1. Project Cycle Management Training
Welcome to the
Project Cycle Management Training
Day 1 Section 1
SOMALIA AGRICULTURE AND LIVELIHOODS CLUSTER
Training prepared and implemented by:
Italian National Research Council
Institute for International Legal Studies
Section of Naples

2. Objectives of the training:
Acquire knowledge of Project Cycle Management Principles and main techniques
Zielorientierte Projektplanung, or GOPP- Goal Oriented Project Planning ; Multi Attribute Utility Theory; Work Breakdown Structure

3. Why is the present training relevant?
The present Training will focus on “Why to do” and “How Best to Do”
The present Training is relevant for Project Managers, Decision Makers and Managers

4. Why is the present training relevant?
Better planning
Identify short and long term objectives
Accountability
Costing of related activities
Provide tools for outsourcing
Attract external funds

5. Project Cycle Management Training
This section’s focus
From project financing to project management
Main principles of project management
Rationale behind the project management tools

6. PROJECT FINANCING - how did it evolve
Born in the ’70s to tackle the management of great infrastructures building
The focus shifted from the financial profile of the subject to the relevance and solidity of the project
Project financing is a “non recourse financing structure” (A debt for which the borrower is not personally liable)
Project finance is the long term financing of infrastructure and industrial projects based upon the projected cash flows of the project rather than the balance sheets of the project sponsors. A debt for which the borrower is not personally liable

7. Central to the instrument becomes then the QUALITITATIVE ELEMENT
PROJECT FINANCING - how did it evolve
The project had to be VALUABLE in its technical and economical aspects
Central to the instrument becomes then the QUALITITATIVE ELEMENT
Project finance is the long term financing of infrastructure and industrial projects based upon the projected cash flows of the project rather than the balance sheets of the project sponsors. A debt for which the borrower is not personally liable

8. The qualitative element
Project Management – Qualitative Element
The qualitative element
The quality of a project can be measured and valued in different ways but key
components are:
Priority of needs
Beneficiaries
Sustainability of the Project (social, political, economical, environmental)
Efficient management
Effectiveness of the project

9. and accountability…of the financed project…
PROJECT MANAGEMENT. Why?
To compensate the gap between available public resources (human, knowledge, logistical, financial) and public needs
To provide the donors with a framework to check:
effectiveness
efficiency
and accountability…of the financed project…

10. PROJECT MANAGEMENT. Why?
Efficiency: efficient implementation - doing things right (time, costs, resources)
Effectiveness: progress towards objectives - doing the right things (relevance of the outputs)
Accountability: explaining decisions, actions or use of money to stakeholders. Anyone managing funds needs to be able to provide proofs showing the donors and those who benefit from its work that the resources have been utilised wisely and allowed the reaching of the objectives
Utilizza per efficiency ed effectiveness esempio costruzione casa: nel primo casa viene costruita in fretta e con pochi soldi ma è sbagliata (efficient ma NON effective), nel secondo caso la casa è giusta ma abbiamo speso troppo (effective ma non efficient)

11. WHAT IS IT, A PROJECT?
A project is basically a series of activities aimed at
bringing about clearly specified objectives within a defined time-period and with a defined budget
Project Objectives
Activities - (Outputs) - Results
Start date
End date
Available Budget

12. WHAT IS IT, A PROJECT?
To provide the requested effectiveness, efficiency and accountability, the project should be structured around some main elements…

13. Main elements of a project are:
WHAT IS IT, A PROJECT?
Main elements of a project are:
1. Clearly identified needs
2. Well defined stakeholders, including the primary target group and the final beneficiaries;
3. Clearly defined coordination, management and financing arrangements;
4. A monitoring and evaluation system (to support performance management)
5. An appropriate level of financial and economic analysis, which indicates that the project’s benefits will exceed its costs.

14. Let’s see in detail these main elements:
WHAT IS IT, A PROJECT?
Let’s see in detail these main elements:
needs
stakeholders
target group
final beneficiaries
monitoring and evaluation system

15. Project Main Elements 1 – building a project
1. Needs assessment: the process of identifying and understanding people’s needs (final beneficiaries and stakeholders)
2. Stakeholders: individuals or institutions that may – directly or indirectly, positively or negatively – affect or be affected by a project or programme.

