Transcript Slide 1

PROJECT CYCLE
MANAGEMENT
(PCM)
Mamadou DIALLO
www.ituc-csi.org
WHAT IS A PROJECT?
“A project is a series of activities aimed at bringing
about clearly specified objectives within a defined time-period
for an identified group of stakeholders”
 Clearly identified stakeholders (primary target group and
final beneficiaries)
 Specific objectives (overall/specific)
 Activities (action plan)
 Resources and input (means; budget)
 Clearly defined coordination (management and financial
set-up)
 A monitoring an evaluation system (support performance)
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WHAT TO KNOW ABOUT EU PROJECT?
 A well formulated project has an appropriate balance between EC
priorities and partner priorities
 EU projects should form part of and be consistent with national/regional
development policies and EU priorities and strategies
 Funding should fit the project’s objectives and activities
(Local projects= local funding, national projects= national funding,
European projects = EU funding)
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PROGRAMMING
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Evaluation /Audit
IMPLEMENTATION
IDENTIFICATION
FORMULATION
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• Analyse situation at
national and sectoral
level. Identify problems,
constraints and
opportunities.
• Identify main objectives
and sectoral priorities for
development cooperation
• Provide a relevant and
feasible programming
framework within which
projects can be identified
and prepared.
• Formulate/evaluate
strategies taking account
of past experience
PROGRAMMING
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Evaluation /Audit
IMPLEMENTATION
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PROGRAMMING
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Evaluation /Audit
IMPLEMENTATION
• Identify ideas for the
project and other
development actions
• Consult intended
beneficiaries of each
action, analyse problem
they face and options to
address these problems
• Make decision on the
relevance of each project
idea and on which ideas
should be further studied
during formulation
IDENTIFICATION
FORMULATION
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PROGRAMMING
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Evaluation /Audit
IMPLEMENTATION
IDENTIFICATION/
FORMULATION
• Develop relevant project ideas
into operational project plans
• Assess feasibility and
sustainability
• Make decision whether to draw
up a formal project proposal and
seek funding for it.
FORMULATION
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PROGRAMMING
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IDENTIFICATION
Evaluation /Audit
• Project is mobilised and executed
• Project Management assess actual progress
against planned progress to determine whether
the project is on track towards achieving its
objectives.
• If necessary the project is re-oriented to bring it
back on track, or to modify some of its objectives
in the light of significant changes that may have
occurred since its formulation.
IMPLEMENTATION
FORMULATION
www.ituc-csi.org
PROGRAMMING
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• Funding agency and partners assess the
project to identify what as been achieved, and
to identify lessons that have been learned.
Evaluation findings are used to improve the
design of future projects or programmes
• It is common practice also to conduct a midterm evaluation during implementation, to
identify lessons that can be applied during the
remaining life of the project.
• Project funds are audited.
Evaluation /Audit
IMPLEMENTATION
IDENTIFICATION
FORMULATION
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LOGICAL FRAMEWORK APPROACH (LFA)
CHARACTERISTICS
 Finding the “roots” before setting the objectives
 Objectives and beneficiary oriented
 Participatory/Ownership
 Consensus oriented
 Focus on logical links
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WHY LFA?
 Ensures the Relevance, Feasibility and Sustainability of a project
 Facilitates a dialogue/Ownership manifested
 Ensures that fundamental questions are asked and weaknesses
are analysed
 Defines the key elements and the settings of a project
 Identifies measurements/indicators of the project’s achievements
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THE 9 STEPS of an LFA ANALYSES
 1- Analysis of project´s Context
 2- Analysis of Stakeholders
 3- Problem Analysis/Situation Analysis
 4- Objectives Analysis
 5- Plan of Activities
 6- Plan of Resources/Inputs
 7- Indicators/measurements
 8- Risk Analysis
 9- Analysis of Assumptions
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THE LFA PROCESS
STEP 1: PROJECTS CONTEXT
 Changes/projects are part of a larger context/a situation
 Which environment will the project be situated in?
 Which factors are of importance for achieving the objectives?
 Analysis of Context made through a study and/or through making
a “SWOT” analysis
- Strengths
- Weaknesses
- Opportunities
- Threats
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STEP 2: STAKEHOLDER ANALYSIS
 Stakeholders - those influenced by and exert an influence on the
project entity
 Mapping of stakeholders and their respective roles
 Who will be influenced, positively or negatively, by the project
 Which stakeholders should be involved in planning and/or
implementing the project
 Four main groups of stakeholders
♦ Beneficiaries
♦ Implementers
♦ Financing agents
♦ Decision makers
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STEP 3: PROBLEM ANALYSIS
 Finding “the roots of the evil”
 Which is the problem to be solved?
 Who owns the problem?
 One focal problem, focus!
 Find the causes and effects to the focal problem
 The causes of the problem shall be “tackled” through activities
within the framework of the project in order to solve the problem
in a sustainable way
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PROBLEM TREE
Problem Tree
Effects
Focal problem
Causes
Objective Tree
Overall objectives
Project Purpose
Results
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STEP 4: OBJECTIVES ANALYSIS
THREE LEVELS
 1- Overall Objectives/Development Objectives; Often
Governmental level, long term perspective, i e social welfare,
economic growth...
