1. 1 An introduction to Project Cycle Management PCM DAY 1 Gori, 31/3 – 3/4/2015

2. Overview of the training Day 1 Introduction to the LFA Project Management Cycle Step 1. Stakeholder Analysis Step 2. Problem analysis Day 2 Step 3. Solution Analysis Step 4. Strategy Analysis – Selecting solutions Step 5. Logframe Matrix 2

3. Day 3 Step 5: Logframe Matrix Step 6: Activity Scheduling Step 7: Resource Scheduling Introduction to Monitoring and Evaluation Day 4 Proposal Writing Donor agencies Celebration 3

4. 4 Training objectives Understand PCM as a tool for project planning, implementation and evaluation   Perform a stakeholder/problem analysis   Develop a problem/objective tree   Define project elements, test the logic   Prepare a draft Log frame matrix   Relate PCM to your future work

5. Excercise – Introduction Group activity Group activity Answer the following questions to know your existing knowledge and skills Answer the following questions to know your existing knowledge and skills 5

6. BASIC TERMS PROJECT - a series of tasks directed towards a specific outcome/goal within a set timeline and budget PROJECT - a series of tasks directed towards a specific outcome/goal within a set timeline and budget PROJECT CYCLE - the way in which projects are planned and carried out PROJECT CYCLE - the way in which projects are planned and carried out 6

7. Project Management Cycle 7

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10. PROJECT CYCLE MANAGEMENT (PCM) PCM describes management activities and decision making procedures used during the life time of a project. (tasks, roles, responsibility, key doc’s, decision options) The EC adopted PCM as its primary set of project design and management tool based upon the Logical Framework Approach. 10

11. PCM OBJECTIVES SUPPORTING – of EC policy and development partner RELEVANT – to an agreed strategy and real problems of target groups FEASIBLE – realistically achieved WELL MANAGED SUSTAINABLE When applying to an EC grant, you have to prove all these aspects in the application 11

12. 12 PCM Requires: Active participation of key stakeholders Incorporation quality assessment (stage) Quality key doc’s for decision making Using the Logical Framework

13. National & sector wise policies EC development policy & country strategies Government programmes Priorities and programmes of non-state actors Project Policies, programmes and projects 13

14. What is the Logical Framework Approach (LFA)? “A systematic and participatory approach for project planning, monitoring and evaluation. An analytical tool to transform ideas into plan for actions (proposals)” Systematic and Participatory are the two key words. Involves a number of steps using a number of different tools Requires the participation of stakeholders 14

15. 15 Main stages of the logframe approach 1. Analytical Phase2. Planning phase STEP l: STAKEHOLDER ANALYSIS identify groups, people and institutions which are likely to be affected by the project, identify the key problems, constraints and opportunities they face STEP 2: PROBLEM ANALYSIS formulate problems; determine cause and effect relationships and develop a problem tree STEP 3: OBJECTIVE ANALYSIS Objectives -develop objectives from the identified problems; identify means to end relationships; identify clusters of objectives and determine the project strategy Having analyzed the situation, the project should now be ready for detailed planning STEP 4: INTERVENTION LOGIC define the project elements, test its internal logic, and formulate objectives in measurable terms STEP 5:ASSUMPTIONS and RISKS identify the conditions which are likely to affect the project's implementation but which are outside the project management control STEP 6:INDICATORS identify ways to measure progress, formulate indicators; define means of measurement STEP 7: ACTIVITY SCHEDULE determine sequence and dependency of activities; estimate duration, set milestones, assign responsibilities STEP 8:COST SCHEDULE specify required inputs develop cost schedule; prepare budget

16. 16 The Steps of the Logical Framework Approach (LFA) Stakeholder analysis Problem analysis Solution analysis Strategy analysis Logframe matrix Activity scheduling Resource scheduling

17. What is the Logframe Matrix? The Logframe Matrix (LFM) is one of the main outputs of the Logical Framework Approach. Documents the projects goal, purpose, outputs and activities, the assumptions and the relationships between all these items. Documents the indicators that will help measure the success of the project and where and when the indicator data will be collected from. 17

18. Generic project proposal structure Project title Summary Body – Background / Context – Project needs – Project goal & implementation – Target group The project promoters Budget and timeline Monitoring & Evaluation plan Appendices 18

19. How does the LFA help you develop your project proposal? LFA outputProject proposal component Stakeholder analysisBackground / context Project need Target group Problem treeProject need Logframe MatrixProject goal, objective, outputs and activities Target group Monitoring and evaluation Risk management Activity scheduleMethodology and implementation Resource scheduleBudget and timeline 19

20. BREAK 20

21. 21 Step 1 - The stakeholder analysis Step 1 - The stakeholder analysis Negative situations to be solved within a project affects specific sectors, entities, organisations, local population or social groups. Whose views + experience are relevant? Who takes decisions about the project? Who will act on these decisions? Whose active support is essential? Who has a right to be involved? Who is likely to feel threatened?

