PROJECT CYCLE MANAGEMENT

1. PROJECT CYCLE MANAGEMENT An introduction

2. Overview Definitions Project Cycle Log Frame Approach – analysis phase stakeholder analysis problem analysis analysis of objectives Log Frame Approach – planning phase assumptions indicators sources of verification activity scheduling Project Charts

3. PROJECT APPROACH • Project = a series of activities aimed at bringing about clearly specified objectives within a defined time-period and with a defined budget. • A project should have: • Clearly identified stakeholders (primary target group & final beneficiaries); • Clearly defined coordination, management and financing arrangements; • A monitoring and evaluation system; • An appropriate level of financial and economic benefits (indicating that the project‘s benefits will exceed its costs).

4. PROJECTS AND PROJECT MANAGEMENT • - Funding and contributions that are additional to ongoing activities • - Funding = limited in time and resources • Contribute to process of change taking place in a context that is complex because: • it is changing continuously • many actors are involved and may have an influence • Project management can therefore be defined as the facilitation of such processes of change in order to attain objectives in the most effective and efficient way

5. Management tools • Logical framework approach • A methodology for analysing, planning, managing and evaluating programmes and projects, using tools to enhance participation and transparency and to improve orientation towards objectives • Developed in early 70s by USAID and widely adopted • Project cycle management (PCM) • Defines different phases in the project life with a well-defined process of involvement of different stakeholders, management activities and decision making procedures • Uses the LFA (as well as other tools such as the Pert chart and Gantt diagram) • Developed in early 90s and adopted by most development agencies and the EC

6. Project cycle management • Not revolutionary but likely to frame and articulate ongoing practices • Not an exact science but a supporting tool to structure learning processes • Many agencies talk about it, few are actually good at it • Widely applicable – usefulness goes beyond development • Value added depends on quality of its application

7. PRINCIPLES Respect for different phases in project cycle... Stakeholder orientation... Consistent project design using logical framework... Attention for sustainability... Integrated approach using standarised documentation... TO ENSURE... informed decision-making at different stages of project management involvement and commitment of stakeholders a comprehensive and consistent analysis and planning that from design onwards mechanisms are considered that will continue the flow of benefits linkage with wider efforts, simplified and transparant documents PCM Principles

8. PROJECT CYCLE • Programming Identification Formulation Evaluation Implementation Monitoring

9. Ex-post evaluation End of project evaluation Monitoring by stakeholders PROJECT CYCLE • l Ex-ante evaluation Appraisal Formulation

10. PCM/LFA APPROACH

11. Logframe - defining the project/ programme structure, testing its internal logic, formulating objectives in measurable terms, defining means and cost (overall) Activity scheduling - determining the sequence and dependency of activities; estimating their duration, setting milestones and assigning responsibility Resource scheduling - from the activity schedule, developing input schedules and a budget Logframe Approach ANALYSIS PHASE PLANNING PHASE • Stakeholder Analysis - identifying & characterising major stakeholders, target groups & beneficiaries, defining whose problems will be addressed by a future intervention, and which potentials can be used • Problem analysis - identifying key problems, constraints and opportunities; determining cause and effect relationships • Analysis of objectives - developing objectives from the identified problems; identifying means to end relationships • Strategy analysis - identifying the different strategies to achieve objectives; selecting the most appropriate strategy(ies); determining the major objectives (overall objectives and project purpose) Define the project logic Identifystakeholders Deduct Specifying and operationalising Select theoption

12. Stakeholder Analysis (4 steps) • Identifying Key Stakeholders (beneficiaries, vulnerable groups, possible adversely effected groups, socio-economic characteristics, relationships etc.) • Determining Stakeholder Interests (benefits, expectations, resources they could mobilise etc) • Determining Stakeholder Power and Influence (power and dependency relationships, control of decision making, resources etc.) • Formulating a Stakeholder Participation Strategy in view of analysis, planning and implementation

13. STAKEHOLDER ANALYSIS

14. 1. PROBLEM ANALYSIS • Should involve key stakeholders (identified through analysis) • Typically in a workshop setting with possible external facilitation • Given the capacity building orientation, multilevel problem analysis (subject and capacity)

15. Step 1:Problem analysis (I) • Is a procedure which allows to: • analyse an existing situation • identify key problems in this context • visualise the problems in form of a diagram/tree (cause-effect relationships)

