1. 1 … Projects … How to be more successful?

2. 2

3. 3 What are the criteria of success?

4. 4 Satisfied Final Beneficiaries? or

5. 5 Satisfied Donor / Funding Agency ?

6. 6 What are the main problems with Projects? and WHY?

7. 7 Please write 3-5 problems you experienced in projects each on one card

8. 8

9. 9

10. 10

11. 11

12. 12

13. 13 PREPARATION versus IMPLEMENTATION

14. 14 PREPARATION … Planning for: Relevance … Feasibility… Sustainability …

15. 15 Relevance WHY this project?

16. 16 Relevance What is Relevance? - Problems versus Needs (Final Beneficiaries) - Policy objectives - Proof from lessons (evaluations)

17. 17 Feasibility What is Feasibility? Effectiveness (Results plus Assumptions) Efficiency (Activities to Results)

18. 18 Sustainability What is Sustainability? - Policy match - Ownership (socio – cultural – gender) - Appropriate Technology - Environment - Management - Finance

19. 19 What Evaluations teach us?  Relevance is often questioned  Delays  Unforeseen risks (poor design) ???  Participation of stakeholders weak – other priorities  Duplication, triplication, quadruplicating ….  (Political) sabotage and  Corruption

20. 20 Wrong project design ? n Solutions offered do not address the actual problems (relevance)? n Too narrow components (feasibility)? n Based on wrong assumptions? n Gender issues ignored? n Ownership & Sustainability?

21. 21 Corrective Action … required! Introduction of proper processes during each phase of the Project Cycle: PROJECT CYCLE MANAGEMENT!

22. 22

23. 23 Project Cycle Manager Project Manager

24. 24 Project Cycle Manager Project Manager EVALUATION

25. 25

26. 26 What can easily go wrong? PLAN (LogFrame) IMPROVED SITUATION  My ‘brilliant’ idea

27. 27 ‘Traditional planning process’ (proposal writing) Without consultations: Quick, easy (& dirty) project formulation WHY?

28. 28 (We think) WE KNOW WHAT IS RIGHT !!!!

29. 29 WHO’s IMPROVED SITUATION ? Hidden agendas?

30. 30 Even unconsciously !!!! But development cooperation is different

31. 31

32. 32 Problems versus Needs PROBLEMS:NEEDS (objectives): Existing negative situationPositive future wishes Can SEE, PICTURE, VERIFY (monitor)DREAMS, ILLUSION … ‘Owner’ and describe PAIN and EMOTION Safe to mention Need information from those who suffer‘COPY - PASTE’ approach based on pre-conceived perception and assumptions You cannot LIE about problems Cause AGREEMENT & COMMITMENTCause ARGUMENT and SEPARATION Form the ‘ANCHOR’ of the project

33. 33 Problems versus Needs PROBLEMS:NEEDS (objectives): Positive future wishes DREAMS, ILLUSION … Safe to mention ‘COPY - PASTE’ approach based on pre-conceived perception and assumptions Cause ARGUMENT and SEPARATION

34. 34 Problems versus Needs PROBLEMS:NEEDS (objectives: Existing negative situation Can SEE, PICTURE, VERIFY (monitor) ‘Owner’ and describe PAIN and EMOTION Need information from those who suffer You cannot LIE about problems Cause AGREEMENT & COMMITMENT Form the ‘ANCHOR’ of the project

35. 35 PROBLEMS !

36. 36 “POOR” PRESENT SITUATION PLAN (LogFrame) IMPROVED SITUATION ANALYSIS problems! functional relationships SUPPLIERS   RECIPIENTS

37. 37 Stakeholder Analysis ! For WHO (End-users / beneficiaries) and by WHO (contributing agencies)?

38. 38 Network diagram …

39. 39 How ‘buy in’ may happen? n Understanding of interdependency n Emotional bonding through understanding of problems = ‘feel the pain’ (story telling) n Social control through peers n Agreements on results (= mirrored problems) 39

40. 40 How to keep them on board? n Make them (emotionally) understand their relevance and importance through self- discovery in a workshop with equals. n Make their positions publicly knows (in and after a workshop) n Remind them on Results (Results Oriented Monitoring – ROM and Results-Based Accountability - RBA) 40

41. 41 WHY involved? Feel the pain! Poor life condition in Area X High unemployment in area X Unemployed people unable to enter the labour market Unexperienced workers too expensive for companies Skills of unemployed workers outdated Parents with young children are tied to home High labour costsDemand of local goods decreased

42. 42 WHAT should be achieved? Increased development in area X Increased employment in area X People prepared to enter labour market New workers hired by businesses People skills meet the request of labour market Support with childcare provided Labour costs affordable for businesses Demand of goods increased OUTIN

43. 43

44. 44

45. 45 MODEL STRUCTURE OBJECTIVE TREE

46. 46 FROM OBJECTIVE TREE TO PLANNING MATRIX

47. 47 Logical Framework Matrix + + +

48. 48

49. 49 “Forking” provides insight in other components (and other stakeholders) that are needed to achieve the higher objective. These can either be incorporated into the project design or if this is not possible be monitored as apparent RISKS.

50. 50 The usual project !

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52. 52

53. 53

54. 54

55. 55

56. 56 The new project concept !

57. 57 Why ‘consultations’? In order to get insight on the RISKS, we need to invite ‘other stakeholders’ to hear their perception on the problems and possible solutions …

58. 58 Consultations? Misunderstandings due to: - cultural differences? - different expectations? - national differences? - communication? - different norms & values? - belief systems?

59. 59 Through better:

60. 60 The manager (Northern Unions) as facilitator ? Create a safe environment for others to complain, share, contribute by asking questions instead of ‘giving orders’

61. 61 EVALUATE? Before (ex-ante) or Afterwards (ex-post)

62. 62 Project Cycle Manager Project Manager EVALUATION EX-ANTE Assessment

63. 63 Ex-Ante Assessment ! Relevance … Feasibility… Sustainability …

64. 64

65. 65 but, Learning is not enough … Change is required !

66. 66

67. 67 Key task of a Project Coordinator: Monitoring RISKS through LISTENING to end-users, beneficiaries and contributing suppliers.

68. 68 Only then: Project Coordinators can ‘ring the bell’ and create more effective and sustainable projects!

69. 69 Hopefully these ideas will contribute to you becoming even a better professional ! Thank you for your attention May I wish you all the success with the application of these PCM concepts and tools ! Hopefully these ideas will contribute to you becoming even a better professional !

70. 70 Erik KIJNE PCM Group Process Consultants & Moderators rue du Luxembourg 23/6 1080 Brussels +32-(0)2-514 36 41 +32-(0)475-698 306 info@pcm-group.com http://www.pcm-group.com