1 … Projects … How to be more successful?. 2 3 What are the criteria of success?

1

… Projects …

How to be more successful?

3

What are the criteria of success?

4

Satisfied

Final Beneficiaries?

or

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Satisfied

Donor / Funding Agency ?

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What are the main

problems with Projects?

and WHY?

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Please write 3-5 problems

you experienced in projects

each on one card

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PREPARATION

versus

IMPLEMENTATION

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PREPARATION …

Planning for:

Relevance …

Feasibility…

Sustainability …

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Relevance

WHY

this project?

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Relevance

What is Relevance?- Problems versus Needs

(Final Beneficiaries)

- Policy objectives- Proof from lessons (evaluations)

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Feasibility

What is Feasibility?

Effectiveness (Results plus Assumptions)

Efficiency (Activities to Results)

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Sustainability

What is Sustainability?- Policy match

- Ownership (socio – cultural – gender)- Appropriate Technology

- Environment- Management

- Finance

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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

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Wrong project design ?

Solutions offered do not address the actual problems (relevance)?

Too narrow components (feasibility)? Based on wrong assumptions? Gender issues ignored? Ownership & Sustainability?

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Corrective Action … required!

Introduction of proper processes during each phase of the Project Cycle:

PROJECT CYCLE MANAGEMENT!

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INDICATIVE PROGRAMMING

IDENTIFICATION

FORMULATION (APPRAISAL)

FINANCING

IMPLEMENTATION

EVALUATION

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IDENTIFICATION


FINANCING

IMPLEMENTATION

EVALUATION

Project Cycle

ManagerProject Manager

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IDENTIFICATION


FINANCING

IMPLEMENTATION

EVALUATION

Project Cycle


EVALUATION

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What can easily go wrong?

PLAN(LogFrame)

IMPROVED SITUATION

My ‘brilliant’ idea

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‘Traditional planning process’ (proposal writing)

Without consultations:

Quick, easy (& dirty) project formulation

WHY?

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(We think)

WE KNOW

WHAT IS RIGHT

!!!!

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WHO’s IMPROVED SITUATION ?

Hidden agendas?

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Even unconsciously

!!!!But development cooperation is different

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Problems versus NeedsPROBLEMS: NEEDS (objectives):

Existing negative situation Positive 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 & COMMITMENT Cause ARGUMENT and SEPARATION

Form the ‘ANCHOR’ of the project

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Problems versus NeedsPROBLEMS: NEEDS (objectives):

Positive future wishes

DREAMS, ILLUSION …

Safe to mention

‘COPY - PASTE’ approach based on pre-conceived perception and assumptions

Cause ARGUMENT and SEPARATION

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Problems versus NeedsPROBLEMS: 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

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PROBLEMS !

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“POOR”PRESENT SITUATION

PLAN(LogFrame)

IMPROVED SITUATION

ANALYSISproblems!

functional relationships

SUPPLIERS RECIPIENTS

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Stakeholder Analysis !

For WHO (End-users / beneficiaries)

and

by WHO (contributing agencies)?

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Network diagram …Handicapped

persons (+++)

e.g. Employees

(+)

e.g. Women (+++)

e.g. ex-prisoners(+

+)

e.g. Unemployed

(+)

EMPLOYMENT

Workers Council

Min of Labour Min of Justice PoliceVocational Training Centre

Min of Education

Min of Interior

S o c i e t y

e.g. 'Mafia'; Employers

(---)

?????

?????

Sabotage

& Lobby

S u p p l i e r s

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How ‘buy in’ may happen?

Understanding of interdependency Emotional bonding through understanding

of problems = ‘feel the pain’ (story telling) Social control through peers Agreements on results (= mirrored

problems)

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How to keep them on board?

Make them (emotionally) understand their relevance and importance through self-discovery in a workshop with equals.

Make their positions publicly knows (in and after a workshop)

Remind them on Results (Results Oriented Monitoring – ROM and Results-Based Accountability - RBA)

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4141

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 costs Demand of local goods decreased

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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

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MODEL STRUCTURE OBJECTIVE TREE

Income / Health / Performance

Utilisation

Services / products / deliverables

Institutional arrangements

Means (funds, staff, equipment)

Policy

Development

Activities / procedures

Wellbeing

Economic / social / cultural growth

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FROM OBJECTIVE TREE TO PLANNING MATRIX

Income / Health / Performance

Utilisation

Services / products / deliverables

Institutional arrangements

Means (funds, staff, equipment)

Policy

Development

Activities/procedures

Wellbeing

Economic / social / cultural growth

IN Intervention logic

OUT Assumptions

Overall Objectives

Project Purpose

Results

Activities

Means

Pre-conditions

Means/ assumptions

Assumptions

Assumptions

Assumptions

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Logical Framework Matrix

+

+

+

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“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.

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The usual project !

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The new project concept !

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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 …

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Consultations?

Misunderstandings due to: - cultural differences?

- different expectations?- national differences?

- communication?- different norms & values?

- belief systems?

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Through better:

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The manager (Northern Unions) as facilitator ?

Create a safe environment for others to complain, share, contribute

by asking questions instead of

‘giving orders’

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EVALUATE?

Before (ex-ante)

or

Afterwards (ex-post)

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IDENTIFICATION


FINANCING

IMPLEMENTATION

EVALUATION

Project Cycle


EVALUATION

EX-ANTE Assessment

EX-ANTE Assessment

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Ex-Ante Assessment !

Relevance …

Feasibility…

Sustainability …

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but, Learning is not enough …

Change is required !

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Key task of a Project Coordinator:

Monitoring

RISKS through LISTENING

to end-users, beneficiaries and contributing suppliers.

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Only then:

Project Coordinators can

‘ring the bell’

and create more effective and sustainable projects!

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Thank you for your attentionMay I wish you all the success

with the application of these PCM concepts and tools !Hopefully these ideas will Hopefully these ideas will

contribute to you becoming even contribute to you becoming even a better professional !a better professional !

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Erik KIJNEPCM Group

Process Consultants & Moderators

rue du Luxembourg 23/6

1080 Brussels

+32-(0)2-514 36 41

+32-(0)475-698 306

[email protected]

http://www.pcm-group.com

1 … Projects … How to be more successful?. 2 3 What are the criteria of success?

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