EU  Grants  and  Project  Management  Jean  Monnet  Module  

 Assist.Prof.Dr.Ayselin  YILDIZ  ayselin.yildiz@yasar.edu.tr  

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 Unit  4    

Project  Cycle  Management  

From Idea to Project...

What  is  a  project?  

Project  requires  a  planning  process...    

Idea   Project   ImplementaAon  

It  is  a  method  of  structuring  the  process  from  “ideas”  into  “actions”    

PROJECT...  

INVOLVES  SPECIFIC  PLANNED  ACTIVITIES  WHICH  ARE  DESIGNED  TO  ACHIEVE  AN  OBJECTIVE  WITHIN  A  TIME  FRAME  AND  SCOPE/PLACE  WITH  A  SPECIFIC  BUDGET.  

MAIN  PRINCIPLES    

A  project  intervenes  to  a  problem!  

•  Innovative  (Bring  a  new  perspective)  •  Initiate  change  •  Output:  A  newProduct  or  Service  

Every  project  has  an  OBJECTIVE  

•  The  objecAve  should  be  c l e a r .   I f   p o s s i b l e  measurable.  

•  Should   target   specific  expected  outputs  

•  Should  involve  soluAons  f o r   t h e   s p e c i fi c  problem.   Refer   to   the  problem  analysis.  N e e d s -­‐ d r i v e n  objecAves!  

PROBLEM  !  The  international  experience  of  university  students  is  low/limited  

Objective  ☺    ?  

PROBLEM  !  The  international  experience  of  

university  students  is  low  

OBJECTIVE  ☺    To  increase  the  international  

experience  of  students    

While  formulaAng  the    project  objecAve...  

•  Objective  ............Why?  •  Place..................Where?  •  Time............When?  •  Target  group....For  Whom?  •  Activities........How?  

       Let’s  do  an  example!  

Example  •  To increase the number of international mobility of

students at X University within 1 year by organizing informative activities about Erasmus Programme

•  To increase the number of international mobility of students 10% at X University within 1 year by organizing informative activities about Erasmus Programme

•  Measurable objective

   

August  2010  

July  2010  

June  2010  

April  2010  

March  2010  

Feb  2010  

Jan.  2010  

May  2010  

2011  

 TIME  and  PLACE  

 When  the  project  starts  and  ends?    Where  the  project  will  take  place?    

Sep.  2010  

October  2010  

Projects  should  be  REALISTIC  

•  Achievable  objectives  •  Activities  should  target  the  objective  •  Project  owner’s  capacity  (human  resources,  financial  resources,  infrastructure  etc.)  

•  Proper  match  of  “Activities”  and  “Budget”?  

Projects  require  TEAM  WORK!  

Project  Coordinat

or  

Partner  A  

Partner    B  

Partner  C  

Partner  D  

Co-applicant/Partner

A  PROJECT  SHOULD...  •  Target   the  main  aims  and  objecAves  of   the  Grant  

Programme,  •  Involve   an   innovaAve   approach,   create   a   new  

product  or  service,  •  Have   specific   objecAve(s)   aimed   to   solve   related  

needs/problems,    •  Have  specific  target  group(s)  •  Have   c lear   spec ific   management   tasks/

responsibiliAes  •  Have  a  start  and  end  date  •  Have  a  determined  budget  

 

COORDINATOR and CO-APPLICANTS/PARTNERS?

COORDINATOR and CO-APPLICANTS?

COORDINATOR

•  Prepares the project •  Responsible to

coordinate the proper implementation and reporting

•  Submits the grant application/project

•  Main contractor

PARTNER/CO-APPLICANT

•  Contributes in preparing the project

•  Has tasks/responsibilities of specific activies acc.to its expertise area

•  Benefits from the grant

PROJECT  CYCLE  MANAGEMENT  

PROJECT  CYCLE  

•  The  way  in  which  projects  are  planned  and  carried  out  follows  a  sequence  that  has  become  known  as  the  project  cycle.  

•  Project  cycle  has  six  phases:  Programming;  IdenAficaAon;  FormulaAon;  Financing;  ImplementaAon;  and  EvaluaAon.  

