1. PROJECT CYCLE MANAGEMENT
An introduction

2. Overview Definitions Project Cycle Log Frame Approach – analysis phase
stakeholder analysis
problem analysis
analysis of objectives
Log Frame Approach – planning phase
assumptions
indicators
sources of verification
activity scheduling
Project Charts

3. PROJECT APPROACH
Project = a series of activities aimed at bringing about clearly specified objectives within a defined time-period and with a defined budget.
A project should have:
Clearly identified stakeholders (primary target group & final beneficiaries);
Clearly defined coordination, management and financing arrangements;
A monitoring and evaluation system;
An appropriate level of financial and economic benefits (indicating that the project‘s benefits will exceed its costs).

4. PROJECTS AND PROJECT MANAGEMENT
- Funding and contributions that are additional to ongoing activities
- Funding = limited in time and resources
Contribute to process of change taking place in a context that is complex because:
it is changing continuously
many actors are involved and may have an influence
Project management can therefore be defined as the facilitation of such processes of change in order to attain objectives in the most effective and efficient way

5. Management tools Logical framework approach
A methodology for analysing, planning, managing and evaluating programmes and projects, using tools to enhance participation and transparency and to improve orientation towards objectives
Developed in early 70s by USAID and widely adopted
Project cycle management (PCM)
Defines different phases in the project life with a well-defined process of involvement of different stakeholders, management activities and decision making procedures
Uses the LFA (as well as other tools such as the Pert chart and Gantt diagram)
Developed in early 90s and adopted by most development agencies and the EC

6. Project cycle management
Not revolutionary but likely to frame and articulate ongoing practices
Not an exact science but a supporting tool to structure learning processes
Many agencies talk about it, few are actually good at it
Widely applicable – usefulness goes beyond development
Value added depends on quality of its application

7. PCM Principles Respect for different phases in project cycle...
Stakeholder orientation...
Consistent project design using logical framework...
Attention for sustainability...
Integrated approach using standarised documentation...
TO ENSURE...
informed decision-making at different stages of project management
involvement and commitment of stakeholders
a comprehensive and consistent analysis and planning
that from design onwards mechanisms are considered that will continue the flow of benefits
linkage with wider efforts, simplified and transparant documents

8. PROJECT CYCLE Programming Identification Formulation Evaluation
Implementation
Monitoring

9. PROJECT CYCLE Appraisal Formulation l Ex-post evaluation Ex-ante
Monitoring by stakeholders
End of project evaluation
Ex-post evaluation l
Ex-ante
evaluation
Appraisal
Formulation

10. PCM/LFA APPROACH

11. Logframe Approach ANALYSIS PHASE PLANNING PHASE
Stakeholder Analysis - identifying & characterising major stakeholders, target groups & beneficiaries, defining whose problems will be addressed by a future intervention, and which potentials can be used
Problem analysis - identifying key problems, constraints and opportunities; determining cause and effect relationships
Analysis of objectives - developing objectives from the identified problems; identifying means to end relationships
Strategy analysis - identifying the different strategies to achieve objectives; selecting the most appropriate strategy(ies); determining the major objectives (overall objectives and project purpose)
Logframe - defining the project/ programme structure, testing its internal logic, formulating objectives in measurable terms, defining means and cost (overall)
Activity scheduling - determining the sequence and dependency of activities; estimating their duration, setting milestones and assigning responsibility
Resource scheduling - from the activity schedule, developing input schedules and a budget
Define the project logic
Identify stakeholders
Deduct
Specifying and operationalising
Select the option

12. Stakeholder Analysis (4 steps)
Identifying Key Stakeholders (beneficiaries, vulnerable groups, possible adversely effected groups, socio-economic characteristics, relationships etc.)
Determining Stakeholder Interests (benefits, expectations, resources they could mobilise etc)
Determining Stakeholder Power and Influence (power and dependency relationships, control of decision making, resources etc.)
Formulating a Stakeholder Participation Strategy in view of analysis, planning and implementation

13. STAKEHOLDER ANALYSIS STAKEHOLDER INTEREST AND ATTITUDE TOWARDS PROJECT
ROLE IN PREPARATION PROCESS
INVOLVEMENT DURING PROJECT IMPLEMENTATION

14. 1. PROBLEM ANALYSIS
Should involve key stakeholders (identified through analysis)
Typically in a workshop setting with possible external facilitation
Given the capacity building orientation, multilevel problem analysis (subject and capacity)

15. Step 1:Problem analysis (I)
Is a procedure which allows to :
analyse an existing situation
identify key problems in this context
visualise the problems in form of a diagram/tree (cause-effect relationships)

