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PROJECT CYCLE MANAGEMENT

An introduction

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- Definitions- Project Cycle- Log Frame Approach – analysis phase

- stakeholder analysis- problem analysis- analysis of objectives

- Log Frame Approach – planning phase- assumptions- indicators- sources of verification- activity scheduling

- Project Charts

Overview

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PROJECT APPROACH

Project = a series of activities aimed at bringing about clearly specified objectives within a defined time-period and with a defined budget.

A project should have:•Clearly identified stakeholders (primary target group & final beneficiaries);•Clearly defined coordination, management and financing arrangements;•A monitoring and evaluation system;•An appropriate level of financial and economic benefits (indicating that the project‘s benefits will exceed its costs).

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PROJECTS AND PROJECT MANAGEMENT

- Funding and contributions that are additional to ongoing activities- Funding = limited in time and resources

Contribute to process of change taking place in a context that is complex because:

it is changing continuously many actors are involved and may have an influence

Project management can therefore be defined as the facilitation of such processes of change in order to attain objectives in the most effective and efficient way

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Management toolsLogical framework approach

A methodology for analysing, planning, managing and evaluating programmes and projects, using tools to enhance participation and transparency and to improve orientation towards objectives

Developed in early 70s by USAID and widely adopted

Project cycle management (PCM)

Defines different phases in the project life with a well-defined process of involvement of different stakeholders, management activities and decision making procedures

Uses the LFA (as well as other tools such as the Pert chart and Gantt diagram)

Developed in early 90s and adopted by most development agencies and the EC

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Project cycle management

• Not revolutionary but likely to frame and articulate ongoing practices

• Not an exact science but a supporting tool to structure learning processes

• Many agencies talk about it, few are actually good at it

• Widely applicable – usefulness goes beyond development

• Value added depends on quality of its application

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PCM PrinciplesPRINCIPLES

Respect for different phases in project cycle...

Stakeholder orientation...

Consistent project design using logical framework...

Attention for sustainability...

Integrated approach using standarised documentation...

TO ENSURE...

informed decision-making at different stages of project management

involvement and commitment of stakeholdersa comprehensive and consistent analysis and planning

that from design onwards mechanisms are considered that will continue the flow of benefits

linkage with wider efforts, simplified and transparant documents

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PROJECT CYCLE

Identification

Formulation

Implementation

Monitoring

Evaluation

Programming

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PROJECT CYCLE

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Monitoring Monitoring by by stakeholderstakeholderss

End of End of project project evaluationevaluation

Ex-post Ex-post evaluationevaluation

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Ex-ante evaluation

AppraisalFormulation

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PCM/LFA APPROACH

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Logframe - defining the project/ programme structure, testing its internal logic, formulating objectives in measurable terms, defining means and cost (overall)

Activity scheduling - determining the sequence and dependency of activities; estimating their duration, setting milestones and assigning responsibility

Resource scheduling - from the activity schedule, developing input schedules and a budget

Logframe Approach

PLANNING PHASEANALYSIS PHASE Stakeholder Analysis - identifying &

characterising major stakeholders, target groups & beneficiaries, defining whose problems will be addressed by a future intervention, and which potentials can be used

Problem analysis - identifying key problems, constraints and opportunities; determining cause and effect relationships

Analysis of objectives - developing objectives from the identified problems; identifying means to end relationships

Strategy analysis - identifying the different strategies to achieve objectives; selecting the most appropriate strategy(ies); determining the major objectives (overall objectives and project purpose)

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Stakeholder Analysis (4 steps)

Identifying Key Stakeholders (beneficiaries, vulnerable groups, possible adversely effected groups, socio-economic characteristics, relationships etc.)

Determining Stakeholder Interests (benefits, expectations, resources they could mobilise etc)

Determining Stakeholder Power and Influence (power and dependency relationships, control of decision making, resources etc.)

Formulating a Stakeholder Participation Strategy in view of analysis, planning and implementation

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STAKEHOLDER ANALYSIS

STAKEHOLDER INTEREST AND ATTITUDE

TOWARDS PROJECT

ROLE IN PREPARATION

PROCESS

INVOLVEMENT DURING PROJECT IMPLEMENTATION

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1. PROBLEM ANALYSIS

• Should involve key stakeholders (identified through analysis)

• Typically in a workshop setting with possible external facilitation

• Given the capacity building orientation, multilevel problem analysis (subject and capacity)

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Step 1:Problem analysis (I)

Is a procedure which allows to :

analyse an existing situation

identify key problems in this context

visualise the problems in form of a

diagram/tree (cause-effect relationships)