Time frame: 5 – 10 years
 2- Project objectives or Project Purpose;
which are the objectives that the intervention/project should be
able to achieve, solve the focal problem, time frame, medium
term (i.e. frequency of trade unionists arrested/sacked in xregion/country reduced by x%) Time frame:0 – 3 years.
 3- Outputs/Targets/Results;
the output describe the services to be produced by the project,
what services to the beneficiary get access to? Short
term/directly after the project activities. Time frame: now
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LFA OVERALL OBJECTIVES (Step 4/1)
 Long-term social and or economic benefits, to which the project
will contribute
 Not achieved by the project on its own, several projects contribute
 States the positive state for beneficiaries and for the society
• Examples;
- Economic growth in region/country X increased,
- Health care system improved
- Increased income of workers and their families
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LFA PROJECT PURPOSE (Step 4/2)
 The main reason for having a project ! WHY a project
 Connection to the “focal” problem
 Sets out the benefits, which the beneficiaries derive from the
project
• Implementing agencies should enable for the beneficiaries to achieve
the benefits by delivering the required services/results
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LFA RESULTS (Step 4/3)
 Connected to the causes of the focal problem
 Sets out the services which the beneficiaries will receive from the
implementing agency through the project
SMART PROJECT PURPOSE
• Specific
•
Measurable
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Accurate or Approved
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Realistic
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Time bound
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STEP 5: ACTIVITIES
 Tackle the causes of the focal problem
 What will be done under the project to deliver the services/results
required by the beneficiaries
 Usually expressed as an action
 Means to achieve the objectives, not the objectives
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STEP 6: INPUTS/RESOURCES
 Experts and personnel (local and foreign)/Counter part, project group
 Financing (loans, grants, funds) cost sharing? Future long term
financing?
 Equipment
 Premises
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STEP 7: INDICATORS
MEASURE ACHIEVEMENTS
 A baseline study might be needed to be able to measure the
final results?
 The process of setting up indicators shows if the objectives
are vague
 Indicators should answer the questions:
For whom? What? When? Where? How much? What
quality?
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STEP 8: RISK ANALYSIS
 Analysis of factors which may influence the implementation of the
project and hence the achievement of objectives
 Internal and External risks
 Alternative strategies may be needed?
 Risk management
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STEP 9: ANALYSIS OF ASSUMPTIONS
 The project in the perspective of society/ institutional situation in
a country (laws, political commitments, financing)
 Assumptions describe situations and conditions, which are
necessary for project success, but which are largely beyond the
control of the project management
 Assumptions on each level of objective
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Ex. Prevailed stable political situation
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WHY DIFFERENT STEPS IN LFA?
 Relevance; Step 1 – 4
Context, Stakeholder-, Problem- and Objectives analysis. Logical links
between problems and solutions, Relevant to support? (in accordance
with strategies and problems in the country/sector?)
 Feasible; Step 5 – 7
Plan of Activities, Resources/inputs and Indicators. Are the resources
sufficient to achieve the objectives? (Resources: Personnel, time,
funding, equipment)
 Sustainable; Step 8 – 9
Risk analysis and Assumptions. If the project is sustainable, will the
effects of the project remain without continuous external assistance
outside?
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LFA MATRIX/LOG FRAME
Overall
Objectives
Indicators
Sources of
Verifications
Assumptions
Project
Purpose
Indicators
Sources of
Verifications
Assumptions
Results
Indicators
Sources of
Verifications
Assumptions
Activities
Resources
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The Intervention Logic
if the Project Purpose is
achieved
if Results
are produced
if Activities can be
undertaken
If Means are
provided
then the project will
contribute towards the
OVERALL
OBJECTIVE
then the Project
Purpose will be
achieved
then Results will be
produced
then Activities can be
undertaken
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MONITORING AND EVALUATION
 Based on the logical framework
 Strengthens accountability and transparency
 Provides information for effective management
 Helps determine what works well and what requires improvement
 Builds knowledge
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PURPOSE OF MONITORING AND
EVALUATION
It is the continuous process of collecting, processing and
assessing information about the:
 Project implementation
 Project progress
 Project impact and effects
 Project environment
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MONITORING
 Continuous function that aims to provide early indications of
progress or lack thereof in the achievement of results
 Assumes the validity of the existing plan
 Takes place at the project level
 Is the responsibility of the project management
 Is based on the indicators defined in the logical framework
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MONITORING RESPONSIBILTY
PROJECT MANAGEMENT
 Activities
 Output indicators
 Early outcome indicators
PROJECT TARGET GROUP
 Outcome indicators
 Impact indicators
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EVALUATION
 Time-bound exercise to assess the relevance, performance and
success of on-going or completed projects
 Questions the validity of existing planning
 Is related to the impact of the project
 Opens the mind for strategic adjustments
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EVALUATION QUALITY CRITERIA
 Relevance (overall)
 Efficiency (activities, outputs)
 Effectiveness (outputs, outcome)
 Impact (outcome, impact)
 Sustainability (outcome, impact)
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CLASSIC MISTAKES TO AVOID
 Promise too much impact, outcome and output
 Budget doesn’t link to activities
 Lack of resources for administration
 Doesn’t handle internal, organisational consequences
 Too big (or too small) partnerships
 Lack of time (bad log frame approach)
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CONCLUSION

HOW THE LFA METHOD WORKS DEPENDS WERY MUCH
ON ITS USERS
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THE LFA IS NO BETTER AND NO WORSE THAN ITS
USERS
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