PROJECT CYCLE MANAGEMENT & LOGICAL FRAMEWORK MATRIX

TRAINING

CYPRIOT CIVIL SOCIETY IN ACTION V

INNOVATION AND CHANGES IN EDUCATION VI

Objectives of the training Understand the definition of project and project cycle

management.

Apply the Problem Tree Analysis as a pre-requisite to project design

Understand and apply Logical Framework Approach.

Use theses tools when drafing project proposals to EC grants.

Organising a party?

How did you organise?

What where the things that you consider?

Handout 1: what is a project?

What are the commonalities in this list of definitions.

Handout 1: what is a project? According to all these definitions,

A project has a beginning and an end.

A project has limited resources.

A project follows a planned, organized method to meet its objectives with specific goals of quality and performance.

Every project is unique

A project has a manager responsible for its outcomes.

Triple Constraints

Triple Constraints:

a. Reaching the predefined objectives and results

b.Within the timeframe targetted

c. Completion of activitities within the estimated budget

Risk

Quality

1. Context

2. Budget

3. Time

When should we have a project?

When there is a specific need identified

When there is a problem

When there is a situation that you want to change, etc.

• is a methodology for the preparation, implementation and evaluation of projects based on the principles of the logical framework approach (LFA)

• 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

Project Cycle Management

Preparing Project Proposals

Project Cycle

Formulation Implementation

Financing

Planning

Identification Monitoring & Evaluation

PROJECT CYCLE

Preparing Project Proposals

Analysis of situation at national, local and sectorial level

Formulation of project idea and design of project

Preparation of the project proposal

Implementation of the activities stated on the project proposal

Ongoing checks an d periodic review of project

Financing

Implementation

Monitoring and Evaluation

Planning

Identification

Formulation

Securing financial resources e.g. Award of the grant and co-funding

STEPS TO FOLLOW:

1. Analyse the problem:

Collect necessary information about the problem

Tool: Problem tree Analysis / Stakeholder Analysis

2. Identify the project:

Find the project idea that is feasible and addressing problem identified

Tool: Objective tree Analysis

3. Logical Framework Formulation

4. Grant Application Form

5. Budget

Preparing Project Proposal

Analysis Phase Planning Phase

Pro

ble

m

an

aly

sis

Ob

ject

ive

A

na

lysi

s

Str

ate

gy

An

aly

sis

De

velo

pin

g L

og

ica

l F

ram

ew

ork

ma

trix

Act

ivit

y a

nd

R

eso

urc

e

Sch

ed

uli

ng

• identifying key problems, constraints and opportunities • determining cause-effect relationships

• developing solutions from the identified problems

• identifying an improved situation in the future

• identifying different strategies to achieve solutions

• selecting most appropriate strategy

Sta

ke

ho

lde

r a

na

lysi

s • identifying and characterise potential stakeholders

• assess their capacity • defining project structure • testing logic and risks • formulating measurable indicators

of success

• determining the sequence and dependency of activities

• estimating their duration • assigning responsibility

from the Activity Schedule, developing input schedules and a budget

Purpose: to identify major problems and their main causal relationships. Output: problem tree with cause and effects

Pro

ble

m A

na

lysi

s P

rob

lem

An

aly

sis

14

1. Identify the major problems that the project will address.

2. State problems in negative manner.

3. Group problems by similarity of concerns.

4. Develop the problem tree:

a) Select a focal problem from the list and relate other problems to the focal problem.

b) If the problem is a cause of the focal problem it is placed below the focal problem

c) If the problem is an effect of the focal problem is goes above

Steps in Undertaking Problem Tree P

rob

lem

An

aly

sis

Pro

ble

m A

na

lysi

s

The completed problem tree provides a visual summary of the current negative situation.

In various respects, problem analysis is the most critical stage of project design and guides other consecutive analyses.

