Javakheti is a village located in the southern part of Georgia. Traditionally residents of Javakheti have used the land for crop and animal farming considering that it is their primary source of livelihood. Javakheti region is highly sustainable for the growth of fruits and vegetables and this explains why apiculture is relatively developed within this community. Despite the development of both crop and animal farming, the existing technique levels are relatively low for residence to make a decent living. Low income can be related to weak money-commodity relations within the region. The prevailing dependent economic conditions in Javakheti have made the made the local community highly on natural resources including those of the Javakheti National Park.
In any society, the establishment of a national park is often accompanied with some restrictions with regard to the use of existing natural resources by the local community. This often causes some form of conflict between the local communities and the management of the park hence affecting the tourism sector. One-way by which the project aims at ensuring the protection of the park and an enhancement of the livelihoods of the locals in Javakheti would be the provision of opportunities for the acquisition of other sources of income. From a global perspective, eco-tourism and its associate services comprise some of the most essential and practical substitute sources of income and employment opportunities for local communities living near national parks. Through the implementation of eco-tourism in Javakheti National park, it will be easier for the local authorities in Georgia to engage in active protection of the flora and fauna, the Alpine mountains and the wetlands within the region. In addition, it will also facilitate the promoting of community involvement in poverty eradication and through sustainable livelihoods. The main aim of the project focused on the upgrading of Javakheti national park is to engage in the promotion of economic development and sustainable livelihood for the local community of Javakheti National Park. In addition, through this project the tourism recreational facilities will also be put to economic use as an extension to the promotion of sustainable livelihoods among the local population in Javakheti.
Tourism is considered one of the most lucrative sectors for any economy because it attracts both local and foreign investments and income. This project aims at the creation of successful tourism business in Javakheti National park hence improving the socio-economic wellbeing of the local community and the economic standards of Georgia. Through the construction and the development of guest houses and horse rental points in Javakheti national park, there lies an expectation that the ideas espoused by the project will be replicated in the rest of the community within the project implementation period as a strategy of improving businesses and the living standards of the local community.
There is also the expectation that by addressing the economic needs of local community, the level of conflict between the tourism sector and the locals will be limited considering that most of the locals will get alternative sources of income due to the opportunities created.
Through the protection of the Javakheti National Park, the environment is expected to benefit because of an increase in awareness levels among the residents on matters environmental conservation. Furthermore, through livelihood diversification, there will be a decrease in in the pressure inflected on natural resources within Javakheti.
The approaches that will be used in the establishment of the Javakheti National park and the management does not only include the achievement of conservative objective of the forest, animals, wet land and the Alpine mountains. It is also inclusive of the objective of improving the socio-economic conditions of the residents in Javakheti village. From the existing studies, for the project to realize its objectives it will be important for members of the local community to have economic interests as a way of expressing support for the project.
Contribution to eco-tourism within the Javakheti National Park environment will facilitate involvement of the locals
For the success of the project, the following deliverables will be considered
Major Deliverable |
Deliverable Description |
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Project Charter |
Facilitate the identification of project needs, cost, time and builds acceptance to initiate project |
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Project Management Plan |
Provide all the stakeholders with risk, issue and additional information related to project |
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Project Schedule |
Offers the stakeholders and project team with an understanding of responsibilities to be completed and timeframes related with those detailed tasks |
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Requirements Review |
Assessments conducted by business analysts and stakeholders in the tourism sector to achieve approval on how to operationalize the proposed project requirements |
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Design Review |
Assessments conducted by business analysts and stakeholders in the tourism sector to achieve approval on how to operationalize proposed project design |
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User Acceptance Testing |
Conducted together with the Project manager and other remembers of the project team that comprise business acceptance of the project |
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Deployment Plan |
Helps stakeholders and project teams in the identification of the tasks necessary to move application into production |
Provide support to the local population around Javakheti National Park in the establishment of guesthouses to provide alternative and high quality accommodation
Provide support to the locals in Javakheti village in the establishment of horse rental points
Facilitate the establishment market places on the highway along Javakheti National Park
Facilitate the establishment of women’s social enterprises in Javakheti village
Provide training to local residents in issues related to marketing, tourism and marketing.
