Effective Project Cycle Management - PowerPoint Presentation.pdf

7/27/2019 Effective Project Cycle Management - PowerPoint Presentation.pdf

1/15

Effective Project Cycle

Management:verv ew, es gn an mp emen a on

Hawassa, Ethiopia

7-10 March 2011

Session Objectives

Understand the ro ect c cle and discussprocesses and outputs related to each stage.

Focus on two common implementationchallenges: USAID quarterly reporting and finalevaluations.

Exercises

2.1Project Cycle Design

2.2Quarterly Report Review

1


2/15

The Project Cycle

2

Common Project Cycle Elements

InitiatingClosing

Planning

Executing

o n tor n gandControlling

3


3/15

Cathol ic Relief Services Project Cycle

4

The Project Cycle: Planning

Processes:

Stakeholder Analysis

Performance Management

Planning

Outputs:

Performance Management

Plan

o Results Frameworko Performance Indicator

Reference Sheets

o Performance Data Table

o Calendar of

Performance

Management Tasks

5


4/15

The Project Cycle: Implementation

Processes :

Daily management

Data collection

Data analysis

Communication & Reporting

Outputs:

Project Deliverables Internal Reports

Quarterly Donor Reports

Annual Reports and Action

Plans

Financial Reports

6

The Project Cycle: Mid-term Evaluation

Process:

Mid-Term Evaluation

Output:

Evaluation Report

7


5/15

The Project Cycle: Final Evaluation & Close Out

Processes:

Final Evaluation

Communication &

Reporting

Project Closeout

Outputs:

Final Evaluation Report

Final Donor Report

8

The Project Cycle

Advantages Disadvantages

Facilitates planning Displays events as sequential,

even when they are not

Aligns with donor expectations Has little relevance for

beneficiaries

Links learning from one project

Advantages Disadvantages

9


6/15

Exercise 2.1Project Cycle Design

Objective: Reflect on the cycle of operations within your organization and identify

ways to use this cycle to drive improvements in overall program quality.

Instructions: Using the materials provided, sketch a diagram of your

organizations project cycle. Label the key stages. Make sure your diagram reflects

the current reality of project management in your organization.

10

Focus Area 1: Quarterly Reports

11


7/15

How does having a robust quarterly reporting

system improve overall program quality?

1. Provides a structure that facilitates regular reflection:

Evaluates actual project performance against plans

Refines project model as it evolves

2. Promotes regular communication with project

stakeholders

Shares information back down to the field level

3. Improves efficiency of later stage project documentation,such as annual reports, workplans, final evaluations and

future project designs

12

Five Tips for Outstanding Reporting

1. Do not be afraid to tell the truth.

There will be unforeseen challenges.

Use reports to demonstrate your ability

to analyze and solve problems.

AOTRs are on your side; let them

help troubleshoot problems.

13


8/15


2. Develo a re ort in calendar and t imel ine.

Review reporting requirements and create a checklist of

deliverables and deadlines.

Ensure that all staff and any subrecipients are aware of the

timeline, due dates and their responsibilities.

Consider the reporting schedule when planning key reflection

events, staff meetings and field visits.

,

developing the reporting schedule.

Factor in time for several rounds of reviews.

14


3. En a e subreci ients earl .

Allow time for subrecipients to provide meaningful input.

Take the time to build capacity in self-reflection aspects of

reporting.

15


9/15


4. Tell a consistent stor across all of our re orts.

Ensure consistency between financial and performance reports.

Use your workplan and budget as baseline data sources.

Remember that your reports tell a story over the life of the project,

and they are the formal record of your work.

Preview your next workplan.

16


5. Do not sur rise our AOTR or A reement Officer.

Reports are not the primary means of communication with your

donor.

Discuss major challenges first with your AOTR, then document

them in your report.

17


10/15

Quarterly Reporting Dos and Donts

Do

Submit reports on time.

Explain deviations from budgets and workplans.

Include photos and success stories if possible.

Do Not

, ,

equipment purchases, etc.).

Ask questions of the donor or AOTR.

Introduce crises or critical issues.

18

Exercise 2.2Quarterly Report Review

Objective: To facilitate dialogue between AOTRs and DGP Grantees around

quarterly reporting and identify ways to strengthen those reports.

Instructions: Please review your most recent quarterly report at your tables in

collaboration with your AOTR. Use the suggested reflection questions in the

handouts to guide the review process.

19


11/15

Focus Area 2: Final Evaluations

20

USAIDs New Evaluation Policy

the validity and transparency of our evaluation

findings and the use of those findings to inform

decisions and improve the effectiveness of

development programs.

- Ruth Levine, Director of Evaluation, Policy Analysis

and Learning, January 28, 2011

21


12/15

Key Features of the New Evaluation Policy

Distin uishes Performance Evaluation from Im act

Evaluation

In most cases, the evaluations will be external (i.e., a third-

party contractor or grantee, managed directly by USAID,

will evaluate projects)

Frequency of evaluations will vary by evaluation type

evaluations

22

How will this new policy affect my organization?

The olic is new, and details will emer e as USAID

Missions begin implementing it.

Funding may be dedicated within a project design for

implementing partners to engage in evaluative work for

their own institutional learning or accountability purposes.

It appears to signal a tremendous influx in resources for

evaluations with the otential to benefit a multitude of

stakeholders.

23


13/15

Suggested Guidelines for

Managing External Evaluations

Phase 1: Planning and Preparation

Identify evaluation team members.

Assemble, review and update project documents.

Ensure M&E data is valid, up to date and easily

accessible.

Conduct an evaluation stakeholder analysis.

Determine learning objectives. Lead or participate in drafting SOWs and workplans.

24



Phase 2: Implementation and Management

Closely monitor progress.

Manage evaluation anxiety.

Manage stakeholders.

25


14/15



Phase 3: Using an Evaluation

Communicate findings to stakeholders.

Actively respond to recommendations.

Leverage external evaluations to promote quality work.

26

Summary

In this session we:

Learned about the project cycle.

Discussed processes and outputs related toeach stage of the project cycle.

Focused on two common implementationchallenges: USAID quarterly reporting and finalevaluations.

27


15/15

Questions and Comments

?28

Acknowledgements:

an you

Implementation Guidance

The Essential NGO Guide to Managing Your USAID Award: Chapter5, Reporting: Requirements and Benefits

29

Documents

Effective Project Cycle Management - PowerPoint Presentation.pdf