1. PROJECT CYCLE MANAGEMENT (PCM)
Mamadou DIALLO

2. WHAT IS A PROJECT?
“A project is a series of activities aimed at bringing about clearly specified objectives within a defined time-period for an identified group of stakeholders”
Clearly identified stakeholders (primary target group and final beneficiaries)
Specific objectives (overall/specific)
Activities (action plan)
Resources and input (means; budget)
Clearly defined coordination (management and financial
set-up)
A monitoring an evaluation system (support performance)

3. WHAT TO KNOW ABOUT EU PROJECT?
A well formulated project has an appropriate balance between EC priorities and partner priorities
EU projects should form part of and be consistent with national/regional development policies and EU priorities and strategies
Funding should fit the project’s objectives and activities
(Local projects= local funding, national projects= national funding, European projects = EU funding)

4. PROGRAMMING
Evaluation /Audit
FORMULATION
IDENTIFICATION
IMPLEMENTATION
PROJECT
CYCLE

5. PROGRAMMING PROJECT IDENTIFICATION Evaluation /Audit CYCLE FORMULATION
IMPLEMENTATION
Analyse situation at national and sectoral level. Identify problems, constraints and opportunities.
Identify main objectives and sectoral priorities for development cooperation
Provide a relevant and feasible programming framework within which projects can be identified and prepared.
Formulate/evaluate strategies taking account of past experience
PROJECT
CYCLE

6. PROGRAMMING PROJECT IDENTIFICATION Evaluation /Audit CYCLE FORMULATION
IMPLEMENTATION
PROJECT
CYCLE
Identify ideas for the project and other development actions
Consult intended beneficiaries of each action, analyse problem they face and options to address these problems
Make decision on the relevance of each project idea and on which ideas should be further studied during formulation

7. PROGRAMMING PROJECT IDENTIFICATION/ Evaluation /Audit CYCLE
FORMULATION
IDENTIFICATION/
IMPLEMENTATION
PROJECT
CYCLE
Develop relevant project ideas
into operational project plans
Assess feasibility and
sustainability
Make decision whether to draw
up a formal project proposal and
seek funding for it.

8. PROGRAMMING PROJECT IDENTIFICATION Evaluation /Audit CYCLE FORMULATION
IMPLEMENTATION
PROJECT
CYCLE
Project is mobilised and executed
Project Management assess actual progress
against planned progress to determine whether
the project is on track towards achieving its
objectives.
If necessary the project is re-oriented to bring it
back on track, or to modify some of its objectives in the light of significant changes that may have occurred since its formulation.

9. PROGRAMMING PROJECT IDENTIFICATION Evaluation /Audit CYCLE FORMULATION
IMPLEMENTATION
PROJECT
CYCLE
Funding agency and partners assess the
project to identify what as been achieved, and
to identify lessons that have been learned.
Evaluation findings are used to improve the
design of future projects or programmes
It is common practice also to conduct a mid-
term evaluation during implementation, to
identify lessons that can be applied during the
remaining life of the project.
Project funds are audited.

10. LOGICAL FRAMEWORK APPROACH (LFA) CHARACTERISTICS
Finding the “roots” before setting the objectives
Objectives and beneficiary oriented
Participatory/Ownership
Consensus oriented
Focus on logical links

11. WHY LFA?
Ensures the Relevance, Feasibility and Sustainability of a project
Facilitates a dialogue/Ownership manifested
Ensures that fundamental questions are asked and weaknesses are analysed
Defines the key elements and the settings of a project
Identifies measurements/indicators of the project’s achievements

12. THE 9 STEPS of an LFA ANALYSES
1- Analysis of project´s Context
2- Analysis of Stakeholders
3- Problem Analysis/Situation Analysis
4- Objectives Analysis
5- Plan of Activities
6- Plan of Resources/Inputs
7- Indicators/measurements
8- Risk Analysis
9- Analysis of Assumptions

13. THE LFA PROCESS STEP 1: PROJECTS CONTEXT
Changes/projects are part of a larger context/a situation
Which environment will the project be situated in?
Which factors are of importance for achieving the objectives?
Analysis of Context made through a study and/or through making a “SWOT” analysis
- Strengths
- Weaknesses
- Opportunities
- Threats

14. STEP 2: STAKEHOLDER ANALYSIS
Stakeholders - those influenced by and exert an influence on the project entity
Mapping of stakeholders and their respective roles
Who will be influenced, positively or negatively, by the project
Which stakeholders should be involved in planning and/or implementing the project
Four main groups of stakeholders
♦ Beneficiaries
♦ Implementers
♦ Financing agents
♦ Decision makers

15. STEP 3: PROBLEM ANALYSIS
Finding “the roots of the evil”
Which is the problem to be solved?
Who owns the problem?
One focal problem, focus!
Find the causes and effects to the focal problem
The causes of the problem shall be “tackled” through activities within the framework of the project in order to solve the problem in a sustainable way