High-level project scope
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Req. # |
I Requirement Description |
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1 |
The capacity of entering project information as demarcated by the business |
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2 |
Tracking status of the project |
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3 |
Associating project aftermaths with projects for sharing information |
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4 |
Reporting on project progress as demarcated by the business |
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5 |
The ability to search by country and/or technical area |
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Sponsor: Provides essential direction on the project. Responsibilities: Approving the project charter and strategy Securing assets for the project Confirming project aims and objectives Keep up-to-date with the main project activities. Make decisions on heightened issues Assist in the resolving project setbacks |
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Project Manager: In charge of project planning and development, and management of project to scope ResponsibilitiesDevelopment of the project plan; Identification of project deliverables Identification of risks and develop risk management plan Directing the project team members Scope control and change management Supervise quality assurance of the project management procedure Uphold all documentation including the project plan; Reporting and forecasting project status; Resolving conflicts within the project Ensuring that project product meets the business objectives; Communicating project status to stakeholders |
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Team Members:ResponsibilitiesWork towards the deliverables of the project. Understanding the work to be completed Completing research, data collection, analysis, and documentation as delineated in the project plan; Informing the project manager of matters, scope changes, and risk and quality |
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The local community in Javakheti: include all the people requesting the deliverable. Responsibilities Partnering with the sponsor or project manager in creating the Project Charter Partnering with the project manager to accomplish the project including the timeline, work plan, testing, resources, training, and documentation of procedures; Working with the project team in the identification of the technical approach to be used and the deliverables to be provided upon conclusion of the project; Providing a clear description of the business objective Signing-off on project deliverables Taking ownership of the developed process |
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Subject Matter Expert: in charge of the provision of expertise on a specific subjectResponsibilitiesMaintaining up-to-date capability and knowledge on the subject matter Providing advice on what is dire to the performance of a project task and what is important to know |
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Risk |
Mitigation Strategy |
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Distrust among locals with regard to eco-tourism |
Intensive training for the local population on eco-tourism |
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Unpredictable economic conditions in Georgia and on the global platform |
Seeking additional funding from local and international donors |
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High competition from local and international rivals |
Improving the nature of services offered at Javakheti |
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Low level awareness on benefits of protecting the national park |
Intensive training on business and eco-tourism |
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Dissatisfaction by the touring population |
Providing information on local and ecological issues |
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Disrespect to local rational practices and customs |
Providing information to tourist on the cultural practices of the local population |
Four guest houses constructed in the local architectural design are operational by the end of project implementation process
Three women social enterprises are established in Javakheti village
At least 100 beneficiaries are provided with sufficient training, services and consulting
Two market places are established and operated
This project will consist of changing the perspective and perceptions of the local community in Javakheti village towards truism. This will be through the promotion of economic development initiatives, which are essential for the development of sustainable livelihoods for the population around Javakheti National Park. The main objective of this project initiative will be to protect and enhance the tourism sector while at the same time ensuring high-level community involvement in matters eco-tourism. The project will be completed by 2021 and by the end of this project, guesthouses, women social enterprises, and market places will have been established to boost tourism and sustainable livelihoods of the locals. To ensure the sustainability of this project, training will be provided to all the beneficiaries in matters related to eco-tourism, business, and financial management. The project team with the leadership of the project manager will be charged with the responsbility of ensuring appropriate execution of the project. This will involve acting in accordance with the requirements of the project plans and ensuring that the process is all-inclusive from project planning to project monitoring and evaluation.
