3 Project Cycle and Planning (4-6 hours)
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Project Planning 1: Development Project Planning Overview
description
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries. (Part 3 of 11) There are two handouts to go with this presentation, - the Project Planning slides as a handout: http://www.slideshare.net/Makewa/3-proj-plan-handouts - Project Management Terms: http://www.slideshare.net/Makewa/project-management-terms, & the Project Planning Presenter Notes: http://www.slideshare.net/Makewa/3-proj-plan-notes
Transcript of 3 Project Cycle and Planning (4-6 hours)
Project Planning 1:
Development Project PlanningOverview
Overview of this session
What is Development Planning?
Project Cycle Management
Planning Toolso STAKEHOLDER ANALYSISo LOGICAL FRAMEWORK ANALYSISo MONITORING & EVALUATION
Comments on Project Planning
“If you don’t know where you are going, any road will get
you there”
Development Planning Theory
Development Planning has become a special field of study
Lets look at some of the ideas and concepts of modern Development Planning
Development Planning TheorySome of the ideas
What ‘just happens’ vs. intentional actso a planned process
Development as Vision
Can be Positive or Negative
Trusteeship (act for other people)
Development Planning TheorySome of the ideas
Development Administration & Management o Structure of the country
social, cultural, political relationships
o Agency the ability of people and groups to influence events
o Agencies (organisations at all levels)o Institutions (laws, codes)
Development Planning TheorySome of the ideas
All this is done by simplifying – called ‘Reductionism’: to look at complex systems with simple principles
exampleso powero capacity
Plans, Programmes, Projects
Plan: a statement of forward looking decisions, how they work together and the criteria used in making them
Programme: usually a long-term series of interventions, sometimes with no defined end point
Project: a discrete activity aimed at a specific objective with a defined budget and limited timeframe
Aspects ofProject Cycle Management
Credibility “Ownership” Efficiency Monitoring and control Formal contingency planning Participatory, flexible, … but … you need
some form of rule book to keep to budgets and timeframes
‘Reductionist’ Project Approach
Scientific Management
o Simplifies and reduces management to a series of inter-related and quantifiable components
InputsOutputsOutcomesDefined processes and relationships
Has serious problems,
but used in all development work
Generic Project Cycle
Identification
Appraisal
Negotiation and Approval
Implementation &Monitoring
Evaluation
Generic Project CycleExercise: Who does each stage?
Identification
Appraisal
Negotiation and Approval
Implementation &Monitoring
Evaluation
Some examples of project cycle methods
Asian Development Bank
World Bank
International Fund for Agricultural Development
Logical Framework Approach
ZOPP (Zielorientierte Projektplanung)o GOPP - Goal Oriented Project Planning
o OOPP - Objective Oriented Project Planning
Planning, by a participatory process,
aimed at the needs of target groups,
the key parts of a project are agreed with those concerned
Logical Framework Approach
Use a planning matrix – the logical framework – which:o summarises the main parts of a project, and
o highlights logical lines between intended inputs, planned activities and expected results.
