PROJECT MANAGEMENTlppm.ut.ac.id/system/files/artikel/dokumen/files/Project... · 2. result based management 8/8/2017 paramadina 3. ... mid-term evaluation. 8/8/2017 paramadina 21

PROJECT MANAGEMENT Agus Wijayanto

1

PRESENTATION OUTLINE

Result Based Management

Project Cycle Management

Logical Framework Approach

2

RESULT BASED MANAGEMENT

8/8/2017 PARAMADINA 3

LEARNING FROM FAILURE


https://www.youtube.com/watch?v=HGiHU-agsGY

https://www.youtube.com/watch?v=HGiHU-agsGY

THINKING AND WORKING POLITICALLY

Lesson from experience:

Progressive change usually involves localpolitical processes of contestation andbargaining among interest groups, and thatdevelopment programs can significantlyimprove their impact by understanding andresponding to these dynamics.


TWC APPROACH

Three core principles:

1. Strong political analysis, insight and

understanding;

2. Detailed appreciation of, and response to, the local context; and

3. Flexibility and adaptability in program design and implementation.


RESULTS-BASED MANAGEMENT- WHAT IS IT?

Managing for results involves a change in mindset – from starting with the planned inputs and actions and then analysing their likely outcomes and impacts, to focusing on the desired outcomes and impacts (for example on poverty reduction) and then identifying what inputs and actions are needed to get there (DAC).

SDG’s

Country Strategies/

Long or Medium Term Development Plans

Sectoral strategies and programs

Programs

Projects

INTERNATIONAL DEVELOPMENT GOALS

Millennium Development Goals (2000-2015):

Agreed 8 MDG’s with targets and indicators

Sustainable Development Goals (2015-2030):

17 SDGs with targets and indicators

RESULTS-BASED MANAGEMENT- WHY?

The public wants better services

Donors want efficient and effective aid

The agencies, ministries and NGOs want to perform more efficiently and effectively

Accountability towards tax-payers


RESULTS PERFORMANCE

The focus of traditional

approach

The focus of the

current approach

RBM and

Management for

Development Results

Inputs Outputs ImpactOutcomesActivities

Results:

Analytical point of departure

RESULTS PERFORMANCE

Input Outputs ImpactOutcomesActivities

Results:

Analytical point of departure

Development intervention Development effects

OUTPUT

Immediate, visible, concrete deliverables that is the tangible consequence of project activities (inputs)

Should capture quality dimensions (not only a completed activity)

Direct control over turn-out

OUTCOME

Medium-term effects

Effect of a series of achieved outputs

Should capture the changes for the beneficiaries

Start taking place during the life of project/strategy

Formulated in terms of:

1. Use by beneficiaries

2. Benefit for beneficiaries

3. Change in behaviour of beneficiaries

IMPACT

Vision or long-term development goal

Happens after the project life – and therefore project not responsible for measuring results at impact level -evaluation

We alone cannot bring about

“Wider socio-economic / cultural changes, intended or unintended, positive or negative, brought about by the intervention, for the beneficiaries and, usually, a wider group of people”

PROJECT CYCLE MANAGEMENT


WHAT IS PCM?

PCM Is a methodology for the preparation, implementation and evaluation of projects.

It describes management activities and decision-making procedures used during the life cycle of a project (key tasks, roles and responsibilities, key documents and decision options)

Logframe-USAID in 1960s, ZOPP-GTZ in 1980s, PCM-EU in 1990s

PROJECT CYCLE MANAGEMENT


Policy Setting

Contracting/Commitment

Identification

FormulationAppraisal

Final Evaluation

ImplementationMonitoring

Mid-Term Evaluation


PROJECT

IDENTIFICATION

AND DESIGN

PROJECT

SET UP

END OF

PROJECT

TRANSITION

MONITORING, EVALUATION AND CONTROL

LOGICAL FRAMEWORK APPROACH

LOGFRAME: FORMAT

IMPACT

OUTCOME

OUTPUTS

Activities Means Costs

Preconditions

Intervention

LogicOVIs SoV Assumptions

LOGFRAME FORMAT

IMPACT INDICATORS SOURCE OF

VERIFICATION

ASSUMPTIONS

OUTCOME

OUTPUTS

ACTIVITIES

PRECONDITIONS

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LFA & PROJECT DESIGN

Stakeholder analysis - identifying & characterising potential major stakeholders; assessing their capacity

Problem analysis - identifying key problems, constraints & opportunities; determining cause & effect relationships

Objective analysis - developing solutions from the identified problems; identifying means to end relationships

Strategy analysis - identifying different strategies to achieve solutions; selecting most appropriate strategy.

