Post on 05-Jan-2016
description
Participatory Planning
Project Cycle Management Project Cycle Management (PCM)(PCM)
What is Project ?
Objective Activities ⇒ Outputs Duration Budget ( Input)Resources (Input)
An undertaking for the purpose of achieving established objectives, within a given budget and time period. Translation:
What is Project Cycle ?Project identificationProject formationAppraisalImplementationMonitoringPlan revisionEvaluationFeedback
• Translation:• • • • • • •
Project Cycle Management
Planning
Implementation
Evaluation
PDM
Plan
DoSee
Do See
Plan
See
Plan
Do
We are in this stage.
Project Design Matrix ( PDM )Narrative Summary
Objectively Verifiable Indicators
Means of Verification
Important
Assumptions
Overall Goal
Project Purpose
Outputs
Activities Inputs
Pre-conditions
PDM Vertical Logic Project Purpose
Objectives that the project should achieve within the project duration
Overall Goal Direction that the project should take next
OutputsStrategies for achieving the Project Purpose
Activities Specific actions taken to produce Outputs
Important Assumptions Conditions important for project success, but that cannot be controlled by the projects. Whether these conditions develop or not is uncertain.
TRANSLATION:Project Purpose
Objectives that the project should achieve within the project duration
Overall Goal Direction that the project should take next
OutputsStrategies for achieving the Project Purpose
Activities Specific actions taken to produce Outputs
Important Assumptions Conditions important for project success, but that cannot be controlled by the projects. Whether these conditions develop or not is uncertain.
PDM Horizontal Logic Objectively Verifiable
IndicatorsStandards for measuring project achievement.
Means of VerificationData sources from which indicators are derived.
Inputs Personnel, materials, equipments, facilities and funds required by the project.
Preconditions
Conditions that must be fulfilled before a project gets underway
Objectively Verifiable IndicatorsStandards for measuring project achievement.
Means of VerificationData sources from which indicators are derived.
Inputs Personnel, materials, equipments, facilities and funds required by the project.
Preconditions
Conditions that must be fulfilled before a project gets underway
Characteristics of PCM
Participatory Approach Logicality
Consistency Transparency
Problem-Solving
Development of PCM Method
Late 1960s Logical Framework (USAID) ➢ International Agencies introduce the
Logframe
Early 1980s ZOOP (GTZ) Objectives-Oriented Project Planning
➢ European countries adapt the ZOPP
Early 1990s PCM(FASID)➢ JICA begins full-scale introduction of the PCM
Participants in the Workshop
Moderator
Resident of the community
Personnel of the donor agencyExpert in a
related issue
Other organization
Recipient country governmental agency
Recipient country implementing agency
PCM Workshop
Working as a team
Visualizing ideas
Analyzing step by step Cards
&Board
Consensus
Brainstorming
Moderator
8 Rules 1. Write down your own statement on a card.2. Write only one idea on a card.3. Make your statement specific.4. Express your statement in a concise
sentence. 5. Stick to the facts and avoid abstractions
and generalizations.6. Make it a rule to write cards before
beginning discussions.7. Do not remove a card from the board
before a consensus is obtained. 8. Do not ask who wrote a particular card.
7 Steps in PP
Stakeholders Stakeholders AnalysisAnalysis
Problems Problems AnalysisAnalysis
Objectives Objectives AnalysisAnalysis
Project Selection
PDM Plan of Operation
Analysis Stage
Planning Stage
Appraisal
We are practicing by this stage.
Working together
STEP1 Stakeholders Analysis
Identify the issues, problems, and current conditions of the target area through analyzing the area and local residents targeted for assistance, related groups, related organizations and agencies.
Focus on people and organization.
Tentatively select a target group.
Step 1 The stakeholder analysis 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
TRANSLATION: 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
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
Employers •Provision 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
Youth •General education•Social responsibility
•Enhancement of skills •employment
•Lack of jobs, lack financial resources for training fees
•Application of the new skills
STEP2 Problems Analysis Problems Analysis visually represents the causes and
effects of existing problems in the project area, in the form of a Problem Tree. It clarifies the relationships among the identified problems.
Translation:
Sample problem tree
EffectInsufficient qualified personnel for modernisation of private industry
Core problemNational VET system is not adapted
to the new economic conditions
Low and outdated technical
standards of training
Inappropriate training
methodology is applied
Budget ITC inadequate to implement and
sustain appropriate
training
Qualification of Department personnel is
inadequate for new tasks
National standards for
VET remain from the “old system”
CausesTraining offered by ITC not
according to the needs of the economy
Causes Weak Directorate for
Vocational training
STEP3 Objectives Analysis
Objective Analysis clarifies the means-ends relationship between the desirable situation that would be attained one problems have been solved and the solution for attaining it. This stage also requires an Objective Tree.
STEP4 Project Selection Project Selection is a process in which
specific project strategies are selected from among the objectives and means raised in Objectives Analysis, based upon selection criteria.
STEP5 Formation of the PDM The project design Matrix (PDM) is formed through
elaborating the major project components and plans based on the approach selected. The format of PDM is similar to that of the Logical Framework, and therefore can be commonly used worldwide.
STEP6 PDM Appraisal The PDM Appraisal is conducted by an aid agency to ensure the project plan. It is composed of the following stage:
(1) Examination of the details of the PDM elements;
(2) review of the PDM formation process;
(3) examination from the perspective of the five evaluation criteria.
STEP7 Plan of Operations The Plan of Operation is prepared by the
project implementers, based on the PDM and other information. It is an effective tool for project implementation and management, and provides important data for monitoring and evaluation of the project.
Rules for Writing Problems1. Write in a Sentence. Make Clear “Subject and Object”. 2. Avoid “No Solution”.3. Avoid Generalization.– Be Specific.4. Don’t Write a Cause and Effect in One
Card. 5. Be Specific Whose problem.
Example: Format of Plan of Operation
ACTIVITIES EXPECTED RESULTS
SCHEDULE PERSON IN CHARGE
IMPLEMENTER MATERIALS AND EQUIPMENT
COST REMARKS
1-1
1-1-1
1-1-2
2-1
2-1-1
2-1-2
Monitoring and Evaluation
The Five Evaluation Criteria The Five Evaluation Criteria
1. Efficiency 2. Effectiveness3. Impact 4. Relevance5. Sustainability
Efficiency The productivity in project implementation. The degree to
which Inputs have been converted into Outputs.
Effectiveness The degree to which the Project Purpose has been achieved by
the project Outputs.
ImpactPositive and negative changes produced, directly or indirectly, as a result of the Implementation of the project.
Relevance The validity of the Overall Goal and Project Purpose at the
evaluation stage.
Sustainability The durability of the benefits an and development effects
produced by the project after its completion.