16. Problem Tree Objective Tree Effects Overall objectives
Focal problem Project Purpose
Causes Results

17. STEP 4: OBJECTIVES ANALYSIS
THREE LEVELS
1- Overall Objectives/Development Objectives; Often Governmental level, long term perspective, i e social welfare, economic growth...
Time frame: 5 – 10 years
2- Project objectives or Project Purpose; which are the objectives that the intervention/project should be able to achieve, solve the focal problem, time frame, medium term (i.e. frequency of trade unionists arrested/sacked in x-region/country reduced by x%) Time frame:0 – 3 years.
3- Outputs/Targets/Results;
the output describe the services to be produced by the project, what services to the beneficiary get access to? Short term/directly after the project activities. Time frame: now

18. LFA OVERALL OBJECTIVES (Step 4/1)
Long-term social and or economic benefits, to which the project will contribute
Not achieved by the project on its own, several projects contribute
States the positive state for beneficiaries and for the society
Examples;
- Economic growth in region/country X increased,
- Health care system improved
- Increased income of workers and their families

19. LFA PROJECT PURPOSE (Step 4/2)
The main reason for having a project ! WHY a project
Connection to the “focal” problem
Sets out the benefits, which the beneficiaries derive from the project
Implementing agencies should enable for the beneficiaries to achieve the benefits by delivering the required services/results

20. LFA RESULTS (Step 4/3) Connected to the causes of the focal problem
Sets out the services which the beneficiaries will receive from the implementing agency through the project
SMART PROJECT PURPOSE
Specific
Measurable
Accurate or Approved
Realistic
Time bound

21. STEP 5: ACTIVITIES Tackle the causes of the focal problem
What will be done under the project to deliver the services/results required by the beneficiaries
Usually expressed as an action
Means to achieve the objectives, not the objectives

22. STEP 6: INPUTS/RESOURCES
Experts and personnel (local and foreign)/Counter part, project group
Financing (loans, grants, funds) cost sharing? Future long term financing?
Equipment
Premises

23. The process of setting up indicators shows if the objectives are vague
STEP 7: INDICATORS
MEASURE ACHIEVEMENTS
A baseline study might be needed to be able to measure the final results?
The process of setting up indicators shows if the objectives are vague
Indicators should answer the questions:
For whom? What? When? Where? How much? What quality?

24. STEP 8: RISK ANALYSIS
Analysis of factors which may influence the implementation of the project and hence the achievement of objectives
Internal and External risks
Alternative strategies may be needed?
Risk management

25. STEP 9: ANALYSIS OF ASSUMPTIONS
The project in the perspective of society/ institutional situation in a country (laws, political commitments, financing)
Assumptions describe situations and conditions, which are necessary for project success, but which are largely beyond the control of the project management
Assumptions on each level of objective
Ex. Prevailed stable political situation

26. WHY DIFFERENT STEPS IN LFA?
Relevance; Step 1 – 4
Context, Stakeholder-, Problem- and Objectives analysis. Logical links between problems and solutions, Relevant to support? (in accordance with strategies and problems in the country/sector?)
Feasible; Step 5 – 7
Plan of Activities, Resources/inputs and Indicators. Are the resources sufficient to achieve the objectives? (Resources: Personnel, time, funding, equipment)
Sustainable; Step 8 – 9
Risk analysis and Assumptions. If the project is sustainable, will the effects of the project remain without continuous external assistance outside?

27. LFA MATRIX/LOG FRAME Overall Objectives Indicators
Sources of Verifications
Assumptions
Project Purpose
Indicators
Sources of Verifications
Assumptions
Results
Indicators
Sources of Verifications
Assumptions
Activities
Resources

28. The Intervention Logic
then the project will contribute towards the OVERALL OBJECTIVE
if the Project Purpose is achieved
then the Project Purpose will be achieved
if Results are produced
if Activities can be undertaken
then Results will be produced
If Means are provided
then Activities can be undertaken

29. MONITORING AND EVALUATION
Based on the logical framework
Strengthens accountability and transparency
Provides information for effective management
Helps determine what works well and what requires improvement
Builds knowledge

30. PURPOSE OF MONITORING AND EVALUATION
It is the continuous process of collecting, processing and assessing information about the:
Project implementation
Project progress
Project impact and effects
Project environment

31. MONITORING
Continuous function that aims to provide early indications of progress or lack thereof in the achievement of results
Assumes the validity of the existing plan
Takes place at the project level
Is the responsibility of the project management
Is based on the indicators defined in the logical framework

32. MONITORING RESPONSIBILTY
PROJECT MANAGEMENT
Activities
Output indicators
Early outcome indicators
PROJECT TARGET GROUP
Outcome indicators
Impact indicators

33. EVALUATION
Time-bound exercise to assess the relevance, performance and success of on-going or completed projects
Questions the validity of existing planning
Is related to the impact of the project
Opens the mind for strategic adjustments

34. EVALUATION QUALITY CRITERIA
Relevance (overall)
Efficiency (activities, outputs)
Effectiveness (outputs, outcome)
Impact (outcome, impact)
Sustainability (outcome, impact)

35. CLASSIC MISTAKES TO AVOID
Promise too much impact, outcome and output
Budget doesn’t link to activities
Lack of resources for administration
Doesn’t handle internal, organisational consequences
Too big (or too small) partnerships
Lack of time (bad log frame approach)

36. CONCLUSION HOW THE LFA METHOD WORKS DEPENDS WERY MUCH ON ITS USERS
THE LFA IS NO BETTER AND NO WORSE THAN ITS
USERS