pcm presentations

7/29/2019 PCM Presentations

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Training on Project Cycle

staff & Partners

24 26 March, 2010

Ethio-Star Hotel, Bahr Dar

Cycle Management

What is a project?

A project is a planned undertaking of interrelatedand coordinated activities designed to achieve

certain specific objectives within a given budget

.

It can also be defined as a set of organizedACTIVITIES which yield expected RESULTS

that achieve project OBJECTIVES with limited

RESOURCES within a limited TIME frame.

Rationale for PCM

ProjectCycleManagement(PCM)

Pro ectC cle

1. What? Why?

Management

2. How?

Characteristics common to all

projects Operate within defined objectives, activities,

time, cost, location, target groups, and

expected outputs

Involves special financial arrangements

It is designed to improve, the socio-economicstatus of the targeted community.


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Projects vs. Programs?

Project a group of activities aimed atimproving quality of life of beneficiary

communities

Program a series of projects whoseobjectives together contribute to a common

overall objective, at sector, country, or even

multi-country level.

Project A project is initiated to change a situation, an

environment and /or peoples behavior and

attitudes from an initial state to an (improved)

future situation

Project

A project is initiated, which is limited in time and hasclear objectives as to what should be achieved by theend of this limited period.

In order to achieve the objective, a strategy isformulated which identifies activities and ex ectedresults as well as the financial and human resourcesthat are needed to meet the objective. Furthermore,responsibilities have to be clarified, decision-makingprocesses agreed, and a common understanding onmonitoring the implementation process found.

The clearer the formulation of responsibilities andprocedures, the smoother the project usually runs.

Nature of Projects

Projects represent the commitment of human andphysical resources to produce specific outputs in

a given time and budget framework.

Projects vary in scale, purpose and duration.

Projects may stand-alone or be integrated into aprogramme, with several projects contributing to

one overall goal.

Despite the difference in scale and nature ofprojects, there are aspects of sound project

management that are universal.

The project cycle

A sequence in which projects are planned andcarried out.

The project cycle provides a structure toensure that stakeholders are consulted and

relevant information is available, so thatinformed decisions can be made at key stages

in the life of the project.

The generic project cycle has six phases.

PCM reflects the decision-making andimplementation process.

The Project Cycle.


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Stages in the Project Cycle The cycle represents a continuous process in which each stage

provides the foundation for the next. For example, the

information generated during project identification (Stage II)

provides the basis for detailed project design (Stage III).

Stage III reviews the information generated during the preceding

viable.

Stages I to III provide the foundations for a project. If they are

sound, the project is more likely to succeed in subsequent stages,

in terms of securing funding and competent implementation.

However, at any point in the first three stages it may be decided

that it is more appropriate not to proceed with the proposed

project.

The Project Cycle.

Six stages are typically identified in the projectcycle . They are:

1. Programming

.

and preliminary design

Preparation of detailed design of the project addressingtechnical and operational aspects

3. Appraisal/Formulation: analysis of the project

from technical,financial,economic,gender, social,

institutional and environmental perspectives

The Project Cycle.

4. Proposal preparation, approval and financing:

writing the project proposal, securing approval

for implementation and arranging sources of

finance

5. Implementation and monitoring:

implementation of project activities, with on-

going checks on progress and feedback

6. Evaluation: periodic review of project with

feedback for next project cycle.

Project Cycle Management(PCM)

Project management the art of directing andcoordinating human and material resources

through(a certain time frame) to achieve pre-

determined objectives of scope, cost,time,quality

and participant satisfaction.

Uses the Logical Framework Approach

Requires the production ofgood quality keydocuments

Requires consulting and involving keystakeholders

Puts emphasis for sustainable benefits

Project Management Cycle

PMC is a framework which leads through all stages of aprogramme or project

Every project starts with an initial idea, which is based on themission statement, working approaches and core values. From

there, the broad lines of a project are identified (project

identification .

Detailed planning can be initiated, as soon as the projectdescription the first milestone in the PMC is approved.

