Participatory Planning

Project Cycle Management Project Cycle Management (PCM)(PCM)

What is Project ？

Objective Activities ⇒ Outputs Duration Budget （ Input)Resources (Input)

An undertaking for the purpose of achieving established objectives, within a given budget and time period. Translation:

What is Project Cycle ?Project identificationProject formationAppraisalImplementationMonitoringPlan revisionEvaluationFeedback

• Translation:• • • • • • •

Project Cycle Management

Planning

Implementation

Evaluation

PDM

Plan

DoSee

Do See

Plan

See

Plan

Do

We are in this stage.

Project Design Matrix （ PDM ）Narrative Summary

Objectively Verifiable Indicators

Means of Verification

Important

Assumptions

Overall Goal

Project Purpose

Outputs

Activities Inputs

Pre-conditions

PDM Vertical Logic Project Purpose 　

Objectives that the project should achieve within the project duration

Overall Goal Direction that the project should take next

OutputsStrategies for achieving the Project Purpose

Activities Specific actions taken to produce Outputs

Important Assumptions Conditions important for project success, but that cannot be controlled by the projects. Whether these conditions develop or not is uncertain.

TRANSLATION:Project Purpose 　

Objectives that the project should achieve within the project duration

Overall Goal Direction that the project should take next

OutputsStrategies for achieving the Project Purpose

Activities Specific actions taken to produce Outputs

Important Assumptions Conditions important for project success, but that cannot be controlled by the projects. Whether these conditions develop or not is uncertain.

PDM Horizontal Logic Objectively Verifiable

IndicatorsStandards for measuring project achievement.

Means of VerificationData sources from which indicators are derived.

Inputs Personnel, materials, equipments, facilities and funds required by the project.

Preconditions

Conditions that must be fulfilled before a project gets underway

Objectively Verifiable IndicatorsStandards for measuring project achievement.

Means of VerificationData sources from which indicators are derived.

Inputs Personnel, materials, equipments, facilities and funds required by the project.

Preconditions

Conditions that must be fulfilled before a project gets underway

Characteristics of PCM

Participatory Approach Logicality

Consistency Transparency

Problem-Solving

Development of PCM Method

Late 1960s Logical Framework (USAID) ➢ International Agencies introduce the

Logframe

Early 1980s ZOOP (GTZ) Objectives-Oriented Project Planning

➢ European countries adapt the ZOPP

Early 1990s PCM(FASID)➢ JICA begins full-scale introduction of the PCM

Participants in the Workshop

Moderator

Resident of the community

Personnel of the donor agencyExpert in a

related issue

Other organization

Recipient country governmental agency

Recipient country implementing agency

PCM Workshop

Working as a team

Visualizing ideas

Analyzing step by step Cards

&Board

Consensus

Brainstorming

Moderator

8 Rules 1. Write down your own statement on a card.2. Write only one idea on a card.3. Make your statement specific.4. Express your statement in a concise

sentence. 5. Stick to the facts and avoid abstractions

and generalizations.6. Make it a rule to write cards before

beginning discussions.7. Do not remove a card from the board

before a consensus is obtained. 8. Do not ask who wrote a particular card.

7 Steps in PP

Stakeholders Stakeholders AnalysisAnalysis

Problems Problems AnalysisAnalysis

Objectives Objectives AnalysisAnalysis

Project Selection

PDM Plan of Operation

Analysis Stage

Planning Stage

Appraisal

We are practicing by this stage.

Working together

STEP1 Stakeholders Analysis

Identify the issues, problems, and current conditions of the target area through analyzing the area and local residents targeted for assistance, related groups, related organizations and agencies.

Focus on people and organization.

Tentatively select a target group.

Step 1 The stakeholder analysis 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

TRANSLATION: 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

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

STEP2 Problems Analysis Problems Analysis visually represents the causes and

effects of existing problems in the project area, in the form of a Problem Tree. It clarifies the relationships among the identified problems.

Translation:

Sample problem tree

EffectInsufficient qualified personnel for modernisation of private industry

Core problemNational VET system is not adapted

to the new economic conditions

Low and outdated technical

standards of training

Inappropriate training

methodology is applied

Budget ITC inadequate to implement and

sustain appropriate

training

Qualification of Department personnel is

inadequate for new tasks

National standards for

VET remain from the “old system”

CausesTraining offered by ITC not

according to the needs of the economy

Causes Weak Directorate for

Vocational training

STEP3 Objectives Analysis

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

STEP4 Project Selection Project Selection is a process in which

specific project strategies are selected from among the objectives and means raised in Objectives Analysis, based upon selection criteria.

STEP5 Formation of the PDM The project design Matrix (PDM) is formed through

elaborating the major project components and plans based on the approach selected. The format of PDM is similar to that of the Logical Framework, and therefore can be commonly used worldwide.

STEP6 PDM Appraisal The PDM Appraisal is conducted by an aid agency to ensure the project plan. It is composed of the following stage:

(1) Examination of the details of the PDM elements;

(2) review of the PDM formation process;

(3) examination from the perspective of the five evaluation criteria.

STEP7 Plan of Operations The Plan of Operation is prepared by the

project implementers, based on the PDM and other information. It is an effective tool for project implementation and management, and provides important data for monitoring and evaluation of the project.

Rules for Writing Problems1. Write in a Sentence. Make Clear “Subject and Object”. 2. Avoid “No Solution”.3. Avoid Generalization.– Be Specific.4. Don’t Write a Cause and Effect in One

Card. 5. Be Specific Whose problem.

Example: Format of Plan of Operation

ACTIVITIES EXPECTED RESULTS

SCHEDULE PERSON IN CHARGE

IMPLEMENTER MATERIALS AND EQUIPMENT

COST REMARKS

1-1

1-1-1

1-1-2

2-1

2-1-1

2-1-2

Monitoring and Evaluation

The Five Evaluation Criteria The Five Evaluation Criteria

1. Efficiency 2. Effectiveness3. Impact 4. Relevance5. Sustainability

Efficiency The productivity in project implementation. The degree to

which Inputs have been converted into Outputs.

Effectiveness The degree to which the Project Purpose has been achieved by

the project Outputs.

ImpactPositive and negative changes produced, directly or indirectly, as a result of the Implementation of the project.

Relevance The validity of the Overall Goal and Project Purpose at the

evaluation stage.

Sustainability The durability of the benefits an and development effects

produced by the project after its completion.