1. Project Cycle Management
Applied
Stefano Fiorini
Lesson 3 – 23/11/2018

2. Proposal writing Analysing the funding programme
Identifying the project idea with relevant stakeholders
Creating the network of partners
Elaborating the proposal’s description
Elaborating the budget’s description
Checking the formal completeness of the proposal
“Managing” the proposal writing team
Sending the proposal by the deadline!

3. Partnership: reason why
Working on a partnership basis implies high transaction costs:
Translation
Negotiation
Misunderstanding
Partnership is the basis for a cooperation project
Is partnership an added value? Why?

4. Cooperation Cooperation Development Relationships and networks Pilot
Strategy to reduce common problems
Improvement of competencies
Exchange of practices
Relationships and networks

5. Partnership: first analysis
Is your organisation eligible?
Is your organisation a suitable lead partner?
Is for your organisation more profitable to be lead partner or just partner?
Is your organisation able to involve the appropriate partners?

6. Partnership: first actions
Drafting a first project idea
Participating at the information day (if possible)
Making the project idea circulate among potential partners
If the available network of partners is not sufficient, verifying if the programme makes some matching tools available
Communicating with the managing authority of the programme and with other institutions

7. Creating a network of partners: an example
The Adriatic Ionian Network of Universities, Regions, Chambers of Commerce and Cities(AI-NURECC Initiative) is an initiative involving the key stakeholders of the Adriatic Ionian Regions.
They have joined their efforts to support the European Union Strategy for the Adriatic and Ionian Sea Region (EUSAIR) implementation, ensuring deep and broad territorial coverage, at regional and local level.
The EUSAIR was officially launched by the European Commission on 18 June 2014 and approved by the EU Council on 24 October It comprises 8 macro-region countries, including 4 EU Member States: Italy, Slovenia, Croatia, Greece and Bosnia and Herzegovina, Serbia, Montenegro and Albania.

8. Participating to a international networks

9. Matching tool: an example – INTERREG EUROPE

12. Lead Partner
Is the lead partner’s profile a strong point for the project?
Is the lead partner’s geographic location a strong point for the project?
Does the lead partner own significative experiences in terms of management of similar initiatives?
Is the lead partner reliable in terms of financial solidity?

13. Lead Partner Is the lead partner strong in the project sector?
Does the lead partner guarantee a network facilitating the project dissemination and impact?
Is the lead partner’s role clearly described in the project?

14. Lead Partner: check your mission
Keep in mind your organization’s mission!
An organization’s mission:
defines the objectives and the reason for the existence of an organization
answers to questions such as: who are we? What do we do? What could we do? Whom do we do it for and why? What value do we bring?
Normally, it is a public written statement

15. Partnership composition
Is the minimum number of partners and territories reached?
Is a high number of partners a strong point for the project?
Is a multi-player partnership necessary?
Is a multi-level partnership necessary?
Is geography a key to define the partnership?
Is the European or international added value clear from the partnership composition?
Are the partners sufficient for the project implementation or some key partners are still missing?
Does each partner bring a clear contribution to the project?

16. Does the partner own significative experiences in terms of management of similar initiatives?
Is the partner reliable in terms of financial solidity?
Is there partner provided with networks facilitating the project dissemination and impact in the different countries?
Is the partner organised enough to manage adequately the activities it is responsible for?

17. Is the partner strong in the sector challenged by the project?
Does the partner have a deep knowledge of the problem challenged by the project?
Can the partner bring innovative solutions or technical skills to the project?
Does the partner provide detailed and updated information on a theme or an issue of the problem challenged by the project?

18. Does the partner have a strong influence on the area/sector/group it represents or stands for?
Does the partner have a role in the decision of relevant policies?
Does the partner have a social/moral power of persuasion? ….

19. Institutional and organisational capacity assessment – why it is needed:
Identification and selection of institutional partners
Defining the roles and responsibilities of stakeholders with respect to management, coordination and financing arrangements
Modulating the scope of the project (including financing levels) to take account of capacity constraints
Determining the project’s institutional/ organisational capacity building objectives and strategies, including realistic time-frames and resource requirements; and
Designing an appropriate sustainability strategy for the project. 

