PROJECT CYCLE MANAGEMENT (PCM)

KEM LEY | Principal investigatorNHIM DALEN |ConsultantBORAY BORALIN | Data AnalystUMAKANT SINGH | Advisor

PROJECT CYCLE MANAGEMENT (PCM)

Outline of PresentationSteps in PCMLogical FrameworkMonitoring and Evaluation FundamentalsResult Based Management

ReferncesProject Cycle Management

Manual, European Commission, 2005.

M&E Fundamental, Global Health E-learning, USAID.

Role of Evaluation in USAID, 1997


STEPS IN PCM

What is PCMPCM: process by which projects are

designed, implemented and evaluated

Using PCM can help ensure that projects are: RelevantWell designedTransparently managedLead to real and lasting benefits

PCM

Steps of the PCM

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Stakeholder is any individual, group or organization, community, with an interest in the outcome of a programme/project.

1. Stakeholder Analysis

Key QuestionWhose problems or opportunities are we

analyzing? Who will benefit or loose-out, and how, from

a potential project intervention?

Problem 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. Step 1: To openly brainstorm problems

which stakeholders consider to be a priority. Step 2: Begin to establish a hierarchy of

cause and effects:

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Relationships of Problems?

Problem Analysis

Simply connect causes and effects by directly “Because”

I am not motivated to work

I am not sure what to do in this work

My salary is low I get poor respect from the boss

I am lack of expertise/skillsI am lack of training

My company is not getting profit

My post is not high yet

My poor communication to boss

We have different ways to think

CAUSE

EFFECT

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4Objective Analysis

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.

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Reformulating of Problems?

Objective Analysis

I am not motivated to work

Not sure what to do in this work

Salary is low Poor respect from the boss

Lack of expertise/skillsLack of training

My company is not getting profit

Not high post yet

Poor communication to boss

Different ways to think

Get trained

Adequate skills/expertise

Know what to do well

My company is getting profits

Get promoted

Salary is increased

Better communication to boss

Understanding of his/her perspective

Respected and encouraged by boss

I enjoy working and am so motivated

Results

Means

From problem to objectives Analysis Levels of solid waste augment Households and factories pollute water Treatment Plants are not up to standards Ecosystem deteriorating Prevalence of diseases Reduced fish stock

Solide wastes reduced Households and factories reduce pollution Standards up graded Ecosystem protected Prevalence of diseases reduced Fish stock for eating maintained or increased

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5. Project Selection

How to select the project 1. Divide the objective tree into different clusters

of objectives2. Name all clusters 3. Remove impossible one to achieve4. Set criteria to make the final selection

Needs, Priority, Gender, Environment, Difficulty, Budget, Risks, etc,,,,

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.


Logical Framework

Management tool used to improve the design of interventions, most often at the project level.

It involves identifying strategic elements (inputs, outputs, outcomes, impact) and their causal relationships, indicators, and the assumptions or risks that may influence success and failure.

It thus facilitates planning, execution and evaluation of a development intervention.

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A logframe can look something like this….

Objectives & activities

Purpose

Goal

Outputs

Activities Means

Indicators Means of verification Assumptions

Cost

Also known as the ‘logical framework matrix’.Started in 1960s by USAID. Now used by most major donors.Gives a clear, simple and concise summary of what the project will achieve.

Organisations Using the Logframe

• USAID, USA• GTZ, Germany• DfID, Great-Britain• NORAD, Norway• DANIDA, Denmark• AUSAID, Australia• Intercooperation, Switzerland• Ministry of Foreign Affairs, France• DGCD, Belgium• European Commission

• DGCS - Min. of For. Aff., Italy• ICAX - Min. of Industry, Spain• SIDA, Sweden• UNIDO, Vienna• FINNIDA - Min. of For. Aff., Finland• HELLASCO, Greece• WWF• Int. Federation of Red Cross• UNDP• FAO

Developed by USAID in 1960s to be developed by various UN agencies and adopted by GTZ in 1980s

Purposes of a Logical Framework

• A systematic tool – for designing, planning, implementing, and monitoring and evaluating a project (or program).

• A tool for organizing thinking—for relating inputs to the implementation of activities, activities to the production of outputs, outputs to the achievement of a defined purpose, and purpose to a high-level goal or impact.

• A tool for identifying and assessing risks — by listing critical assumptions inherent in project design and implementation.

• A tool for measuring project progress —through objectively verifiable indicators and means of verification.

• A tool for developing consensus and communicating a project’s intent and strategy

Advantages of the logical framework

Problems are analysed systematically The objectives are clear, logical and measurable The risks and conditions for success of a project

are taken into account There is an objective basis for monitoring and

evaluation

Your project proposal will be coherent

LogFrame Variations

Don’t over-focus on the language and the variations of the various LogFrame matrix models. The important lesson is to learn to think through projects using a logic model.