Stages of Project Cycle

Programming  

IdenAficaAon  

FormulaAon  

Financing  

ImplementaAon  

EvaluaAon  

PROJECT  CYCLE  MANAGEMENT  

•  Project  Cycle  Management  (PCM)  was  introduced  by  the   European   Commission   in   the   early   1990’s   to  improve   the   quality   of   project   design   and  management   and   thereby   to   improve   aid  effecAveness.  

•  Project   cycle  management   integrates   the   phases   in  the   project   cycle   so   that   issues   are   examined  systemaAcally,   by   means   of   an   approach   and  methodology   which   ensures   that   objecAves   and  issues  of  sustainability  remain  in  focus.  

Principles  of  PCM  1.  Adherence  to  the  phases  of  the  project  cycle  to  ensure  a  structured  and  

well-­‐informed  decision-­‐making  process.  2.  Client  orientaAon  through  the  use  of  parAcipatory  planning  workshops  at  

key  phases  of  the  project  cycle,  and  the  formulaAon  of  the  Project  ObjecAve  in  terms  of  sustainable  benefits  to  be  delivered  to  beneficiaries.  

3.  IncorporaAon  of  aspects  of  sustainability  into  project  design  to  ensure  sustainable  benefits.  

4.  Use  of  the  Logical  Framework  Approach  to  ensure  a  consistent  analyAcal  approach  to  project  design  and  management.  

5.  An  integrated  approach  which  links  the  objecAves  of  each  project  into  the  objecAves  of  the  Commission  and  the  naAonal  and  sectoral  objecAves  within  the  partner  country;  ensures  that  project  workplans  and  budgets  are  prepared  on  the  basis  of  the  project  logframe;  and  using  the  basic  format  to  ensure  consistent  and  comprehensive  treatment  of  key  issues  throughout  a  project’s  life.  

PCM   brings   together   aid   management  principles,   analyAcal   tools   and   techniques,   and  applies   them   within   the   structured   decision-­‐making   process   of   the   project   cycle   to   ensure  that:  

 “projects  are  relevant  to  the  agreed  strategy  and  to  the  real  needs  of  beneficiaries”  

LOGICAL  FRAMEWORK  APPROACH  (LOGFRAME)  

Logical Framework Approach

The core tool used within PCM for project planning and management is described Logical Framework Approach (LFA). LFA enables stakeholders; •  To identify and analyse problems, and to define

objectives and activities which should be undertaken to resolve these problems

•  To test the design of a proposed project to ensure its relevance, feasibility and sustainability.

LFA is also a key management tool during implementation and evaluation.

LOGFRAME MATRIX

4 3 2 1

12 13 10 11 8 9

5 6 7

1. Intervention Logic

2.Verifiable Indicators

4. Assumptions

Overall Objective

Project Aim

Outputs

Activities

3.Sources of Verification

Pre-Conditions

   

n  To  contribute  in  the  long-­‐run  for  wider  society      

 n  The  specific  aim  of  the  

project,  creates  sustainable  benefit/impact  for  the  target  group  

 n  Expected  outsputs/

results  (product/service)    n  To  achieve  the  otputs  

ACTIVITIES

OUTPUTS

PROJECT AIM

OVERALL OBJECTIVE Ideal  situaAon-­‐long  ter,  

Specific,  measurable,  realisAc,  achievable,  Ame-­‐bounded.  

how  the  project’s  goods  and  services  will  be  delivered.    

describe the services to be delivered to the intended beneficiaries or target group  

VERTICAL LOGIC

ACTIVITIES

4

OUTPUTS

3

PROJECT AIM

2

OVERALL OBJECTIVE

1

IF  thePROJECT  AIM  is  achieved,  then  it  will  contribute  to  the  OVERALL  AIM.    IF  the  OUTPUTS  are  properly  suceeded,  then  the  PROJECT  aim  will  be  achieved;      IF  the  acWviWes  are  properly  realized,  then  the  OUTPUTS    will  be  achieved      IF  the  pre-­‐condiWons  are  saWsfied,  the  ACTIVITIES  can  be  iniWated;  

Project  Aim  

•   S      (Specific)  •  M    (Measurable)    •  A      (Achievable)    •  R      (RealisAc)    •  T      (Time-­‐bound)  

Thank you…

ayselin.yildiz@yasar.edu.tr