1. Project Cycle Management Training
Welcome to the
Project Cycle Management Training
Day 5 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. Technical Basis of PCM: Identification and formulation phases
Project Cycle Management Training
This section’s focus
Technical Basis of PCM:
Identification and formulation phases
7. Budget drafting

3. Project Budget Preparation – Prerequisites
To draft a functional budget we can refer to our GANTT diagram in order to understand the amount of resources that we have planned as necessary to carry out our activities

4. Project Budget Preparation – Prerequisites
Our GANTT diagram already provides us with a sub-division into different activities of the various resources needed.
If necessary we should than further sub-divide the resources into manageable components

5. Activity
Months
Responsible partner 1 2 3 4 5 6 7 8 9 10 11 12
Survey
Interviews 1.1
CNR-ISGI
Analysis 1.2
Data collection 1.3
Study draft 2
XNGO
Dependency
Field work
Construction 3.1
Testing 3.2
Selection 4.1
CNR-ISGI and XNGO
Pilot cultivation 4.2
Milestone
Sensitization 4.3
CNR-ISGI e partners
Harvesting 5
Impact Evaluation
Measurement 6

6. Project Budget Preparation – Steps
List of Activities/Tasks
Sub divide them into units that can be budgeted
Evaluate the Duration of the various tasks according to the GANTT diagram
Revise subdivision of activities in the GANTT if necessary
Confirm the Project Duration
Assign more resources to reduce the time
Cut unnecessary activities
Assign more work to resources

7. Budget Activity Months Responsible partner 1 2 3 4 5 6 7 8 9 10 11 12
Survey
1.1 Interviews
CNR-ISGI
1.2 Analysis
1.3 Data collection
2 Study draft
XNGO
Dependency

8. Our GANTT diagram indicates a 4 months work for these activities.
Monitoring
Our GANTT diagram indicates a 4 months work for these activities.
How do we calculate our costs in relation to this?

9. Monitoring
We should break down activities in order to understand the human resources and means needed to complete the activities and for how long shall we need them

10. Monitoring Activity Weeks Responsible 1.1 Interviews2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
1.1 Interviews
Interviews with the farmers
CNR Agricultural research team (3)
Interviews with women groups
CNR Social research team (3)
1.2 Analysis
Laboratory analysis of the seeds
CNR laboratory
Soil testing
1.3 Data collection
Laboratory data
Social data
2 Study draft
Draft of the document
XNGO desk team (2)
Dependency

11. We know that we need two teams of 3 researchers for roughly 4 months.
Monitoring
We know that we need two teams of 3 researchers for roughly 4 months.
The salaries should now be budgeted for the period indicated.

12. The GANNT provide us with the following information:
Monitoring
The GANNT provide us with the following information:
CNR Agricultural research team will work from week 1 to week 4
then from week 6 to week 8 and from week 9 to week 13
For a total of 12 weeks

13. CNR Social research team will work from week 3 to week 4
Monitoring
CNR Social research team will work from week 3 to week 4
then from week 14 to week 15
For a total of 4 weeks

14. The total number of weeks in which the two team will be working is so
Monitoring
The total number of weeks in which the two team will be working is so 16
which equals to 4 months
We will so have the two teams of 3 persons working for a total of 4 months

15. Monitoring

16. Monitoring

17. End of section 5.1

18. Project Cycle Management Training
This section’s focus
8. Monitoring

19. As you might remember we defined monitoring as
a systematic and continuous collection, analysis and use of management information to support effective decision-making

20. Monitoring
Monitoring is a timely and organised information collection and its analysis, allowing the management to timely make proper decisions for the project to stay on track.

21. Responsibility: internal management
Monitoring
Monitoring
Responsibility: internal management
Participants: management, team, partner organisations, community (participatory M&E), women’s groups, etc…
Timing: at various stages during implementation, with a fixed periodicity (monthly, every two months/three months)
Output: monitoring report

22. Monitoring
Why Monitoring?
Monitoring compares planned vs. actual achievements of targets (budget, activity schedule, results) to identify necessary remedial actions

23. Analyse project progress Analyse project – community relation
Monitoring
Why Monitoring?
Analyse project progress
Analyse project – community relation
Assess whether inputs have been correctly forecasted
Adjust inputs to changed scenario/conditions
Assess timely implementation of activities
Adjust resources if needed

24. Monitoring
Monitoring considers the question ‘are we doing the project correctly?’ (doing things right). Its purpose is to alert management to any problems that arise during implementation.