The Logic of LogFrames

Project Description

Indicators Source of Verification

Assumptions

Goal

Objective(s)/Outcome(s)

Deliverables/Outputs

Activities

If the OBJECTIVES are accomplished;Then this should contribute to the overall

goal

If DELIVERABLES are produced;Then the OBJECTIVES are accomplished

If adequate RESOURCES/INPUTS are provided;

Then the ACTIVITIES can be conducted

If the ACTIVITIES are conducted;Then RESULTS can be produced

Writing Description StatemetnsProject

Description

Goal

Objective(s)/Outcome(s)

Deliverables/Outputs

Activities

The broad development impact to which the project contributes – at a national or sector level

Statement Wording: “To contribute to…”

The development outcome at the end of the project – more specifically the expected benefits to the target group(s)Statement Wording: “Increased, improved, etc.”The direct/tangible results (goods &services) that the project delivers, and which are largely under project management controlStatement Wording: “delivered/produced/conducted, etc.”The tasks (work program) that need to be carried out to deliver the planned resultsStatement Wording: “Prepare, design, construct, research, etc.”

Example of Logframe

A LogFrame Matrix Example partial build out

Project Description Indicators Source of Verification Assumptions

To contribute to improved health, particularly of under 5s and the general health of the river ecosystem.

Incidence of water-borne diseases reduced by 30% by 2012, specifically among low income families who live by the river.

Municipal hospital and clinic records collected by mobile health teams.

Improved quality of river water.

Concentration of e. coli reduced by 20% (compared to levels in 2003) and meets national health and sanitation standards by 2012.

Monthly water quality surveys conducted by the EPA and the River Authority.

-The Clean River legislation is introduced by the EPA and enforced--Up river water quality remains unchanged

1.1 Reduced volume of fecal waste discharged into river1.2 Reduced volume of household refuse directly dumped into the river system

1.1 60% of household fecal waste is disposed of via latrines or sewage connections.1.2 …

1.1 Annual sample survey conducted by municipality between 2009 and 2012.1.2

-Waste water treatment meets national standards-fishing cooperatives meet obligations to establish waste collection systems

1.1.1 Conduct baseline survey of households1.1.2 Prepare and deliver public awareness campaign1.1.3 Prepare engineering specifications for latrines and expanded sewage network.1.1.4 Etc.1.2.1 Etc.

1.1.1 Baseline data (Knowledge Practice Coverage) for household waste management exists1.1.2 Schedule of visits of mobile teams completed1.1.3 Engineering plans approved by Ministry of Public WorksEtc.

1.1.1 6 month progress report1.1.2 Extension team progress reports1.1.3 Approved project charter from the Ministry of Public WorksEtc.

-Municipal budgets for improvements to sewage systems remain unchanged.

Goa

lO

bjec

tives

/O

utco

mes

Del

iver

able

s/O

utpu

tsA

ctiv

ities

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Means of Verification (MV)

Tools or means to obtain the information

required by the indicatorsInclude:

project documentsfield verificationad-hoc studies

6.

Important Assumption A necessary condition for the achievement of

results at different levels.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

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

Risk: A Definition A potential event or occurrence beyond the

control of the programme that could adversely affect the achievement of the desired results

A threat to success Not just the negative of an assumption A trigger for reconsideration of strategic

direction

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7Workplan

The work plan 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.

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Example: Format of Work Plan Activities Schedule Person

in Charge

Implementer

Materials and

Equipment

Cost Remark

1-11-21-3

2-12-2

7. Workplan format


Monitoring and Evaluation Fundamentals

Definitions Monitoring is the routine reporting of data on program

implementation and performance includes routine data collection and reporting on monthly, quarterly, or yearly basis Has the program been implemented according to the plan? Monitoring involves counting what we are doing. Monitoring involves routinely looking at the quality of our services.

Evaluation is the periodic assessment of program impact at the population level and value Evaluation is the use of social research methods to systematically investigate a

program’s effectiveness. Evaluation requires a special study design. Evaluation sometimes requires a control or comparison group. Evaluation involves measurements over time.

evaluation differs crucially from monitoring in that the goal of evaluation is to determine how much of the change in outcome is due to the program or intervention

12 Components of M&E System

Purpose of M&E

ShareData withPartners

Reporting/Accountability

ProgramImprovement

“Working smarter, not harder”

Purpose of M & E measure program effectiveness. Help managers and implementers acquire the information and

understanding they need to make informed decisions about program operations

Used to demonstrate to planners and other decision-makers that program efforts have truly had measurable impact on the outcomes of interest.

helps you make the most effective and efficient use of resources. helps you determine exactly where your program is right on track

and where you need to consider making corrections. helps you come to objective conclusions regarding the extent to

which your program can be judged a “success” Provide data necessary to guide strategic planning, to design and

implement programs and projects, and to allocate, and re-allocate resources in better ways.