16. Project Main Elements 1 – building a project
3. Beneficiaries: those who benefit in whatever way from the implementation of the project. Should always be disaggregated by sex (MWBG).
Distinction may be made between:
(a) Target group: The group/entity who will be directly and positively affected by the project at the Project Purpose (specific objective) level. This may include the staff from partner organisations;
(b) Final beneficiaries: Those who benefit from the project in the long term at the level of the society or sector at large, e.g. “women” due to improved access to marketing of a certain product, “children” due to increased spending on health and education.
4. Project partners: any actor (NGO, association, local authority) who cooperates in the implementation of the project in whole or part

17. Project Main Elements 2 – control and management
Monitoring: the systematic and continuous collecting, analysis and using of information for the purpose of management and decision-making.
Evaluation: periodic assessment of the efficiency, effectiveness, impact, sustainability and relevance of a project in the context of stated objectives. It is usually undertaken as an independent examination with a view to drawing lessons that may guide future decision-making.

18. Project Main Elements 3 - impact
Relevance: the extent to which the objectives of a development intervention are consistent (or still appropriate given changed circumstances) with beneficiaries´ requirements, country needs, global priorities and partner’s and donor’s policies
Sustainability: continuation without external support of benefits brought by the project intervention. The probability of continued long-term benefits with particular reference to development factors of policy support, economic and financial factors, socio-cultural aspects, gender, appropriateness of technology, ecological aspects, and institutional capacity

19. Project Main Elements 3 - impact
As to the impact of a project, it is important to have a clear picture of the cause – effect relations which are underlining every intervention…

20. Impact: cause-effect link
Increased Agricultural productivity
Increased agricultural production
Increased food production
Increased farmer income

21. Project Main Elements 3 - impact
...and how these effects can be produced in such a way as to become a self-sustainable element in the long period

22. Impact: sustainability
Increased Agricultural productivity
Increased agricultural production
Increased farmer income
Increased investments in quality seeds and agricultural machineries

23. Project Main Elements 3 - impact
...to try to summarize all the elements seen up to now, let’s look at the basic structure of a project...

24. Project General Scheme
DONOR
IMPLEMENTING SUBJECT
OUTPUT
BENEFICIARIES
OUTCOMES
PROJECT

25. End of introduction – section 1.1 - to the
Project Cycle Management Training

26. Project Cycle Management Training
Day 1 Section 2
Training prepared and implemented by:
Italian National Research Council
Institute for International Legal Studies
Section of Naples

27. Cooperation to development
This section’s focus
Cooperation to development
Which development?
Well-being: what is it? For whom?
Actors involved in the process
Types and modalities of cooperation

28. How would you define “development”?
Development, what is it?
How would you define “development”?

29. Development, a definition
In 1987,the United Nations released the Bruntland Report. The Brundtland Report included what is now the most widely recognised definition of development: "Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs”

30. Development, a definition
A process that improves the
well-being
of a community in economic, social, cultural terms, without negatively affecting other communities or the local or global environmental sustainability

31. How would you define “well-being”?
Development, what is it?
How would you define “well-being”?

32. What is it? How shall we define it?
WELL BEING
What is it? How shall we define it?
Some samples taken by feedbacks of “beneficiaries” all over the world:
Economy: employment, production, income
Basic human rights: life, security, freedom of speech, political participation
Education: primary, secondary, university, adult and vocational training
Spirituality: religion, nature, meditation, worshipping
Ecology: preservation of water, forests and trees, rivers
Infrastructures: roads, houses, bridges, sewage systems
Culture: languages, arts, values
Health: nutrition, health services, medicines

33. Measuring well-being
Up until the mid 1970’s well-being was considered a mechanical outcome of the economic level and measured on the basis of the per capita income
We should now measure it as increased quality of life. There exists many attempt to measure “well being”, created, designed and implemented by various organisations.
The most popular is the UNDP Human Development Index (HDI), which considers basically three components:
Life expectancy at birth
Adult literacy rate (% aged 15 and above)
Per capita Gross Domestic Product (GDP)

34. Cooperation to development
As difficult as it is to define development, the more difficult it can be to find a common denominator between two actors with different understanding of well-being

35. Cooperation to development
Let’s try to place some of the previous components of well-being into a diagram and imagine two actors cooperating in an attempt to improve the well-being of a community

36. WELL BEING - according to whom?
Actor 1
COOPERATION AREA
Actor 2

37. Cooperation to development
Cooperation should be a mutual process of understanding and learning. In spite of different understandings a possible guiding light could be the long-term goal of enlarging beneficiaries’ spectrum of choices.