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Problem analysis

Causes

Effects

Destruction of coral & mangrove habitats

Illegal fishing methods applied

Decreasing fish stocks

Low price received by artisanal fisherfolk in the village

Processed fish is of bad quality

Limited access to markets

Decreasing in-comes of artisanal fisherfolk

Establishing cause-effect relations between problems

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Problem analysis agree on the unit of analysis identify major problems existing within a given situation

(brainstorming) select a starter problem look for related problems to the starter problem establish hierarchy of cause and effects

• problems which are directly causing the starter problem are put below

• problems which are direct effects of the starter problem are put above

complete with all other problems accordingly connect the problems with cause-effect arrows review the diagram and verify its validity and completeness

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PROBLEM TREE ANALYSIS

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2. Analysis of objectives

Means

Ends

Coral & man-grove habitats conserved

Incidence of illegal fishing reduced

Quality of fish processing improved

Access to markets improved

Rate of decline in fish stocks arrested

Price received by artisanal fisher-folk increased

Incomes of artisanal fisherfolk increased

Turning the negative aspects into future desired, but realistic situations

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3: Analysis of Strategies

The purpose is:

• to identify possible alternative options or ways to

contribute to the overall objectives

• to agree on priority strategies based on an

assessment of the relevance, the feasibility and

the sustainability of each of them

• to concentrate the means of the project on what

is really important, effective and feasible

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Analysis of Strategies (III)

RESULTS

OVERALLOBJECTIVE

SPECIFICOBJECTIVE

Coral & man-grove habitats conserved

Incidence of illegal fishing reduced

Quality of fish processing improved

Quality of fish processing improved

Access to markets improved

Access to markets improved

Rate of decline in fish stocks arrested

Price received by artisanal fisher-folk increased

Price received by artisanal fisher-folk increased

Incomes of artisanal fisherfolk increased

Incomes of artisanal fisherfolk increasedOUT

IN

Decision based on: budget, priorities, human resources available, social acceptability, urgency, ...

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Logframe - defining the project/ programme structure, testing its internal logic, formulating objectives in measurable terms, defining means and cost (overall)

Activity scheduling - determining the sequence and dependency of activities; estimating their duration, setting milestones and assigning responsibility

Resource scheduling - from the activity schedule, developing input schedules and a budget

Logframe Approach

PLANNING PHASEANALYSIS PHASE Stakeholder Analysis - identifying &

characterising major stakeholders, target groups & beneficiaries, defining whose problems will be addressed by a future intervention, and which potentials can be used

Problem analysis - identifying key problems, constraints and opportunities; determining cause and effect relationships

Analysis of objectives - developing objectives from the identified problems; identifying means to end relationships

Strategy analysis - identifying the different strategies to achieve objectives; selecting the most appropriate strategy(ies); determining the major objectives (overall objectives and project purpose)

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The Logical Framework?

The Logical Framework Matrix provides a summary of: why a project is carried out what the project is expected to achieve how the project is going to achieve it which external factors are crucial for its success where to find the information required to assess the

success of the project which means are required what the project will cost

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From Strategy Analysis to Intervention Logic

Complete formulation of objectives

Transfer objectives to logframe

(intervention logic): OO, SO, Results

Review and complete the objectives at

different levels

Identify possible activities

HOW?

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Logical frameworkIntervention Objectively Sources of Assumptions Logic Verif. Indicators Verification

Overall Objective

Specific

Objective

Results

Activities Means Costs

Pre-conditions

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Intervention Logic

Overall objective: the project’s contribution to policy or programme objectives (impact)

Specific objective: direct benefits to the target group(s). S.O. is consequence of results, not the sum of the results.

Results: the services or products to be realised by the project.

Activities: the tasks (workprogramme) that need to be carried out to deliver the planned results.(detailed activities are often better presented seperatly. e.g. Gantt chart format)

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1.1. To train fish handlers1.2. To install appropriate Equipment etc.

Logical frameworkIntervention Objectively Sources of Assumptions Logic Verif. Indicators Verification

Incomes of artisanal fisherfolk increased

Price received by artisanal fisher-folk increased

Activities Means Costs

Pre-conditions

1.Quality of fish processing improved

2.Access to markets improved

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Logframe Basics

‘... IF results are delivered, AND assumptions hold true, THEN the project purpose will be achieved ...’

Objectively Verifiable Indicators

Intervention Logic Sources of Verification

Assumptions

Overall Objectives

Specific

ObjectiveResults

Activities Means Cost

Pre-conditions

Logframe

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Logframe Basics

‘... IF results are delivered, AND assumptions hold true, THEN the project purpose will be achieved ...’