20. Partners selection: evaluating the capacity
Stakeholder
Tech. skills
Financial reliability
Policy and Planning
Links with other inst.
Accountability
Total #1 1 2 3 10 #2 6 #3 … #4 #5 #6
It can be used as a tool for the choice of the partners
0= none; 1= poor; 2: satisfactory 3=excellent

21. Partners: from selection to description
Is the role of each partner clearly described in the project?
Is the level of involvement of each partner before the proposal submission well described?
Is the working language clearly identified?
Is the aim of each project meeting clearly described?
Does the distribution of the financial resources reflect the partners’ roles in the project?
Is the future of the cooperation between the partners after the EU funding phase highlighted?

22. Partnership success
A sufficient period of time is necessary to create the partnership
Appropriate information must be shared a.s.a.p. with potential partners
Project idea disseminated
Partners’ descriptions received
Partners’ technical contributions obtained
Partners’ financial information obtained

23. Stakeholders Analysis Matrix: case study
Influence on
Impacted by
Effort Needed
Support
Malaysian Fed
HIGH
MED
POSITIVE
CZ Chamber
SK Chamber
M. Investment Dev.
LOW
ITA ASSOC
NEUTRAL
Ita Res. Centre
EU Delegation
Italian Labour Unions
NEGATIVE

24. Stakeholders Analysis Map case study
Support
Neutral
Mal. Fed.
Resist
EU DELEGATION SK CZ
M. Investment dev. agency
Low High
Influence on the project
ITA IND
ITA res. Centre
LABOUR UNIONS
Low High
Impacted by the project

25. Stakeholders Management Strategy 1/2
KEEP SATISFIED
Opinion formers and show stoppers. Inform them with high value communication on key topics and important steps.
MANAGE CAREFULLY
They are the key actors of the change/project. Make max effort to keep them engaged. Calm their concerns and satisfy their requests of information. Your partners are normally here
MONITOR
Keep an eye on them but avoid overload of information not necessary communication.
KEEP INFORMED
Anticipate and meet their needs. In case they have concerns, they could be «hostage» to be reassured.
Low High
Influence on the project
Low High
Impacted by the project

26. Stakeholders Management Strategy 2/2
CONSULT & INFORM
Technical and Financial reports
Targeted communication
Involvment in Events
Project blog
INFORM, CONSULT, ENGAGE
Team Management
Partnership Agreement
Task Assignement
Shared documents
Co-design Workshops
INFORM (with minimal effort)
Web site
Social media
Press clipping
TV & Radio PR
Public meetings
Low High
Influence on the project
Low High
Impacted by the project

27. Stakeholders Management Strategy
Stakeholder and basic characteristics
Interest and how affected by the problems
Capacity and motivation to bring about change
Possible actions to address stakeholders interests
Chamber of Commerce and Industry Uzbekistan – Private – membership based - BIO
They have interest in providing their members with more effective services.
The more effective in sustaining SMEs, the more attractive for new members
They can be the target of the action
They are motivated in getting technical assistance
They can propose new services and assistance to members and other companies
Limited political influence
Reliable organization but weak network abroad
Their staff is not skilled in specific manufacturing sectors
Enhance their staff skills
Design with them new services (and new sources of income)
Support their capacity to organize events, course, seminars
Support their capacity of lobbying
Facilitate their collaboration with certification bodies
Support them into branding strategies
Economic counsellors at embassies – economic diplomacy – gov. bodies
They have the institutional aim of supporting the export of SMEs
They can help in making the international network of UZ BIOs stronger
They can collect and communicate information on foreign markets
They can help in the attraction of foreign investors
Inform them precisely on the project, its aims and activities
Integrate their activity in order to create/enhance a network abroad