Monitoring is carried out as a continuous process throughout

project implementation.

The scope of monitoring depends on the size of the project. Project

review and evaluation are always carried out towards the end of a

project. In bigger projects and comprehensive programmes, impact

assessments could also be carried out

What does PCM aim at?1. projects respect and contribute to overarching policy

objectives;

2. projects are relevant to an agreed strategy and to the realproblems of target groups / beneficiaries;

3. projects are feasible, meaning that objectives can berealistically achieved within the constraints of the operatingenvironment and the capabilities of the implementingagencies;

4. benefits generated by projects are sustainable.


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PCM PrinciplesPCM Principles..

Ensuring: Relevance. UsingtheLFAduringIdentification

helpstoensurethatprojectideasarerelevant

Feasibility .duringFormulationLFAhelpstoensurefeasibility andsustainability.

Sustainability

CycleofOperation

Programming

Programming

Purpose Agreed framework on long term objectives and sectorpriorities for co-operation in the country/region

Product Strategy paper (multi-annual)

During this phase, the situation at national and sector level

is analyzed to identify:

problems ,

constraints ,and

opportunities which development cooperation could address

Programming..

Involvesareviewofsocioeconomicindicators,andofnationalanddonorpriorities.

The purpose is to identify the main objectives andsector priorities for cooperation, and thus to

rovide a relevant and feasible ro rammin

framework within which programs and projectscan be identified and prepared

Programming.

Foreachofthesepriorities,strategiesthattakeaccountofthelessonsofpastexperience

areformulated.

Theprogrammingprocessshouldbe

ofthe

Logical

Framework

Approach,

namely

it

should:

Identifykeystakeholdersandassesstheirneeds,interestsandcapacities;


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Programming

Identifyandanalyzetheprioritydevelopment

problems/constraintsand

opportunities;

Identifydevelopmentobjectiveswhichaddresstheidentifiedpriorityproblems;and

whichtakesaccountoftheproceedinganalysis,

includingcapacityconstraints, lessonslearnedfrom

previousexperienceandtheongoingorplanned

activitiesofotherdonors.

CycleofOperation

Identification

Identification

BasedontheCountryStrategyPaper,relevanceof

Purpose Identification and selection of relevant areas ofintervention and project ideas for further studies

Product Brief project descriptions that will be further developedand TOR for appraisal

projectideasisanalyzedwhichincludes:

ananalysisofthestakeholders;

thelikelytargetgroups;

beneficiariesandoftheirsituation(ananalysisofthe

problemstheyface);and

theidentificationofoptionstoaddresstheseproblems

Identification

Prefeasibilitystudiesmaybecarriedout(includingconsultationswithstakeholders)to

helpidentify,selectorinvestigatespecificideas,

andtodefinewhatfurtherstudiesmaybe

.

Therearekeyassessmentsrequiredtohelpensuretherelevance andfeasibility ofaproject

idea:

Identification

Thekeyassessmentsrequiredtohelpensurethe

relevanceandfeasibilityofaprojectideaare:

Assessmentofpolicyandprogramming

framework;

,capacity

assessment;

Problemanalysis,includingscopingofcrosscuttingissues(e.g.gender,governance,

environment);

Identification

Assessmentofotherongoingandplannedinitiatives,andassessmentoflessonslearned;

Preliminaryobjectivesandstrategyanalysis;

Preliminaryassessmentofresourceandcostparame ers;

preliminaryassessmentofprojectmanagement,coordinationandfinancing

arrangements;and

Preliminaryassessmentofeconomic/financial, environmental,technicalandsocial

sustainability issues.


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Identification

QualityAttributes

RELEVANT theprojectmeetsdemonstratedandhi h riorit needs

FEASIBLE Theprojectiswelldesignedandislikelytodelivertangibleandsustainable

benefitstotargetgroups

CycleofOperation

Formulation

Formulation

Purpose A well defined and formulated project according to thecriteria of relevance, feasibility and sustainability

Product A sound project document (meeting the quality criteria)that is the basis for a financing proposal

,

ideasaredevelopedintoprojectplans.

