Project Designing & Monitoring

7/27/2019 Project Designing & Monitoring

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LFAFORPROJECT DESIGNING,

MONITORINGAND

EVALUATION

Shirantha Perera BPh, BA, MSc


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Success of a project Some Factors

* From Manual Project Cycle Management, European Union


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Project Design (PD)

What wewant to do

Whatneeds tobe done

What we arecapable of

doing

What weshould do

Three Key Elements of Strategic Analysis

* Vincent and Campbell, 1989


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Project Design (PD)

Planning & designing of actionsto dealwith identified problem/s

End result - clear & realistic plan ofactivities to achieve a set of clearobjectives

Main elementsgoal, purpose, outputs,activities, inputs

Indicatorsfor each activity


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Project Design (PD)

PD consists of:

Stakeholder Analysis Research, including Problem Analysis

Log Frame

Risk Analysis Action Planning

Budgeting


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Project Design (PD)

Note:

Stakeholder, problem & risk analyses can becarried out before the design stage

Stakeholder & risk analyses should be carried

out on a regular basis throughout the

project cycle


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L F A

Logical Framework Approach

Logical Framework Analysis


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History

Developed in USAID at the end of

1960s Nordic countries showed interest

Canada used both in development aid &domestic public investment in general

Used and developed by UN & GTZ


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What is LFA?

Tool for improving quality

Analytical tool for internal logicalstructure

Ensuring cause-and-effect relationshipamong activities, resources & goals


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What is LFA?

Enhances planning, analysis &

communication Objectives oriented; target group

oriented; participatory


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What is LFA?

Clarify purposeof, & justification for a

project Identify informationrequirements

Clearly define key elementsof a project

Analyse projects settingat an early stage

Facilitate communicationbetween all partiesinvolved

Identify how success/failure of project shouldbe measured


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What is LFA?

A way of defining a project the

purpose, outputs, activities A way of identifying assumptions

A useful tool in the design, planning,implementation and monitoring a

project


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What is LFA?

LFA is a management tool too during

implementation Step-by-step analysis of prevailing

situation/measures to be undertaken

Project Matrix (PM) end result

PM for technical/detailed operationplan


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What is LFA?

Development project is a causally

linked sequence of events Sequence of hypotheses

Uncertainties are explained byassumptions


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Why LFA?

Adequate planningin development aid

Clarityon overall objective/s, targetgroup/s & external factor/s determiningsuccess

Adequate monitoringmechanism/

systems Donor requirementson monitoring,

analysis & evaluation during projectlifetime


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Project Matrix (PM)

Goal

Purpose

Outputs

Activities

Inputs

Assumptions

Assumptions

Assumptions

Assumptions

Assumptions


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Project & Context

LFA analyses project in its wider context


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Project & Context

Horizontal division project and itsobjectives

Project what project administrationshould be able to guarantee

Objectives out of immediate reach of

project administration; anticipatedproject to significantly contribute


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Project & Context

Vertical division

Elements directly influenced by project External factors outside the control of

project


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Project Matrix (PM)

Objectives

Project

Project

Environment


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1. Goal

Higher-level objective

towards which the project is

expected to contribute

(mention target groups)

Indicators

Measures (direct/indirect) to

verify to what extent goal is

fulfilled

(MOV should be specified)

Assumptions

Important events, conditions

or decisions necessary for

sustaining objectives in the

long run

Purpose

Effect which is expected to

be achieved as the results of

the project (mention target

groups)

Indicators

Measures (direct/indirect) to

verify to what extent purpose is

fulfilled


Assumptions


or decisions outside control of

project which must prevail for

development objective to be

attained

OutputsResults that project

management should be able

to guarantee (mention

target groups)

IndicatorsMeasures (direct/indirect) to

verify to what extent outputs

are produced


AssumptionsImportant events, conditions


project management

necessary for achievement of

immediate objective

Activities

Activities that have to be

undertaken by project in

order to produce outputs

Inputs

Goods & services necessary to

undertake activities

Assumptions



project management

necessary for production of

outputs


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Present Situation Future Situation

Projectarea

Projectarea

Activities

Inputs Outputs

National/Sectorarea

National/Sectorarea

Purpose

Goal


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L F A

Step-by-Step


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LFA Step-by-Step

Comprehensiveness of planning isdetermined by:

Amount of information available

Complexity of problems to be handled

Number & capability of participants


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LFA Step-by-Step

Point of departure is:

Current problems in project area Analysis is in four consecutive steps to

identify most direct & essential causalrelationship


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LFA Step-by-Step

Analysing Situation:

1. Participation Analysis2. Problem Analysis

3. Objective Analysis

4. Alternatives Analysis


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LFA Step-by-Step

Designing the Project:

5. Project Elements (PM)6. External Factors (PM)

7. Indicators (PM)


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LFA Step-by-Step






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PARTICIPATION

ANALYSISStep 1


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Stakeholder Analysis

Stakeholders are:

People affected/can influence impact of anactivity

Individuals, groups, a community or an

institution

Made up of people sharing a commoninterest

Often contain many sub-groups& may be

affected by the project in different ways


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Stakeholders include:

USER GROUPSpeople who use the resources or

services in an area

INTEREST GROUPSpeople who have an interest

in, an opinion about, or who can affect the use

of, a resource or service

BENEFICIARIESof the project

DECISION-MAKERS

THOSE OFTEN EXCLUDEDfrom the decision-

making process


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Stakeholders are two main types:

PRIMARY STAKEHOLDERSwho benefit from,or are adversely affected by, an activity

SECONDARY STAKEHOLDERSinclude allother people & institutions with an interest

in the resources or area being considered


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Stakeholder analysis is useful:

Identify stakeholders & describing natureof their

stake, roles & interests

Improve projects understanding of needsof thoseaffected by a problem

Reveal how little outsiders know, encouraging

those who do know to participate Identify potential winners & losersas a result of

the project

Reduce, or hopefully remove, potential negativeproject impacts


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Stakeholder analysis is useful to:

Identify those who have rights, interests,

resources, skills & abilities to take partin, or

influence project

Identify who should be encouragedto take part

in project planning & implementation

Identify useful alliances

Identify & reduce risks

Identify possible conflicts



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The community identified their priority need as improved

access to safe water, and produced the following table.

PRIMARY STAKEHOLDERS1 Local community

2 Women

3 ChildrenSECONDARY STAKEHOLDERS4 Water sellers

5 Community health workers

6 Local church

7 Health NGOs

8 Ministry of Health9 Donors


* From Roots 5 Tear Fund 2003



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Table showing influence & importance of

stakeholders

BOX A Stakeholders of high

importance to the project, but

with low influence. They need

special initiatives to ensure

their interests are protected.




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BOX B Stakeholders of high importance to

the project, who can also influence itssuccess. It is important to develop good

working relationships with these

stakeholders to ensure adequate support

for the project.


stakeholders




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BOX C Stakeholders with high influence whocan affect the project impact, but whose

interests are not the target of the project.

These stakeholders may be a source of risk.

Relationships with these stakeholders are

important and will need careful monitoring.

These stakeholders may be able to causeproblems for the project and it may be too

risky to go ahead with the project at all.


stakeholders




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BOX D Stakeholders of low priority but

who may need limited monitoring andevaluation to check that they have not

become high priority.


stakeholders


St k h ld A l i M t i


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Stakeholder Analysis MatrixSTAKEHOLDERS INTERESTS LIKELY IMPACT OF

THE PROJECTPRIORITY

Primary

Secondary



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Stakeholder AnalysisEXAMPLE:A community identified

their priority need as

improved access to safe

water &produced this table

+ Potential positive impact oninterest

Potential negative impact oninterest

+/Possible positive and negativeimpact on interest

? Uncertain



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Participation Analysis

Participation analysisprovides insight to

identify problems To identify major problems it is important

that all possible optionsremain open

Perspective will be narrowed & deepened to

prepare for PD later


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Number of parties likely to be affected

negatively/positively by possibleprojects

Planners should identify these parties &

analyse

Participation could be assigned to

representdifferent groups/stakeholders


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How to do Participation Analysis?

Point of departure - current problems

Parties affectedshould be identified

Prioritising them, group into categories

List should be analysed


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Summaryparticipation

matrix




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The ruralcommunityidentified

their priorityneed asimprovedaccess to safewater, andfilled in a

matrix tablewith thefollowinginformation.



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LFA Step-by-Step

Identify all parties involved:

Write down all persons, groups &institutions affected by the problemenvironment

Categorise them; e.g. interest groups,

individuals, organisations, authorities,etc.