28. Stakeholders Management Strategy
Stakeholder and basic characteristics
Interest and how affected by the problems
Capacity and motivation to bring about change
Possible actions to address stakeholders interests
International certification bodies – not present in Uzbekistan – for profit
They are interested in getting new clients in Central Asia
If local authorities support local SMEs with certification procedures, it is positive for them
Expertise on certification
Helping SMEs to access new markets
They “sell” their own certification
Facilitate their collaboration with UZstandart and BIOs
Support their capacity to provide certification services in country
EU Chambers of Commerce – EU BIOs – public or private, depending on the State they belong
They are interested in creating a network for the development of business between UE and Central Asia (import – export, investment)
Expertise on services for the Internationalization of SMEs
Technical assistance to UZ BIOs
Capacity of improving the network in their country
Lobbying capacity
Connections with international certification companies
Experience in branding of local productions
Support their activities in UZ
Inform them about UZ opportunities of collaboration
Support them in creating a favorable economic and business environment for their companies in Uzbekistan
Foreign Trade Companies – provide trade and marketing services. SMEs are not obliged to work with it anymore – Public company
They are interested in representing SMEs abroad (their income depends on this)
They could be interested in developing consultancy services for SMEs that are exporting directly
They could be positively affected by national branding strategies and a better definition of value proposition of UZ products
Interested in the improvement of quality level of the SMEs they represent
They could have not a totally positive attitude towards the development of SME's capacity of direct export
They can provide SMEs with assistance and marketing services
They can sell directly and export on behalf of SMEs
Support their capacity of getting into new markets
Support their capacity of providing effective services
Involve them in workshops and seminars with SMEs
Strengthen their connections with foreign markets
Support their lobbying capacity
Involve them into the design of branding strategies

29. Map the 4 stakeholders: Low High Influence on the project Low High
Support
Neutral
Resist
Low High
Influence on the project
Low High
Impacted by the project

30. Logical Framework approach
Current situation is analysed in order to design the image of the future “desired situation”. It will facilitate the identification of the appropriate strategies in order to reach the desired situation.
Objective: to guarantee that the project idea is relevant to the future situation desired.
1. ANALYSIS
The project idea is specified in a plan.
Objective: to guarantee the development of the project.
2. PLANNING

31. Logical Framework approach steps
ANALYSIS
Stakeholder analysis
Problem analysis
SWOT analysis
Objective analysis
Strategy analysis
PLANNING
LF Matrix
Activity scheduling
Resource scheduling

32. Strategy implementation Controlling
Opportunities
Mission
Objectives
Situation Analysis
Strategy formulation
Strategy implementation
Controlling
External Analysis S W O T P R F I L E
Threats
Strenghts
Internal Analysis
Weaknesses

33. Strenghts and weaknesses
Internal organisation analysis
Organisations goals
Most promising strategies
Internal factors to evaluate: material resources (facilities, hardware, …), internal immaterial resources (planning systems, information systems, …), external immaterial resources (image, brand, customer/client satisfaction and loyalty), human resources, competencies

34. Strenghts and weaknesses
Core competencies:
A core competency is the foundation of any strategy
Core competencies: what your organisation is particularly good at

35. Strenghts and weaknesses
Financial condition:
Cash flows: is it sufficient to support the project?
Access to capital: if the cash flow finance the project? Has the company approved (or can it approve) capital spendings other than the financed grant?

36. Opportunities and threats
External analysis to define the possible areas of action
Macro & Microparameters (macro: ecnomic, political, judicial, sociocultural, Technological, Ecological – micro: current and potential targets, potencial suppliers, other organisations/competitors or partners, other projects in the same field)

37. Strenghts
Weaknesses
Opportunities
S-O Field
Maxi–Maxi
Aggressive strategy
W-O Field
Mini-Maxi
Offensive/defensive strategy
Threats
S-T Field
Maxi-Mini
Diversification strategy
W-T Field
Mini-Mini
Turn around strategy
SWOT Matrix

38. S-O Aggressive Strategy: Strenghts meet opportunities. The
most advantegeous field. Take advantage of the opportunities and maximise the streghts.
S-T Diversifcation Strategy: internal strenghts may help in overcoming the external threats. Maximise strenghts and minimize the threats.

39. W-O Offensive/defensive Strategy: there are great opportunities to develop the action, but also internal weaknesses to take care of. Minimize the weaknesses and maximize the opportunities.
W-T Turn around Strategy: internal weaknesses and external threats. Minimize both or turn around.