25. Monitoring
Monitoring works within the existing project design, focusing on the transformation of inputs and activities to outputs. It ensures that inputs are made available on time and are properly utilised. If any unexpected results are observed, their causes are noted and corrective action identified in order to bring a project back onto target.

26. Requirements and means for monitoring adequate planning baseline data
well defined indicators (of performance and of results)
mechanisms such as field visits, stakeholders meetings, updated project documentation, regular reporting

27. –Project objectives (general or specific objective, results)
Monitoring
What can be monitored?
–Budget
–Activities
–Project objectives (general or specific objective, results)
Risks and assumptions
–Processes

28. Types of monitoring utilised in project management
– Budget/finance
Programme

29. 1. Management and administration
Monitoring
1. Management and administration
Examples of what can be monitored include:
–Staff (performance, presence, productivity, etc…)
Use of means (vehicles mileage, office equipments)
Supplies (quantity, supplies, quality, appropriateness)

30. Examples of what can be monitored include:
Monitoring
2. Finance
Examples of what can be monitored include:
–Budget and expenditure
Expenditure by budget headings
Staff salaries
Cash flow
Expenditures shall be monitored against planned budgets and implementation schedules

31. Examples of what can be monitored include:
Monitoring
3. Programme monitoring
Examples of what can be monitored include:
–Project inputs
Activities
Outputs
Project progress towards results and objectives
Process monitoring
Impact monitoring

32. Process monitoring relates mainly to:
–The use of resources
The correct implementation of activities
The timely implementation of activities

33. Impact monitoring allows us to:
–Continuously relate the work to its purpose
Modify the project following changes in the framework or circumstances
Identify the need for changes in the project LF structure (activities, results and even objectives)
Adjust expenditure by budget headings
Expenditures shall be monitored against planned budgets and implementation schedules

34. monitoring systems should contain both process and impact monitoring
if impact monitoring is done well, formal evaluations will be needed less often
moreover staff and stakeholders will already be familiar with their work in relation to the objectives and will find an evaluation less threatening

35. Monitoring EC UN Objective Objective Impact monitoring Results Outputs
Outcomes
Outputs
Process monitoring
Activities
Activities
Inputs
Inputs

36. Monitoring
PROCESS MONITORING

37. Process monitoring relates mainly to:
–The use of resources
The correct implementation of activities
The timely implementation of activities
Two basic instruments for process monitoring are the GANTT diagram and the Budget

38. The GANTT provides us with information on:
Monitoring
The GANTT provides us with information on:
–What activities should be implemented in a certain period of time
Who would be responsible for a certain activity
The relation between one activity and the other within the project structure (dependency)
Measure of achievements towards the objectives (milestones)

39. It provides a constant window over project progress
Monitoring
A general GANTT covering the whole project period is normally drafted at formulation phase.
It shall be updated at the starting of the activities (conditions might have changed)
It provides a constant window over project progress

40. Activity
Months
Responsible partner 1 2 3 4 5 6 7 8 9 10 11 12
Survey
Interviews 1.1
CNR-ISGI
Analysis 1.2
Data collection 1.3
Study draft 2
XNGO
Dependency
Field work
Construction 3.1
Testing 3.2
Selection 4.1
CNR-ISGI and XNGO
Pilot cultivation 4.2
Milestone
Sensitization 4.3
CNR-ISGI e partners
Harvesting 5
Impact Evaluation
Measurement 6

41. Monitoring
BUT
A detailed GANTT can be drafted for every specific period of the project (from few weeks to few months) to allow the project management a more detailed monitoring of the project progress.
For example the first set of activities of our project were supposed to last 4 months:

42. Activity
Months
Responsible partner 1 2 3 4 5 6 7 8 9 10 11 12
Survey
Interviews 1.1
CNR-ISGI
Analysis 1.2
Data collection 1.3
Study draft 2
XNGO
Dependency
Field work
Construction 3.1
Testing 3.2
Selection 4.1
CNR-ISGI and XNGO
Pilot cultivation 4.2
Milestone
Sensitization 4.3
Harvesting 5
Impact evaluation
Measurement 6

43. Monitoring
At the start of a project a GANTT is produced providing us with detailed information about those first four months of activity.
The level of information provided should allow us to follow-up on those activities more closely.

