1. Project Cycle Management Training
Welcome to the
Project Cycle Management Training
Day 3 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. This section’s focus Project Cycle Management Training
Technical Basis of PCM:
Identification and formulation phases PCM instruments
The Stakeholder matrix
The SWOT analysis

3. The Stakeholder Matrix1

4. Who are the stakeholders?
The Stakeholder Matrix
Who are the stakeholders?
Any individual, group of people, institution or firm that may have a significant interest in the success or failure of a project (either as implementers, facilitators, beneficiaries or adversaries) is defined as a ‘stakeholder’.

5. The Stakeholder Matrix
Each stakeholder has different concerns, needs or interest and these need to be understood before proceeding to problem identification, objective setting and strategy selection, in order to ensure the success of our initiative.

6. The Stakeholder Matrix
So, our first step to clarify our strategy shall be the drafting of a Stakeholder Matrix.
What is it?
The stakeholder matrix is basically a virtual “map” of all the actors in the area of intervention and of their relations with each other with regards to the problems we are addressing

7. The Stakeholder Matrix
The key questions asked by stakeholder analysis are therefore ‘Whose problems or opportunities are we analysing’ and ‘Who will benefit or loose-out, and how, from a proposed project intervention’?

8. The Stakeholder Matrix
The ultimate aim being to help maximize the social, economic and institutional benefits of the project to target groups and ultimate beneficiaries, and minimise its potential negative impacts (including stakeholder conflicts).

9. The Stakeholder Matrix
We should first enlist all the stakeholders and define if affected by or interested in the issue at stake

10. The Stakeholder Matrix
FIRST LIST
Agricultural families
Children
Women
Local authorities
Local agricultural cooperative
School
Households
Nomadic families
Fishing families ….

11. The Stakeholder Matrix
After having enlisted all the stakeholders, we should proceed to discuss their main characteristics and possible relations with the issue at stake. And proceed to select those we consider as most relevant.

12. The Stakeholder Matrix
Our underlying question should be: how affected by the general problem or opportunity is the stakeholder?

13. The Stakeholder Matrix
Stakeholder
Key Stakeholder
Why?
Agricultural families
Yes
Most relevant component of the community as to agriculture
Children No
Affected but can be grouped with households
Women
Local authority
Political stake, support in management of infrastructures
Local agricultural cooperative
Represent farmers’ interests, knowledge of local issues
School
Role in supporting sensitisation
Households
Heavily impacted by the issue, not aware of effects of discharge
Nomadic families
Only lightly impacted, should be sensitised
Fishing families
Impacted, should be sensitized on health issues

14. The Stakeholder Matrix
FIRST LIST
SELECTED LIST
Agricultural families
Children
Women
Local authorities
Local agricultural cooperative
School
Households
Nomadic families
Fishing families ….
Agricultural families
Local authorities
Households
Local agricultural cooperative

15. The Stakeholder Matrix
The type of information in the matrix can be adapted to meet the needs of different circumstances. For example, additional columns could be added to specifically deal with the different interests of women and men.

16. Agricultural families:
Stakeholder and basic characteristics
Interests and how affected by the problem(s)
Capacity and motivation to bring about change
Possible actions
to address stakeholder interests
Agricultural families:
c.20,000 families, low income earners, small scale family businesses, organised into informal cooperatives, women actively involved in harvesting and marketing
Maintain and improve their means of livelihood
Drought is affecting volume and quality of harvest
Family health is suffering, particularly children and mothers
Keen interest in water management measures
Limited political influence given weak organizational structure
Support capacity to organize and lobby
Implement water management measures
Identify/develop alternative income sources for women and men
Local authority X:
Small local authority, non-skilled human resources, doubtful capacity of managing funds and operations
Maintain/increase recognition and support
Some concern about public image
Concern about costs of maintenance of water management structures
Have financial and technical resources to employ new instruments
Have capacity to provide services
Have new benefit to distribute for support
Raise their awareness of capacity building pay-backs
Mobilise political pressure to influence transparent behaviour
Strengthen social cohesion
Households:
c.150,000 households discharge waste and waste water into river, also source some drinking water and eat fish from the river
Aware of pollution and impact on water quality
Want to dispose of own waste away from the household
Want access to clean water
Limited understanding of the health impact of their own waste/ waste water disposal
Potential to lobby government bodies more effectively
Appear willing to pay for improved waste management services
Raise awareness of households as to implications of their own waste disposal practices
Work with communities and local government on addressing water and sanitation issues

17. The SWOT analysis
2 SWOT Analysis

18. The SWOT analysis
What is it? SWOT analysis (Strengths, Weaknesses, Opportunities and Threats) is used to analyse the internal strengths and weaknesses of an organization and the external opportunities and threats that it faces. It can be used either as a tool for general analysis, or to look at how an organization might address a specific problem or challenge.