Theparticularstressshouldbeonfeasibility

(likelytosucceed)andsustainability (likelyto

generatelongtermbenefits)ofthesuggested

intervention.

Formulation

Relevance whethertheprojectaddressesthe

realproblemsoftheintendedbeneficiariesand

contributessignificantlytolongterm

developmentand/oracademicobjectives

relevantsectorprograms;

Keystakeholderandtargetgroupsareclearlyidentified,equityandinstitutionalcapacityissues

analyzed,andlocalownershipdemonstrated;

Problemshavebeenappropriatelyanalyzed;

Formulation

linkageswithotherongoing/plannedprojects/programshavebeenassessedand

incorporatedintostrategyselection

Feasibility relatestowhethertheprojectob ectives can be effectivel achieved.

Theobjectives

(Overall

objective,

purpose

and

results/outputs)andtheworkprogram(activities)

areclearandlogical,andaddressclearlyidentified

needs;

Theresourceandcostimplicationsareclear,theprojectisfinanciallyviableandhasapositive

economicreturn;

Formulation

Sustainability relatestowhetherproject

benefitswillcontinuetoflowaftertheperiod

ofexternalassistancehasended.

On

the

basis

of

this

assessment,

a

decision

is

madeonwhethertodrawupaformalproject

proposalandseekfundingfortheproject.


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Informationelementsproducedbyendof

Formulation

Situation analysis/Key assessments Policy & program context

Stakeholder analysis & institutional capacity assessment Problem analysis

Lessons learned and review of ongoing/planned initiatives Strategy selection

Projec t descr ip tion Management a rrangements

Feasibility & Sustainability Economic and financial Environmental Technical Social and governance Risk management

Target group, location and duration Results and indicative activities

Resources and costs

structures Financial management/financingarrangements Monitoring, evaluation and audit

CycleofOperation

Financing

Financing

Projectproposalsareexaminedbythefundingagency,andadecisionistakenonwhetherto

fundtheproject.

Thefundingagencyandpartnercountryagree

onthemodalitiesofimplementationand

formalizetheseinalegaldocumentwhichsets

outthearrangementsbywhichtheproject

willbefundedandimplemented.

Implementation, Monitoring

and Reporting

Implementation

Identification

Programming

Evaluation & Audit

Formulation/

Appraisal

Implementation,

monitoring &

reporting

Financing

Implementation.

A continuous learning process where experiencegathered is analyzed and fed back into planning

and updated implementation approaches.

Usually, projects and programmes are

implemented over several years. Project management is responsible for

implementation,

1. Inception period

2. Main implementation period

3. Final period


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Mainimplementationperiods Implementation

Throughoutthe

implementation

of

the

project, threemajorprinciples apply:

1. Planningandreplanning.

. .

3. Reporting.

TheImplementationSchedule isanimportanttool

Implementation.. WhatisMonitoring?

Thesystematicandcontinuouscollection,

analysisanduseofinformationformanagement

controlanddecisionmaking.

Projectmonitoringisanintegralpartofdayto .

Itprovidesinformationbywhichmanagementcanidentifyandsolveimplementationproblems,

andassessprogress.

TheLogicalFramework,theimplementation

Scheduleand

the

Activity

and

Resource

Schedulesprovidethebasis.

KeypointsinmonitoringItisaninternalmanagementresponsibility.

Itmeasuresprogressinrelationtotheplanned

budget, activities,assumptionsandoutputs.

Itfindsproblemsandidentifiessolutionsandputs

theminplace.

It

takes

place

at

all

levels

of

implementation.

Itusesdatagatheringmethods.

Itfocusesonresourceallocation,expenditureand

activities,plannedoutputs,peopleinvolvement

andorganisationalcapacity.

Itisakeysourceofdataforevaluation.

Monitoring.

