PROJECT CYCLE MANAGEMENT TRAINING

Bu proje, Avrupa Birliği’nin Kıbrıs Türk toplumuna Yardım Programı kapsamında finanse edilmekte olup WYG Türkiye, WYG International Ltd., SAC Commercial Ltd. Konsorsiyumu tarafından yürütülmektedir.

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CD3COMMUNITY DEVELOPMENT GRANT SCHEME

PROJECT CYCLE MANAGEMENT TRAINING

September 2013


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a discrete activity aimed at specific objective with a defined budget and limited timeframe

Project ????


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Project has to be

relevant

feasible

sustainable


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• 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 Project CCycle ycle MManagementanagement


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The Project CycleThe Project Cycle

FormulationImplementati

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Financing

Identification

AnalysisMonitoring&Evaluation


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Logical Framework ApproachLogical Framework Approach


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The PCM ToolkitThe PCM ToolkitLFA Tools:• Stakeholder analysis• Problem analysis• Analysis of objectives• Strategy analysis• Logframe• Activity planning• Resource scheduling

Complementary Tools: Participatory workshops Environmental

assessment Gender analysis Institutional appraisal Economic & financial

analysis

7YPRAE - PCM - E.Leuzzi


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Logical Framework ApproachLogical Framework Approach • Technique to set up a project involving the

identification of problems, prioritisation of objectives, definition of results and related activities through a careful consideration of the means, success indicators and assumptions.

• 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.)


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Logical FrameworkApproach

(LFA)

is an analytical process (involving stakeholder analysis, problem analysis, objective setting and strategy selection)

Logical FrameworkMatrix(LFM)

provides the documented product of the analytical process (while requiring further analysis of objectives, how they will be achieved and potential risks)


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Analysis Phase Planning Phase

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Anal

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Activ

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• 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

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• 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


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• LFA is a systematic planning procedure for complete project cycle management

• It is a problem solving approach which takes into account the views of all stakeholders

• It also agrees on the criteria for project success and lists the major assumptions


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Intervention Logic

Pre-conditions

Overall objective

Project purpose

Results

Activities means costs

Verifiable indicators

Sources of verification

Assumptions


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Stakeholder AnalysisStakeholder Analysis


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Stakeholder Stakeholder analysisanalysis

• Stakeholders - those who are influenced by and exert an influence on the project entity

• Mapping of stakeholders and their respective roles• Who will be influenced, positively or negatively, by

the project• Which stakeholders should be involved in planning

and/or implementing the Project.

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Purpose:

To identify: • The needs and interest of stakeholders • The organizations, groups that should be encouraged to

participate in different stages of the project; • Potential risks that could put at risk project/programme;• Opportunities in implementing a project/programme;•To assess the performance and capacity of the participating units, divisions of organization. •Each participating unit has to undertake SWOT analysis.

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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’).


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Who are Project Partners?

1)Applicant2)Co-applicant(s)3)Affiliated entities4)Associates5)ContractorsSt

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ApplicantThe entity submitting the application form. It should•be legal persons and•be non-profit-making and•be directly responsible for the preparation and management of the action with the co-applicant(s) and affiliated entity(ies), not acting as an intermediary and•be established in the northern part of Cyprus and•be a local community or •be a Civil Society Organisation established under private law: Non-Governmental Organisation, Chamber, Association, Union or Foundation.

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The applicant must act with co-applicant(s) under Community Development Grant Scheme (3)•If awarded the Grant contract, the applicant will become the Beneficiary identified as the Coordinator.•The Coordinator is the main interlocutor of the Contracting Authority. It represents and acts on behalf of any other co-beneficiary (if any) and coordinate the design and implementation of the Action.St

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Co-applicant(s)•Proposals under the CfP will be submitted obligatory by one applicant in partnership with at least one co- applicant. •Proposals for grants equal or higher than € 300.000 will be submitted by one applicant in partnership with at least 2 co-applicants. Furthermore, in this latter case, at least one local community and one Civil Society Organization must be part of the partnership.•In all cases, a Memorandum of Understanding (MoU) will be required to be submitted at phase two of the call (full application form), signed by all co-applicants.St