ZOPP and the Project Cycle GTZ - 5 ZOPP Stages
1. Identification
2. Appraisal
3. Partner Negotiation
- Plan Finalization
4. Implementation and Monitoring
5. Evaluation
1. Identification:
Identify need Problem Analysis
o Stakeholder consultations
Preliminary feasibility studyo Identification of funding agencieso Consideration of possible approacheso Site consultation
Possible outputso Concept note/papero Proposalo Preliminary feasibility report
Pre-project planning
In-house exercise by agency
Participatory Action Research
Situation Analysis o Problem Identification: Problem Treeo Stakeholder Analysiso Objectives Analysiso Alternatives Analysiso Strategies Analysis
Problem Tree
A process of putting a lot of problems on cards, and then sorting
o causeso effects
By sorting these you will find a natural focal point (or points) – the core problem
Note: this is different to Visualisation in Participatory Processes where the core problem has already been identified
Example: Problem Tree
Sufficient Funds Best Practice Water Administration
Low Rate of Disease
Low Infant Mortality
High Productivity
High Incomes
Low Infant Mortality
High Incomes
High ProductivityLow Infant Mortality
High Incomes
Low Rate of Disease
High ProductivityLow Infant Mortality
High Incomes
Low Rate of Disease
High ProductivityLow Infant Mortality
High Incomes
Low Rate of Disease
High ProductivityLow Infant Mortality
High Incomes
Best Practice Water Administration
Few Houses Connected
Low Rate of Disease
High ProductivityLow Infant Mortality
High Incomes
Best Practice Water Administration
No Access to CLEAN WATER
Low Rate of Disease
High ProductivityLow Infant Mortality
High Incomes
Not Enough Works Funds
Broken Down Water System
Bureaucratic Water Administration
Too much Disease
Low Worker Productivity
High Infant Mortality
Low Incomes
CAUSES
EFFECTS
CORE PROBLEM
Stakeholder Analysis
1. Consider appropriate level for analysis
2. Identify & list key stakeholders
3. Look at their needs, characteristics, circumstances
4. Identify relationships between stakeholders
5. Assess power (influence) and potential (importance)
6. Create a Matrix
Stakeholder Analysis: List
Stakeholders Key Interests
Importance to Project
Influence on project
Participation
Primary
Secondary
Stakeholder Analysis: ListExample: School Attendance
Stake-holders
Key Interests Importance to Project
Influence on project
Participation
School Age Children
Get work The target group
Small – they do what they are told
Involved at various stages
Parents Child’s future
Have authority over the children
High – control children
Maybe small
Teachers Their job, role, respect
High – implementers?
Medium – depends on approach
May be high
Stakeholder Analysis: Matrix
May need special initiatives if needs are to be met.
The Target Group should be here
Project Managers will need good working relationships with these stakeholders to ensure support for project activities
The interests of these should be monitored to ensure that
they are not negatively affected
Influential stakeholders but with less importance for outputs. They affect outcome of activities and need careful
management
Low
Inf
luen
ceH
igh Influence
High Potential Significance or Importance
Low Importance
Stakeholder Analysis: Matrix
Children Teachers
Dept of Education
Women’s Association Elders
Monks
Low
Inf
luen
ceH
igh Influence
High Potential Significance or Importance
Low Importance
Objectives Analysis
Change the Problem Tree into an Objectives Tree
Change the negative problems into positive outcomes
o “no staff in clinic’ becomes “fully staffed clinic”
Example: Problem Tree
Sufficient Funds Best Practice Water Administration
Low Rate of Disease
Low Infant Mortality
High Productivity
High Incomes
Low Infant Mortality
High Incomes
High ProductivityLow Infant Mortality
High Incomes
Low Rate of Disease
High ProductivityLow Infant Mortality
High Incomes
Low Rate of Disease
High ProductivityLow Infant Mortality
High Incomes
Low Rate of Disease
High ProductivityLow Infant Mortality
High Incomes
Best Practice Water Administration
Few Houses Connected
Low Rate of Disease
High ProductivityLow Infant Mortality
High Incomes
Best Practice Water Administration
No Access to CLEAN WATER
Low Rate of Disease
High ProductivityLow Infant Mortality
High Incomes
Not Enough Works Funds
Broken Down Water System
Bureaucratic Water Administration
Too much Disease
Low Worker Productivity
High Infant Mortality
Low Incomes
CAUSES
EFFECTS
CORE PROBLEM
Becomes: Objective Tree
Sufficient Funds Best Practice Water Administration
Low Rate of Disease
Low Infant Mortality
High Productivity
High Incomes
Low Infant Mortality
High Incomes
High ProductivityLow Infant Mortality
High Incomes
Low Rate of Disease
High ProductivityLow Infant Mortality
High Incomes
Low Rate of Disease
High ProductivityLow Infant Mortality
High Incomes
Low Rate of Disease
High ProductivityLow Infant Mortality
High Incomes
Best Practice Water Administration
All Houses Connected
Low Rate of Disease
High ProductivityLow Infant Mortality
High Incomes
Best Practice Water Administration
Adequate Clean WATER
Low Rate of Disease
High ProductivityLow Infant Mortality
High Incomes
Sufficient Funds
Good Water System
Best Practice Water Administration
Low Rate of Disease
High ProductivityLow Infant Mortality
High Incomes
MEANS
ENDS
DESIRABLE STATE
If necessary, revise statements, delete objectives that appear unrealistic and add new objectives.
