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IFAD-Workshop Nov.2000
GTZ Project Management
Factors for changes at GTZ (1995-2000)
policy of our main client BMZ
new concepts for service-
delivery
new top management
decreasing budget
for devt. aid
Changes:•decentralisation•client-orientation•impact-orientation•self-image•programmes
learning from experiences
country + sector
concentrationpolitical TC
tax-payers dissatisfaction
with results of devt. aid
QM/ client-orientation
self-evaluation
newbusiness-
culture
IFAD-Workshop Nov.2000
GTZ Project Management
Changes in the use of logframe/ZOPP
First application of LFA Development of ZOPP with new steps: - participation analysis- problem analysis- objectives analysis- interdisciplinary workshops with all affected groups
ZOPP becomes a standard procedure - all project management instruments are made compatible
Criticism of ZOPP:- schematic ritualisation- artificial workshop situations- instrument of power for GTZ: “zopping people”- rigid problem-orientation
Development of PCM - flexibilisation of project preparation- new procedures for project planning (PRA)
Redefinition of ZOPP- ZOPP = framework for the quality of planning- logframe (PPM) structuring element for offers- deregulisation of all organisational project directives
1980-811983-87
from1990
1992-95
1996-98
IFAD-Workshop Nov.2000
GTZ Project Management
Project management: Overview
IFAD-Workshop Nov.2000
GTZ Project Management
Clarify context
Define system of objectives
Clarify context
Define system of objectives
Elaborate project design
Help ensure decisionin favour of projectimplementation
Elaborate project design
Help ensure decisionin favour of projectimplementation
The Project Cycle Model
inform plan motivate steer inform plan motivate steer
Projectplan
Projectplan
Identification phase Designphase
Implementationphases
agree on objectives
decide organiseagree onobjectives
decide organise monitor
Projectidea
Projectidea
Project system of objectives
Project system of objectives
Objective achievedEnd of project
Objective achievedEnd of project
Operationalise planning
Implement,adjust and updateplanning
End project
Operationalise planning
Implement,adjust and updateplanning
End project
IFAD-Workshop Nov.2000
GTZ Project Management
GTZ-Instruments for the project cycle
Design phase
Identification phase
Implementation phase(s)
CommissionUse of instrument:
Final evaluation phase Situation analysis
Target group analysis
Offer (project design)
Report on results of preparations
Plan of operations
Problems and potentials analysis
Project progress reports
Project progress review
Participants analysis
Final report
Internal
Offer (project design)
GTZ Project Management
IFAD-Workshop Nov.2000
Direct benefit
Inputs
Maximum aggregated development progress
Activities
Utilisation of outputs
Outputs
Attribution gap
Possible indirect impacts of the project
Monitoring and self-evaluation in the projects
Project-independent evaluation
As a rule, projects monitor their results only up to the level of direct, empirically verifiable benefits. More highly aggregated development results, to which the project might have contributed, but which can no longer be reliably identified using the normal monitoring and self-evaluation methods, are identified and assessed using a project-independent evaluation procedure.
GTZ’s Impact Model
IFAD-Workshop Nov.2000
GTZ Project Management
BMZEvaluation
GTZ Impact monitoring
- company as a whole- operational units
Project level
Project progress reviews and monitoring
Federal Audit O
ffice
Audits
Overall development-policy strategy
Project steering
Country portfolio, Country strategies
Corporate portfolioCorporate strategy
The GTZ’s Evaluation System
IFAD-Workshop Nov.2000
GTZ Project Management
leadership:guidance and appreciation
human resources development
concepts and mental models
Relevant factors for management-performance
feedback from clients
culture and space conducive for learning
procedures and instruments
managementperformance
in the core-process
