Welcome to the Project Cycle Management Training Day 4 Section 1

1. Welcome to the Project Cycle Management Training Day 4 Section 1 SOMALIA AGRICULTURE AND LIVELIHOODS CLUSTER Training prepared and implemented by: Italian National Research Council Institute for International Legal Studies Section of Naples

2. Project Cycle Management Training This section’s focus • Technical Basis of PCM: • Identification and formulation phases • The Logical Framework • GANTT Diagram

3. The Objective Tree – in/out strategy selection Selected strategy

4. The Logical Framework 5

5. The targeting Understanding to which component of society we are addressing ourselves is essential in order to proceed with the definition of our project. Fine tuning of our approach, scaling of our economic and technical capacities has to be done in relation to the target group we will address with our initiative.

6. The targeting We can define our stakeholders according to three typologies: Target group: Involved in the project activities who will produce and/or benefit from the results Direct beneficiaries : persons whom, thanks to their link to the target group will be reached by the specific objective Indirect beneficiaries: persons whom, thanks to their link to the direct beneficiaries will be indirectly affected by the specific objective or directly by the general objective

7. The targeting For each of the previous, peculiar needs, capabilities and potentialities have to be considered. A gender sensitive analysis of our target group and beneficiaries is advisable. This should allow us to make use of all potentialities in the community and help us prevent failures due to a lack of “overall” vision on targeted issues and is essential in order to proceed to further elaborate our project

8. The Logical Framework – what is it? THE LOGICAL FRAMEWORK

9. The Logical Framework – what is it? • The results of the stakeholder, problem, objectives and strategy analysis are used as the basis for preparing the Logical Framework Matrix

10. The Levels of a project – LF first column A LF-based project has 4 basic levels: 3 levels of “objectives”, 1 level of “activities”

11. The Logical Framework – what is it? • The matrix should provide a summary of the project design • The basic matrix consists of four columns and four rows

13. The Logical Framework and the project management The Logframe helps to indicate the degree of control managers have over the different levels of the project’s objectives. Managers should have significant direct control over inputs, activities and the delivery of results, and should be held appropriately accountable for effectively managing theses elements of the project.

14. The Logical Framework – how to draft it • The preparation of a Logframe matrix is an iterative process, not a just a linear set of steps. As new parts of the matrix are drafted, information previously assembled needs to be reviewed and, if required, revised • Nevertheless, there is a general sequence to completing the matrix, which starts with the project description (top down), then the assumptions (bottom-up), followed by the indicators and then sources of verification (working across)

15. The Logical Framework – the sequence Completion sequence of the Logframe

16. The Logical Framework – first column IF-THEN Logic With a bottom – up logic the linkages between a level and the next could be the following: • IF adequate inputs/resources are provided, THEN activities can be undertaken; • IF the activities are undertaken, THEN results can be produced; • IF results are produced, THEN the purpose (specific objective) will be achieved; and • IF the purpose is achieved, THEN this should contribute towards the overall objective

17. The Logical Framework – first column IF-THEN Logic The reverse logic may serve to test the solidity of the first column: • IF we wish to contribute to the overall objective, THEN we must achieve the purpose • IF we wish to achieve the purpose, THEN we must deliver the specified results • IF we wish to deliver the results, THEN the specified activities must be implemented; and • IF we wish to implement the specified activities, THEN we must apply identified inputs/resources.

18. The Logical Framework – 4th column the Assumptions logic The Assumptions should provide us an answer to the question: What can go wrong? between one level and the following IF all the inputs/results have been provided/produced that might hinder the following level to be reached?

19. The Logical Framework – the Assumptions logic What can go wrong?

20. The Logical Framework – the Assumptions logic • If Assumptions that are under control of the management are emerging the project structure should be adjusted. • If assumptions are emerging outside the control of the management but cannot be included in the management, contingency plan shall be designed • If assumptions are emerging that leave no space for contingency plans, that is a Killer assumption: PROJECT SHOULD BE RECONSIDERED

21. Risk Analysis Example An example of risk analysis When a risk has been identified it can be evaluated through a series of questions in order to understand its possible effect on the project.