WBS Dictionary |
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Level |
WBS Code |
Element Name |
Definition |
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1 |
1 |
Javakheti National Park |
All work to implement eco-tourism and tourism management in Javakheti village |
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2 |
1.1 |
Initiation |
The beginning of the project |
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3 |
1.1.1 |
Evaluation & Recommendations |
Working group to assess solutions and refer. |
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3 |
1.1.2 |
Develop Project Charter |
Project manager to engage in the development Project Charter |
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3 |
1.1.3 |
Deliverable: Submit Project Charter |
Project Charter is given to the Project financiers |
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3 |
1.1.4 |
Project Sponsor Reviews Project Charter |
Evaluation of the project charter |
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3 |
1.1.5 |
Project Charter Signed/Approved |
The Project Sponsor authorizes the Project Manager to begin the Planning Process. |
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2 |
1.2 |
Planning |
Beginning the planning process for the project |
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3 |
1.2.1 |
Create Preliminary Scope Statement |
Project Team creates an Initial Scope Statement. |
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3 |
1.2.2 |
Determine Project Team |
The Project Manager selects the project team and demands the resources. |
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3 |
1.2.3 |
Project Team Kickoff Meeting |
The planning process officially begins with a project commencement meeting which includes the Project Manager, Project Team and Project Sponsor |
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3 |
1.2.4 |
Develop Project Plan |
Project team improves the project plan. |
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3 |
1.2.5 |
Submit Project Plan |
Project Manager acquiesces the project plan for authorization. |
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3 |
1.2.6 |
Milestone: Project Plan Endorsement |
Approval of the project strategy and the Project Manager has authorization to continue to implement the project in accordance with the project plan. |
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2 |
1.3 |
Execution |
Effort involved in implementing the project. |
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3 |
1.3.1 |
Project Opening Meeting |
Project Manager performs an official formal commencement meeting with the project group, project participants, and project sponsor. |
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3 |
1.3.2 |
Verify & Validate User Requirements |
The original user requirements are appraised by the project manager and team, and then authenticated with the stakeholders. This is where supplementary explaining may be needed. |
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3 |
1.3.3 |
Design implementation structure |
The technical resources design the implementation phase |
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3 |
1.3.4 |
Procure materials |
The procurement of all material needs for the project. |
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3 |
1.3.5 |
Implement project |
Team begins the initial implementation phase for testing and customizations of future phases |
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3 |
1.3.6 |
Testing Phase |
The initial stage is assessed for efficiency |
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3 |
1.3.7 |
Monitoring and evaluation |
The first implementation stage is evaluated and monitored against project objectives |
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3 |
1.3.8 |
Training locals |
All beneficiaries are provided with a training class on their involvement in the project. Additionally, project team is provided with an additional two hours’ class on advanced reporting. |
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3 |
1.3.9 |
Operationalize project |
Project executed in accordance with the plan |
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2 |
1.4 |
Control |
The effort involved for the control course of the project. |
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3 |
1.4.1 |
Project Management |
General project administration for the project. |
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3 |
1.4.2 |
Project Status Meetings |
Weekly group status assemblies. |
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3 |
1.4.3 |
Risk Management |
Risk administration efforts as demarcated in the Risk Management Strategy. |
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3 |
1.4.4 |
Update Project Management Plan |
Project Manager informs the Project Management Strategy as the project progresses. |
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2 |
1.5 |
Closeout |
The work to closeout the project. |
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3 |
1.5.1 |
Audit Procurement |
An assessment of all materials acquired for the project. Ensures that all acquired merchandises are accounted for and in the asset administration system. |
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3 |
1.5.2 |
Document Lessons Learned |
The Project Executive along with the project team performs a teachings learned meeting and drafts the lessons cultured for the project. |
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3 |
1.5.3 |
Update Files/Records |
All files and records are updated to reflect the Javakheti National park. |
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3 |
1.5.4 |
Gaining Formal Acceptance |
The Project Underwriter officially receives the project by validating the reception document included in the project strategy. |
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3 |
1.5.5 |
Store Files/Documents |
All project related records and documents are officially stored. |
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Javakheti National Park- Eco-tourism project |
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Plan |
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Execute and Control Project |
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Close |
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The Schedule
Network Diagram
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Start Date |
Days to Completion |
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6/11/2016 |
150.00 |
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Finish Date |
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1/6/2017 |
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Times (in Months) |
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Time Distribution: |
Triangular |
[42] |
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ID |
Task Name |
Predecessors |
O |
M |
P |
Duration |
ES |
EF |
LS |
LF |
Slack |
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10 |
Initiate Project |
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0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
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20 |
Developing Project Charter |
10 |
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2 |
