1. Dileep K Adhikary, PhD /PRAM Associates
Project; PCM; Tools
Dileep K Adhikary, PhD
/PRAM Associates

2. Project Project is one off. Project refers to investment activity.
It is objective oriented and time, space and cost specific.
Its very orientation is autonomous as it seeks to be promoted at control level.

3. Projects Originate …
A market demand (e.g. an oil company authorizes a project to build a new refinery in response to chronic gasoline shortages)
An organizational need (e.g. a training company authorizes a project to create a new course in order to increase its revenues)
A customer request (e.g. an electric utility authorizes a project to build a new substation to serve a new industrial park)

4. A technological advance (e. g
A technological advance (e.g. a software firm authorizes a new project to develop a new generation of video games after the introduction of a new game-playing equipment by electronics firms
A legal requirement (e.g. a paint manufacturer authorizes a project to establish guidelines for the handling of anew toxic material)

5. Project Life Cycle Phases: Initial, Intermediate, Final Inputs:
Idea, Project Management Team
Project Management Outputs:
Charter, Scope Statement, Plan, Baseline, Progress, Acceptance, Approval, Handover
Project Deliverable: Product

6. Phases of project
Project moves from one phase to another and ultimately it leads to new cycle to roll on. The key phases of the life cycle are:
Identification
Formulation
Appraisal/Financing
Implementation
Evaluation

7. Project Cycle Management
Identification is the starting point of a project. Needs and investment climate are two specifics which are stormed in cracking an idea for a specific project.
With the pre-selection of the project out of identified projects, the feasibility of the project is looked into and a report charting out a project proposal is prepared.
Depending upon the size of the project, project studies are either taken lumpsum or broken into pre-feasibility, feasibility and detailed engineering

8. Project appraisal is undertaken for the purpose of determining appropriateness for investment decisions. Basically, assumptions are examined, findings are evaluated, project alternatives are compared, project is also compared with other projects, the critical factors are reassessed.
Deciding to go about it, financing is sought and project proposal is transformed into financial proposal

9. The implementation is made in accordance with the management plan – drawn up during the development phase and finalised during appraisal phase. Implementation will take care of further planning.
There will be delays and cost overruns when conditions change, the implementation will otherwise try to fix the projects at control order of time, quality and cost.

10. the project is evaluated to examine outcomes with expectations (impact as against goals/objectives.
cost as against outlays and benefit cost ratio as against estimations/forecasts),
provide feed back for future project planning that will either widen the considerations or strengthen the modifications.

11. Deciding on a project Do brain storming and select a project.
Once selected look into its key aspects:
-Marketing
-Technical
-Financial

12. Project elements and integration of:
-Scope
-Time
- Cost
- Quality
- Human resources
- Communication
- Risk
- Procurement

13. Project Cycle Management (PCM) was introduced by the European Commission in the early 1990’s to improve the quality of project design and management and thereby to improve aid effectiveness.
PCM developed out of an analysis of the effectiveness of development aid undertaken by the OECD Development Assistance Committee during the late 1980’s.

14. Why PCM? Unclear strategic framework Supply driven projects
Experiences
PCM
Unclear strategic framework Supply driven projects
Poor analysis of situation
Activity-oriented planning
Non-verifiable impact
Disbursement pressure
Short-term vision
Imprecise project documents
Sectoral approach
Demand driven solutions
Improved analysis
Objective-oriented planning
Verifiable impact
Emphasis on quality
Focus on sustainability
Standardised formats

15. principles of PCM
 1. Adherence to the phases of the project cycle to ensure a structured and well-informed decision-making process.
2. Client orientation through the use of participatory planning workshops at key phases of the project cycle, and the formulation of the Project Purpose in terms of sustainable benefits to be delivered to beneficiaries.

16. 3. Incorporation of features of sustainability into project design to ensure sustainable benefits.
4. Use of the Logical Framework Approach to ensure a consistent analytical approach to project design and management.
5. An integrated approach which links the objectives of each project into the objectives of the programme and the national and sectoral objectives within the country; ensures that project workplans and budgets are prepared on the basis of the project logframe; and using the basic format to ensure consistent and comprehensive treatment of key issues throughout a project’s life.

17. PCM brings together aid management principles, analytical tools and techniques, and applies them within the structured decision-making process of the project cycle to ensure that:
projects are relevant to the agreed strategy and to the real needs of beneficiaries
projects are linked to sectoral, national and Commission objectives
beneficiaries are involved in the planning process from an early stage
problem analysis is thorough

18. objectives are clearly stated in terms of benefits to target groups
projects are feasible in that objectives can be realistically achieved
within the constraints of the operating environment and the capabilities of the implementing agencies:
objectives are logical and measurable
risks and assumptions, and the implementing agencies capabilities are taken into account

19. monitoring concentrates on relevant targets
projects are sustainable
factors affecting sustainability are addressed as part of project design
results from evaluation are used to build lessons learned into the design of future projects

20. PCM Tools
Project planning and management tools provide the practical mechanisms by which relevance, feasibility and sustainability can be achieved.
The core tool used within PCM for project planning and management is described Logical Framework Approach (LFA).

21. The LFA is an effective technique for enabling stakeholders to identify and analyse problems, and to define objectives and activities which should be undertaken to resolve these problems.
Using the logframe structure, planners test the design of a proposed project to ensure its relevance, feasibility and sustainability.
In addition to its role during programme and project preparation, the LFA is also a key management tool during implementation and evaluation. It provides the basis for the preparation of action plans and the development of a monitoring system, and a framework for evaluation.

22. Stakeholders should be involved as fully as possible, which requires teamwork and strong facilitation
Tools for technical, economic, social and environmental analysis must support the LFA.
Other tools that are used include Environmental Impact Assessment, Gender Impact Analysis, and Financial and Economic Analysis.

23. LFA It is a project planning matrix
The approach is split into two phases:
¨ Phase 1 - the Analysis Phase during which the existing situation is analysed to develop a vision of the ‘future desired situation’ and to select the strategies that will be applied to achieve it
 ¨ Phase 2 – the Planning Phase during which the project idea will be developed in operational detail

24. Logframe Approach Analysis Phase Planning Phase
ò Problem analysis – identifying
stakeholders, their key problems,
constraints and opportunities;
determining cause and effect
Relationships
ò Analysis of objectives - developing
objectives from the identified
problems; identifying means to end
relationships
ò Strategy analysis - identifying the
different strategies to achieve
objectives; determining the overall
objectives and project purpose
Logframe - defining the project
structure, testing its internal logic,
and formulating objectives in
measurable terms
Activity scheduling - determining
the sequence and dependency of
activities; estimating duration, setting
milestones and assigning responsibility
 Resource scheduling - from the
activity schedule, developing input
schedules and a budget