Objectively Verifiable Indicators

Intervention Logic Sources of Verification

Assumptions

Leaders of fish co-ops Collaborate

Rate of decline in fish stocks arrested

Incomes of artisanal fisherfolk increased

Price received by artisanal fisher-folk increased

1.Quality of fish processing improved

1.1. To train fish handlers1.2. To install appropriate Equipment etc.

Means Cost

Logframe

Prmission localGov. ObtainedProject facilities provided

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Assumptions HOW?

• Assess the importance of the external

factors by using the assessment algorithm

• Check the intervention logic and

assumptions on completeness

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Will it be realised?

Almost certainly

Likely

Unlikely

Do not include in logframe

Include as an assumption

Is it possible to redesign the project in order to influence the

external factor?

Yes No

Do not include in logframe

Is the external factor important?

Redesign the project by adding activities or results;

reformulate the Project Purpose if necessary The project is not feasible

NoYes

Assessment of Assumptions

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Project assumptions:

•Project assumptions may be outside of the project control (policy, collaboration external actors etc.)

•Other assumptions may have university policy implications (staffing policies, incentives, space for resources generation etc.) – Should be taken up prior or during implementation

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Indicators

To:• Clarify the characteristics of the OO, SO and R• Manage the project more objectively• Provide a basis for performance measurement,

monitoring and evaluation

OVI’s describe the project’s objectives in operationally measurable terms (quantitiy, quality, time)

Note:Often, it is necessary to establish several indicators for one objective. Together, these will provide reliable information on the achievement of objectives.

WHY?

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Indicators: An Example

Objective: Pollution load of wastewater discharged into the Blue river is reduced

Select the indicator: Concentration of heavy metal compounds (Pb, Cd, Hg)

Define the targets:• Define the quantity: Concentration of heay metal compounds

(Pb, Cd, Hg) is reduced by 75% compared to year x levels …(particular attention should be paid to the availability of baseline information)

• Define the quality: . to meet the limits for irrigation water ..

• Define the target group: ... , used by the farmers of Blue village, ...

• Define the place : . in the Blue river section of the District ..

• Determine the time: ... 2 years after the project has started

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Indicators: An Example

Objective: Efficiency and effectiveness of the learning and and administration processes/practices have been enhanced

Select the indicator: Amount of administrative paperwork…

Define the targets:• Define the quantity: …is reduced by 20% annually

particular attention should be paid to the availability of baseline information)

• Define the quality: ... • Define the target group: ... , as used by the UNZI staff both

acacemic and administrative ...• Define the place : ... at UNZI...• Determine the time: ... following full implementation of e-

administration

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Some criteria for good indicators

Do partners and stakeholders agree that this indicator makes sense to use?

Owned

Will the data have utility for decision-making and learning?

Useful

Can data be collected easily, on a timely basis at reasonable costs?

Accessible

Are the data consistent or comparable over time?Reliable

Is the definition precise and unambiguous about what is to be measured?

Objective

Does the indicator directly represent the objective it is intended to measure?

Valid

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Sources of Verfication

• They describe where and how to find the information with regard to the indicators

• Issues to be analysed: Do there exist external sources of verification? If so, are they specific enough, reliable and

accessible? If not, how can the information with regard to

the indicators be obtained?

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Multi (annual) Operational plan

550017504250 750 40011003100

Budget

550017504250 750 40011003100

Budget

SalariesAllowancesVehicle Op.Office Tel/FaxSeedsFertiliser

5000 55001250 17503750 4250

750 750400 400850 1100

2300 3100

Budget

WorkplanWorkplan

Workplan

Results-based workplans & budgets

Logframe

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Activity Scheduling

An activity schedule: Maintains objective-oriented approach of logframe Breaks activities down into operational detail Clarifies sequence, duration and precedence of activities Identifies key milestones Assigns management responsibility

and implementing responsibilitiesand should include management tasks

USE project charts

WorkplanWorkplan

Workplan

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Project charts

Gantt chart = common technique for representing the phases and activities of a project

In this example :- What are the different tasks;- What is the start and end date of the tasks.

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Project charts

Gantt chart can also include:- Who is responsible?- What is the relation between ≠tasks?- Are the deadlines met?

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Project charts

PERT = Project Evaluation and Review Technique

Gives an answer on:- What is the relation between the different tasks?

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Project charts

Gantt versus PERT

Gantt : tasks in relation to time

Pert : tasks in relation to other tasks

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LFA link to evaluation