40. Strenghts:
- Expertise in SMEs services
Strong network in EU
Financially strong
Enough Staff to assign to the project
Expertise in agrofood and home appliances sector
Weaknesses
Limited knowledge of the country UZ
No experience with UZ SMEs
No lobby capacity in country
Limited expertise in supporting branding strategies for SMEs
Limited survey capacity
Opportunities
Local Trade Promotion system needs to further develop
Local BIOs lack of specific knowledge
Abroad network of BIOs should be more articulated
S-O Strategies
W-O Strategies
Threats
Trade regime is somewhat unfavourable to SMEs export
National owned companies for export could be against the deveopment of SMEs
Lack of surveys on key sectors
S-T Strategies
W-T Field Strategies
SWOT Matrix
Our example: technical assistance in Uzbekistan

41. Logical Framework approach steps
ANALYSIS
Stakeholder analysis
Problem analysis
SWOT analysis
Objective analysis
Strategy analysis
PLANNING
LF Matrix
Activity scheduling
Resource scheduling

42. Analysis of objectives
This methodology allows:
To describe the future scenarios deriving from the problems’ solution.
To verify the objectives’ hierarchy.
To clarify in a diagram the means-ends relations.
The negative situations identified in the problem
tree are transformed into positive and already
reached situations.

43. Transformation of the problems into objectives
Infant and maternal mortality rates reduced
High infant and
maternal
mortality rates
High incidence of
acute birth
complications
Reduced incidence of acute birth complications
Birth
complications
diagnosed
late or not at all
Increased/earlier diagnosis of birth complications

44. Objective tree EFFECTS OF THE PROJECT Expected situation PURPOSE
Results
Results
Results
Results

45. Objective tree Mothers willing to attend clinics
Increased and regular coverage by clinics
Sufficient drugs available
Improved staff skills
Attendance at rural clinics by mothers increased
Increased/earlier diagnosis of birth complications
Reduced incidence of acute birth complications
Infant and maternal mortality rates reduced
Standards of hygiene and patient care improved
Rates of post-partum and neonatal infection reduced
Increased proportion of babies breast-fed
Seasonal availability of high protein foods increased
Nutritional status of babies and infants improved
Increased N. of babies and infants vaccinated
Rates of infection among babies and infants reduced
MEANS
ENDS

46. Analysis of possible strategies
The different groups of similar Objectives identified in the Problem tree become Strategies.
The most appropriate and feasible strategy is selected on the basis of different criteria (priority, budget, timing).
This phase requires therefore 2 steps:
Definition of the different strategies allowing to reach the project’s purpose.
Choice of the project’s strategy.

47. Analysis of possible strategies
Mothers willing to attend clinics
Increased and regular coverage by clinics
Sufficient drugs available
Improved staff skills
Attendance at rural clinics by mothers increased
Increased/earlier diagnosis of birth complications
Reduced incidence of acute birth complications
Infant and maternal mortality rates reduced
Standards of hygiene and patient care improved
Rates of post-partum and neonatal infection reduced
Increased proportion of babies breast-fed
Seasonal availability of high protein foods increased
Nutritional status of babies and infants improved
Increased N. of babies and infants vaccinated
Rates of infection among babies and infants reduced
MEANS
ENDS
Nutrition strategy
Primary healthcare
strategy
Secondary healthcare
strategy

48. Limited export of SMEs assisted by BIOs
Lack of support of a branding strategy for locally produced goods
Limited capacity as policy makers (trade regime, currency)
Limited services of assistance to SMEs on provision of services useful to export to foreign markets
Not effective lobbying activity organised by UZ BIO’s
Lack of critical sector-specific staff expertise in Uzbekistan’s export promotion institutions
The abroad network of Uzbekistan’s export promotion institutions is limited
No assistance provided by BIOs to SMEs in order to help them obtaining the relevant certifications needed to export
Lack of a branding strategy
No specific teams of experts dedicated to key sectors
Many important foreign markets are without representative offices
A lack of knowledge of International certifications of BIOs staff
The number of international certification companies providing their services in Uzbekistan is limited
Lack of know how related to marketing of BIOs staff
No survey on the most promising Uzbekistan’s manufacturing sectors
Limited BIOs’ knowledge of foreign markets opportunity
Too few staff dedicated offices abroad
Uzbekistan is not properly promoted in order to attract Int. cert. companies

