An introduction to

Project Cycle Management

PCM

DAY 1Gori, 31/3 – 3/4/2015

Overview of the training

Day 1 Introduction to the LFA Project Management Cycle• Step 1. Stakeholder Analysis• Step 2. Problem analysis

Day 2 • Step 3. Solution Analysis• Step 4. Strategy Analysis – Selecting

solutions• Step 5. Logframe Matrix

Day 3 • Step 5: Logframe Matrix• Step 6: Activity Scheduling• Step 7: Resource Scheduling• Introduction to Monitoring and

Evaluation

Day 4 Proposal Writing Donor agencies Celebration

Training 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 work

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Excercise – Introduction

Group activity

Answer the following questions to know your existing knowledge and skills

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BASIC TERMS

PROJECT - a series of tasks directed towards a specific outcome/goal within a set timeline and budget

PROJECT CYCLE - the way in which projects are planned and carried out

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Project Management Cycle

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PROJECT CYCLE MANAGEMENT (PCM)

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.

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PCM OBJECTIVES

SUPPORTING – of EC policy and development partner

RELEVANT – to an agreed strategy and real problems of target groups

FEASIBLE – realistically achieved WELL MANAGED SUSTAINABLE

When applying to an EC grant, you have to prove all these aspects in the application

PCM Requires:

Active participation of key stakeholders Incorporation quality assessment (stage)

Quality key doc’s for decision making

Using the Logical Framework

National & sector wise

policies

EC development policy & country

strategies

Government programmes Priorities and

programmes of non-state

actors

Project Project Project

Policies, programmes and projects

What is the Logical FrameworkApproach (LFA)?

“A systematic and participatory approach for project planning, monitoring and evaluation. An analytical tool to transform ideas into plan for actions (proposals)”

• Systematic and Participatory are the two key words.

• Involves a number of steps using a number of different tools

• Requires the participation of stakeholders

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Main stages of the logframe approach

1. Analytical Phase 2. Planning phase STEP l: STAKEHOLDER ANALYSIS identify groups, people and institutions which are likely to be affected by the project, identify the key problems, constraints and opportunities they face

STEP 2: PROBLEM ANALYSIS formulate problems; determine cause and effect relationships and develop a problem tree

STEP 3: OBJECTIVE ANALYSIS Objectives -develop objectives from the identified problems; identify means to end relationships; identify clusters of objectives and determine the project strategy

Having analyzed the situation, the project should now be ready for detailed planning

STEP 4: INTERVENTION LOGIC define the project elements, test its internal logic, and formulate objectives in measurable terms

STEP 5:ASSUMPTIONS and RISKS identify the conditions which are likely to affect the project's implementation but which are outside the project management control

STEP 6:INDICATORS identify ways to measure progress, formulate indicators; define means of measurement

STEP 7: ACTIVITY SCHEDULE determine sequence and dependency of activities; estimate duration, set milestones, assign responsibilities

STEP 8:COST SCHEDULE specify required inputs develop cost schedule; prepare budget

The Steps of the LogicalFramework Approach (LFA)

• Stakeholder analysis• Problem analysis

• Solution analysis• Strategy analysis

• Logframe matrix• Activity scheduling

• Resource scheduling

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What is the Logframe Matrix? The Logframe Matrix (LFM) is one of the main

outputs of the Logical Framework Approach. Documents the projects goal, purpose,

outputs and activities, the assumptions and the relationships between all these items.

Documents the indicators that will help measure the success of the project and where and when the indicator data will be collected from.

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Generic project proposal structure• Project title• Summary• Body

– Background / Context– Project needs– Project goal & implementation– Target group

• The project promoters• Budget and timeline• Monitoring & Evaluation plan• Appendices

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How does the LFA help you develop your project proposal?

LFA output Project proposal component

Stakeholder analysis Background / contextProject needTarget group

Problem tree Project need

Logframe Matrix Project goal, objective, outputs and activitiesTarget groupMonitoring and evaluationRisk management

Activity schedule Methodology and implementation

Resource schedule Budget and timeline

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BREAK

Step 1 - The stakeholder analysis

Negative situations to be solved within a project affects specific sectors, entities, organisations, local population or social groups.