Pro

ble

m A

na

lysi

s

Problem Tree and Problem Analysis

16

MAIN PROBLEM

SUB-PROBLEM1

CAUSE

EFFECT

SUB-PROBLEM2

UNDERLYING PROBLEMS

Problem Tree – Sea Pollution

Sea water quality is deteriorating

Most households and hotels discharge wastewater directly

into the sea

Wastewater treated in plants does not meet

environmental standards

High levels of solid waste dumped into

the sea

Polluters are not controlled

Environment Protection Agency

ineffective and closely aligned with

industry intersts

Population not aware of the danger of waste

dumping

No public information /

educatiıon programs available

Existing legal regulations are

inadequate to prevent discharge of wastewater

Pollution has been a low

political priority

40% of households and 20% of

businesses not connected to

sewerage network

Inadequate levels of capital investment and poor business

planning within local government

High incidence of water borned diseases and illnesses, particularly among poor families and under 5s

Objective Analysis clarifies the means-ends relationship between the desirable situation that would be attained and the solution for attaining it. This stage also requires an Objective Tree. O

bje

ctiv

e A

na

lysi

s

Step 1: Reformulate all negative situation of the problem tree into positive situations that are :

• Desirable • Realistically achievable Step 2: Make sure that there is a means – ends (results)

relationship (if this is implemented then this will be achieved)

The causes become the starting point for the objectives. The effects become the results of the objectives. Step 3: IF necessary: • Revise statements • Add new objectives if these seem to be relevant and

necessary to achieve the objective at the next higher level

• Delete objectives which do not see suitable or necessary

How to Make the Objective Tree O

bje

ctiv

e A

na

lysi

s

Objective Tree and Objective Analysis

20

MAIN OBJECTIVE

SUB-OBJECTIVE1

MEANS

GOALS

SUB-OBJECTIVE2

Objective Tree – Sea Pollution

Sea water quality is improved

No. of households and hotels discharging wastewater directly

into the sea is reduced

Wastewater treatment meets environmental

standards

The quantity of solid waste

dumped into the sea is reduced

Polluters are effectively controlled

Environment Protection Agency is effective and more

responsive to a broad range of stakeholder

interests

Population more aware of the danger of

waste dumping

Public information /

education programs

established

New legal regulations are established which are effective in preventing

direct discharge of wastewater

Pollution management is given a higher

political priority

Increased % of households and businesses are connected to

sewerage network

Improved business planning within local

government is established

Incidence of sea water borned diseases and illnesses is reduced, particularly among poor families and under 5s

Strategy analysis is a process in which specific project strategies are selected from among the objectives and means raised in Objectives Analysis, based upon selection criteria.

comparison of different options to address a given situation

Stra

tegy

An

alys

is

Str

ate

gy

An

aly

sis

Step 1: Identify objectives you do not want to

pursue (not desirable or not feasible);

Step 2: Group objectives, to obtain possible

strategies or components (clustering);

Step 3: Assess which strategy/ies represent(s) an

optimal strategy according to the agreed criteria;

Step 4: Determine Overall Objective(s) and Project

Purpose

Stra

tegy

An

alys

is

Str

ate

gy

An

aly

sis

Strategy Analysis

Sea water quality is improved

No. of households and hotels discharging wastewater directly

into the sea is reduced

Wastewater treatment meets environmental

standards

The quantity of solid waste

dumped into the sea is reduced

Polluters are effectively controlled

Environment Protection Agency is effective and more

responsive to a broad range of stakeholder

interests

Population more aware of the danger of

waste dumping

Public information /

education programs

established

New legal regulations are established which are effective in preventing

direct discharge of wastewater

Pollution management is given a higher political priority

Increased % of households and businesses are connected to

sewerage network

New legal regulations are established which

are effective in preventing direct

discharge of wastewater

STRATEGY CHOSEN OUT OF THE PROJECT

OVERALL OBJECTIVE

PURPOSE

RESULTS

ACTIVITIES

Incidence of sea water borned diseases and illnesses is reduced, particularly among poor families

and under 5s

1. Stakeholders: Individuals or institutions that may – directly or indirectly, positively or negatively – affect or be affected by a project or programme.

2. Beneficiaries: are those who benefit in whatever way from the implementation of the project.

• Target group(s): The group/entity who will be directly positively affected by the project at the Project Purpose level.

