1. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Project Design and Planning Sequence of Systematic Project Design

2. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Problem Analysis Objectives Analysis Alternatives Analysis The sequence of Objectives-Oriented Project Planning (OOPP) Participants Anal. 1. 2. 3. Log. Framework Plan of Operations

3. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Visualization in Participatory Project Planning (VIPP) Make your plan:  Visible  Readable  Changeable  Movable

4. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand PCM Workshop-House Rules 1. Write your own idea on a card. 2. Write only one idea on a card. 3. Describe in a clear and brief sentence. 4. Stick to the facts, and avoid abstraction and generalizations. 5. Write your ideas on the cards before beginning discussion. 6. Obtain a consensus when removing cards from the board.

5. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand ANALYSIS STAGE Problems Analysis Objectives Analysis Stakeholders Analysis Alternative Analysis PLANNING STAGE PDMPlan of Operation (PO) Context

6. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand STEP 1: CONTEXT What are the country’s basic development problems? Is the proposed project relevant in this context? Which are the problems in the particular sector?

7. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Step 2: Problem Analysis Analyze existing situation Identify important problems Define core problem Draw cause effect relationship  Why? Why? –Why? »Why?

8. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Problem Tree Visual representation of the causes and effects of existing negative conditions in the project area and/or sector, in the form of a Problem Tree 1. Select the core problem (focal problem). 2. Identify the direct causes of the core problem. 3. Develop the problem tree downwards (add causes). 4. Identify the direct effects of the core ploblem. 5. Develop the problem tree upwards (add effects). 6. Ensure that “cause-effect” relationships are maintained in the problem tree.

9. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Direct Effects Core Problem Direct Causes CORE PROBLEM CAUSES EFFECTS Problem Tree

10. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Example: Problem Tree Household Income decreases. Farmers Have to work long hours. Rice productivity is low. Arable land is very limited Irrigation system Does not work properly Traditional Farming methods are used.. Main facilities are not well maintained Terminal Facilities Are not well maintained Farmers Do not want To Apply fertilizers Farmers Cannot afford To buy modern equipment CAUSES EFFECTS Core Problem

11. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Tip for Writing Problem Cards 1.Write existing problems only. 2.Write only one problem per card. 3.Describe the problem in a sentence 4.Do not include both the cause and the effect of a problem on one card. 5.Try to avoid expressions such as “No resources is available.” (instead, describe the conditions resulting from the lack or absence of the particular)

12. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Exercise 2: Your Problem Tree Core Problem Women cannot be involved in Income Generating activities

13. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand AvoidPrefer There is no hospital Farmers cannot receive appropriate medical treatment Technical skills are inadequate and vehicles are in poor condition Technical skills of train operator are inadequate Vehicles are in poor condition Irrigation systemIrrigation system does not work properly

14. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Objective Analysis Rephrase the problems (negative statements) into objectives (positive statements) Identify future alternatives objective (add if necessary)

15. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Step 3: Objectives Analysis A Process to change “cause-effect” relationships that were clarified in the Problem Analysis to “means-ends” relationships that would be attained in the project. ProblemObjectives Farmers cannot receive appropriate medical treatment Tap water is contaminated with soil residue Rice productivity Is low Farmers can receive appropriate medical treatment Tap water is not contaminated with soil residue Rice productivity increases

16. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand CORE PROBLEM Cause Effect Objective Tree Negative CORE OBLECTIVE Positive Means Ends

17. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Rice Productivity is low Arable land is very limited Main facilities are not well maintained Household Income decrease Farmers have to work long hours. Problem Tree Objective Tree Core Problem Irrigation system does not work properly Traditional farming methods Are used Farmers Do not want to apply fertilizers Rice Productivity increase More arable land is available Main facilities are well maintained Household Income increase Farmers ‘s Workload is reduced Irrigation system work properly Modern farming methods are introduced Farmers apply fertilizers Core Objective

18. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Tips for Writing Objective Cards 1.Describe desirable situations on the cards 2. Confirm the statement whether it is realistic or not. 3. Confirm the statement whether it is feasible or not. 4. Add new cards if necessary. 5. You may not have to rewrite all the problem cards. 6. Do not become an automatic “translation machene” Desirable? Realistic? Feasible?

19. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Exercise 3: Your Objective Tree Core Objective

20. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Alternative Analysis Identify irrelevant objectives Analyze objective-impacts relationship Set project criteria Choose the best option

21. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Step 4: Project Selection 1.Circle approaches on the Objective Tree. 2. Name each approach in a manner that makes its objective clear. 3. Confirm the basic points of each approach. 4. Choose selection criteria for comparing the approaches to be examined. 5. Compare and examined the approaches in light of the selection criteria. 6. Select one approach to be developed into a project.

22. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Example: Project Selection Household Income decreases. Farmers Have to work long hours. Rice productivity is low. More arable land is available Irrigation system work properly Modern Farming methods are introduced. Terminal Facilities are well maintained Farmers Apply fertilizers Modern Equipment Is available for farmers Core Objective Main Facilities Are well maintained 1.Land Approach 2.Irrigation Approach 3.Technology Approach

23. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand

24. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Logical Linkages The results chain specifies the logical linkages among the inputs, activities, outputs, expected outcomes, and impacts of the project. Overall, this means that: the inputs and activities should support the achievement of outputs the cumulative achievement of outputs should lead to the achievement of outcomes the achievement of outcomes should support the achievement of impact.

25. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand

26. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand In addition to the internal logical of an intervention, each intervention should also show clear links to higher-level results

27. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Focus on Change Outcome results Use “action” words:  Improved  Increased  Strengthened  Reduced  Enhanced SMART Results  Specific  Measurable  Achievable  Relevant  Time Bound

28. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand The Content A results chain contains four result levels (impact, medium- term outcomes, short-term outcomes, and outputs) and one process level element (activities): Impact – The final intended result of the project. Impacts are effects that take a longer time period to be realized, are subject to influences beyond the intervention itself, and can also be at a more strategic level. Outcomes – The short and medium term results of outputs that will lead to achievement of the impact. Outputs – The results of the project activities, outputs are the products or services generated by the activities and provide evidence that the activity did occur. Activities – The actions that project staff engage in that are intended to contribute to the achievement of the outputs.

29. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand The Logical Framework Concepts A logframe is a management tool that summarizes the entire project: It captures the design of an intervention, most often at the program or project level It identifies results (inputs, outputs, outcomes, impact) and their causal relationships, performance indicators, and the challenges and constraints that may influence success It facilitates planning, management, monitoring and evaluation of an intervention.