16. Problem analysis Establishing cause-effect relations between problems Decreasing in-comes of artisanal fisherfolk Effects Decreasing fish stocks Low price received by artisanal fisherfolk in the village Destruction of coral & mangrove habitats Illegal fishing methods applied Processed fish is of bad quality Limited access to markets Causes

17. Problem analysis • agree on the unit of analysis • identify major problems existing within a given situation (brainstorming) • select a starter problem • look for related problems to the starter problem • establish hierarchy of cause and effects • problems which are directly causing the starter problem are put below • problems which are direct effects of the starter problem are put above • complete with all other problems accordingly • connect the problems with cause-effect arrows • review the diagram and verify its validity and completeness

18. PROBLEM TREE ANALYSIS

19. 2. Analysis of objectives Turning the negative aspects into future desired, but realistic situations Incomes of artisanal fisherfolk increased Ends Rate of decline in fish stocks arrested Price received by artisanal fisher-folk increased Access to markets improved Coral & man-grove habitats conserved Incidence of illegal fishing reduced Quality of fish processing improved Means

20. 3: Analysis of Strategies • The purpose is: • to identify possible alternative options or ways to contribute to the overall objectives • to agree on priority strategies based on an assessment of the relevance, the feasibility and the sustainability of each of them • to concentrate the means of the project on what is really important, effective and feasible

21. IN OUT Analysis of Strategies (III) Incomes of artisanal fisherfolk increased OVERALL OBJECTIVE Rate of decline in fish stocks arrested Price received by artisanal fisher-folk increased SPECIFIC OBJECTIVE Coral & man-grove habitats conserved Incidence of illegal fishing reduced Quality of fish processing improved Access to markets improved RESULTS Decision based on: budget, priorities, human resources available, social acceptability, urgency, ...

22. Logframe - defining the project/ programme structure, testing its internal logic, formulating objectives in measurable terms, defining means and cost (overall) Activity scheduling - determining the sequence and dependency of activities; estimating their duration, setting milestones and assigning responsibility Resource scheduling - from the activity schedule, developing input schedules and a budget Logframe Approach ANALYSIS PHASE PLANNING PHASE • Stakeholder Analysis - identifying & characterising major stakeholders, target groups & beneficiaries, defining whose problems will be addressed by a future intervention, and which potentials can be used • Problem analysis - identifying key problems, constraints and opportunities; determining cause and effect relationships • Analysis of objectives - developing objectives from the identified problems; identifying means to end relationships • Strategy analysis - identifying the different strategies to achieve objectives; selecting the most appropriate strategy(ies); determining the major objectives (overall objectives and project purpose) Define the project logic Identifystakeholders Deduct Specifying and operationalising Select theoption

23. The Logical Framework? • The Logical Framework Matrixprovides a summary of: • why a project is carried out • what the project is expected to achieve • how the project is going to achieve it • which external factors are crucial for its success • where to find the information required to assess the success of the project • which means are required • what the project will cost

24. HOW? From Strategy Analysis to Intervention Logic • Complete formulation of objectives • Transfer objectives to logframe (intervention logic): OO, SO, Results • Review and complete the objectives at different levels • Identify possible activities

25. Logical framework • Intervention Objectively Sources of Assumptions • Logic Verif. Indicators Verification Overall Objective Specific Objective Results Means Costs Activities Pre-conditions

26. Intervention Logic • Overall objective: the project’s contribution to policy or programme objectives (impact) • Specific objective: direct benefits to the target group(s). S.O. is consequence of results, not the sum of the results. • Results: the services or products to be realised by the project. • Activities: the tasks (workprogramme) that need to be carried out to deliver the planned results. • (detailed activities are often better presented seperatly. e.g. Gantt chart format)

27. Logical framework • Intervention Objectively Sources of Assumptions • Logic Verif. Indicators Verification Incomes of artisanal fisherfolk increased Price received by artisanal fisher-folk increased • Quality of fish processing improved • Access to markets improved Activities 1.1. To train fish handlers 1.2. To install appropriate Equipment etc. Means Costs Pre-conditions

28. Logframe Logframe Basics Objectively Verifiable Indicators Intervention Logic Sources of Verification Assumptions Overall Objectives Specific Objective Results Means Cost Activities Pre-conditions ‘... IF results are delivered, AND assumptions hold true, THEN the project purpose will be achieved ...’

