Project Cycle Management Recall of Basics

The training approach will not: The training will: The training approach will not: Build on participant experience and interests Explain key PCM and IB principles and analytical tools Provide opportunities to learn through practical exercises and team tasks Focus on Process as well as Method Assume the trainer has all the answers Use all PCM tools, or use each of them completely Focus on lectures and extensive reading

What you Have Already Learned The project and Principles of project cycle management

Why Projects ?

The Situation we face

What is a project? A project should always … And have … Be consistent with, and supportive of, broader policy and programme objectives, but Create/develop something ‘new’, rather than simply support ongoing activities And have … clearly defined objectives which address identified needs a clearly identified target group(s) clearly defined management responsibilities a start and finish date a specified set of resources and budget

Examples of Projects Examples of projects include: ·    Developing a new product or service. ·     Effecting a change in structure, staffing, or style of an organisation. ·     Designing a new transportation vehicle. ·     Constructing a building. ·     Running a campaign for political office. ·     Implementing a new business procedure or process.

Policy, Programme, Project EC projects should form part of, and be consistent with: National development policies (including Poverty Reduction Strategies); EC Policies Sector programmes or strategies (e.g in health, tourism) National & sector policies EC Policy Non state actors Govt. programmes Project Project Projects

Why Projects Can Fail not linked to broader programme or policy framework set rigid targets and processes (inflexible) set optimistic goals to attract finance - false expectations can encourage authoritarian style of interaction end abruptly and usually too short term ‘driven’ by aid professionals and not locally owned induce insecure state of ‘project culture’ force relationships to be contractual do not encourage experiential learning - through trial and error

But there are other reasons... Institutional organisational. Organisations are weak, cannot formulate or implement: policies, programmes and projects Hence need for building up institutional capacity… sectorally (ie in specific areas) horizontally (ie public administration reform)

Institutional Change Then … A challenge for Phare The subject of many Phare projects Now…. A new challenge for Structural Funds The subject of future “administrative capacity”, ESF projects, TA projects and certain other “capacity-building” projects.

Our Approach Use PCM to go beyond the “project” Use PCM to identify, formulate, implement, monitor and manage a process of institutional change… that is made up of: many actions and projects (not one) spread over time governed by objective seeks results

Our Approach Accepts that people: find institutional change difficult to grasp often cannot “visualise” the changed situation cannot give specification to results cannot measure progress cannot co-ordinate the different elements and projects. We want to use PCM principles to reinforce PCM effectiveness in the wider “process” of institutional change.

The Project Cycle

PCM Principles Project cycle phases - structured & informed decision-making, and feedback from evaluation Partner / stakeholder ownership - involvement of stakeholders in decision-making, including emphasis on teamwork and communication Logframe planning - comprehensive & consistent analysis Integrated documentation - standardised documentation and assessment criteria Can be applied to both projects and programmes

Elements consistent with PCM/LFA Coherence with programming documents (policy/country strategy) Assessment of sector policy and lessons learned Initial stakeholder analysis Initial problem analysis Objectives and strategy analysis Outline of options for implementation and workplan/calendar for the formulation phase

Importance of Team Work The success of project cycle management depends on effective team-work between stakeholders: Projects are about “Change Management” Respecting different knowledge, skills and roles Establishing responsibilities of different team members Giving adequate time to the process, while still focusing on results Communicating clearly