ProgrammingIdentification

Formulation

Evaluation

Monitoring


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Reporting

Dataabout

intended

achievements,

is

comparedwith

Dataonactualachievements,toidentify...

signi icant eviations romp an,asa

basisfor...

identificationofproblemsand

opportunities,toidentify...

correctiveactionand

alternatives.

CycleofOperation

Evaluation

Evaluation

Evaluation

Purpose Accountability and formulation of lessons learned.

Conclusions for programming and future action.

Product Evaluation report

Completion)

assessestherelevance,efficiency,effectiveness,andsustainabilityoftheprojectinrelationtoits

objectives

focusesmoreonresultstopurposeandpurpose

tooverall

objectives

DistinctionbetweenEvaluation,Monitoring

andAudit

Evaluation Assessmentoftheefficiency, effectiveness, impact,relevanceandsustainability ofaproject

Monitoring Ongoinganalysisofprojectprogresstowardsachievingplannedresultswiththepurposeofimprovingmanagement

decisionmaking

Audit Primarilyafinancialandfinancialmanagementfocus,withthefocusofeffectivenessbeingonprojectresults

Evaluation

Underlyingprinciples:

Impartialityandindependenceoftheevaluationprocess;

Participation ofstakeholders

in

the

evaluation

process;

Usefulness oftheevaluationfindingsandrecommendations

Evaluation

EvaluationCriteria

Relevance

Projectpreparationanddesign thelogicand

completenessoftheprojectplanningprocess

c ency

e

cos ,

spee

an

managemen

efficiencywithwhichinputsandactivitieswere

convertedintoresults,andthequalityofthe

resultsachieved

Effectiveness anassessmentofthe

contributionmadebyresultstoachievementof

theprojectpurpose


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Evaluation

Impact theeffectoftheprojectonitswider

environment,

and

its

contribution

to

the

wider

sectoralobjectivessummarizedintheprojects

OverallObjectives

inthestreamofbenefitsproducedbythe

project

Costs Actualinputcostscomparedtoplan

Activities Actualscheduleandcompletion

comparedwithplan

Evaluation

Results Indicatorsofhowactivitieswere

transformedinto

results

and

services.

ProjectPurpose Indicatorsoftheachievement

ofsustainablebenefitsforthetargetgroup.

OverallObjectives Contributionoftheprojecttothewidersectoralobjectives.

LinkbetweenEvaluationCriteriaandthe

Logframe

IntroductiontotheLogical

FrameworkApproach

Pro ectC cle

1. What? Why?

Management

2. How?

The Logical Framework Approach(LFA)

The core tool used within PCM for projectplanning and management

Provides a powerful set of tools for designingprojects and project evaluations.

Analysis Phase Planning phase

Analysis of stakeholders Log frame

Analysis of problems Activity schedule

Analysis of objectives Input & cost schedule

Analysis of strategies


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The Logical Framework Matrix Logframematrix..

Instruments/toolsforProject

CycleManagement

isananalyticalprocessandsetoftoolsusedtosupportprojectplanningandmanagement.

The Logical Framework (LogFrame) Approach

shouldbethoughtofasanaidtothinking

allowsinformationtobeanalyzedandorganizedina

structuredway,sothatimportantquestions canbeasked,

weaknessesidentifiedanddecisionmakerscanmakeinformed

decisions

TheLogicalFramework

LinkofLFAtoProjectCycle

LFAisusedduring:

Identificationstage

Helpstoanalyzetheexistingsituation, investigatethe

relevanceandidentifypotentialobjectives andstrategies

Formulationstage

Helpspreparationofclearobjectives,measurableresults,a

riskmanagementstrategyandtodefinelevelsof

managementresponsibility

TheLogicalFramework.

Implementationstage

providesakeymanagementtooltosupportcontracting,

operational workplanningandmonitoring

Evaluationand

audit

stage

providesasummaryrecordofwhatwasplanned

(objectives, indicatorsandkeyassumptions),andthus

providesabasisforperformanceandimpactassessment

TheLogicalFramework.