22. Risk Analysis Example • Will this factor/risk affect the implementation of the activities or make the objectives unachievable? • Yes: continue No: ignore • 2. Is it possible that the identified factor/risk will occur? • Yes: continue Perhaps: continue No: ignore • 3. Will anyone outside the project deal with the factor/risk? • No: continue Perhaps: continue Yes: ignore • 4. Can project management deal with the obstacle/risk? • Yes: then the project group has to allocate resources and integrate activities in the plan in order to avoid the risk • No: the project group has to monitor the obstacle carefully since it could be a killing factor and… • No: the project group needs to plan alternative strategies for implementation in order to avoid the obstacle

23. The Logical Framework and the project management M&E M&E

24. A useful device: the flow chart Note: Using reference numbers is a useful device to help the Logframe user negotiate around the logic of the matrix, particularly when the matrix is presented on more than one page. This helps the reader understand which activities, outputs and purposes are linked and also provides a clear reference point when preparing activity, resource and cost scheduleslinked to the Logframe matrix. Use of a flow chart format to present a summary of outputs, component objectives, purpose and the goal is also a useful device.

25. Objectives Tree – Hierarchy

26. End of section 4.1

27. The GANTT Diagram 6

28. The GANTT Diagram • Once the Logframe matrix itself is complete, it is then possible to use the identified Activities to further analyse issues of timing, dependency and responsibility using an activity scheduling or GANTT Diagram (timetable or workplan) • The format can be adapted to fit with the expected duration of the project in question and to the level of detail that it is useful and practical to provide.

29. The GANTT Diagram It is useful to produce a general GANTT diagram at the Formulation stage for the all project time –span and then more detailed period – bound diagrams for every period of implementation (three months time span) starting from the Inception

30. The GANTT Diagram – step by step approach 1.List Main Activities The main Activities identified through the Logframe analysis are a summary of what the project must do in order to deliver project results. These can therefore be used as the basis for preparation of the Diagram 2. Break Activities Down into Manageable Tasks The purpose of breaking Activities down into sub-activities or tasks, is to make them sufficiently simple to be organised and managed easily 3. Clarify Sequence and Dependencies Activities must be related to each other to determine their: • sequence: in what order should related Activities be undertaken? • dependencies: is the Activity dependent on the start-up or completion of any other Activity?

31. The GANTT Diagram – step by step approach 4. Estimate Start-up, Duration and Completion of Activities Specifying the timing involves making a realistic estimate of the duration of each task, and then building it into the Activity Schedule to establish likely start-up and completion dates 5. Summarise Scheduling of Main Activities Having specified the timing of the individual tasks that make up the main Activities, it is useful to provide an overall summary of the start-up, duration and completion of the main Activity itself 6. Define Milestones Milestones can provide the basis by which project implementation is monitored and managed. They are key events that provide a measure of progress and a target for the project team to aim at. The simplest milestones are the dates estimated for completion of each Activity – e.g. training needs assessment completed by January 201X.

32. The GANTT Diagram – step by step approach 7.Define expertise When the tasks are known, it is possible to specify the type of expertise required 8. Allocate Tasks Among Team This involves more than just saying who does what. With task allocation comes responsibility for achievement of milestones. Task allocation should take into account the capability, skills and experience of each member of the team. When delegating tasks to team members, it is important to ensure that they understand what is required of them.

34. The GANTT Diagram – step by step approach It is useful to break down the original GANTT diagram into a more detailed for a shorter period on the start-up of the project. We will look at activities 1.1 to 2.

35. The GANTT Diagram – step by step approach

36. The GANTT Diagram – step by step approach Activities 1.1 to 2 shall be broken down into their components with specific allocations of responsibilities.

37. The GANTT Diagram – step by step approach

38. End of section 4.2