OUTPUTS

PROCESS

INPUTS

OUTCOMES

Efficiency

Effectiveness

IMPACTS

OBJECTIVES

Input Monitoring

Process Monitoring

Outputs Monitoring

Outcomes Monitoring and/or

EvaluationImpact Monitoring

and/orEvaluation

Monitoring and Evaluation ?

Links between Logframe Approachand evaluation criteria

IMPACT OUTCOMES

The linkages

OUTPUTS

ACTIVITIES OBJECTIVES GOAL

Service Provision Service Delivery Participants trained Media Productions Community

Outreach Beneficiaries

reached Policies developed Income Statement IEC distributed Statement shared Campaigns

organized Coverage

Population/Audiences• Knowledge• Attitude• Behaviors• PracticesDecision Makers• Policy reformed• Norms changed• Structure Changed• Improved quality of

social, legal and health services delivered

Population/Audiences• Reduced Mortality• Reduced Morbidity• Quality of life

Adequate housing Rights Human Rights Income Increased GDP Poverty reduction Gender Equity

Special Survey

What are the different type of indicators?

GOAL

OBJECTIVES

ACTIVITIES

RESOURCES

IMPACT

OUTCOMES

OUTPUTS

INPUTS

The linkages

Evaluation Purposes• Explain unexpected results (positive or negative).• Determine if customer needs are being met .• Assess net impacts of project/program activities.• Identify unintended impacts.• Explore special issues such as sustainability, cost

effectiveness, relevance.• Make action recommendations for program

improvement.• Distill lessons for application in other settings.• Test validity of hypotheses and assumptions

underlying results frameworks.

Types of Evaluation (Responsibility)

USAID evaluations can be categorized into several types based on who is conducting them:

1. Internal or self-evaluations are conducted by the operating unit or agency implementing the activity or program being assessed.

2. External evaluations are conducted by an independent office or experts not directly associated with the activity or program.

3. Collaborative evaluations are conducted jointly by more than one office, agency, or partner.

4. Participatory evaluations are conducted by multiple stakeholders, often in a workshop format with the help of a facilitator. Stakeholders include representatives of customers or beneficiaries, as well as sponsoring donor agencies, implementing agency staff, and others with a stake in the program. The stakeholders have active participation in all phases of the evaluation, including planning, data collection, analysis, reporting, dissemination and follow-up actions.

Types of Evaluation (Timing)

• Ex-ant evaluation ( Baseline) assesses the project/programme at the beginning of implementation

• Interim evaluation (Mid Term) takes place at one point

during the life of a project/programme, usually mid-term, and assesses the likelihood of achieving the objectives

• Terminal evaluation (End line/ Final) assesses the progress made towards achieving the objectives at the end of a project/ programme

• Ex-post evaluation (Impact) assesses the impact of a project/ programme after its completion.

Tradeoff among methods

5 Main Criteria for Evaluation 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.

Impact: Positive 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.

Data collection MethodsMethods Source Advantage Disadvantage

1. Desk Study & Literature Review2. Population Base Survey3. Qualitative Data Collection3.1. Key Informant Interview-KII3.2. Focus group discussion-FGD3.3. Case Study 3.4. Best Practice3.5. Observation3.6. Self-administered questionnaires3.7. Exit Interview4. Routine Program Monitoring

Tips for Writing an Effective Report

• Keep the report short—preferably under 30 pages— and always include an executive summary.

• Enliven the report with true-to-life quotes, anecdotes, short case studies, questions-and-answers, and photographs.

• Make the report more powerful by using active voice and present tense, featuring the most important information first, and highlighting key points (in boxes, bullets, bold fonts).

• Use graphics—they can present lots of data in a small space, illustrate data patterns, highlight important comparisons, and have impact.

• Make it appealing by using attractive layouts, desktop publishing, and high-quality materials.

• Clearly specify the recommendations for action— they are the most critical component of the evaluation report. Effective recommendations don't simply happen—they must be carefully developed and presented. Try to avoid “surprises” and make recommendations realistic and easy to understand.

M&E Plan Components• M&E Plans: Document describing all M&E activities in a program

• Introduction – Program context (National, Community based)– Purpose of Plan

• Program Description– Goals and objectives

• M&E Frameworks– Conceptual, Logic, Results

• Indicators– Presented in a both a Matrix & Indicator Reference Sheets

• Data sources, collection & reporting systems • Plans for data use & dissemination

– Information Use Mapping Tool as an option• Capacity needs for Plan implementation

– Funding, TA, staff, equipment (computers, GPS)• Analysis of constraints & potential solutions• Plans for demonstrating program impact• Mechanism for Plan updates

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Conceptual Framework• A conceptual framework (CF) is the theory that links an effect

(outcome or impact) to a group of determinants in a set of known causal relationships.