TheLFAisdividedintotwophases:

1. Analysisphase existingsituationisanalyzedto

developavisionofthefuturedesiredsituation

andtoselectthestrategiesthatwillbeappliedto

achieveit.

2. Planningphase duringwhichtheprojectideawill

bedevelopedinoperationaldetails


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TheAnalysisPhase.

Logframe Approach

Stakeholders analysisidentifying people who areaffected

Problem analysis identifyingkey problems, constraints and

Logframe - defining the projectstructure, testing its internal logic, andformulating objectives in measurableterms

PLANNING PHASEANALYSIS PHASE

opportunities; determining cause andeffect relationships

Analysis of objectivesdeveloping objectives from the

identified problems; identifying means

to end relationships

Activity scheduling determiningthe sequence and dependency of

activities; estimating duration, setting

milestones and assigning responsibility

Strategy analysis - identifying thedifferent strategies to achieve

objectives; determining the overallobjectives and project purpose

Resource scheduling - from theactivity schedule, developing input

schedules and a budget

TheAnalysisPhase

TherearefourstagestotheAnalysisPhase:

StakeholdersAnalysis

ProblemAnalysis

AnalysisofObjectives


Providesausefulstartingpointforproblemanalysis

Stakeholdersareindividualsorinstitutionsthat

may directlyorindirectly,positivelyor

ne ativel affect or be affected b a ro ect

orprogram


Stepsinstakeholdersanalysis:

Identifythebeingaddressed/considered

Identifyallthosegroupswhohaveasignificantinterestinthe(potential)project

,interests,relativepowerandcapacityto

participate

Identifytheextentofcooperationorconflictinthe

relationshipsbetweenstakeholders

Interpretthefindingsoftheanalysis


Thereareavarietyoftoolsthatcanbeusedto

supportstakeholderanalysis:

1. Stakeholderanalysismatrix

2. SWOTanalysis

. enn agrams;an

4. Spiderdiagrams


Stakeholder analysis matrix

Stakeholder and

basic

characteristics

Interestsandhow

affectedby

theproblem(s)

Capacityand

motivationtobring

aboutchange

Possibleactionsto

addressstakeholder

interests

SWOT matrix ideas are generated about group or organization

Strength Weakness Opportunities Threats


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ProblemAnalysis

Stakeholdersanalysisleadstostakeholders

workshopand

brainstorming

of

the

key

problems

Problemanalysisestablishesthe cause/effect

.

Themaintechniqueusedisthedrawingupofaproblemtree

Aproblemtreeissimplytheproblemssetout

inahierarchicalorder

ProblemAnalysis.

Firstly,eachidentifiedproblemissummarized.

Fromthese

astarter

problem

is

selected,

and

asecondproblemrelatedtoit,then:

iftheproblemisacause itgoesonthelevel

ifitisaneffect itgoesabove

ifitisneitheracausenoraneffectitgoesonthesamelevel

Howtoestablishaproblemtree(seeaseparatesheet)

ProblemAnalysis.A Problem Tree for poor nutritional status of babies & infants

AProblemTree:CauseEffectrelationship

Lossofconfidencein

buscompany

Passengers areinjured Passengers arrivetoolate

Effect

Frequentbus

accidents

Driversarenot

carefulPoorconditionof

vehicles

Poorconditionof

roads

Vehiclesaretoo

old

Noregular

servicing

Ca

use

Core

Problem

ProblemAnalysis.

Asthetreedevelops,theremainingproblemsareattachedtoitinthesameway.

Oncetheproblemtreeiscomplete,afocalproblemisselected.

differentinterest

groups

as

being

the

central

problemtobeaddressedbytheprojector

intervention.

Oncecomplete,theproblemtreerepresentsa

comprehensivepictureoftheexistingnegative

situation.

AnalysisofObjectives

It is Picturing the future

A methodological approach employed to:

Describe the situation in the future once the,

participation of representative parties;

Verify the hierarchy of objectives;

Illustrate the means-ends relationships in adiagram.

Need to establish an objective tree


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Analysis of Objectives.