LF Matrix - defining project structure, testing its internal logic & risks, formulating measurable indicators of success

Activity scheduling – when will the activities be carried out?

Resource scheduling – what resources will be needed?

PLANNING STAGEANALYSIS STAGE

LFA & PROJECT IMPLEMENTATION

EVALUATIONIMPLEMENTATION

Indicators which provide management information (monitoring and regular review)

Assumptions which support risk management

Updated activity schedules linked to results

Updated resource schedules and budgets linked to results

A clear situation/problem analysis to help evaluate relevance

Objective structure and indicators against which to evaluate impact and effectiveness

Activity and resource schedules to assist in evaluating efficiency

STAKEHOLDER ANALYSIS

Stakeholders are any group of people who havean interest/role in addressing identified problemsor achieving desired solutions relevant to theproject.

IMPORTANCE-INFLUENCE

A.

Special

initiatives needed

to protect

stakeholder interests

C.

Limited/no

involvement

low priority

B.

good working

relationship

must

be created

D.

Source of risk,

need for

careful monitoring

and

management

INFLUENCELOW HIGH

HIGH

PROBLEM TREE

STRATEGY ANALYSIS

Program A

PROBLEM TREE

Rendahnya Kesadaran

masyarakat tentang hukum

TINGGINYA TINDAK PIDANA DI MASYARAKAT

Masyarakat tidak

taat hukum

Masyarakat tidak aktif menjaga

keamanan lingkungannya

sendiri

Polisi tidak melibatkan

masyarakat sbg mitra

isi kurikulum pendidikan/pe

latihan kepolisian

tidak relevan dan out of

date

Kompetensi dan profesionalitas Anggota Polisi sangat rendah

Kurangnya sosialisasi dan

pendidikan masyarakat soal pentingnya taat

hukum

Sistem rekrutmen

calon anggota polisi sarat KKN

Kualitas siswa akademi

kepolisian rendah

Kualitas pendidikan/pelatihan kepolisian rendah

Masyarakat tidak mendukung polisi

untuk memberikan

informasi awal terkait kejahatan

Tingginya kegagalan polisi dlm mencegah kejahatan

Kualitas pengajar

dan pelatih di akademi kepolisian

masih rendah

Fasilitas dan peralatan

pendidikan /pelatihan kepolisian

sangat terbatas

Penegakan hukum oleh kepolisian tidak berjalan baik

Tingginya tingkat

kemiskinan di masyarakat

Terbatasnyalapangan kerja &

kesempatanwirausaha

Rendahnya Keterampilan &

pendidikan

Rendahnya keaman-an di

lingkungan masyarakat

Masyarakat tidak

percaya sistem

penegakan & peradilan

Sistem penegakan &

peradilan tidak fair dan transaksional

OBJECTIVE TREE

Tingkat kemiski-nan di

masyara-kat menurun

Kesadaran masyarakat

tentang hukum meningkat

TINDAK PIDANA DI MASYARAKAT MENURUN

Masyarakat Lebih taat

hukum

Masyarakat lebih aktif menjaga

keamanan lingkungannya sendiri

Polisi lebih melibatkan


isi kurikulum pendidikan/p

elatihan kepolisian

relevan dan up to date

Kompetensi dan profesionalitas Anggota Polisi meningkat

sosialisasi dan pendidikan

masyarakat soal pentingnya taat

hukum lebih banyak

Sistem rekrutmen

calon anggota polisi tidak sarat KKN


kepolisian beik / tinggi

Kualitas pendidikan/pelatiha

n kepolisian lebih baik/tinggi

Masyarakat lebih mendukung polisi

untuk memberikan informasi awal

terkait kejahatan

polisi lebih berhasil dlm mencegah kejahatan

Kualitas pengajar