• Final beneficiaries: Those who benefit from the project in the long term at the level of the society or sector at large, e.g. “children” due to increased spending on health and education, “consumers” due to improved agricultural production / marketing.

3. Project partners: Those who implement the projects in-country (who are also stakeholders, and may be a ‘target group’).

Sta

ke

ho

lde

r A

na

lysi

s

Basic Characteristics

Social characteristics

Group status (formal / informal)

Group structures (leadership/ effectiveness)

The way they approach problems

Questions to be Asked to Stakeholders

Interests and motivation

• Needs

• Interests (open and

discreet)

• Expectations

• Approach to project

Potential • Strenghts • Weaknesses • Possible contribution

Sta

ke

ho

lde

r A

na

lysi

s

Logical Framework Approach Obligatory to submit in most of the EU Calls

(mandatory for CSV and SchoolsVI)

EU stresses the importance of this tool

Should be considered as a starting point of the project design

NOT just a form to fill in…drafting should involve the all team and partners

THE LOGFRAME SHOULD BE DRAFTED BEFORE THE APPLICATION FORM!!!

Logical Framework Approach

• Technique to set up a project involving

• the identification of problems,

• organise overall and specific objectives of your project

• define of results and related activities

• draft indicators to track progress track objective

• Lay down assumptions/risks for the success of the project

• LFA is a key management tool in each phase of the project cycle: from implementation to evaluation, representing a «master tool» for creating other tools (e.g. implementation and resource schedules, monitoring plan, etc.)

Intervention Logic

Pre-conditions

Overall objective

Project purpose

Results

Activities means costs

Verifiable indicators

Sources of verification

Assumptions

Logical Framework Matrix

Intervention Logic: Levels of Objectives

The long-term social and economic,

sectoral or national program objectives

to which the project contributes.

The project’s central objective:

sustainable benefits to be delivered to

target beneficiaries. It defines the

project’s success.

The services to be provided by the project for which project managers can be held accountable

What is going to be done to deliver the project’s results

30

ACTIVITIES

RESULTS

PROJECT PURPOSE

OVERALL OBJECTIVE Ideal situation – can only be realised in the long-run

Can be reached as an outcome of the project. Should be specific, measurable, attainable, realistic and time and location bound.

The direct / tangible results (goods and services) that the project delivers should measurable and attainable.

The tasks that need to be carried out to deliver the planned results which also are bound by a timeframe and a budget by the use of resources

Hierarchy of Objectives

• IF adequate inputs/resources are provided, THEN activities can be undertaken;

• IF the activities are undertaken, THEN results can be produced;

• IF results are produced, THEN the purpose will be achieved; and

• IF the purpose is achieved, THEN this should contribute towards the overall objective

Lo

gfr

am

e M

atr

ix

Attention!!!

Logic of the logframe is established by drafting the proposal from top to bottom

MOST COMMON MISTAKE IS TO START DESCRIBING ACTIVITIES FIRST

Steps Should Be Followed As:

Define the overall objective

Define the purpose (specific objective)

Expected Results

Activities

Logframe Matrix – General Sequence of Completion

Purpose of the Project (Specific Objective)

BAD PRACTICE

GOOD PRACTICE

Purpose is sum of results:

Purpose is consequence of results:

Water treatment is improved and levels of direct discharge into the river

reduced

Improved quality of river water

Results: 1.1 Direct discharge of waste-water into the river reduced

1.2 Waste water treatment standards improved and enforced 1.3 Awareness of environmental management responsibilities improved

Logframe - Assumptions Risks:

All of the negative external factors which should be considered for the success of the project.

Assumptions:

All of the positively expressed external factors which affect or determine the success of the project.

Pre-conditions:

The conditions which should be overcome before the implementation of activities.