19. The SWOT analysis
As a tool at project level the SWOT analysis can be used through all phases
but
Focusing on organisational capacities and weaknesses it proves most relevant at the inception phases of the project as a tool to assess partners and stakeholders

20. The SWOT analysis - output
The information should be used to build upon strengths and in order to structure/provide means of minimizing or avoiding weaknesses and risks

21. A strategy for making improvements is formulated
The SWOT analysis
Three main stages:
Ideas are generated about the internal strengths and weaknesses of a group or organization, and the external opportunities and threats;
The situation is analysed by looking for ways in which the group/organisation’s strengths can be built on to overcome identified weaknesses, and opportunities can be taken to minimize threats
A strategy for making improvements is formulated

22. The SWOT analysis
Within the framework of our exercise of course, the analysis should be conducted not on each single NGO, but on the partnership as a whole, taking into consideration strengths and weaknesses of the three actors combined.

23. The SWOT analysis Strengths Weaknesses Opportunities Threats Internal
Past
Qui chiedi: perché sono importanti le strenghts delle cooperative; cosa farebbero per RAFFORZARE weaknesses
External
Future
Positive
Negative

24. The SWOT analysis
As an example the following SWOT matrix shows the analysis of a group of agricultural cooperatives focusing on their capacity to represent members’ interests and manage change

25. The SWOT analysis • Grassroots based and quite broad membership
STRENGHTS
WEAKNESSES
• Grassroots based and quite broad membership
• Focused on the specific concerns of a relatively homogenous group
• Men and women both represented
• Provide a basic small scale credit facility
• Limited lobbying capacity and environmental management skills
• Lack of formal constitutions and unclear legal status
• Weak linkages with other organizations
• Internal disagreements on responses to drought pressure
OPPORTUNITIES
THREATS
• Growing public/political concern over impacts of limited harvest
• New supporting instruments for water management
• The fields are potentially productive in resources for local consumption and sale
• New markets for agricultural products developing as a result of improved transport infrastructure to nearby population centres
• Political influence of groups who are opposed to birth and growth of agricultural cooperatives
Other groups may be interested in managing the water resources
Qui chiedi: perché sono importanti le strenghts delle cooperative; cosa farebbero per RAFFORZARE weaknesses

26. End of section 3.1

27. Project Cycle Management Training
Welcome to the
Project Cycle Management Training
Day 3 Section 2
SOMALIA AGRICULTURE AND LIVELIHOODS CLUSTER
Training prepared and implemented by:
Italian National Research Council
Institute for International Legal Studies
Section of Naples

28. Identification and formulation phases PCM instruments
Project Cycle Management Training
This section’s focus
Identification and formulation phases PCM instruments
The Problem Tree
Analysis of Objective

29. The Problem Tree 3
The problem tree

30. The Problem Tree
Problem analysis identifies the negative aspects of an existing situation and establishes the ‘cause and effect’ relationships between the identified problems. It involves three main steps:

31. Definition of the framework and subject of analysis;
The Problem Tree
Definition of the framework and subject of analysis;
Identification of the major problems faced by target groups and beneficiaries (What is/are the problem/s? Whose problems?); and
Visualisation of the problems in form of a diagram, called a “problem tree” or “hierarchy of problems” to help analyse and clarify cause–effect relationships.

32. The Problem Tree
Creating a problem tree should ideally be undertaken as a participatory group event.
It requires the use of individual pieces of paper or cards on which to write individual problem statements, which can then be sorted into cause and effect relationships on a visual display.

33. The Problem Tree
Stakeholder analysis and problem analysis are closely connected as part of the initial “Situation Analysis”. Indeed they should in practice be conducted ‘in tandem’ rather than ‘one after the other’.
The issues identified in the stakeholder analysis are going to form the basis of your “problem analysis”
All subsequent steps required to prepare a Logical Framework Matrix (or Logframe) should also be related to the stakeholder analysis, making it a point of continuous reference.

