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Project Formulation

Stella Clara Massawe

ReSAKSS-ECA, ILRI

Workshop on Strengthening Capacity for Strategic Agricultural Policy

and Investment Planning and Implementation in Africa

Safari Park Hotel, Nairobi on 25th- 26th June 2012


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A project

activities aimed at bringing about clearly specified

objectives within a defined time-period and with a

defined budget

Hierarchy of objectives (inputs, activities, outputs,

purpose and goal) & assumptions


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A programme

Series of several projects

Projects that strategically combined toachieve a common program objective


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Five stages of project life cycle


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Situation Analysis and Project Design

Three main components:

Stakeholder analysis

Problem analysis

Objectives/Strategies Analysis


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Who is a Stakeholder? .(1)

Any individual, community, group ororganization with an interest in the

outputs/outcomes of a project,

Either as a result of being affected by it

positively or negatively, or by being able to

influence project activities.


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Who is a Stakeholder? (2)

Key stakeholders: Those who can significantlyinfluence or are important to the success of an

activity.

Primary stakeholders: Those who are ultimately

affected by an activity.

Secondary stakeholders: All other stakeholders thanPrimary stakeholders.


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The importance of Stakeholder Analysis

To Know:

Those around a project, who may affect or be affectedby a project

Opportunities and relationships to build upon inimplementing a project to help make it a success

Who should be encouraged to participate in a project

Potential conflicts and risks that could jeopardize aproject, etc.


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Problems Analysis

is a central tool for the project design, showing issues

which need to be dealt with

Problems Tree Analysis: an effective technique usedfor Problems Analysis

In the Problems Tree, problems are connected bycause-effect logic.


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From a problem to strategic intervention (1)

Identify problems faces and the causal linkage among them


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Objectives/Strategies Analysis

Is a tool to understand what objectives to address

the problems identified in Problems Analysis.

It also shows what strategies will be taken to solve

the problems identified in Problems Analysis.

In Objectives Tree, objectives/strategies are

connected by if-then logic.


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From a problem to strategic intervention (2)


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From a problem to strategic intervention

(3)


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Project Formulation


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Link to the thinking about impact

pathways & result chain


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Logic model

Is a systematic and visual way to present and shareyour understanding of the relationships among the

resources you have to operate your program

The activities you plan, and the changes or results

you hope to achieve

Input and activities = Your planned work

Output, outcome and impacts=Your intended results


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Prepare project Management Plan

Need to prepare a detailed project management plan

which specifies the key tasks, targets and timescales

Logical Framework (Logframe)/ Project Design Matrix(PDM)

A four-by-four matrix which shows the design of aproject and functions as a base of management after

the project commencement


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Log frame

Narrative ObjectivelyVerifiable

Indicators (OVI)

Means ofVerification

(MOV)

ImportantAssumptions

Goal Indicators and

target values

Sources of

Information

Project Purpose

Outputs

Activities Inputs External factors

and preconditions


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Learning from the past agricultural

projects


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Framework for reviewing the case studies

SPATIAL

VARIATION


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Factors for success of the reviewed interventions

Problem definition

Community Participation

Choice of commodity

Gender consideration

Project/ programe Design-strategy

Complimentary investments &partnerships


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Factors for success of the reviewed interventions

Capacity building

Sustainability

Well organized groups

Timing & conditioning factors

Leadership and Dedication

Financial resources: access to credit, rural finance


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Key messages: factors to consider in

designing agricultural interventions (1)

Demand for the intervention, not only at the national

level but also at the local level as well as enabling

environment;

Stakeholder/beneficiary participation;

Impact on the beneficiaries;

Quality design arising from quality technical assistance

and feasibility study;


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Key messages: factors to consider in

designing agricultural interventions (2)

Quality of implementation

Government support and commitment

Performance of the executing agency and effective

quality control system

Exogenous factors.


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THANK YOU


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Exercise 1

Constructing and Using a Theory of Change

Task objective: to enable the participants practice how to develop a theory of change for theirprogramme

Estimated time: 30 minutes


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Task 1

Consider a programme you are currently working with or onewhich you are familiar but not directly involved. Develop agraphic showing of the theory of change for this programmeor project.

Be sure to identify the assumptions underlying theprogramme or project

Use simple theory of change template (please only include afew outputs and activities)

Reference pages 150-171

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