Discuss whose interests & views are tobe given priority when analysing the

problem


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LFA Step-by-Step

Take a closer look at the groups:

Select the most important groups Make a more detailed analysis in

terms of;

Problems affecting or facing

Interests main needs/interestsPotential strengths/weaknesses

Linkages conflict of interests/cooperation/dependency


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LFA Step-by-Step






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PROBLEM

ANALYSISStep 2


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Problem Analysis (PA)

Most important component of SA

Major problems identified on the basis ofavailable info

Main causal relationships among

problems

Aim at this stage is to establish an

overviewof the situation


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To identify major problems it is important

that all possible optionsremain open Perspective will be narrowed & deepened to

prepare for PD later


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Only existing problems to be identified

A problem is not absence of a solution,but an existing negative situation

Problem - existing situation isnt

desirable

Positive perspective needs/potential for

development



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How to do PA?

Identify existing problem/s

Each participant suggests a focal problemaccording to their priorities

Those discussed & repetitions eliminated

& agree on ONE focal problem


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To commence analysis find a starting

point by identifying a focal problem Focal problem is central problem of

overall problems

How to do PA?


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LFA Step-by-Step

Formulate Problems:

Identify existing problems notpossible, imagined/future

Problem is not absence of a solution

Problem is an existing NEGATIVE

STATE


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Problem Tree

Develop Problem Tree:

Identify substantial & direct causes Identify substantial & direct effects

Construct a Problem Tree showing

causes & effects

Review, verify validity & completeness


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Problem Tree

Agree on focal problem

Write it on a post-it note/piece ofcard & place it in the middle

There might be other problems

identified

Draw separate problem trees for these

to compare later - what project will

address.


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Problem Tree

Identify causes of main problem by

asking But why? until we can go nofurther

Write each cause on a separate post-it

note/piece of card

Some problems might have more thanone cause

Problem Tree


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Problem Tree



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Problem Tree

Identify effects of focal problem byasking So what? until we can go no

further

Write each effect on a separate post-

it note or piece of card

Some problems might have more thanone effect

Problem Tree


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Problem Tree



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Problem Tree

Copy the problem tree onto a sheet of

paper

Draw in vertical links to show the

relationship between causes or effects

Draw horizontal lines to show where

there are joint causes & combinedeffects

Problem Tree


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Problem Tree



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LFA Step-by-Step


1. Participation Analysis

2. Problem Analysis




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OBJECTIVE

ANALYSISStep 3


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Understanding Objectives

Why?

How?


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Objectives

What is expected to achieveby doing

something Statement has two parts: what is to be

achieved(ends), how it will be achieved

(means)

Both ends & means should be stated


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Types of objectives

General Objective:

Overall goalof the project Often only ends are expressed

Means- the successful completion

Hence usually expressed in terms of the

project contributing to the end (e.g. The projectwill contribute to the goal of water for all by the year 2010)


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Types of objectives

Specific Objective:

Expresses ends achievedby activities Carrying out activities as planned, results

in achieving specific ends of objectiveE.g. Studying to become a nurse:

1. General Objectiveis to become a nurse2. Pass a specific exam at a particular time is Specific Objective


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Objective Tree

In OA problem tree is transformed into atree of objectives

Future solutions to problems

Working from top downwards

All problems are reworded making

them into objectives (positivestatements)


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Objective Tree

Check meeting objectives at one level aresufficient to achieve objectives at next level

Problems: If cause A, then effect B

Objectives: Means X in order to achieve endY

Caution: every cause-effect does notautomatically become means-end

Working from bottom upwards ensure cause-effect become means-end


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Objective Tree

Develop Objective Tree:

Reformulate problem tree intopositive desirable conditions

Review means-end relationship

Revise statements, delete unrealistic,

add new Draw connecting lines


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Objective Tree


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Objective Tree


Example of an objective tree with focus on one area


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LFA Step-by-Step


1. Participation Analysis

2. Problem Analysis




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ALTERNATIVES

ANALYSISStep 4


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Alternatives

Identifying alternative options

Assess feasibility of alternativesAgree on ONE project strategy

Thus also calledAnalysis of

Strategy


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Alternatives

Possible alternative MEANS-END

branches are identifiedEliminate obviously undesirable/

unachievable

Eliminate those pursued by others

Discuss implication for affected

groups


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Selecting Alternative

Depends on:

Total costBenefits to priority groups

Probability of achieving objectives

Social risks


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Other criteria:

TechnicalFinancial

Economic

Institutional

Social/Distributional

Environmental


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Technical:

AppropriatenessUse of local resources

market suitability

Etc.