• 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?

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Stakeholder analysis STAKEHOLDERS – individuals or institutions that

may affect or be affected by the project/programme (directly, indirectly, positivelly, negativelly)

BENEFICIARIES – those who benefit from the project/programme • Target group – positivelly directly affected, e.g.

staff • Final beneficiaries – who benefit on the long

term on the level of a sector or the society

PROJECT PARTNERS – who implements the project (stakeholders, may be target group)

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Stakeholder analysis – TOOLS Stakeholder matrix -most common tool used in

completing a stakeholder analysis- number of columns that guide the type of information to be collected.

SWOT analysis Strengths – Weaknesses - Opportunities - Threats

Venn diagram - relationship between different stakeholders (circles). Depicts the relative influence, and its closeness or separation from others, interaction or relationship between organisations.

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STAKEHOLDER MATRIX

Stakeholderdescription

Interest and howthey are affected

Relationshipwith others

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Example stakeholder analysis – setting up ITC

Stakeholder Group

Tasks and responsibilities

Expectation for the project

Fear for the project

Support for project

Directorate for VET (Ministry of Education)

•Personnel selection•Budgets + definition of forms•Design of the VET system

•Improvement of the equipment•Improvement of coordination•Training of staff•New ideas

•Change of the socio-political framework•Priorities set by the donor organisation

•Supply of project staff •Political support of the project•Multiplicator for project impacts

Industrial Training Centre (ITC)

•Implementation•Selection of staff •Training specialists

•Implementation modern training programmes•Improvement of education •Training of staff

•Insufficient staff experience project implementation •Insufficient own financial resources

•Staff highly motivated•Provision of venue•Link to other stakeholders

Employers •Provision of jobs•Setting frame-work conditions for staff •Provision of social security•Development of technologies

•Supply of highly qualified staff •Improvement of productivity•Improvement of product quality•Improvement of work-flow organisation

•Competition through subsidised production in training centres•Low quality of training •Training costs partly covered by companies

•Provision of jobs•Provision of internships •Collaboration in the design of the training •Collaboration in the final exams

Youth •General education•Social responsibility

•Enhancement of skills •employment

•Lack of jobs, lack financial resources for training fees

•Application of the new skills

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Excercise – TIC Group activity (stickers)

Our region lacks a tourist center to show visitors the way of life of our community, local attractions, to sell souvenirs or snacks. Visitors leave and skipp the location in their travel plans. The village needs a tourist information center with small shops and refreshments.

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wikipedia.org

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http://www.businessguide2011.info/

Exercise - SWOT analysis

Joint activity – let´s make a SWOT analysis of the group taking part in this training

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STRENGHTS WEAKNESSES

OPPORTUNITIES THREATS

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Venn diagram

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Step 2. Problem analysis Problem tree

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Defining the core problem key to project planning and

realization – setting right project objectives

always a negative statement - it defines the negative situation, process or tendency, as well as shortage, limitation or unsatisfied need

an existing negative situation, not as a lack of desired situation

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clear and concrete fit the specific intentions

/parameters (call for proposals, guidelines)

should be solvable - it can be solved with the funding that is available

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DO NOTs & DOs Big vague concepts,

statements, generalization - e.g. no infrastructure

No absent solutions, e.g. we have a lack of money and thus children don’t go to school

Be precise, e.g. there is no paved road from A to B

Instead: school fees are not affordable

DO NOTs & DOs

No non-existing problems, e.g. no existence of NGOs

No formulation of interpretations, e.g. the government is lazy

The problem now is that there is no knowledge on how to run an NGO

The government does not issue licenses

Explain abbreviations and jargon

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Defining the core problem - example

1. Employees’ qualifications do not meet the needs of labour market

3. No pesticides available

2. Lack of employees meeting the needs of labour market

4. Crops are infested with pests

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Problem analysis

An example of a problem tree

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Exercise – Develop a problem tree(group activity)

1. Agree on a focal problem paste it on the wall with related problems (cause/effect)

2. If the problem is a cause it goes on the level below

3. If the problem is an effect it goes above

4. As the tree develops, remaining problems are attached in the same way.