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Co-applicant(s)•participate in designing and implementing the action, and the costs they incur are eligible in the same way as those incurred by the applicant. •must satisfy the eligibility criteria as applicable to the applicant himself.•must sign the Mandate in Part B section 4 of the grant application form.•If awarded the Grant contract, the co-applicant(s)(if any) will become beneficiaries in the Action (together with the Coordinator)

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Affiliated Entities1.legal entities together forming one entity, including where it is specifically established for the purpose of implementing the action. In this case, the resulting entity may apply as a applicant or co-applicant whereas the other entities as its affiliated entity(ies).2.legal entities having a link with the applicants, notably a legal or capital link, which is neither limited to the action nor established for the sole purpose of its implementation on the condition that they satisfy the eligibility and non-exclusion criteria of an applicant.St

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Affiliated Entities•If the applicants are awarded a contract, their affiliated entity(ies) will not be become Beneficiary(ies) of the Action and signatory(ies) of the Contract. •will participate in the design and in the implementation of the Action and the costs they incur (including those incurred for Implementation Contracts and Financial Support to third parties) may be accepted as eligible costs, provided they comply with all the relevant rules.•must satisfy respectively the eligibility criteria as applicable to the applicant and to the co-applicant(s). •must sign the affiliated entity(ies) statement in Part B section 5 of the grant application form.

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AssociatesOther organisations may be involved in the action. Such associates play a real role in the action but may not receive funding from the grant, with the exception of per diem or travel costs. Associates do not have to meet the eligibility criteria referred to in section 2.1.1. Associates must be mentioned in Part B section 6 — ‘Associates of the Applicant participating in the Action’ — of the Grant Application Form.

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Contractors•The grant beneficiaries and their affiliated entities are permitted to award contracts. •Associates or affiliated entity(ies) cannot be also contractors in the project. •Contractors are subject to the procurement rules set out in Annex IV to the standard grant contract.

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The grant beneficiaries may award financial support to third entities These entities are neither affiliated entity(ies) nor associates nor contractors. However, they are subject to the nationality and origin rules set out in Annex IV to the standard grant contract.

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Problem AnalysisProblem Analysis


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Purpose:Purpose: to identify major problems and their main causal relationships.

Output:Output: problem tree with cause and effects

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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

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CAUSE

EFFECT

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Pro

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ree Incidence of bus accidents is high

Drivers do not follow rules

Many technical problems of buses

Road condition is too bad

Drivers are not trained

Regular tech. is not done

New buses have not been purchased

Many old buses

Buses are maintained poorly

Mechanics tech. is inadequate

Insufficient equipment at workshop


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Problem Tree – Simple Problem Tree – Simple ExampleExample

Causes

Effects

Destruction of coral & mangrove habitats

Illegal fishing methods applied

Decreasing fish stocks

Low price received by artisanal fisherfolk in

the village

Processed fish is of bad quality

Limited access to markets

Decreasing in-comes of artisanal

fisherfolk

Establishing cause-effect relations between problems

Pro

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ObjectiveObjective AnalysisAnalysis


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Ob

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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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Ob

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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


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Ob

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Drivers do follow rules

Fewer old buses

Incidence of bus accidents is lowered

Fewer technical troubles

Better road infrastructure

Bus drivers trained

Regular tech. check done

New buses purchased

Bus is maintained adequately

Mechanics tech. is improved

Sufficient equipment provided


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StrategyStrategy AnalysisAnalysis


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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

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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

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Driver follows rules



Bus drivers trained


New buses purchased

Fewer old buses




Driver Training Approach

Bus Maintenance Approach

Road Improvement Approach


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Driver follows rules



Bus drivers trained


New buses purchased

Fewer old buses




Driver Training Approach

Bus Maintenance Approach

Road Improvement Approach

Bus Safety Operation Approach


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PLANNING PHASEPLANNING PHASE


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Analysis Phase Planning Phase

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Anal

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Dev

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Logi

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Fram

ewor

k m

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Activ

ity a

nd

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urce

Sch

edul

ing

• 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

Stak

ehol

der

ana

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


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Logframe MatrixLogframe Matrix


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Log

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The main output of the LFA is the logframe matrix The LOGFRAME MATRIX is

•a participatory Planning, Monitoring & Evaluation tool whose power depends on the degree to which it incorporates the full range of views of intended beneficiaries and others who have a stake in the programme/project design.