A technique to:1)describe the future situation that will be

achieved by solving the problems

2)identify potential solutions for a given

situation

3)turn the negative aspects into positive ones

(desired, realistic)

Analysis of Objectives..

The negative situations of the problem treeare converted into solutions, expressed as

positive achievements.

converted into agricultural production

increased

Thesepositiveachievementsareinfactob

jectives

How to establish an objective tree?Step 1: Reformulate all negative situations of the

problems analysis into positive situations that are

desirable & realistically achievable

Step 2: Check the means-ends relationships thus

derived to ensure validity and completeness of the

hierarchy (cause-effect relationships are turned

into means-ends linkages)

Step 3: If necessary revise statements & add new

objectives if these seem to be relevant and

necessary to achieve the objective at the next higher

level;delete objectives which do not seem suitable /convenient or necessary

TransformingProblemsinto

Objectives

An Objective Tree AnObjectiveTree:MeansEndsrelationship

Publicconsiders

companyreliable

FewPassengers are

injuredPassengers arrive

punctually

Ends

Bus

accidents

lessFrequent

Driversare

carefulVehiclesingood

condition

Conditionof

roadsimproved

OldVehiclesare

replaced regularly

Vehiclesare

servicedregularly

Means


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Analysis of Strategies

The final stage of the analysis phase involves theselection of the strategy(ies) which will be used to

achieve the desired objectives.

objectives will be included IN the project, and

what objectives will remain OUT, and what the

project purpose and overall objectives will be.

Strategy analysis also looks at the feasibility ofdifferent interventions.

Analysis of Strategies

A technique to:

1)identify possible solutions that could form

a project strategy

se ec one or more s ra eg es

3)decide upon the strategy to form the project

***Decisionbasedon:urgency,budget,policy

priorities,humanresources,social

acceptability,...

How to Do a Strategy Analysis?Step 1: Identify objectives you do not want to

pursue (not desirable or not feasible)

Step 2: Group objectives, to obtain possible

strategies or components (clustering)

Step 3: Assess which strategy/ies represents an

optimal strategy according to the agreed

criteria

Step 4: Determine Overall Objective(s) and

Project Purpose

Analysis of Strategies..

ThePlanningPhase

Resultsofthestakeholder,problem,objectiveandstrategyanalysisareusedasthebasisfor

preparingtheLogicalFrameworkMatrix the

mainoutputofLFA.

the

project

(if

activities

are

undertaken,

then

resultswillbeachieved,thenprojectpurpose,

etc.)anddescribestheimportantassumptions

andrisksthatunderliethislogic.

Logframe

Resources Preconditions


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TheLogframe

When the objective hierarchy is read from the bottom up

If reversed, we can say that

TypicalstructureofaLogframeMatrix

Project

Description

Indicators Sourceof

Verification

Assumptions

OverallObjective

The

projectscontributionto

policyorprogram

objectives(impact)

Howthe

OO

is

to

be

measuredincluding

Quantity, Quality, Time?

Howwill

the

information

becollected,whenand

bywhom?

Purpose Direct

benefitstothetarget

HowthePurposeisto

bemeasuredincluding

l

Asabove IfthePurposeis

achieved,what

lgroup(s) Quantity,Quality, Time assumptionsmusthold

truetoachievetheOO?

Results Tangibleproductsorservices

deliveredbytheproject

Howtheresultsaretobe

measuredincluding

Quantity,Quality,Time

Asabove If Resultsareachieved,

whatassumptionsmust

holdtruetoachievethe

Purpose?

Activities Tasksthathavetobeundertakento

deliverthedesiredresults

IfActivitiesarecompleted,

whatassumptionsmust

holdtruetodeliverthe

results?

Logframe GeneralSequenceofCompletion FirstColumn

OnceagreementcanbereachedamongstakeholdersonwhatshouldbetheProject

Purpose,thentheobjectivesthatliewithinthe

scopeoftheprojectcanbetransposedfrom

.