35

Assumptions are external factors that have the potential to influence (or even determine) the success of a project, but lie outside the direct control of project managers

Assumptions are risks, which can jeopardize the success of the Project and are worded positively, i.e. they describe circumstances required to achieve certain objectives

Ass

um

pti

on

s /

Ris

ks

Key points in setting Assumption

Should be relevant and probable

If an assumption is not important or almost certain: Do not include

If an assumption is unlikely to occur: Killer assumption – abandon project

Ass

um

pti

on

s /

Ris

ks

Vertical Logic

Objectively Verifiable Indicators

Sources of Verification

Assumptions Overall Objective

Results

Activities Means Cost

Pre-conditions

Purpose

Intervention Logic – Project context

Objectively* Verifiable Indicators

project’s objectives in operationally measurable terms (quantity, quality, time, or QQT).

An indicator is an observable change or event which provides evidence that something has happened or is happening. They are formulated in response of the questions: How would we know whether or not what has been planned is actually happening or happened? How do we verify success? *The meaning of Objectively Verifiable indicator is that the information collected should be the same if collected by different people.

Ob

ject

ive

ly V

eri

fia

ble

In

dic

ato

rs

• Indicators measure to verify to what extant the results are achieved.

• Specify how the achievement of an objective can be verified or demonstrated

• Provide a basis for Monitoring and Evaluation • 3 Dimensions of Indicators

Quantity Quality Time

Ob

ject

ive

ly V

eri

fia

ble

In

dic

ato

rs

“SMART”

S : Specific

M : Measurable

A : Achievable

R : Relevant

T : Time-bound

42

Ind

ica

tors

an

d S

ou

rce

s o

f V

eri

fica

tio

n

A detailed activity schedule and budget need to be prepared following the logframe matrix process.

Activity schedule and the budget play a crucial role in the preparation of the project proposal.

Planning stage is when the activities and the budget are planned.

Planning Stage

The log frame matrix Context analysis

Stakeholder

analysis

SWOT analysis Strength Weaknesses

Opportunities ThreatsProblem analysis

Objective

analysis

Strategy analysis

Schedules

Reports

Project

strategy

Objectively

verifiable

indicators

Sources of

VerificationAssumptions

Overall

Objectives

Purpose

Results

Activities Means Cost

PRE CONDITION

Gantt Chart in the full application form (2.1.3)

Identify logical sequence, expected duration and dependencies of activities

Acts as basis for allocating management responsibility

Activity Scheduling

Resource planning and budget preparation is a three-level process:

1. Resource planning and preparing a draft budget

2. Conducting market research

3. Finalizing budget preparation

Resource Planning and Budget

Re

sou

rce

Pla

nn

ing

An assessment of the likelihood of benefits produced

by the project to continue to flow after external

funding has ended, and with particular reference to:

factors of ownership by beneficiaries

policy support

economic and financial factors

socio-cultural aspects

gender equality

appropriate technology

environmental aspects

institutional and management capacity.

Sustainability S

ust

ain

ab

ilit

y

• is a systematic management activity

• Actual progress is compared to planned so to identify remedial actions

• Takes place at all levels of management

• Uses both formal reporting & informal communication

• Focuses on resources, activities & results in the logframe

Mo

nit

ori

ng

Monitoring

Mo

nit

ori

ng

Monitoring - Tools • Logframe Matrix

• Provides the objectives and indicators (targets) and the sources of information to support the monitoring system

• Lists key assumptions which should be reviewed as a part of risk management

• Activity Schedule (Action Plan)

• Implementation progress can be assessed

• Resource and Budget Schedules (Budget of the action)

• Clear reference for financial monitoring

• Allows comparison between planned and actual utilisation

• is an assessment of project success • Assesses the relevance, efficiency, effectiveness,

impact and sustainability of projects in relation to stated objectives

• Focuses more on results-to-purpose and purpose-to-overall objectives

• Checks the coherence of project planning • Checks the influence of the important

assumptions • Is based on the guiding principles: impartiality,

independence and credibility

Ev

alu

ati

on

Evaluation

Specific Instructions at the full application stage

A quality logical framework matrix – with SMART indicators and targets of the results

Mechanisms and resources to monitor – recommendation to budget HR for this purpose

Realistic time planning – maximum efficiency in the use of time

Sustainability strategy (financial, social, environmental – guarantee continuity of the project results after the EU funding ends

Memorandum of Understanding – among applicant and co-applicant(s) –common values principles, tasks, duties and rights

GOOD LUCK!