Project Planning

Supporting Plans

Welcome

Please ‘sign in’ on Attendance Sheet

What are the rules?

Ground Rules

Review Exercise

Let us look at the parts of a project plan

logical framework

This will test your understanding of all the different parts of the logframe approachTwo Case Studies

Battambang DP Rights:

Advocacy project in Battambang to promote the rights of persons with disabilities

Kampot Watsan

Project in Kampot to provide safe drinking water and hygiene training to villagers

From the cards - choose: Goal (1) Project purpose (1) Expected results (4) Match indicators to each (1+1+4=6) Assumptions (5)

Group work: 20 minutes Presentation: 5 minutes

Exercise

AdvocacyGoal: Disabled people in Cambodia have the same access to services and

opportunities as all Cambodians Indicator: Employment levels of disabled people are same as average for

Cambodia

Purpose: Battambang has a structure advocating for the rights of the disabled Indicator: A DP Forum registered with the government holds 10 meetings in 2011

Results Indicators Form a disabled people’s forum in Battambang A DP Forum working group has a

statute written in 2010 Each commune has a representative trained in advocacy

No of communes with two volunteers who passed an exam in advocacy training

A disabled person’s advocate sits in on provincial level meetings

Provincial health, industry and agriculture committee meetings attended by a DPA

The media regularly carries stories about disability issues

No of stories in newspaper, radio and tv about DP or DP issues

Assumptions:• Provincial government will allow people to form an association• Many people will volunteer who can pass a week course in advocacy• Most villagers speak Khmer• Getting issues known leads to better policies and more jobs• The media will publish any interesting stories

WatsanGoal: Reduce the mortality and morbidity due to communicable diseases of

villagers in Kampot Indicator: Incidence of child mortality 0 - 5 years reduced by 30%

Purpose: Villagers in Kampot gain access to clean drinking water and learn good hygiene habits

Indicator: Households surveyed that use filtered well water every day.

Assumptions: People with access to clean water get less sickness Most villagers speak Khmer Give a water filter to a family and they will drink from it Build a well and villagers will get clean water from it The Provincial government will allow NGOs to give education

Results Indicators All villages have a well and pump 150 villages had a well pump working

more than 26 days in the last month All households have a water filter 50,000 water filters distributed.

All villagers understand how you get diarrhea 80 percent of villagers surveyed get 3/5

answers to questions on diarrhea All villagers have regular hand washing with soap

90 % of villagers report washing with soap before eating

Project Supporting Plans

As part of a project setup, there will be a number of documents created to: Set out the detailed activities List the resource requirements

Human resources Equipment, office, training, material

etc. Set out the timing Detail the budget

Project Supporting Plans

The Activities in the Log frame tell you what is in the activity plan

The activity plan tells you the resources needed

Logical framework

Activity Planning

Plan of action

Year Year 1 By whom?

Month 1 2 3 4 5 6 etc .

Activity 1

Activity 2

Activity 3

Activity 4

Activities

Resource Planning

Year Year 1 By whom?

Month 1 2 3 4 5 6 etc .

Activity 1

Activity 2

Activity 3

Activity 4

Plan of action

Means: Budget

Human resources

$

Material/ Equipment

$

Travel etc. $

Means/Budget

Supporting Plans

The plans will ‘inform’ each other

e.g.

- the activity plan and timing chart give you the HR and procurement needs,

- the procurement plan gives budget detail

Supporting Plans

May include: Activity Plan: (Gantt Chart) Budget Procurement Plan HR Plan (Schedule) Communications Plan Contingency Plans Monitoring and Evaluation Plan

Take a BreakTake a Break

Back in 15 minutes …… exactly!

Supporting Plans

Include: Activity Plan: (Gantt Chart) Budget Procurement Plan HR Plan (Schedule) Communications Plan Contingency Plans Monitoring and Evaluation Plan

Activity Plan: Timing - Gantt

The activities can be plotted to show the work flow over time

A Gantt chart shows all tasks on one table (but not always ‘flow’)

A work flow can show ‘dependencies’ – one job which must be complete before another can starte.g. must do recruitment before field work; must hire consultant before baseline.

Activity Plan – Gantt Chart

Activity Report – HU Format

MONTH OUTPUTS Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar

INDICATORS

Output 1: State output

List indicators for this output

Activities related to Output 1:

1.1 ** ** ** 1.2 ** ** ** ** ** ** ** ** ** ** ** ** 1.3 ** ** ** ** ** ** ** 1.4 ** ** ** 1.5 ** ** ** ** ** 1.6 ** ** ** ** Output 2: State output

Activities related to Output 2:

Etc….