4 |
6 |
4.00 |
0.00 |
4.00 |
0.00 |
4.00 |
0.00 |
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30 |
Planning the project |
10 |
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3 |
5 |
9 |
5.67 |
0.00 |
5.67 |
3.67 |
9.33 |
3.67 |
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40 |
Developing work plan |
20 |
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4 |
5 |
7 |
5.33 |
4.00 |
9.33 |
4.00 |
9.33 |
0.00 |
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50 |
Developing project control plan |
20 |
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4 |
6 |
10 |
6.67 |
4.00 |
10.67 |
8.33 |
15.00 |
4.33 |
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60 |
Finalizing project |
30 |
40 |
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4 |
5 |
7 |
5.33 |
9.33 |
14.67 |
9.33 |
14.67 |
0.00 |
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70 |
Executing project |
50 |
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3 |
4 |
8 |
5.00 |
10.67 |
15.67 |
15.00 |
20.00 |
4.33 |
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80 |
Project Framework |
60 |
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3 |
5 |
8 |
5.33 |
14.67 |
20.00 |
14.67 |
20.00 |
0.00 |
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90 |
Closure of project |
70 |
80 |
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0.00 |
20.00 |
20.00 |
20.00 |
20.00 |
0.00 |
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[42] |
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Project budget |
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INCOME |
Amounts in Dollars |
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Internal funding |
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Own contribution |
100,000 |
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Total Internal Income |
100,000 |
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External Funding |
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grant |
700,000 |
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Total External Income |
700,000 |
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Total INCOME |
800,000 |
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EXPENSES |
Amounts in Euro |
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Salaries |
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Project staff manager |
100,000 |
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Project coordinator(s) |
70,000 |
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Administrative staff |
70,000 |
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Technical / production staff |
40,000 |
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Financial coordinator |
30,000 |
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Other |
10,000 |
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Subtotal |
320,000 |
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Specialists |
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Consultant fees |
50,000 |
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Accountant costs |
1,000 |
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Bookkeeping costs |
1,000 |
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Training |
1,000 |
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Other |
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Subtotal |
53,000 |
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PR and printing costs |
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Educational material |
200 |
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Prints of material |
200 |
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Mailings |
200 |
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Advertisements |
300 |
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Subtotal |
900 |
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Travel and accommodation costs |
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Travel costs |
300 |
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Accommodation costs |
1,300 |
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Hall rent |
1,000 |
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Rent of equipment |
1,000 |
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Transportation |
2,000 |
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Food/refreshments |
3,000 |
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Other |
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Subtotal |
8,600 |
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Project Implementation expenses |
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Equipment costs |
100,000 |
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Project implementation phases |
500,000 |
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Banking fees |
1,000 |
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Miscellaneous |
16,500 |
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Other |
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Subtotal |
617,500 |
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Total Expenses |
1,000,000 |
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The project is estimated to cost $1 million. This involves addressing issues on recurrent expenditure
Inadequate expectations among the beneficiaries of the rapid and enormous profits, which to some extent can inspire nihilism. In order to mitigate such risks, a process of spreading benefits will characterize the project implementation process
Distrust among members of Javakheti village with regard to the objectives of eco-tourism
Unpredictable economic situation in Georgia and on the global platform
High levels of competition within Georgia and the neighboring countries
Low levels of awareness and education levels among the Javakheti locals with regard to the promotion of tourism and the development of sustainable livelihoods.
High-level dissatisfaction and distrust among tourists and the local population.
Disrespect to local customs and traditional practices threatens the accomplishment of the project
This entails assessing the likelihood and the impact and the occurrence for all the identified risks under the supervision of the project manager. The project team will provide contribution using the following method
Great probability- greater than 70% possibility of happening
Intermediate probability- between 30% and 70% possibility of the risk occurring
Low probability. Beneath 30% of the peril happening.
Great impact will entail the possibility that has the likelihood of impacting on the project budget, enactment, and project schedule. From the assessment, the risks that can impact on the success of the project include the disrespect to the cultural and traditional practices of the locals. This is because such level of distract will create some form of discrimination hence limiting the possibility that members of Javakheti community will perceive the project as foreign and destructive to their cultural heritage.
Medium impact entails the risk that have the possibility of marginally affecting the project budget, enactment, and schedule. Some of the risks that may affect success of the project include economic expectations of the Javakheti community with regard to economic development.
