Focusing on the theme of the instant meeting, he referred to the fact that it is important to sustain a project, and seeing to it that the purposes of the projects are achieved and not abandoned, thus the need for the meeting.
Taking the stage, Mr. Julius Nukpezah started by enunciating the following as what his presentation will seek to address:
1. What is a project?
2. Why projects fail?
3. How to make projects sustainable?
4. What are the different sources of funding for project?
5. How to attract funding for a project?
WHAT IS A PROJECT?
Defining the term project, Mr Julius chose two working definitions:
A project is a temporary endeavor undertaken to create a unique product, service or result (PMBOK)
A project is defined as a Set of Well defined Inter-related Activities designed to achieve a Specific Objective and to be completed within a certain Time Frame and has a Budget.  (WORLD BANK & CAMBRIDGE INT. DIC, 1997)
• An endeavor undertaken with a clearly defined scope, budget and time.
• Projects are different from operations in that they are finite and specific outputs are expected
According to him, a project has the following Characteristics
• Set of Activities or Task
• Has a Time-frame
• Has a well defined objective
• Has a cost constraints, quality
• Involves risk at every step of the Process
• It is unique: it may never be repeated in the same way by the same group of people at the same place.
• Intended to generate benefit
• Consume resources (i.e. money, people and equipment)
Continuing, Mr. Julius said that a project may be initiated and implemented along five phases, namely:
• Initiation
• Planning
• Implementation
• Monitoring and control
• closure
He said that all the phases are linked and intertwined at some point or another, and advised that the following knowledge areas are necessary for the effective execution of the various project phases:
• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resources Management
• Project Communications Management
• Project Risk Management
• Project Procurement Management
On why projects fail, Mr. Julius reminding the participants that reasons are inexhaustive, referred to the following:
1. Project sponsors are often not committed to the objective.
2.  Some projects do not meet the strategic vision of the company.
3. Projects are started for the wrong reasons.
4.  Project human resources are poorly planned. i.e Staffing is a reason for failure, eg not enough dedicated staff
5. Incomplete project scope. No clear definition of the project's benefits and the deliverables that will produce them.  Scope creep
6.   A project plan that is non-existent, out of date, incomplete or poorly constructed just not enough time and effort spent on project planning.
7.    Project value management is not put into practice to evaluate baseline cost agreed during baseline transfer against actual costs spent at any given time. Project costs and financial do not form an integral part the project during execution.
8.  Insufficient funding and incorrect budgeting are still a major reason for projects not delivering their goals and objectives within the quality framework that was required.
9.   No formal project management methodologies and best practices aligned to the company's specific needs are used to assist project performance reference, and to build a knowledge base within the company.
10.   Not all projects are going through a formal signed off process using a proper post mortem process to determine lessons learned and to build their own reference model for future use.
11. Lack of User Involvement
On how to make a project sustainable
• Projects are finite in nature. They are not a going concern. Sustainability means making the project run its full course.
This can be attained by
• Application of Project knowledge areas in project formulation and implementation
• Development of project charter and ensuring sponsors are commitment to it

A PROJECT CHARTER: This was described by Mr. Julius in the following terms
•  A document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder’s need and expectations.
• Creating the project charter and its approval formally initiates the project. This also establishes a partnership between the performing organization and the requesting organization
• A project manager is identified and assigned with authority