beginning ; at the end of the program N/A
Outputs 1. 4100 women/girls and children will partake in youth intervention programs Number of persons participated at the youth programs Participation Records N/A
2. 2500 women participate in women self-help group Number of Women Self help Groups Participation Records N/A
Activities 1. Help youth in innovating and implementing programs to solve the program thematic issues Number of innovative programs Book Records Obstruction from community people to implement the programs
2. Male awareness build up activity ; campaign about VAW, child marriage No of people provided positive response towards the campaign Survey Data Obstruction from community people to implement the programs
3. Cultural and Sports intervention to promote program thematic issues No of people provided positive response Survey Data N/A
4. Social Campaign No of people provided positive response towards the campaign Survey Data N/A
5. Documentary Show regarding program thematic issues No of people attended the show Participation Records N/A
Table SEQ Table * ARABIC 6: Project Logical FrameworkProject Proposal Preparation: After the preparation of ‘Logical framework analysis’ MASTUL designs a project proposal to secure financial support from the donor organization and to provide them an overall overview of the project. Project proposal composed of two parts ‘Technical Proposal’ and ‘Financial Proposal’.
Technical proposal: The technical proposal which has MASTUL constructed for the project has provided following information:
Organization Overview: Organization overview provides following information: the date of organization establishment, organization registration status, organization management, major donor of the organization, and previous projects.

Problem Analysis of the project: In this segment MASTUL has discussed about the problems of the project targeted people. For in this project case the major problem was ‘Lack of awareness about Women Rights in project targeted area’.

Goals ; Objective of the Project: It discuss about the result, organization targeted to achieve through its project. The project major goal was ‘30% of the women, girls & children will practice and partook in proper health practice, education and women rights’. It had several objectives, one of them ‘80% of the community people will be aware of the about demerits of sexual harassment and VAW and about human rights’.

Beneficiaries Profile: It discusses about the characteristics of project targeted beneficiaries. For the project, there were three group of beneficiaries: women, children and young people.

Project Activities: It discusses about project activities and also provide a schedule of activities implementation date. Some of the activities for the project were baseline survey, school campaigning, youth training program, social campaigning, youth program intervention and others.

Proposed Management Arrangements: It discusses about project human resources. How many people will work for the project and who will be responsible for what activities. For this project. One project director, one project coordinator, two field officer, one accounts office and two enumerators was assigned.
Financial Proposal: Financial proposal provides a details overview of the project expenditure to the to the donor organization. It composed of two parts one is programmatic cost which is related to cost of implementing project activities and other one is administrative cost which includes human resources cost, overhead cost, office rent cost.

2. Project Management: Project management composed of project implementation and project monitoring ; evaluation segments.

Project Implementation: In its ‘Youth Intervention to the Development of Charland Women, Girls & Children’ project Mastul has intervened following Project Implementation activites: a contract or memorandum of understanding creation between the donor organization and MASTUL Foundation, recruiting project human resources, arraigning training for human resources, assigning tasks to human resources, procuring project resources, regular meeting conduction between project beneficiaries and the organization, scheduled survey of the project activities and impact.
Monitoring ; Evaluation: Monitoring ; Evaluation involves conducting regular survey, observation and research on project activities and impact, and based on the result analyzing project activities success rate. The monitoring and evaluation plan of the project activity is the following.

Indicator Knowledge About important health aspects, education, women rights
Definition At the beginning of the project a survey related to knowledge about health aspects, education and VAW will be conducted. At the 6 months of the program again another survey will be conducted to find out if there were any improvement. The last survey will be conducted at the end of the program.

Purpose To assess program activities effectiveness
Data Collection The data will be collected through conducting a survey among 1000 people, 200 from five of the village of the Chilar Char Union
Tool Quantitative Questionnaire
Frequency Every 2 months.

Responsible Enumerators
Reporting The result will be mentioned to Project Director. The Project Director will store the data and compare it to the previous data after a survey again has been conducted. The report for the donor submitted at the end of the program.

Quality Control To control the quality of the survey project director and coordinator will be responsible to conduct a small survey of 100 people to know the difference between results after anytime of completion of a survey. If the data’s result varied greatly, the director will conduct a meeting with emulators and will take action based on the meeting.

Table SEQ Table * ARABIC 7: Monitoring & EvaluationChapter 4: Conclusions & Recommendation4.1 Conclusions
The report is conducted to obtain an overall view of the way ‘MASTUL Foundation’ perform its project management activity as a NGO and to further obtain information about effective way to manage a project. The information to conduct the report has been collected through practical work experience, analyzing organizational Policy Documents and Publications, and interviewing personnel of the organization. The report overall founded the information that MASTUL Foundation follows a strict systematic process to manage its project. The organization divides its all project activity in several category based on the precedence of activities and time. In all over it project management activity it provides most attention to Logical Frame Analysis, which it has deemed as the heart of a project.
4.2 RecommendationsThe below mentioned recommendation is provided on ‘MASTUL Foundation’ project management activities to bring possible improvement its project performance.

1. New Need Assessment Tool: The organization solely focus on its Logical Framework Tool to assess needs. The logical framework may not effectively provide accurate information regarding project beneficiaries need all the time. For that reason, organization may think possible way to bring new need assessment as example: problem tree and others in its project management.

2. Details Activity Schedule: The organization follows a simple listed down activities table to schedule it project activities. Though it correlates activities work plan with timeframe, it does not provide a clear overview of possible project activities collision. It do not provide any information on the ways to reduce time to implement a project. The organization can use a grant chart to effectively schedule its project activities to avoid possible project collision and also to reduce project implementation time.

3. Software Integration: In the recent years, there have been seen several cases of computer software integration at project management. Software mathematical process can effectively calculate a project actual cost through relating them with project activities and it can also forecast possible financial or technical problem that may happen in future. MASTUL Foundation can use software to plan and manage its project activities. Example: ‘Microsoft Project’ is one of the recognized project management software, the organization may choose this software or others to plan its project.
4. Expert Review: There is no option in the project management of MASTUL Foundation to record and use expert opinion. As the organization is managed by relatively less experienced young people, it should incorporate activities in project management to obtain expert review on their activities to improve their performance.

5. Stakeholder Participation in Designing and Managing Project: In the past, it have been believed that project implementing organization members should be the only one in designing and managing project. But in recent research conducted on project management, it have been found out that the participation of project stakeholder mainly, project beneficiaries will help the project to effectively and efficiently obtain its desired goals. MASTUL Foundation should involves its stakeholders in designing and managing project.

ReferencesMinistry of Social Welfare. (2017). Total number of Registration provided by Ministry of Social Welfare by the year 2017. Annual Report of MoSW 2016-17, 16, 20-21.

NGO Affairs Bureau. (2018). Number of registered NGO’s in Bangladesh. List of Total NGO’s, 220.

NGO Affairs Bureau. (2018). Number of registered International NGO’s in Bangladesh. List of Foreign NGO’s, 22.

NGO Affairs Bureau. (2018). Number of registered National NGO’s in Bangladesh. List of National NGO’s, 198.