49. Let’s turn the problems into objectives

50. Increased export of SMEs assisted by BIOs
Increased support capacity of BIOs in defining a strategy for locally produced goods
Increased role of BIOs in trade policy making
Improved capacity of Uz BIOs in providing services of assistance to SMEs useful to export to foreign markets
Well organised lobbying activity implemented by UZ BIO’s
Increased critical sector-specific staff expertise in Uzbekistan’s export promotion institutions
Strengthened abroad network of Uzbekistan’s BIOs
Increased BIOs’ capacity to assist SMEs in order to help them obtaining the relevant certifications needed to export
Definition of a branding strategy
Qualification of specific teams of experts dedicated to key sectors
New foreign markets covered by UZ BIOs
Increased knowledge of International certifications of BIOs staff
The number of international certification companies providing their services in Uzbekistan is increased
Increased know how related to marketing of BIOs staff
Individuation of the most promising Uzbekistan’s manufacturing sectors
Staff dedicated offices abroad increased/enhanced
Increased BIOs’ knowledge of foreign markets opportunity
Uzbekistan is properly promoted in order to attract Int. cert. companies

51. OVERALL OBJECTIVE/ GOAL
Strategy 2
Strategy 3
Strategy 1
Strategic – Specific/ Objective 3
Purpose - Strategic /Specific Objective 1
Purpose – Strategic/ Specific Objective 2
Result 1.1
Result
Result 2.1
Result
Result 2.2
Result
Result 2.3
Result
Result 3.1
Result
Result

52. OVERALL OBJECTIVE / GOAL
IMPACT
Purpose/ Strategic - Specific Objective 2
OUTCOME
Result 2.1
RESULTS
Result 2.2
Result 2.3
Strategy 2

53. «politicy maker» strategy
Increased export of SMEs assisted by BIOs
«branding» strategy
«politicy maker» strategy
«development of assistance services» strategy
Increased support capacity of BIOs in defining a strategy for locally produced goods
Increased role of BIOs in trade policy making
Improved capacity of Uz BIOs in providing services of assistance to SMEs useful to export to foreign markets
Well organised lobbying activity implemented by UZ BIO’s
Increased critical sector-specific staff expertise in Uzbekistan’s export promotion institutions
Strengthened abroad network of Uzbekistan’s BIOs
Increased BIOs’ capacity to assist SMEs in order to help them obtaining the relevant certifications needed to export
Definition of a branding strategy
Qualification of specific teams of experts dedicated to key sectors
New foreign markets covered by UZ BIOs
Increased knowledge of International certifications of BIOs staff
The number of international certification companies providing their services in Uzbekistan is increased
Increased know how related to marketing of BIOs staff
Individuation of the most promising Uzbekistan’s manufacturing sectors
Staff dedicated offices abroad increased/enhanced
Increased BIOs’ knowledge of foreign markets opportunity
Uzbekistan is properly promoted in order to attract Int. cert. companies

54. Overall Objective/ Goal
«development of assistance services» strategy
Overall Objective/ Goal
Increased export of SMEs assisted by BIOs … … …
Purpose – Strategic/ Specific Objective
Improved capacity of Uz BIOs in providing services of assistance to SMEs useful to export to foreign markets
Results
Increased critical sector-specific training for on the specific themes related to Uzbekistan’s export
Strengthened abroad network of Uzbekistan’s BIOs
Increased BIOs’ capacity to assist SMEs in order to help them obtaining the relevant certifications needed to export

55. Increased export of SMEs assisted by BIOs …
INTERVENTION LOGIC
OVI of ACHIEVEMENT
SOURCES AND MEANS OF VERIFICATION
ASSUMPTIONS
OVERALL OBJECTIVES
Increased export of SMEs assisted by BIOs …
PROJECT PURPOSE
Improved capacity of Uz BIOs in providing services of assistance to SMEs useful to export to foreign markets
EXPECTED RESULTS
R1 Increased critical sector-specific training for on the specific themes related to Uzbekistan’s export
R2 Strengthened abroad network of Uzbekistan’s BIOs
R3 Increased BIOs’ capacity to assist SMEs in order to help them obtaining the relevant certifications needed to export
ACTIVITIES

56. THANK YOU!