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Financial:

CostsFinancial suitability

Foreign exchange needs

Etc.


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Economic:

Economic returncost effectiveness

Etc.


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Social/Distributional:

Distribution of costs & benefitsGender issues

Socio-cultural constraints

Local involvement & motivation

Etc.


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Environmental:

Environmental effectsEnvironmental costs vs. benefits

Etc.


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Alternatives

Assess feasibility of alternatives

Select one as project strategy


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Alternatives

Strategy(ies) used to achieve

objectives

Clear criteria for choosing strategies

Identification of different possible

strategies

Choice of project strategy


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Alternatives

In the hierarchy of objectives, different

clusters of the same type are all strategies;

one/more of them will be chosen as the strategy

Most relevant & feasible strategy is selected

Scope & amount of work entailed may form a

project-sized intervention, or a programmeconsisting of a number of projects


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LFA Step-by-Step


5. Project Elements (PM)

6. External Factors (PM)

7. Indicators (PM)


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MAIN PROJECT

ELEMENTS

Step 5


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Main Project Elements

After choosing strategy main project elements

are derived from objective tree

Transfer them into first vertical column of PM

Start at top & work downwards

One development objective & one immediate

objectiveIf necessary reformulate to be more accurate


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Main Project Elements

Goal

Purpose

Objectives

Inputs, Activities, Outputs

Assumptions

Indicators


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Goal

Higher level of objective

Wider issue being addressed Same as General Objective

Anticipated long term objective

towards which project will contribute


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Purpose

What specifically is to be achieved

The impact Same as Specific Objective

Describes intended effects of project

for direct beneficiaries Precisely stated future condition


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Outputs

Deliverables

As objectives which projectmanagement must achieve & sustain

Combined impact sufficient to

achieve immediate objective All outputs should be numbered


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Activities

Tasks required to produce outputs

Processes Each activity should be numbered

corresponding to output


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Inputs

Funds

Personnel Goods


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Inputs, Activities & Outputs

Project is based on its;

Inputof resources Implementation of certain activities

Results in outputs, expected to contribute

to desired objectives

Elements of a project

Not in themselves a measure of success or

failure


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Inputs, Activities & Outputs

Cause-and-effectrelationship among

them By usinginputs, you are able to carry

outactivitiesthatproduceoutputsthatachievea purposethat contributesto

goal Verbs used are very important


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Causal Link

Process is seen as a sequence of developmenthypotheses as:

1. If inputsare availableactivitiestake place2. If activitiestake place outputsare produced

3. If outputsare produced, purposeachieved

4. In long run this contributes tofulfilmentof

goal

Uncertainties of the process are explained byassumptionsat each level


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LFA Step-by-Step




7. Indicators (PM)


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ASSUMPTIONSStep 6


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Assumptions

Conditions that must exist if the project is

to succeed

Conditions outside control of project

management


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Assumptions

Success depends on factors that can becontrolled by project management

Cause-and-effect relationship leads one toanother if some factors outside your owncontrolhold true (have to be fulfilled for thedevelopment process to succeed)

These external factors are calledassumptions

Not ones extremely unlikely to occur


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Assumptions

Start from bottom & work upwards

Whether inputs are sufficient for activitiesor additional events outside project must

take place

Some can be derived from objective tree

Identify assumptions at each level upto

development objective


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Assumptions

GOAL

PURPOSE

OUTPUTS

ACTIVITIES

INPUTS

ASSUMPTIONS

ASSUMPTIONS

ASSUMPTIONS


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Check significance of Assumptions

b. Not likely to occur:

1. Eliminate obvious assumptions which are:

-Not Important for the outcome-Very likely to occur

2. Assess the probability of occurrence for the remaining assumptions:

a. Quite likely but not certain:

Include the assumption intoPM & make sure to-monitor it-report changes-if possible influence it

b. Not likely to occur:

Redesign the project

c. If this not possible:

Reject the project proposal

Assessment of Assumptions


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LFA Step-by-Step




7. Indicators (PM)


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INDICATORSStep 7


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Indicators

Details determine how to measure

achievement of objectives at different

times Quantitative, qualitative, behavioural

Qualitative to be measurable as far as

possible Direct indicators to be supplemented by

additional indirect (proxy) indicators


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Indicators

Measuring(indicating) to determine

progress

Types:

Process what & how is done

Impact change as a result of what is done


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LFA - specify performance standard

Indicators specify:

Target group (for whom) Quantity (how much)

Quality (how well)

Time (by when)

Location (where)

Provide a basis for monitoring & evaluationShort list of meaningful indicators which can be

looked at regularly & carefully is more usefulthan a long list which is too time-consuming

Indicators


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Formulate Indicators

A good indicator is:

1. Substantial2. Independent

3. Factual

4. Plausible

5. Obtainable data


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Substantial

Reflects an essential aspect of anobjective in precise terms


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Independent

At different levels, each indicator isexpected to reflect evidence ofachievement

Same indicator cannot normally be usedfor more than one objective


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Factual

Should reflect fact & not subjectiveimpression

Should have the same meaning forproject supporters & to informedsceptics


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Plausible

Changes recorded can be directlyattributed to project


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Obtainable data

Should draw upon data readily availableor collected with reasonable extraeffort



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1. Identify indicator-E.g. increased rice yield

2. Specify target group-male and female smallholders (cultivating 3 acres or less)

3. Quantity-500 smallholders increase production by 50%

4. Set quality-

maintaining same quality of harvest as 2005 crops

5. Specify time frame-From January to December 2006

6. Set Location-

Polonnaruwa district

OBJECTIVE: Increased agricultural production



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OBJECTIVE: Increased agricultural production

500 male and female smallholders

(cultivating 3 acres or less) inPolonnaruwa district increase their riceyield by 50% from January to December2006, maintaining the same quality ofharvest as 2005 crops


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Where to find evidenceof an indicator

When indicators are formulated, the sources

of informationnecessary to use themshould be specified

E.g. Studying to become a nurse - evidence of marks

for each test would be found in the records kept

by the teachers

Means of Verification (MOV)

Intervention Logic ObjectivelyVerifiable Indicators

MOV Assumptions

LFA Table


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Goal

State your general

objective

What indicator will

allow you to show

that your project has

contributed to thegoal

Where will you find

that information?

Purpose

State you specific

objective

What indicator will

show that you have

achieved your specific

objective?

Where will you find

that information?

What key external

factors must hold true

for the purpose to

contribute to the

goal?

Outputs

What will be produced

by the activities (cell

below) that will

enable the purpose

(cell above) to be

achieved?

What indicator willshow that the outputs

have been produced?

Where will you findthat information?

What key externalfactors must hold true

for the outputs to

result in the

achievement of the

purpose?

Activities

List the activities that

will produce the

outputs (cell above)

provided you have the

inputs shown (in the

cell on the right)

Inputs

List the resources

(and costs) you will

need to produce the

activities (shown on

the left)

Where will you find

the information

showing that the

activities have been

carried out?

What key external

factors must hold true

to enable the

activities and inputs

to produce the

outputs?

H fill i h T bl


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Objectives Indicators MOV Assumptions

Goal

1 13 14

Purpose

2 11 12 7

Outputs

3 9 10 6

Activities

4

Inputs

15 8 5

How to fill in the Table


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Internal logic & link

Indicators to monitor & evaluate

Assumptions & critical factors for

feasibility

Key information in one document

Objectives clearly stated

Encourages people to consider their

expectations & how these are achieved

Strengths of LFA

Internal Logic


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Shirantha Perera BPh, BA, MSc* From Manual Project Cycle Management, European Union


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INSTITUTIONS

Bus company

Mass media

INTEREST GROUPS

Passengers

Drivers

Owners

OTHERS

General Public



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PROBLEMS

INTERESTS

POTENTIALS

LINKAGES

BUS COMPANIES

PASSENGERS

Economic losses caused by buses

out of service

Economic losses caused by

payments to victims

Reduced number of passengers

Economically viable operations

Able to directly influence the

problem

Dependent upon the passengers

cooperation

Delays caused by accidents

Sufferings for victims and their

families

Safe, expedient and cheap

transport

Boycott the only means to

influence the problem

Can choose other bus companies

if necessary



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Project Design (PD)

Begin with the End in Mind

Put First Things First

Recommended reading:

Documents

Project Designing & Monitoring