44. Monitoring Activity Months Responsible partner 1 2 3 4 5 6 7 8 9 10 1112
Survey
1.1 Interviews
CNR-ISGI
1.2 Analysis
1.3 Data collection
2 Study draft
XNGO
Dependency

45. Monitoring
And break down the general activities into activities that could be monitored more closely, going from a GANTT based on months to a more specific one based on weeks

46. Monitoring Activity Weeks Responsible 1.1 Interviews2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
1.1 Interviews
Interviews with the farmers
CNR Agricultural research team (3)
Interviews with women groups
CNR Social research team (3)
1.2 Analysis
Laboratory analysis of the seeds
CNR laboratory
Soil testing
1.3 Data collection
Laboratory data
Social data
2 Study draft
Draft of the document
XNGO desk team (2)
Dependency

47. Monitoring
Such a GANTT would provide us with detailed information about which component of the project is proceeding timely and which one would be lagging behind

48. Monitoring
Another useful tool, strictly related to the GANTT, that we can rely upon in order to monitor project progress is the project budget

49. Let’s assume we are at mid-term of our one-year project.
Monitoring
Let’s assume we are at mid-term of our one-year project.
The total budget was of Euro. After six months half of the budget has been spent.
Which seems to be in line with the plan.
The following is the human resources related expenditure after 6 months of activity:

50. Monitoring

51. Monitoring
It is obvious that we have exceeded our expenditures as to human resources

52. Let’s see a more correct budget expenditure as to human resources:
Monitoring
Let’s see a more correct budget expenditure as to human resources:

53. Monitoring
50%
50%
50%

54. Let’s take a look at our activities expenditure.
Monitoring
In this case, after six months of a 12 months project our human resources expenditure is roughly at 50%.
Let’s take a look at our activities expenditure.

55. What’s your opinion on the progress of the project?
Monitoring
What’s your opinion on the progress of the project?

56. Monitoring
In this last case it is obvious that the current expenses have been incurred while activities seem to lag behind.
It would be advisable to counter-check the GANTT diagram for any of those activities to see whether project schedule has been met.

57. Monitoring
IMPACT MONITORING

58. as previously highlighted, impact monitoring relates to
Monitoring Impact
Monitoring impact:
as previously highlighted, impact monitoring relates to
project progress towards results and objectives

59. Monitoring – Impact MonitoringEC UN
Objective
Objective
Impact monitoring
Results
Outcomes
Outputs
Process monitoring
Activities
Activities
Inputs
Inputs

60. A solid impact monitoring shall rely on sound indicators.
These should be provided to us by the project document itself and reported clearly in the Logical Framework.

61. SOURCES OF VERIFICATION
The Logical Framework and the project management
PROJECT DESCRIPTION
INDICATORS
SOURCES OF VERIFICATION
ASSUMPTIONS
Overall Objective:
Income of the families of the target area increased
Analysis of income from market selling
Statistical enquiry
Specific Objectives: Production of farmers of village X increased to 10 tons
Per hectare production
Measurement of production
Stable market of agricultural products
Results:
Provision of 15m3 of water per hour in the village fields
Available m3 of water
Direct measurement
Absence of heavy pest episodes
Activities:
Build a well close to the fields within two months
(Actual construction or % of it)
Nor requested by EC
Requested by UN
(Direct supervision)
No extreme drought
Adequate human resources and material availability maintains itself stable in the period
M&E
M&E
M&E

62. Monitoring
What is it an indicator?
–An indicator shall provide us with a measure of progress towards a result
It should provide us with elements sufficient to clearly determine if a result has been reached, whether it has been partly reached the measure of such a partial result
It shall also provide us, during implementation, with a measure of the progress towards that result
Indicators should be balanced between quantitative and qualitative ones

63. Monitoring – quantitative and qualitative indicators
Qualitative indicators are likely to be used when complexity is involved
Quantitative indicators are likely to be used when aggregation is required/possible
Qualitative
Quantitative
Case studies
Interviews
Focus groups
Rapid appraisal
Numbers
Ratios (finance, age profiles, treated cases)
Scoring on a scale (poor, average, excellent)
Ranking
Structured questionnaires

64. An example of Monitoring form

65. End of section 5.2