An introduction to Project Cycle Management PCM

1. An introductionto Project Cycle ManagementPCM Ton FARLA - ERI-SEE workshop

2. Welcome + agenda Learning to know each other Locations of facilities (rooms) Role of trainer + participants Leonardo-Socrates examples/tasks Three parts Introduction to PCM - 30 min Logical Framework - 150 min Your work and PCM - 30 min Ton FARLA - ERI-SEE workshop

3. Objectives Understand PCM as a tool for project planning, implementation and evaluation Perform a stakeholder/problem analysis Develop a problem/objective tree Define project elements, test the logic Prepare a draft Log frame matrix Relate PCM to your future/daily work Ton FARLA - ERI-SEE workshop

4. Introduction EU Action programmes/projects Project management - features Expectations project manager Changing roles of managers See figure next slide Ton FARLA - ERI-SEE workshop

5. Ton FARLA - ERI-SEE workshop

6. Exercise 1: Introduction • Your management perspective • See hand-out - questionnaire • 5 minutes - individually • 10 minutes - plenary Ton FARLA - ERI-SEE workshop

7. Introducing PCM – what it means • PCM describes management activities and • decision making procedures used during • the life time of a project. • (tasks, roles, responsibility, key doc’s, decision options) • The EC adopted PCM as its primary set of project design and management tool based upon the Logical Framework Approach. Ton FARLA - ERI-SEE workshop

8. Key features of PCM – projects: • Support the EU policy objectives • Support the national strategies • Addresses relevant problems recipients • Have feasible, achievable objectives • Benefits are likely to be sustainable See figure next slide Ton FARLA - ERI-SEE workshop

9. National & sector wise policies EC development policy & country strategies Governmentprogrammes Priorities and programmes of non-state actors Project Project Project Policies, programmes and projects Ton FARLA - ERI-SEE workshop

10. PCM Requires: Active participation of key stakeholders Incorporation quality assessment (stage) Quality key doc’s for decision making Using the Logical Frame Work Ton FARLA - ERI-SEE workshop

11. Project cycle Programming Evaluation Identification Financing decision Implementation Formulation Financing decision Ton FARLA - ERI-SEE workshop

12. PCM - Three common principles • Decision making criteria defined at each phase • The phases in the cycle are progressive • Project identification part of structured feedback • LFW - Project management tool • Identification, analyse situation, investigate relevance and identify objectives and strategies; • Formulation, preparation project plan, objectives, measurable results, defined levels of management responsibility; • Implementation, support contracting, operational work planning and monitoring; and • Evaluation/audit, summary record of what was planned (objectives, indicators and key assumptions) Ton FARLA - ERI-SEE workshop

13. Main stages of the log frame Ton FARLA - ERI-SEE workshop

14. Whose views + experience are relevant? Who takes decisions about the project? Who will act on these decisions? Whose active support is essential who has a right to be involved? Who is likely to feel threatened See example next slide Step 1 The stakeholder analysis Ton FARLA - ERI-SEE workshop

15. Example stakeholder analysis – setting up ITC Ton FARLA - ERI-SEE workshop

16. Exercise 2 - stakeholder analysis • Identify general development problem/opportunity • Identify groups having an interest in the project; • Investigate their roles, interests, relative power and capacity to participate (strengths and weaknesses); • Identify the extent of cooperation or conflict in the relationships between stakeholders; and • Interpret the findings of the analysis and incorporate relevant information into project design. • Using the case of Socrates – hand-out • 30 minutes in small working groups • 15 minutes plenary Ton FARLA - ERI-SEE workshop

17. Step 2 The problem analysis Problem analysis is an important part of the stakeholder workshop It involves two tasks: • Analysis of the identified problems faced by the stakeholders and • Development of a problem tree to establish causes and effects See example problem tree next slide Ton FARLA - ERI-SEE workshop

18. An example of a problem tree Ton FARLA - ERI-SEE workshop

19. Exercise 3 –Develop a problem tree • Agree on 1 focal problem paste it on the wall with 1 related problem (cause/effect) • If the problem is a cause it goes on the level below • If the problem is an effect it goes above • It is neither a cause nor an effect it goes on the same level • As the tree develops, remaining problems are attached in the same way. • Using the case of Socrates – hand-out • 30 minutes in small working groups • 15 minutes plenary Ton FARLA - ERI-SEE workshop