Budget

Must be matched to use of resources: HR, procurement, activity

Activity and spending then must be matched to budget Overspend may not be funded Underspend may lead to clawback

Overheads must be included

Budgeting for Overheads

Overhead: admin costs at all levels – Head Office, Country Office, Local (RTK) Admin, Team e.g. London 10% CCO 7.5% Includes cost of seeking new projects

Funding is not freely available and often limited to % of total

May need to look to alternate sources or budget lines

Procurement Plan

List all the purchases of all project supplies and materialsAssets: motos, computers, furniture…Consumables: fuel, repairs, paper, pens, T shirts, …Staff: salary, per diem, tax, insurance, health plan, …Outgoings: Rent, electricity, taxes…

Closely linked to budget Plan the Cash Flow

A. General Information Provide basic information about the project, including: Project Title – The proper name used to identify this project; Project Working Title – The working name or acronym that will be used for the project; Manager – The person to whom the project is assigned; Office - the office that will be responsible for the management of the project; Prepared by – The person(s) preparing this document; Date/Control Number – The date the plan is finalized and the number. Project Title:

Project Working Title:

Manager:

Office:

Prepared by:

Date / Number:

B. Procurement Summary Document all products, goods, or services that must be procured during the course of the project. Identify the Responsible Person for the procurement and indicate the Procurement Method Selected for each item. e.g.: Emergency Procedures, Sole Source, Small Purchase, Competitive Negotiation, and Competitive Sealed Bid Procedures.

Product, Good, or Service Responsible Person Procurement Method Selected

Quantity/Man-hours Required

Required Delivery Date

Delivery Location

C. Procurement Schedule For every Procurement Method listed in the previous table, a separate Procurement Schedule Table will be created. Insert the Procurement Method documented in the previous table in the first row. Modify the column headings to record each step required to complete a procurement using the method identified. These procurement steps should include NGO and donor required actions. List each product, good, or service in the first column and insert a date in the action column when that action will be completed. When the tables are complete, add the procurement actions as tasks in the project schedule.

Procurement Method:

Product, Good, or Service

(Insert required

procurement action this method)

(Insert required

procurement action this method)

(Insert required

procurement action this method)

(Insert required

procurement action this method)

(Insert required

procurement action this method)

(Insert required

procurement action this method)

(Insert required

procurement action this method)

(Insert required

procurement action this method)

(Action Date)

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Human Resource Plan

Identify by name the individuals and organisations with a leading role in the project. For each describe their roles and responsibilities on the project.

Next, describe the number and type of people needed to carry out the project. For each one, detail start dates, estimated duration and the method you will use for obtaining them.

Create a single sheet summarising this information.

Communications Plan

Create a document showing who needs to be kept informed about the project and how they will receive the information.

The most common mechanism is a weekly/monthly/quarterly progress report, describing how the project is performing, milestones achieved and work planned for the next period.

Include sharing lessons learned

Project Riskssome examples of common project risks:

Time and cost estimates too optimistic Monitoring and feedback cycle too slow Unexpected budget cuts Unclear roles and responsibilities Stakeholder input is not done or their needs not

properly understood Stakeholders changing or adding new requirements

after project start Poor communication resulting in misunderstandings

and repeat work Lack of resource commitment

Contingency Plans & Risk

Risk management is important and often overlooked. Identify as many risks as possible and be prepared if something bad happens.

Risks can be tracked using a simple risk (issues) log. Add each risk to your risk log and write down what you will do if it occurs and what you will do to prevent it from occurring.

Review your risk log regularly, adding new risks as they occur. Remember, risks ignored don't go away.

Managing Variance (Change)

Once the Implementation Phase has begun there should be an agreed form of Variance or Change Management procedure. This is a formal process for recording, assessing and obtaining agreement to any variances/changes.

Variances/Changes can result from: Stakeholder/user requirements Work which was more difficult than

anticipated Delays in procurement Increases or decreases in estimated costs Risks triggered Mistakes

Managing Variance (Change)

Any change must be assessed for its impact on the project objectives before action.

The impacts are reported in terms of the three project objectives - time, cost and quality.

Changes may be treated as risks during the Implementation Phase and are reported in an Issues Log (Risk Log). Each change request or risk is given a number and action date. It is closed once a decision has been made and the Project Plan is updated and signed-off by the sponsor.

Monitoring and Evaluation Plan

This sets out in detail the context of the project, the

expected inputs, outputs, outcomes and impacts and

how they will be measured (indicators, metrics and means of verification) and

how they will be reported.

Thankyou

Questions

Produced by Tony HobbsHealth Unlimited, Ratanakiri, CambodiaWith the support of Australian Volunteers International

www.healthunlimited.org

© 2009 HU. Use with Acknowledgement