Themeansendsrelationshipsareagainanalyzed,andadditionalresultsandactivities

maybeincorporated.

TheLogframe FirstColumn:InterventionLogic

OverallObjectives longertermbenefitstobeneficiariesandthewiderbenefitstoother

groups/thecommunity

projectbeneficiariesortargetgroup

Results servicestobedeliveredtothe

intendedbeneficiariesortargetgroup

Activities howtheprojectsgoodsandserviceswillbedelivered


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TheLogframe FourthColumn:Assumption

Theprojectalonecannotachieveallobjectives

identified.

Objectivesnotincludedintheintervention

logicandotherexternalfactorswillaffectthe

projectsimplementationandlongterm

sustainabilitybutlieoutsideitscontrol.

Theseconditionsmustbemetiftheprojectistosucceed,andareincludedasassumptionsin

thefourthcolumnoftheLogframe.

Relationshipbetweenassumptionsand

objectivehierarchy

Assessment of AssumptionsTheLogframe SecondColumn:OVIs

Describetheprojectsobjectivesin

operationallymeasurableterms(quantity,

quality,time)&providethebasisfor

performancemeasurement.

AgoodOVIshouldalsobeSMART.

OVIs=differentpersonsusingtheindicatorwouldobtainthesamemeasurements.

13indicatorsperobjective.

OVIs

Indicatorsareidentifiedforeachelementoftheprojectstructure.Theyarequantifiabledataused

todemonstrateresults;hencetheyprovidethe

.

Characteristicsofindicators

quantity(howmuch)

quality(howwell)

targetgroup(who)

time/duration(whenandforhowlong)

location(where)

Example:OVIsforProjectActivities

Theindicatorfortrainingwomenintailoringskillsistargetedasfollows:

quantity:35women

quality:toattainaproficiencyintailoring(e.g.able

to

follow

patterns,

use

a

variety

of

functions

on

the

sewingmachine,producequalitygarments)

targetgroup:womenfromfishingfamilieswithnoaccesstootherIGAs

time/duration:meetingthreetimeseachweekforaperiodof12weeks

location:atthefishingsite


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Example:OVIsforProjectGoal

Theindicator

for

the

goal

(improving

the

qualityoflife):

Bytheyear2005:

ouses nt e s ngv age r c u t

40%houseswithironsheetroofs

90%decreaseinincidenceofcommonillnesses(STDs,dysenteryandworms)amongfishing

community

90%populationabletopaylocaltaxes

Criteriaforselectingindicators

relevanttotheneedsandcapabilitiesoftheuser

easy

to

collect,

use

and

understand clarityofdefinition,unambiguous,accurateand

reliable

project

independentofeachother

asfewaspossible,concentratingonmeasuringimportantprojectfeatureswhilstavoidingover

aggregation.

OVIs Indicatorsplayavitalroleinallphasesofthe

projectcycle.

OVIs.

Link between Logframe and Indicator Terminology

TheLogframe ThirdColumn:SOVs

Shouldspecify:

theformat inwhichtheinformationshouldbemadeavailable(e.g.progressreports,projectaccounts,

projectrecords,officialstatisticsetc.)

howregularlyitshouldbeprovided.(e.g.monthly,quarterly,annuallyetc.)

Theworkandcostsofcollectinginformationto

beproducedshouldalsobeassessed,and

adequatemeansprovided

SOVs..


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TheLogframe Summary

Itisimportanttobringtogether representatives

of

all

key

stakeholders

in

the

Analysis

Phase. ThemainoutputoftheLFAisthelogframe

matrix setsouttheinterventionlogicofthe

.

TheLFAdoesnotguaranteeprojectsuccess.

Itisimportanttoensurethatthelevelsof

objectivesarecorrect:OverallObjectives,

ProjectPurpose,ResultsandActivities.

TheLogframe Summary.