dan pelatih di akademi kepolisian lebih baik



lebih memadai

Penegakan hukum oleh kepolisian berjalan lebih baik

lapangan kerja & kesempatan

usaha lebih baik

Keterampilan & pendidikan lebih

baik

Keamanan diling-

kungan masyarakat meningkat

Masyarakat lebih percaya

sistem penegakan &

peradilan

Sistem penegakan &

peradilan lebih fair dan tidak transaksional

STRATEGY ANALYSIS

Tingkat kemiski-nan di

masyara-kat menurun

Kesadaran masyarakat

tentang hukum meningkat

TINDAK PIDANA DI MASYARAKAT MENURUN

Masyarakat Lebih taat

hukum

Masyarakat lebih aktif menjaga

keamanan lingkungannya sendiri

Polisi lebih melibatkan


isi kurikulum pendidikan/p

elatihan kepolisian

relevan dan up to date

Kompetensi dan profesionalitas Anggota Polisi meningkat

sosialisasi dan pendidikan

masyarakat soal pentingnya taat

hukum lebih banyak

Sistem rekrutmen

calon anggota polisi tidak sarat KKN


kepolisian beik / tinggi

Kualitas pendidikan/pelatiha

n kepolisian lebih baik/tinggi

Masyarakat lebih mendukung polisi

untuk memberikan informasi awal

terkait kejahatan

polisi lebih berhasil dlm mencegah kejahatan

Kualitas pengajar

dan pelatih di akademi kepolisian lebih baik



lebih memadai

Penegakan hukum oleh kepolisian berjalan lebih baik

lapangan kerja & kesempatan

usaha lebih baik

Keterampilan & pendidikan lebih

baik

Keamanan diling-

kungan masyarakat meningkat

Masyarakat lebih percaya

sistem penegakan &

peradilan

Sistem penegakan &

peradilan lebih fair dan tidak transaksional

CRITERIA TO CHOSE STRATEGIES

Priority of the beneficiaries

Importance and urgency to be achieved

Capacity, experience and mandate of organization

Duration of the project

Resources availability

Contribution to overall development goals

Possibility of successful implementation

RISK MANAGEMENTRisks are factors that affect or are likely to affect the successful implementation and achievement of interventions’ results

Risk management consists of identification, analysis and mitigation of risks (risk formulation)

Frequent

Possible

Seldom

Very

seldom

Improbable

Unimportant Small Noticeable CriticalExistence-

threatening

Probability of

occurrence

Harm potential

Small risk, no

measures

necessary

Average risk,

Monitor

High Risk,

measures to

minimize risk

necessary

Unacceptable

risk, don’t

continue before

dealing with

risk

RISK MATRIX

ASSUMPTIONSAn assumption is a condition : required for project success;

which is not under the control of project management; and

which will need to be monitored

ASSUMPTION (DIAGONAL) LOGIC

Pre-Conditions

Intervention Logic Assumptions

Activities

OUTPUTS

Assumptions

OUTCOME

Assumptions

IMPACT

Assumptions

LOGFRAME IN THE LFA PROCESS

The logframe matrixPESTLE analysis

Stakeholder analysis

SWOT analysisStrength Weaknesses

Opportunities Threats Problem analysis

Objective analysis

Strategy analysis

Schedules

Reports

Project

strategy

Objectively

verifiable

indicators

Sources of

VerificationAssumptions

Overall

Objectives

Purpose

Results

Activities Means Cost

PRE CONDITION

THAT’S ALL, THANK YOU

Documents

PROJECT MANAGEMENTlppm.ut.ac.id/system/files/artikel/dokumen/files/Project... · 2. result based management 8/8/2017 paramadina 3. ... mid-term evaluation. 8/8/2017 paramadina 21