38. Expand the capabilities - choices
A project ideally should help the members of a community expand their individual set of choices; this at various levels according to the framework in which we are working and according to each one’s capabilities and aims.

39. Expand the capabilities - choices

40. Cooperation to development
Any process of development implies “moving” the map of a particular community (and ours)
It is important to:
Understand FIRST our definition of well being and development
THEN do our best to understand the idea of well being of the community we are going to work with (and/or of our partners)
The results should be the best balance of the potentialities of development of that community at that particular moment

41. WELL BEING – wider opportunities
COOPERATION AREA

42. Project intervention for development
How do we change the “map”. 5 elements in support of development
KNOWLEDGE
MEANS
POWER
DESIRE
WILL

43. Project intervention for development
Means: the resources (human, technical) at the disposal of a community at a given time
Knowledge: the theoretical resources, knowing “how to do” and “how to be”
Power: capacity to decide
Will: represents the “need”: what a person will put into the context in order to modify it
Desire: the “unlimited” vision of improvement of the context

44. Cooperation to development
PROJECT INTERVENTION
Means
Financial
Human
Resources
Material and Financial Services
Knowledge
Practical knowledge
Theoretical knowledge
Power
To decide change
To change surrounding framework
Will
To modify the framework
Desire
To improve the framework
Sapere:
conoscenze teoriche, saper fare (capacità pratiche), saper essere (comportamenti).
Il sapere può indurre un bisogno (e quindi la richiesta di un “avere”) che fino a quel
momento non esisteva.
Potere:
la capacità di decidere e di operare cambiamenti da parte di un settore o
dell’insieme di beneficiari di un contesto.
Volere:
rappresenta il “bisogno” vero. Quest’ultimo é l’impegno effettivo che una persona
mette per produrre i cambiamenti dettati dal proprio desiderio.
Avere:
insieme di risorse e servizi (umani, finanziari e materiali) a disposizione degli abitanti
di un determinato contesto.
Desiderare:
si tratta del miglioramento del contesto “senza limiti” da parte dei beneficiari.

45. Cooperation to development
What can actually an external actor contribute to a community through a project?

46. Cooperation to development
Means
Will Power Desire
Knowledge
Means
Knowledge
Power

47. Cooperation to development
A project should be the actual means allowing us to put communities’ potentialities into action.

48. Expand the capabilities - choices
Power
Knowledge
Means
Will and Desire

49. Cooperation to development
How would a project combine effectively our efforts in striving for the development of a defined community?

50. Project: a definition
A coordinated contribution by a group of actors in a determined span of time, that with a certain amount of resources, converted through a method into activities, tries to reach an objective for the increase of the well being of a group (beneficiaries)
Group of actors: who?
Time: when?
Resources: with what?
Activities: what?
Method: how?
Objective: why?
Beneficiaries: for whom?

51. Primary actors (direct involvement): Donor (direct) NGO or Agency
The actors
Primary actors (direct involvement):
Donor (direct)
NGO or Agency
Partner/s
Target groups and Beneficiaries
Secondary actors (indirect involvement):
Governments (south and north)
Donors (indirect)

52. The actors
How are these actors to bring about an intervention through the definition and management of a project?...

53. The “ideal” process of a project genesis:
The birth of a project
The “ideal” process of a project genesis:
Beneficiary
Local actor
NGO/Agency
Donor

54. Cooperation to development
Projects can differentiate sharply as to their components according to frameworks and needs in which they are supposed to operate. Let’s look at some of the main typologies.

55. Types of intervention First emergency Emergency Post-emergency
External aid - Very low involvement of beneficiaries
Extremely short time (days) - First medical aid
First emergency
Stabilize humanitarian aid - Low involvement of beneficiaries
Short (months) - Health assistance
Emergency
Provide services until reconstruction - Medium involvement of beneficiaries
Medium (1 year) Managing of a health centre
Post-emergency
Re-establish self- sustainability - Medium involvement of beneficiaries
Medium (1 year) - Reconstruction of a health centre
Reconstruction
Provision of absent capabilities Medium involvement
Medium (1-2 years) Provision of medical staff
Assistance
External support to the system - High involvement of beneficiaries
Long (3-6 years) - Construction of a hospital
Support to development
Support to local specificities -Very high involvement of beneficiaries
Very long (5 – 10 years) - Support to local medical capabilities
Support to self-development

56. End of section 1.2