Project Cycle Management (PCM)

1. Project Cycle Management (PCM) Participatory Planning

2. What is Project？ • Objective • Activities ⇒ Outputs • Duration • Budget（Input) • Resources (Input) An undertaking for the purpose of achieving established objectives, within a given budget and time period. Translation:

3. What is Project Cycle ? • Translation: • Project identification • Project formation • Appraisal • Implementation • Monitoring • Plan revision • Evaluation • Feedback

4. Evaluation Planning Implementation Project Cycle Management PDM

5. Do See We are in this stage. Plan See Do See Do Plan Plan

6. Project Design Matrix（PDM）

7. PDMVertical Logic • TRANSLATION: • Project Purpose • Objectives that the project should achieve within the project duration • Overall Goal • Direction that the project should take next • Outputs • Strategies for achieving the Project Purpose • Activities • Specific actions taken to produce Outputs • Important Assumptions • Conditions important for project success, but that cannot be controlled by the projects. Whether these conditions develop or not is uncertain. • Project Purpose Objectives that the project should achieve within the project duration • Overall Goal Direction that the project should take next • Outputs Strategies for achieving the Project Purpose • Activities Specific actions taken to produce Outputs • Important Assumptions Conditions important for project success, but that cannot be controlled by the projects. Whether these conditions develop or not is uncertain.

8. PDM Horizontal Logic • Objectively Verifiable Indicators • Standards for measuring project achievement. • Means of Verification • Data sources from which indicators are derived. • Inputs • Personnel, materials, equipments, facilities and funds required by the project. • Preconditions • Conditions that must be fulfilled before a project gets underway • Objectively Verifiable Indicators Standards for measuring project achievement. • Means of Verification Data sources from which indicators are derived. • Inputs Personnel, materials, equipments, facilities and funds required by the project. • Preconditions Conditions that must be fulfilled before a project gets underway

9. Characteristics of PCM Participatory Approach Logicality Problem-Solving Transparency Consistency

10. Development of PCM Method • Late 1960s Logical Framework (USAID) ➢ International Agencies introduce the Logframe • Early 1980s ZOOP (GTZ) Objectives-Oriented Project Planning ➢ European countries adapt the ZOPP • Early 1990s PCM(FASID) ➢ JICA begins full-scale introduction of the PCM

11. Participants in the Workshop Moderator Recipient country implementing agency Other organization Personnel of the donor agency Recipient country governmental agency Resident of the community Expert in a related issue

12. PCM Workshop Analyzing step by step Consensus Cards &Board Moderator Working as a team Visualizing ideas Brainstorming

13. 8 Rules • Write down your own statement on a card. • Write only one idea on a card. • Make your statement specific. • Express your statement in a concise sentence. • Stick to the facts and avoid abstractions and generalizations. • Make it a rule to write cards before beginning discussions. • Do not remove a card from the board before a consensus is obtained. • Do not ask who wrote a particular card.

14. 7 Steps in PP Analysis Stage Stakeholders Analysis Problems Analysis Objectives Analysis We are practicing by this stage. Project Selection Planning Stage Plan of Operation PDM Appraisal

15. Working together

16. STEP1 Stakeholders Analysis Identify the issues, problems, and current conditions of the target area through analyzing the area and local residents targeted for assistance, related groups, related organizations and agencies. Focus on people and organization. Tentatively select a target group.

17. 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 Step 1 The stakeholder analysis • TRANSLATION: • 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

18. Example stakeholder analysis – setting up ITC

19. STEP2 Problems Analysis Problems Analysis visually represents thecauses and effectsof existing problems in the project area, in the form ofa Problem Tree.It clarifies the relationships among the identified problems. Translation:

20. Sample problem tree

21. STEP3 Objectives Analysis Objective Analysis clarifies the means-ends relationship between the desirable situation that would be attained one problems have been solved and the solution for attaining it. This stage also requires an Objective Tree.

22. STEP4 Project Selection Project Selection is a process in which specific project strategies are selected from among the objectives and meansraised in Objectives Analysis, based upon selection criteria.

23. STEP5 Formation of the PDM The project design Matrix (PDM) is formed through elaborating the major project components and plans based on the approach selected. The format of PDM is similar to that of the Logical Framework, and therefore can be commonly used worldwide.

24. STEP6 PDM Appraisal The PDM Appraisal is conducted by an aid agency to ensure the project plan. It is composed of the following stage: (1) Examination of the details of the PDM elements; (2) review of the PDM formation process; (3) examination from the perspective of the five evaluation criteria.

25. STEP7 Plan of Operations The Plan of Operation is prepared by the project implementers, based on the PDM and other information. It is an effective tool for project implementation and management, and provides important data for monitoring and evaluation of the project.

26. Rules for Writing Problems • Write in a Sentence. Make Clear “Subject and Object”. 2. Avoid “No Solution”. • Avoid Generalization.– Be Specific. • Don’t Write a Cause and Effect in One Card. • Be Specific Whose problem.

27. Example: Format of Plan of Operation

28. Monitoring and Evaluation The Five Evaluation Criteria • Efficiency • Effectiveness • Impact • Relevance • Sustainability

29. Efficiency The productivity in project implementation. The degree to which Inputs have been converted into Outputs. • Effectiveness The degree to which the Project Purpose has been achieved by the project Outputs. • Impact Positive and negative changes produced, directly or indirectly, as a result of the Implementation of the project. • Relevance The validity of the Overall Goaland Project Purpose at the evaluation stage. • Sustainability The durability of the benefits an and development effects produced by the project after its completion.