16. Problem analysis Effects Causes
Establishing cause-effect relations between problems
Decreasing in-comes of artisanal fisherfolk
Effects
Decreasing fish stocks
Low price received by artisanal fisherfolk in the village
Destruction of coral & mangrove habitats
Illegal fishing methods applied
Processed fish is of bad quality
Limited access to markets
Causes

17. Problem analysis agree on the unit of analysis
identify major problems existing within a given situation (brainstorming)
select a starter problem
look for related problems to the starter problem
establish hierarchy of cause and effects
problems which are directly causing the starter problem are put below
problems which are direct effects of the starter problem are put above
complete with all other problems accordingly
connect the problems with cause-effect arrows
review the diagram and verify its validity and completeness

18. PROBLEM TREE ANALYSIS

19. 2. Analysis of objectives
Turning the negative aspects into future desired, but realistic situations
Incomes of artisanal fisherfolk increased
Ends
Rate of decline in fish stocks arrested
Price received by artisanal fisher-folk increased
Access to markets improved
Coral & man-grove habitats conserved
Incidence of illegal fishing reduced
Quality of fish processing improved
Means

20. 3: Analysis of Strategies
The purpose is:
to identify possible alternative options or ways to contribute to the overall objectives
to agree on priority strategies based on an assessment of the relevance, the feasibility and the sustainability of each of them
to concentrate the means of the project on what is really important, effective and feasible

21. Analysis of Strategies (III)
OUT IN
Incomes of artisanal fisherfolk increased
OVERALL
OBJECTIVE
Rate of decline in fish stocks arrested
Price received by artisanal fisher-folk increased
SPECIFIC
OBJECTIVE
Coral & man-grove habitats conserved
Incidence of illegal fishing reduced
Quality of fish processing improved
Access to markets improved
RESULTS
Decision based on: budget, priorities, human resources available, social acceptability, urgency, ...

22. Logframe Approach ANALYSIS PHASE PLANNING PHASE
Stakeholder Analysis - identifying & characterising major stakeholders, target groups & beneficiaries, defining whose problems will be addressed by a future intervention, and which potentials can be used
Problem analysis - identifying key problems, constraints and opportunities; determining cause and effect relationships
Analysis of objectives - developing objectives from the identified problems; identifying means to end relationships
Strategy analysis - identifying the different strategies to achieve objectives; selecting the most appropriate strategy(ies); determining the major objectives (overall objectives and project purpose)
Logframe - defining the project/ programme structure, testing its internal logic, formulating objectives in measurable terms, defining means and cost (overall)
Activity scheduling - determining the sequence and dependency of activities; estimating their duration, setting milestones and assigning responsibility
Resource scheduling - from the activity schedule, developing input schedules and a budget
Define the project logic
Identify stakeholders
Deduct
Specifying and operationalising
Select the option

23. The Logical Framework?
The Logical Framework Matrix provides a summary of:
why a project is carried out
what the project is expected to achieve
how the project is going to achieve it
which external factors are crucial for its success
where to find the information required to assess the success of the project
which means are required
what the project will cost

24. From Strategy Analysis to Intervention Logic
HOW?
Complete formulation of objectives
Transfer objectives to logframe (intervention logic): OO, SO, Results
Review and complete the objectives at different levels
Identify possible activities

25. Logical framework Specific Objective Results Activities Means Costs
Intervention Objectively Sources of Assumptions
Logic Verif. Indicators Verification
Overall Objective
Specific
Objective
Results
Activities
Means
Costs
Pre-conditions

26. Intervention Logic
Overall objective: the project’s contribution to policy or programme objectives (impact)
Specific objective: direct benefits to the target group(s). S.O. is consequence of results, not the sum of the results.
Results: the services or products to be realised by the project.
Activities: the tasks (workprogramme) that need to be carried out to deliver the planned results.
(detailed activities are often better presented seperatly. e.g. Gantt chart format)

27. Logical framework Activities Means Costs Pre-conditions
Intervention Objectively Sources of Assumptions
Logic Verif. Indicators Verification
Incomes of artisanal fisherfolk increased
Price received by artisanal fisher-folk increased
Quality of fish processing improved
Access to markets improved
Activities
1.1. To train fish handlers
1.2. To install appropriate
Equipment etc.
Means
Costs
Pre-conditions

28. Logframe Logframe Basics Overall Objectives Specific Objective Results
Objectively Verifiable Indicators
Intervention Logic
Sources of Verification
Assumptions
Overall Objectives
Specific
Objective
Results
Activities
Means
Cost
Pre-conditions
‘... IF results are delivered, AND assumptions hold true,
THEN the project purpose will be achieved ...’