34. Look for related problems to the starter problem
The Problem Tree
The Steps:
The aim of the first step is to openly brainstorm problems which stakeholders consider to be a priority. This first step can either be completely open or focus on specific aspects
From the problems identified through the brainstorming exercise, select an individual starter problem.
Look for related problems to the starter problem

35. Begin to establish a hierarchy of cause and effects:
The Problem Tree
Begin to establish a hierarchy of cause and effects:
Problems which are directly causing the starter problem are put below
Problems which are direct effects of the starter problem are put above
All other problems are then sorted in the same way

36. Connect the problems with cause-effect arrows
The Problem Tree
Connect the problems with cause-effect arrows
Review the diagram and verify its validity and completeness. Ask yourself/the group – ‘are there important problems that have not been mentioned yet?’
Distribute for comment and information

37. The Problem Tree EFFECT PROBLEM 1 2 STARTER PROBLEM
CAUSE PROBLEM 3
Fare un esempio: starter problem-farmer production declining; effect problem: children undernutrition; cause problem: lack of irrigation
CAUSE PROBLEM 2

38. Low agricultural production
The Problem Tree – an example
Low income
Low agricultural production
Infertile soil
Low seeds quality
Insufficient water
Fare un esempio: starter problem-farmer production declining; effect problem: children undernutrition; cause problem: lack of irrigation

39. Analysis of Objectives4
Analysis of Objectives

40. Analysis of objectives is a methodological approach employed to:
Describe the situation in the future once identified problems have been remedied;
Verify the hierarchy of objectives;
Illustrate the means-ends relationships in a diagram.
The ‘negative situations’ of the problem tree are converted into solutions, expressed as ‘positive achievements’.

41. add new objectives if these seem to be relevant
Analysis of Objectives
Steps:
Reformulate all negative situations of the problems analysis into positive situations that are desirable and realistically achievable
Check the means-ends relationships to ensure validity and completeness of the hierarchy
If necessary:
revise statements
add new objectives if these seem to be relevant
delete objectives which do not seem suitable or necessary

42. The Objective Tree OVERALL OBJECTIVE 1 2 SPECIFIC OBJECTIVE
RESULT 3
Fare un esempio: cause problem: lack of irrigation; starter problem-farmer production declining; effect problem: children undernutrition
RESULT 2

43. The Objective Tree
It is above all in this phase that the SWOT analysis might prove useful as it provides an instrument to assess which objectives could be reasonably pursued with the group of partners identified and leaving out the rest of the objectives and/or results

44. Higher agricultural production Improved cultivation techniques
The Objective Tree
Higher income
Higher agricultural production
Less plan pest
More fertile soil
Sufficient water
Higher seeds quality
Improved cultivation techniques
Fare un esempio: cause problem: lack of irrigation; starter problem-farmer production declining; effect problem: children undernutrition

45. The Objective Tree
The objective tree can already provide us with a picture of the hierarchy of our project intervention.

46. Higher agricultural production Improved cultivation techniques
The Objective Tree – the levels
Results
Specific Objective
General Objective
Higher income
Higher agricultural production
Less plant pest
More fertile soil
Sufficient water
Higher seeds quality
Improved cultivation techniques
Fare un esempio: cause problem: lack of irrigation; starter problem-farmer production declining; effect problem: children undernutrition

47. The Objective Tree – claustering/integrative analysis
As we have seen there are plural possibilities to tackle our starter problem (to become our specific objective).
We should then define our specific strategy of intervention. This should be decided on the basis of:
Longer term impacts
Social and political feasibility
National/local government policies on the issues
Other interventions in the same area
Specific relevance of the various components
Efficacy of the various approaches to the problem
Our SWOT analysis, and, linked to this
Our capacities (technical, human, financial)
Fare un esempio: cause problem: lack of irrigation; starter problem-farmer production declining; effect problem: children undernutrition

48. Higher agricultural production Improved cultivation techniques
The Objective Tree – in/out strategy selection
Higher income
Higher agricultural production
Less plant pest
More fertile soil
Sufficient water
Higher seeds quality
Improved cultivation techniques
Selected strategy

49. End of section 3.2