22. Stakeholder analysis STAKEHOLDERS – individuals or institutions that may affect or be affected by the project/programme (directly, indirectly, positivelly, negativelly) BENEFICIARIES – those who benefit from the project/programme Target group – positivelly directly affected, e.g. staff Final beneficiaries – who benefit on the long term on the level of a sector or the society PROJECT PARTNERS – who implements the project (stakeholders, may be target group) 22

23. Stakeholder analysis – TOOLS Stakeholder matrix-most common tool used in completing a stakeholder analysis - number of columns that guide the type of information to be collected. SWOT analysisStrengths – Weaknesses - Opportunities - Threats Venn diagram- relationship between different stakeholders (circles). Depicts the relative influence, and its closeness or separation from others, interaction or relationship between organisations. 23

24. STAKEHOLDER MATRIX Stakeholder description Interest and how they are affected Relationship with others 24

25. 25 Example stakeholder analysis – setting up ITC Stakeholder Group Tasks and responsibilities Expectation for the project Fear for the project Support for project Directorate for VET (Ministry of Education) Personnel selection Budgets + definition of forms Design of the VET system Improvement of the equipment Improvement of coordination Training of staff New ideas Change of the socio-political framework Priorities set by the donor organisation Supply of project staff Political support of the project Multiplicator for project impacts Industrial Training Centre (ITC) Implementation Selection of staff Training specialists Implementation modern training programmes Improvement of education Training of staff Insufficient staff experience project implementation Insufficient own financial resources Staff highly motivated Provision of venue Link to other stakeholders EmployersProvision of jobs Setting frame-work conditions for staff Provision of social security Development of technologies Supply of highly qualified staff Improvement of productivity Improvement of product quality Improvement of work-flow organisation Competition through subsidised production in training centres Low quality of training Training costs partly covered by companies Provision of jobs Provision of internships Collaboration in the design of the training Collaboration in the final exams YouthGeneral education Social responsibility Enhancement of skills employment Lack of jobs, lack financial resources for training fees Application of the new skills

26. Excercise – TIC Group activity (stickers) Our region lacks a tourist center to show visitors the way of life of our community, local attractions, to sell souvenirs or snacks. Visitors leave and skipp the location in their travel plans. The village needs a tourist information center with small shops and refreshments. 26

27. 27 wikipedia.org

28. 28 http://www.businessguide2011.info/

29. 29 Exercise - SWOT analysis Joint activity – let´s make a SWOT analysis of the group taking part in this training Joint activity – let´s make a SWOT analysis of the group taking part in this training

30. 30 STRENGHTSWEAKNESSES OPPORTUNITIESTHREATS

31. Venn diagram 31

32. Step 2. Problem analysis Problem tree 32

33. Defining the core problem key to project planning and realization – setting right project objectives always a negative statement - it defines the negative situation, process or tendency, as well as shortage, limitation or unsatisfied need an existing negative situation, not as a lack of desired situation 33

34. clear and concrete fit the specific intentions /parameters (call for proposals, guidelines) should be solvable - it can be solved with the funding that is available 34

35. DO NOTs & DOs Big vague concepts, statements, generalization - e.g. no infrastructure No absent solutions, e.g. we have a lack of money and thus children don’t go to school Be precise, e.g. there is no paved road from A to B Instead: school fees are not affordable 35

36. DO NOTs & DOs DO NOTs & DOs No non-existing problems, e.g. no existence of NGOs No formulation of interpretations, e.g. the government is lazy The problem now is that there is no knowledge on how to run an NGO The government does not issue licenses Explain abbreviations and jargon

37. Defining the core problem - example 1. Employees’ qualifications do not meet the needs of labour market 3. No pesticides available 2. Lack of employees meeting the needs of labour market 4. Crops are infested with pests 37

38. Problem analysis 38

39. 39 An example of a problem tree

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41. Exercise – Develop a problem tree (group activity) 1. 1.Agree on a focal problem paste it on the wall with related problems (cause/effect) 2. 2.If the problem is a cause it goes on the level below 3. 3.If the problem is an effect it goes above 4. 4.As the tree develops, remaining problems are attached in the same way. 41