•is a tool for summarizing the key features of a programme/project and is best used to help programme/project designers and stakeholders.


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Log

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• The Logical Framework Matrix is used to present information about project objectives, outputs and activities in a systematic and logical way.

• The basic Logframe matrix contains 16 cells organized into 4 columns and 4 rows, as indicated in the next slide:


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Objectively verifiable indicators

Sources of Verification

Assumptions

Overall Objectives

Purpose

Results

Activities Means Cost

PRE CONDITION


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Intervention Logic: Levels of Objectives

Overall Objectives

Project Purpose

Results

Activities

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


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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

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if reversed;

• IF we wish to contribute to the overall objective, THEN we must achieve the purpose

• IF we wish to achieve the purpose, THEN we must deliver the specified results

• IF we wish to deliver the results, THEN the specified activities must be implemented; and

• IF we wish to implement the specified activities, THEN we must apply identified inputs/resources.

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Assumptions/RisksAssumptions/Risks


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Assu

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Risk

s 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


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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

Assu

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Example of Assumptions for the Overall Objective and the Purpose:

• Political – stability of government staff• Economic – sustainable economy • Etc.

Example of Assumptions for Results:• Adequate funds /materials.• Skilled people – training needs.• Approvals & contracts – legal,

administrative.• Participation of stakeholders.

Assu

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Objectively Verifiable IndicatorsObjectively Verifiable Indicators

OVIsOVIs


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Obj

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Verifi

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Indi

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rs Objectively* Verifiable Indicators describe the project’s objectives in operationally measurable terms (quantity, quality, time, or QQT).

They are formulated in response of the question:“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.


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• 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

Obj

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“SMART” S : Specific

M : Measurable

A : Achievable

R : Relevant

T : Time-bound

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OVIs should be measurable in a consistent way and at an acceptable cost.

OVI’s should be defined:•during the Formulation Stage•but they often need to be specified in greater detail during Implementation.O

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Example of Indicators (in our case)Output level

• Over 60% of drivers follow 70% of the key driving rules by 2014

• 80% of the maintenance equipment in operation by 2014• 60% of mechanics complete the training programme by

2014Project Purpose level

• The number of bus accidents is reduced by 50% by 2014Overall Goal level

• Annual casualty is reduced by 60% by the year 2017• Time required to cross the city is shorted by 10% by 2017

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Means of VerificationMeans of Verification


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• Tools or means to obtain the information required by the indicators

• Include:project documentsfield verificationad-hoc studiesM

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It should be considered and specified at the same time as the formulation of indicators.

It should specify:• HOW the information should be collected and/or the

available documented source;• WHO should collect/provide the information;• WHEN/HOW REGULARLY it should be provided

The main point is to build it on existing systems and sources (where possible and appropriate) before establishing new ones.

Mea

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Questions to be clarified: Do appropriate external sources exist? Are they specific enough? Are they reliable and accessible? Are the costs for obtaining info

reasonable? Should other sources be created?

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ACTIVITYACTIVITYSCHEDULSCHEDULINGING


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• List main activities;• Break activities down into manageable tasks;• Clarify sequence and dependencies;• Estimate start-up, duration and completion of

activities;• Summarise scheduling of main activities;• Define milestones;• Define expertise;• Allocate tasks among team;• Estimate time required for team members.

Activ

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Monitoring: 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

Mon

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• Strengthens accountability and transparency• Provides information for effective

management• Helps determine what works well and what

requires improvement• Builds knowledge

Mon

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WHY DO WE HAVE TO DO THIS?


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ThankThank youyou

Documents

PROJECT CYCLE MANAGEMENT TRAINING