29. Logframe Basics Logframe Means Cost
Objectively Verifiable Indicators
Intervention Logic
Sources of Verification
Assumptions
Incomes of artisanal fisherfolk increased
Price received by artisanal fisher-folk increased
Rate of decline in fish
stocks arrested
Quality of fish processing improved
Leaders of fish co-ops
Collaborate
1.1. To train fish handlers
1.2. To install appropriate
Equipment etc.
Means
Cost
‘... IF results are delivered, AND assumptions hold true,
THEN the project purpose will be achieved ...’
Prmission local
Gov. Obtained
Project facilities
provided

30. HOW?
Assumptions
• Assess the importance of the external factors by using the assessment algorithm
• Check the intervention logic and assumptions on completeness

31. Assessment of Assumptions
Is the external factor important?
Yes No
Will it be realised?
Do not include in logframe
Almost certainly
Do not include in logframe
Likely
Include as an assumption
Unlikely
Is it possible to redesign the project in order to influence the external factor?
Redesign the project by adding activities or results; reformulate the Project Purpose if necessary
Yes No
The project is not feasible

32. Project assumptions:
Project assumptions may be outside of the project control (policy, collaboration external actors etc.)
Other assumptions may have university policy implications (staffing policies, incentives, space for resources generation etc.) – Should be taken up prior or during implementation

33. Indicators WHY? To: • Clarify the characteristics of the OO, SO and R
• Manage the project more objectively
• Provide a basis for performance measurement, monitoring and evaluation
OVI’s describe the project’s objectives in operationally measurable terms (quantitiy, quality, time)
Note:
Often, it is necessary to establish several indicators for one objective. Together, these will provide reliable information on the achievement of objectives.

34. Indicators: An Example
Objective: Pollution load of wastewater discharged into the Blue river is reduced
Select the indicator: Concentration of heavy metal compounds (Pb, Cd, Hg)
Define the targets:
Define the quantity: Concentration of heay metal compounds (Pb, Cd, Hg) is reduced by 75% compared to year x levels …(particular attention should be paid to the availability of baseline information)
Define the quality: . to meet the limits for irrigation water ..
Define the target group: ... , used by the farmers of Blue village, ...
Define the place : . in the Blue river section of the District ..
Determine the time: years after the project has started

35. Indicators: An Example
Objective: Efficiency and effectiveness of the learning and and administration processes/practices have been enhanced
Select the indicator: Amount of administrative paperwork…
Define the targets:
Define the quantity: …is reduced by 20% annually particular attention should be paid to the availability of baseline information)
Define the quality: ...
Define the target group: ... , as used by the UNZI staff both acacemic and administrative ...
Define the place : ... at UNZI...
Determine the time: ... following full implementation of e-administration

36. Some criteria for good indicators
Do partners and stakeholders agree that this indicator makes sense to use?
Owned
Will the data have utility for decision-making and learning?
Useful
Can data be collected easily, on a timely basis at reasonable costs?
Accessible
Are the data consistent or comparable over time?
Reliable
Is the definition precise and unambiguous about what is to be measured?
Objective
Does the indicator directly represent the objective it is intended to measure?
Valid

37. Sources of Verfication
They describe where and how to find the information with regard to the indicators
Issues to be analysed:
Do there exist external sources of verification?
If so, are they specific enough, reliable and accessible?
If not, how can the information with regard to the indicators be obtained?

38. Multi (annual) Operational plan
Logframe
Results-based workplans & budgets
5500
1750
4250
750
400
1100
3100
Budget
Salaries
Allowances
Vehicle Op.
Office
Tel/Fax
Seeds
Fertiliser
Workplan 30

39. Activity Scheduling An activity schedule:
Maintains objective-oriented approach of logframe
Breaks activities down into operational detail
Clarifies sequence, duration and precedence of activities
Identifies key milestones
Assigns management responsibility and implementing responsibilities and should include management tasks
USE project charts
Workplan

40. Project charts
Gantt chart = common technique for representing the phases and activities of a project
In this example :
What are the different tasks;
What is the start and end date of the tasks.

41. Project charts Gantt chart can also include: Who is responsible?
What is the relation between ≠tasks?
Are the deadlines met?

42. Project charts PERT = Project Evaluation and Review Technique
Gives an answer on:
- What is the relation between the different tasks?

43. Project charts Gantt versus PERT Gantt : tasks in relation to time
Pert : tasks in relation to other tasks

44. LFA link to evaluation