Externalfactors,whichwillaffecttheprojects

implementationandlongtermsustainability

butlieoutsideitscontrol,areincludedas

assumptionsinthefourthcolumnofthe

Lo frame.

longertermsustainabilityofprojectbenefits

dependsonfactorssuchas:policysupport;

appropriatetechnology;institutionaland

managementcapacity;economicandfinancial

viability;genderandsocioculturalfactors;and

environmentalprotection.

TheLogframe Summary..

TheroleofObjectivelyVerifiableIndicatorsis

todescribetheoverallobjective(s),project

purposeandresultsinoperationally

measurableterms.

UsingtheLogicalFrameworktoDevelop

ActivityandResource Schedules

ActivityandResourceSchedules

Aftercompletingthelogframematrix,furtherplanningcantakeplacetoaddoperational

detailtotheplan.

Anactivity

schedule

presents

the

activities

of

aprojectwiththeirlogicalsequenceandany

dependencies thatexistbetweenthem.

Resourceschedule specifiesinputsandcosts.

.. ActivityandResourceSchedules

Link between logframe, activity and resource schedules


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PreparingActivitySchedule

AChecklist

Step1 List

Main

Activities

what

the

project

mustdoinordertoachieveprojectobjectives

Step2 Breakactivitiesdowninto manageable

Step3 ClarifySequenceandDependencies

Sequence inwhatordershouldrelatedactivities beundertaken?

Dependencies istheActivitydependentonthestartuporcompletionofanyotheractivity?

PreparingActivitySchedule.

Step4 Estimatestartup,durationand

completionof

activities

Step5 Summarizeschedulingofmainactivities

summaryofthestartup,durationand

comp e ono ema n a c v y se

Step6 Definemilestones trainingofHWs

completedbyDec2011.

Step7 Defineexpertiserequired

Step8 Allocatetasksamongteam

PresentingActivitySchedule GanttChart PresentingActivitySchedule

Preparingresourceandcostschedules

Costestimateswillhavesignificantinfluence

overtheinvestmentdecisionatproject

appraisalandsubsequentlyonthesmooth

implementation,shouldbebasedoncareful

.

The units Quantity per period

Unit cost

Checklist

Costs per Period, andTotal Project CostsSpreadsheet

resourceandcostschedules

ThecodeforFundingSourcecanbeusedtosortallcostsandtodeterminerespective

totals.


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Stepsinpreparationofresourceschedule The Quality Assessment Tool Offers a checklist approach that breaks down the

key concepts of relevance, feasibility and

sustainability into simple questions, and provides

a framework for rapidly identifying information

gaps in the Financing Proposal.

QUALITY ASSESSMENT PARAMETERS

Relevance

Feasibility

Sustainability

Relevance Are the beneficiaries clearly identified?

Are the problems of the beneficiaries describedsufficiently ?

Is the problem analysis sufficiently comprehensive?

important for society?

Is the Project Purpose defined in terms of benefits tothe beneficiaries?

Has the need for the results been demonstrated ?

Feasibility Will the Project Purpose contribute to the Overall

Objectives (if the assumptions hold)?

Are the Results described as services to be delivered to thetarget group?

Will the Project Purpose be achieved if the Results weredelivered?

Are the means sufficiently justified by quantified objectives?

Have important external conditions been identified?

Is the probability of realisation of the assumptionsacceptable?

Will implementing agencies be able to implement the

project?

Sustainability Will the relevant authorities have a supportive policy after the project

has ended?

Is the technology appropriate for the local conditions?

Will the ecological environment be preserved during and after theproject?

Will there be adequate ownership of the project by the beneficiaries?

women an o er groups ave a equae access o ene s anproduction factors during and after the project?

Will the implementing agencies be able to provide follow-up after theproject?

Exercise PCM

Problems:

1. Preventionofmothertochildtransmission

serviceuptakeislowinAdaa Zone

2. NutritionalstatusofPLHIVislowinMetazone

. nvo vemen

o

n

response

s

ow

n

Xtown

Task:Performthedifferenttasksatthedifferent

phasesoftheProjectCycleandprepare

completelogframework matrix

pcm presentations

Documents