1. Session 4: Project Management in Humanitarian Context
Grassroots Pakistan
Muhammad Sufyan

2. Review Session 3

3. PROJECT IDENTIFICATION and planning

4. Learning Objectives
By the end of the session , participants will be able to
Define assumptions and its importance in LFA.
Explain indicators and write indicators using Quantity , Quality and Time (QQT) criteria
Give examples of Means/Source of Verification
Complete the Project Planning Matrix ( LFA)
Explain the background of LFA and terminologies used by different donors

5. General sequence of completion

6. Assumption
Factors external to the project which are likely to influence the work of the project management has little control, and which need to exist to permit progress to the next level in the matrix

8. Assessment of assumptions

9. Relationship between assumption and Objective hierarchy

10. Testing Cause and Effect
Link with “IF” …. “AND”…. “THEN”
Results + activity
Assumptions
B. Sustainable resilience to the impact of high food prices of vulnerable, farming households
Z. The strategy to increase domestic food production is not undermined by major falls in food prices
D. Improved quality and quantity of food supply, in the short- and mid-term, of selected vulnerable households
Y. Extra home-produced food is not sold but is used to meet household nutrition needs
A. Key immediate constraints to food production addressed
W. Contracted input traders reach remoter areas as per contracts.
C. Implement work-for-voucher scheme with targeted households
X. Selection of targeted households is not a source of conflict

11. Assumptions - an example
Logical framework matrix
Post harvest losses
Project description
Indicators
Sources of verification
Assumptions
Overall objective: Improve the utilization of fisheries and aquatic resources for the benefit of the current and future generations.
Purpose/Immediate Objective: To minimize post harvest losses and improve quality and safety of fish products to acceptable standards.
• Political stability • Adequate institutional funding, Interest and determination • Sufficient stakeholder interest.
Results/Outputs/
1.1 Improved fish handling.
Govt..department have sufficient financial and human capacity to support development • Level of increased income is sufficient to make a significant difference fishery businesses.
These indicators are incomplete, discuss how they may be improved by adding quantity, quality and time

12. Indicators Objectively verifiable
1. Increase training in PCM within org.
Base indicator
Indicators Objectively verifiable
2. Twenty staff of org and its subdivisions receive training in PCM
Add quantity (how much)
Good Indicators should include
Quantity
Qualities
Time/dates
Add quality / what kind of change
3. Training of mid level managers and professionals within org in PCM increased by 20 (60 to 80) or 33.3% increase between years
The 33.3% and 60-80? refer to the increase of participant between the years 2007 and 2008
Characteristics of indicators
Objectively verifiable
that means that different people should come to the same results when using the indicators in a monitoring or evaluation process;
Independent
from each other, each one relating to a specific objective
Plausible
in that the effects observed are direct results of project interventions
Specific
with regard to quality, quantity, target group, time/ period and place (the 5 dimensions of an indicator)
Measurable
(directly or indirectly), so that they can be assessed
Based on accessible information
also in terms of time and money
Indicators and milestones form the basis for monitoring as they show to which extent a project’s intended objectives (first in the sense of progress) have been achieved
The logical sequence laid down in the LFA between activities (that, carried out lead to) – outputs (that, achieved will lead to the achievement of the) and immediate objective helps to choose monitoring indicators
The milestones defined in the activity schedule (based on the Logframe matrix) form part of the basis for monitoring
Add time (by when)
4. Training in PCM of mid level managers and professionals within GR increased by 20 (60 to 80) by June 2007 or 33.3% increase between 2007 and 2008

13. Means/Sources of verification (SoV)
Do appropriate external sources already exist (e.g. reports, statistics)?
Are these sources specific enough?
Are the sources reliable and accessible?
Is the cost of obtaining the information reasonable?
Should other sources be created?

14. Examples of MoVs
records e.g. of secretariat; minutes, attendance lists, resolutions, budgets, accounts, etc.
stakeholder feedback, results of focus groups
documents, film, audio
surveys and commissioned research reports
annual reviews; harmonised partner reviews
external evaluation reports
local, national and global statistics and data

15. Example GANTT schedule Time Schedule / Gantt Chart

16. History of LFA
Developed in response to poor planning and monitoring of Development projects
The first logical framework developed for USAID at the end of 1960’s
GTZ was responsible for the development of ZOPP or Zielorientierte Projekt Planung
NORAD made a significant contribution in 1990 with their handbook

17. Logical Framework – Red Crescent
Objectives
(What we want to achieve)
Indicators
(How to measure change)
Means of verification
(Where / how to get information)
Assumptions
(What else to be aware of)
Goal
Outcomes
Outputs
Here this slide is animated – so that you can ask participants to call out (in plenary) what are the 4 columns of the logframe – and what are the 4 rows
Activities
Inputs
Costs

18. UNDP MODEL

19. CIDA Model

21. Disadvantages
Focusing too much on problems rather than opportunities and vision (WAGENINGEN UR 2010)
Organisations may promote a blueprint, rigid or inflexible approach, making the logframe a straitjacket to creativity and innovation (THE WORLD BANK 2000)
Limited attention to problems of uncertainty where a learning or adaptive approach to project design and management is required (WAGENINGEN UR 2010)
The strong focus on results can miss the opportunity to define and improve processes

22. Thank you!