Purpose:• Provides a perspective for understanding program objectives

within a complete context of relevant factors in a program’s operating environment

• Clarifies analytical assumptions and their implications for program possibilities or limitations, as well as measuring and analyzing that degree of success

Conceptual Frameworks(a.k.a., research or theoretical frameworks)

A conceptual framework (CF) links an effect (outcome or impact) to a group of determinants in a set of known causal relationships.

Diagram that identifies and illustrates the relationships between all relevant systemic, organizational, individual, or other salient factors that may influence program/project operation and the successful achievement of program or project goals.

M&E Purpose:• To show where program fits into wider context• To clarify assumptions about causal relationships• To show how program components will operate to influence

outcomes• To guide identification of indicators• To guide impact analysis (causal pathways)

Dietary Intake

Nutritional Status

Health

Care practicesAccess to food Health services and health environment

Care resources available

Example of CF: Nutrition

Results FrameworksDiagrams that identify steps or levels of results and illustrate the

causal relationships linking all levels of a program’s objectives. Purposes:• Provides a clarified focus on the causal relationships that

connect incremental achievement of results to the comprehensive program impact

• Clarifies project/program mechanics and factors’ relationships that suggest ways and means of objectively measuring the achievement of desired ends

Other terms used:• Strategic frameworks

Results FrameworksDonor/USAID Reproductive Health Program

IR1 Strengthened sustainability of FP/RH Program

IR1.1 Improved policy environment for the provision of FP/RH services in the public and private sectors

IR1.2 Strengthened NGO advocacy for FP program

SO1: Increased Utilization of Family Planning/Reproductive Health Services

IR2 Expansion of high quality FP/RH services in the public and private sectors

IR2.1 Increased availability of postpartum and postabortion FP services

Source: USAID/Turkey Performance Monitoring Plan, 1998-2001

IR2.2 Increased accurate knowledgeof clients about modern methods

and FP services

IR2.3 Improved job performance of health providers, trainers, and administrators

M&E FrameworksType of

Framework

Brief Description

Program Management

Basis for Monitoring and

EvaluationConceptual Interaction of

various factorsDetermine which

factors the program will

influence

No. Can help to explain results

Results Logically linked program

objectives

Shows the causal relationship

between program objectives

Yes – at the objective level

Logic model Logically links inputs,

processes, outputs, and outcomes,

Shows the causal relationship

between inputs and the objectives

Yes – at all stages of the program from

inputs to process to outputs to outcomes/ objectives

Indicator

Indicators are variables that help to measure changes, directly or indirectly (WHO).

Indicators are “an indirect measures of an event or condition”. For example: a baby’s weight for ages is an indicators of the baby’s nutritional status. (Wilson & Sapannuchart, 1993).

An indicator is “a statistic of direct normative interest which facilitates concise, comprehensive and balanced judgments about conditions of major aspects of a society” (Department of Health, Education, and Welfare, 1969).

Indicators are variables that indicate or show a given situation, and thus can be used to measure change” (Green, 1992).

Indicator Standards

A good Indicator should meet the following six standard;

The indicator is needed and useful The indicator has technical merit The indicator is fully defined Its feasible to measure the indicator The indicator has been field tested or used

operationally. The indicator set is coherence and

balanced ( relevant to indicator sets only)


Result Based Management

(RBM)

Origins of RBM• Began with Peter Drucker and MBO in 60s

• Evolved into the Logical Framework for the Public Sector in 70s

• Adopted vigorously by UK and New Zealand in 80s and USA and OECD countries in 90s

• Formally became one aspect of New Public Management in 90s

• Is now being adopted to direct and justify increased development aid.

What is RBM

RBM is a management approach aimed to improve management effectiveness and accountability in achieving results.

RBM is focused on chain results: output, outcomes, and impact.– Focuses on tangible results to be delivered– Clarifies Clients and Mandate of Organization– Promotes Benchmarking and Performance Analysis– It emphasizes value-for-money

Why RBM?

Resources are shrinking and increasing demand for better quality results (statistics).

Increasing needs to improve efficiency and accountability for results

It is a global trend: using results-based management to improve the efficiency of development program

NSOs need to improve statistical support for monitoring development goals

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Results Chain & Logical FrameworkrixRBM

Result

Result

Result

Goal/Impact

Result

Purpose/Outcome

Output

Activities

LFA

Documents

PROJECT CYCLE MANAGEMENT (PCM)