20. Step 3 Objectives analysis • Analysis of objectives involves reformulation of problems into objectives. Objectives should be: • Realistic - achievable within given financial and physical resources, and the time-frame envisaged • Specific -so that any progress towards objective can be attributed to the project and not to some other cause • Measurable - at acceptable cost and acceptable effort, so project's performance can be measured Ton FARLA - ERI-SEE workshop

21. An example of an Objective tree Ton FARLA - ERI-SEE workshop

22. Exercise 4- develop an objective tree • Develop an objective tree using the results of the problem tree in exercise 3 • Positively mirroring the problem tree. • Using the case of Socrates – hand-out • 15 minutes in small working groups • 5 minutes plenary Ton FARLA - ERI-SEE workshop

23. Step 4–Defining the intervention logic • Distinguish the LFA from the LFM (matrix) • LFA is a way of thinking, not a process of mechanical engineering • LFM is an analytical coherent project design • LFM is a stakeholder presentational tool. • LFM helps to make visible the logical relationships between activities, outcomes, specific objectives and overall objective Ton FARLA - ERI-SEE workshop

24. Structure of the LFM – 4 columns, 4 rows The vertical logic identifies: • what the project intends to do, • clarifies the causal relationships and • Specifies the assumptions and uncertainties Ton FARLA - ERI-SEE workshop

25. Structure of the LFM – 4 columns, 4 rows • The horizontal logic relates to: • the measurement of the effects of, • the resources used by, • the project, specification of key indicators • the means how measurement will be verified. Ton FARLA - ERI-SEE workshop

26. Step 5-Specify assumptions + risks • External factors affect project implementation outside control • Conditions to be met if the project succeed • Mechanisms to deal with them or to monitor the effect • Once assumptions identified, state in terms of desired situation. Ton FARLA - ERI-SEE workshop

27. Step 6-Specify the indicators • Define indicator - e.g. Educational degrees • Set quality - e.g. Nr of graduates in subject X • Set quantity - e.g. Nr graduates increased from 500-1000 • Set time -e.g. Nr graduates increased 500-1000 by 2007 Ton FARLA - ERI-SEE workshop

28. Step 6 Specify the measurement • the format - e.g. progress reports, project records, statistics) • who - whoshould provide the information • how often - e.g. monthly, quarterly, annually etc. Ton FARLA - ERI-SEE workshop

29. Step 7. Prepare activity schedule • List the main activities • Break activities down into manageable tasks • Determine activity sequence /dependencies • Estimate the start-up, duration and completion • Identify process indicators or milestones • Define expertise required to undertake activities • Allocate tasks among the project team Ton FARLA - ERI-SEE workshop

30. Example -work breakdown activities Ton FARLA - ERI-SEE workshop

31. Step 8 - Specifying the inputs Checklist for Preparing a Cost Schedule • List means required to undertake each activity • Put means into cost categories • Specify units, quantity and unit costs • Specify funding source • Allocate cost codes • Schedule costs • Estimate recurrent costs • Prepare cost summary tables Ton FARLA - ERI-SEE workshop

32. Ton FARLA - ERI-SEE workshop

33. Exercise 5 – Prepare a draft LFM • Start preparing the LFM using the results of the previous exercises and Socrates case • Process information by working vertically down the first column, once first column is sound, complete the fourth column • The second and third columns should then be completed. Next - find the activities to be carried in order to produce the outcomes. • List – for later discussion with your superiors and your absent colleague – 5-7 important project elements or assumptions that you feel are perhaps doubt full, if not wholly unjustified, unnecessary or even dangerous for the successful implementation of the project. • 45 minutes in small working groups • 20 minutes plenary Ton FARLA - ERI-SEE workshop

34. Exercise 6 – PCM to your future work • List the strength • List the weakness Ton FARLA - ERI-SEE workshop

35. Strength and weaknesses LFA The strength: • LFA encourages people to consider expectations and how to achieve the objectives • Checks internal logic of the plan ensuring activities, outcomes and objectives are linked. • It forces planners to identify critical assumptions /risks affecting project success, • Indicators of achievements/progress, planners think about how to monitor and evaluate Ton FARLA - ERI-SEE workshop

36. Strength and weaknesses LFA • The weakness • Powerful tool; but not a comprehensive tool for either planning-management • Time consuming, requires a thorough understanding of logic and concept of LFA. • Problems can be compounded by too rigid application of the LF (changing environment) • LFA should be supported by technical, economic, social and environmental analysis Ton FARLA - ERI-SEE workshop