Definition of impact and probability ratings
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Rating à Very Low Low Moderate High Very High |
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Cost Impact of Threat Insignificant <5% cost 5‐10% cost 10‐20% cost >20% cost (CO + COS) cost increase increase increase increase increase |
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Cost Impact of Insignificant <1% cost 1‐3% cost 3‐5% cost >5% cost Opportunity cost decrease decrease decrease decrease (CO + COS) reduction |
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Schedule Insignificant <1 month 1‐3 months 3‐6 months >6 months Impact of slippage slippage slippage slippage slippage Threat |
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Schedule Insignificant <1 month 1‐2 months 2‐3 months >3 months Impact of improvement improvement improvement improvement improvement Opportunity |
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Probability 1–9% 10–19% 20–39% 40–59% 60–99% |
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Risk |
Risk Level L/M/H |
Likelihood of Event |
Mitigation Strategy |
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Project Size |
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Person Hours |
H: Over 20,000 |
Certainty |
Assigned Project Manager, engaging consultant, complete project management approach and communications strategy |
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Projected Project Schedule |
H: Over 12 months |
Certainty |
Create comprehensive project timeline with recurrent baseline reviews |
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Team Dimension at Peak |
H: Over 10 members |
Certainty |
All-inclusive communications plan, recurrent meetings, tight project management oversight |
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Project Definition |
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Narrow Knowledge Level of |
M: Knowledgeable of locals |
Likely |
Assigned Project Manager(s) to assess implications |
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Available documentation and baseline |
M: More than 65% complete/current |
Likely |
Balance of information to be gathered by project manager |
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Project Scope |
L: Scope mostly defined, subject to review |
Unlikely |
Scope intially defined in project plan, revised monthly by Project Manager and Steering Committee to prevent concealed scope |
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Consultant Project Deliverables unclear |
L: Well defined |
Unlikely |
Included in project plan, subject to amendment |
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Vendor Project Deliverables |
M: Estimated, not clearly defined |
Somewhat likely |
Included in project plan, subject to amendment
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Cost Estimates Unrealistic |
L: Thoroughly predicted by industry experts using proven practices to 15% margin of error |
Unlikely |
Included in project plan, subject to amendment as new details regarding project scope are revealed |
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Timeline Estimates Unrealistic |
M: Timeline assumes no derailment |
Somewhat likely |
Timeline reviewed monthly by three groups (Project Manager and Steering Committee) to prevent undetected timeline departures
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Number of Team Members Unknowledgeable of Business |
L: Team well versed in business operations impacted by technology |
Unlikely |
Project Manager and advisor to identify knowledge gaps and provide training, as necessary |
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Project Leadership |
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Steering Committee existence |
L: Identified and enthusiastic |
Unlikely |
Frequently seek feedback to ensure continued support |
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Absence of Commitment Level/Attitude of Management |
L: Understands value & supports project |
Unlikely |
Frequently seek feedback to ensure continued support |
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Absence of Commitment Level ofproject manager |
L: Understands value & supports project |
Unlikely |
Frequently seek feedback to ensure continued support |
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Absence of Mid-Management Commitment |
L: Most understand value & support project |
Unlikely |
Frequently seek feedback to ensure continued support |
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Project Staffing |
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Project Team Availability |
M: Distributed team makes availability questionable |
Somewhat likely |
Continuous review of project momentum by all levels. Consultant to recognize any effects caused by unattainability. If necessary, increase committmment by participants to full time status |
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Physical Location of Team prevents effective management |
M: Team is dispersed among several sites |
Likely |
Use of Intranet project website, comprehensive Communications Plan |
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Project Team’s Shared Work Experience creates poor working relationship |
M: Some have worked together before |
Somewhat likely |
Comprehensive Communications Plan |
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Weak localParticipation on Project Team |
L: locals are part-time team members |
Unlikely |
User Group Participants coordinated by full time employee |
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Project Management |
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Procurement Methodology Used foreign to team |
L: Procurement Methodology familiar to team |
Unlikely |
N/A |
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Change Management Procedures undefined |
L: Well-defined |
Unlikely |
N/A |
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Quality Management Procedures unclear |
L: Well-defined and accepted |
Unlikely |
N/A |
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Local Suppliers |
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Number of local vendors Creates Foreign Relationship |
H: Never |
Certainty |
A comprehensive vendor evaluation and selection process assimilated into Project Plan will be employed to foresee and define the association between the project team and the vendor |
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Team’s Lack of Knowledge of the supply chain |
M: Conceptual understanding |
Somewhat likely |
Comprehensive vendor assessment and selection process incorporated into Project Plan will assist the team in better understanding the supply chain
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Team’s Involvement in Vendor Selection Impacts Success of Implementation |
L: High participation in selection |
Unlikely |
Comprehensive vendor assessment and selection process assimilated into Project Plan |
Barakat, Q., Bendou, A & Martin, J. (2015). Success Factors for Local Development Project
Management Case of Taroudant Province – Morocco. Journal of North African Research in Business Vol. 2015 (2015), Article ID 607790.
City of Chandler. (2008). Project Management Methodology & Step-by-Step Guide to Managing
Successful Projects. PM0.0.0-PMMethodology-GDE.doc. Arizona.
Sirse, J., & Kharstishvilli. (2013). Assessing and Developing the Eco-Tourism Potential of the
Protected Areas in Georgia. Österreichische Bundesforste AG Consulting.
TBILIS. (2013). Samtskhe-Javakheti Regional Development Strategy 2014-2021. German
Cooperation.
Crisis Group Europe. (2011). Georgia: The Javakheti Region’s Integration Challenges. Crisis
Group Europe Briefing N°63, 23 May 2011
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