29. Logframe Logframe Basics Objectively Verifiable Indicators Intervention Logic Sources of Verification Assumptions Incomes of artisanal fisherfolk increased Rate of decline in fish stocks arrested Price received by artisanal fisher-folk increased • Quality of fish processing improved Leaders of fish co-ops Collaborate Means Cost 1.1. To train fish handlers 1.2. To install appropriate Equipment etc. ‘... IF results are delivered, AND assumptions hold true, THEN the project purpose will be achieved ...’ Prmission local Gov. Obtained Project facilities provided

30. HOW? Assumptions • Assess the importance of the external factors by using the assessment algorithm • Check the intervention logic and assumptions on completeness

31. Assessment of Assumptions Is the external factor important? Yes No Do not include in logframe Will it be realised? Almost certainly Do not include in logframe Likely Include as an assumption Unlikely Is it possible to redesign the project in order to influence the external factor? Redesign the project by adding activities or results; reformulate the Project Purpose if necessary Yes No The project is not feasible

32. Project assumptions: • Project assumptions may be outside of the project control (policy, collaboration external actors etc.) • Other assumptions may have university policy implications (staffing policies, incentives, space for resources generation etc.) – Should be taken up prior or during implementation

33. WHY? Indicators • To: • Clarify the characteristics of the OO, SO and R • Manage the project more objectively • Provide a basis for performance measurement, monitoring and evaluation OVI’s describe the project’s objectives in operationally measurable terms (quantitiy, quality, time) • Note: • Often, it is necessary to establish several indicators for one objective. Together, these will provide reliable information on the achievement of objectives.

34. Indicators: An Example Objective: Pollution load of wastewater discharged into the Blue river is reduced Select the indicator: Concentration of heavy metal compounds (Pb, Cd, Hg) Define the targets: • Define the quantity: Concentration of heay metal compounds (Pb, Cd, Hg) is reduced by75% compared to year x levels …(particular attention should be paid to the availability of baseline information) • Define the quality: . to meet the limits for irrigation water .. • Define the target group: ... , used by the farmers of Blue village, ... • Define the place : .in the Blue river section of the District .. • Determine the time: ... 2 years after the project has started

35. Indicators: An Example Objective: Efficiency and effectiveness of the learning and and administration processes/practices have been enhanced Select the indicator: Amount of administrative paperwork… Define the targets: • Define the quantity: …is reduced by20% annually particular attention should be paid to the availability of baseline information) • Define the quality: ... • Define the target group: ... , as used by the UNZI staff both acacemic and administrative ... • Define the place : ...at UNZI... • Determine the time: ... following full implementation of e-administration

36. Valid Does the indicator directly represent the objective it is intended to measure? Objective Is the definition precise and unambiguous about what is to be measured? Reliable Are the data consistent or comparable over time? Accessible Can data be collected easily, on a timely basis at reasonable costs? Useful Will the data have utility for decision-making and learning? Owned Do partners and stakeholders agree that this indicator makes sense to use? Some criteria for good indicators

37. Sources of Verfication • They describe where and how to find the information with regard to the indicators • Issues to be analysed: • Do there exist external sources of verification? • If so, are they specific enough, reliable and accessible? • If not, how can the information with regard to the indicators be obtained?

38. Workplan Budget Budget Workplan Budget Workplan 5500 1750 4250 750 400 1100 3100 5500 1750 4250 750 400 1100 3100 Salaries Allowances Vehicle Op. Office Tel/Fax Seeds Fertiliser 5000 5500 1250 1750 3750 4250 750 750 400 400 850 1100 2300 3100 Multi (annual) Operational plan Logframe Results-based workplans & budgets

39. Workplan Workplan Workplan Activity Scheduling • An activity schedule: • Maintains objective-oriented approach of logframe • Breaks activities down into operational detail • Clarifies sequence, duration and precedence of activities • Identifies key milestones • Assigns management responsibilityand implementing responsibilitiesand should include management tasks • USE project charts

40. Project charts • Gantt chart = common technique for representing the phases and activities of a project • In this example : • What are the different tasks; • What is the start and end date of the tasks.

41. Project charts • Gantt chart can also include: • Who is responsible? • What is the relation between ≠tasks? • Are the deadlines met?

42. Project charts • PERT = Project Evaluation and Review Technique • Gives an answer on: • - What is the relation between the different tasks?

43. Project charts • Gantt versus PERT • Gantt : tasks in relation to time • Pert : tasks in relation to other tasks

44. LFA link to evaluation