Exercise: Problem Tree& Stakeholder Analysis
• Choose a problem in our work area
• Divide into groups
1. Do a problem tree
2. Do a stakeholder analysis
Take a Break
Exercise: Problem Tree& Stakeholder Analysis
• Share
1. problem tree
2. stakeholder analysis
2. Starting Appraisal:
Appraisal (ex-ante)o Full feasibility studyo Baseline study, needs assessment
Possible outputso Needs assessment reporto Baseline datao Detailed set of indicatorso Amended proposalo Project plan, Gantt chart etc.o Project Planning Matrix - Logframe
Gantt Chart
Project Planning Matrix (PPM)
Logframe, Logical Framework (Analysis), LFA
4x4 matrixo Ensures clear statement of objectives
(distinction between purpose and objectives)o Introduces indicators of progresso Focuses attention on the assumptions and
risks involved
Logframe
Goal OVIsObjectively Verifiable Indicators
MOVsMeans of Verification
Assumptions
Risks
Purpose
Outputs
Activities
(Inputs)
Milestones
More detail in the Logframe session
3. Partner Negotiation:
Negotiation with finance provider
Possible outputs
o Project memorandum
o Signed contract
o (or go back and redesign)
Plan Finalisation:
Detail of the activities
work plans,
staff structures, terms of reference
budgets
4. Implementation and Monitoring :
Team selection and startup
o Person specification/job allocation
o Interviews and selection
o Terms of engagement
o Lines of responsibility
o Briefing
4. Implementation and Monitoring :
Do the work
o Implementation of project plan
o Regular reports, meetings, workshops
o Monitoring: systematic documentation of performance - indicating whether project is performing as intended
Monitoring (Performance Measurement )
Monitoring – of the Processo Inputso Outputso Outcomes (Results Based Management )o Logical framework approach
Tools:o Progress reportso Team meetings, team briefing reportso Mid term review
Quick Exercise
List all the forms of monitoring used in your project
Share
Take a break
Monitoring (Performance Measurement )
Levels of Indicatorso Strategico Sustainabilityo Attainmento Performance
Quality, Quantity, Time
5. Evaluation and Closure
Obtain “sign off” from project participants Project evaluation (Ex-post )
o When possible to assess full effectso External evaluator may be
necessary/appropriateo Record lessons learnedo Formulate recommendations for next phase
Submission of completion report and evaluationo Donors may demand closing activities
Evaluation: Impact Assessment
Approacho Baseline, (midterm?) and End of Projecto Impact from beneficiaries’ point of viewo What do they think is significant?o To whom is it important?
Criteriao Efficiency – relate inputs to outputso Effectiveness- extent to which achieved objectiveso Consistency- methods/approaches with objectiveso Impact – change to lives/environment
Evaluation: Feedback to Planning
Lessons Learnedo Used to replan the projecto Used to plan the next project
Most useful in development of LFA
Discussion: How we use feed back
When? Method? Who? Lessons learned
Limits to Rational Planning and Systematic Management
Trade Offs: Too much project planning?
Amount of planning
Cost
Things that Limit using the process
Costly and ineffective analysis
Full planning vs. flexible interaction
Inflexibility and unnecessary constraints on managers,
Delegation to experts and inappropriate intervention
No involvement of intended beneficiaries in planning and management
Reluctance to engage in evaluation and error detection
Constraints (that limit effectiveness)
Difficulty in precise definition of objectives and goals
Lack of appropriate or adequate data
Not understand social and cultural activities
Weak ways to guide behaviour
Low administrative capacity
Discussion
Questions and follow ups
Feedback
Thank youThank you
GrKuNGrKuN
Produced by Tony Hobbs
Health Unlimited,
Ratanakiri, Cambodia
www.healthunlimited.org
With the support of Australian Volunteers Internationalwww.australianvolunteers.com
© 2009 HU. Use with Acknowledgement
