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Training on Project Cycle Management(PCM) for LMS staff & Partners

24 26 March, 2010 Ethio-Star Hotel, Bahr Dar

Overview of Project & Project Cycle Management

What is a project?
A project is a planned undertaking of interrelated and coordinated activities designed to achieve certain specific objectives within a given budget & period of time. It can also be defined as a set of organized ACTIVITIES which yield expected RESULTS that achieve project OBJECTIVES with limited RESOURCES within a limited TIME frame.

Rationale for PCM

ProjectCycleManagement(PCM)
1. What? Why?

Characteristics common to all projects

Operate within defined objectives, activities, time, cost, location, target groups, and expected outputs Requires the commitment of scarce resources Involves special financial arrangements It is designed to improve, the socio-economic status of the targeted community.

Project j Cycle y Management

2. How?

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Projects vs. Programs?

Project a group of activities aimed at improving quality of life of beneficiary communities Program a series of projects whose objectives together contribute to a common overall objective, at sector, country, or even multi-country level.

Project
A project is initiated to change a situation, an environment and /or peoples behavior and attitudes from an initial state to an (improved) future situation

Project
A project is initiated, which is limited in time and has clear objectives as to what should be achieved by the end of this limited period. In order to achieve the objective, a strategy is formulated which identifies activities and expected p results as well as the financial and human resources that are needed to meet the objective. Furthermore, responsibilities have to be clarified, decision-making processes agreed, and a common understanding on monitoring the implementation process found. The clearer the formulation of responsibilities and procedures, the smoother the project usually runs.

Nature of Projects
Projects represent the commitment of human and physical resources to produce specific outputs in a given time and budget framework. Projects vary in scale, purpose and duration. Projects may stand-alone or be integrated into a programme, with several projects contributing to one overall goal. Despite the difference in scale and nature of projects, there are aspects of sound project management that are universal.

The project cycle

A sequence in which projects are planned and carried out. The project cycle provides a structure to ensure that stakeholders are consulted and relevant information is available, so that informed decisions can be made at key stages in the life of the project. The generic project cycle has six phases. PCM reflects the decision-making and implementation process.

The Project Cycle.

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Stages in the Project Cycle

The cycle represents a continuous process in which each stage provides the foundation for the next. For example, the information generated during project identification (Stage II) provides the basis for detailed project design (Stage III). Stage III reviews the information generated during the preceding two stages from several perspectives to ensure the project is viable. Stages I to III provide the foundations for a project. If they are sound, the project is more likely to succeed in subsequent stages, in terms of securing funding and competent implementation. However, at any point in the first three stages it may be decided that it is more appropriate not to proceed with the proposed project.

The Project Cycle.

Six stages are typically identified in the project cycle . They are:
1. Programming 2 Identification: generation of the initial project idea 2. and preliminary design
Preparation of detailed design of the project addressing technical and operational aspects

3. Appraisal/Formulation: analysis of the project from technical,financial,economic,gender, social, institutional and environmental perspectives

The Project Cycle.

4. Proposal preparation, approval and financing: writing the project proposal, securing approval for implementation and arranging sources of finance 5. Implementation and monitoring: implementation of project activities, with ongoing checks on progress and feedback 6. Evaluation: periodic review of project with feedback for next project cycle.

Project Cycle Management(PCM)

Project management the art of directing and coordinating human and material resources through(a certain time frame) to achieve predetermined objectives of scope, cost,time,quality and participant satisfaction. Uses the Logical Framework Approach Requires the production of good quality key documents Requires consulting and involving key stakeholders Puts emphasis for sustainable benefits

Project Management Cycle

PMC is a framework which leads through all stages of a programme or project Every project starts with an initial idea, which is based on the mission statement, working approaches and core values. From there, the broad lines of a project are identified (project identification). identification) Detailed planning can be initiated, as soon as the project description the first milestone in the PMC is approved. Monitoring is carried out as a continuous process throughout project implementation. The scope of monitoring depends on the size of the project. Project review and evaluation are always carried out towards the end of a project. In bigger projects and comprehensive programmes, impact assessments could also be carried out

What does PCM aim at?

1. projects respect and contribute to overarching policy objectives; 2. projects are relevant to an agreed strategy and to the real problems of target groups / beneficiaries; 3. projects are feasible, meaning that objectives can be realistically achieved within the constraints of the operating environment and the capabilities of the implementing agencies; 4. benefits generated by projects are sustainable.

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PCM Principles

PCM Principles..
Ensuring:

Relevance. UsingtheLFAduringIdentification helpstoensurethatprojectideasarerelevant

helpstoensurefeasibility andsustainability.

Feasibility .duringFormulationLFA
Sustainability

CycleofOperation
Programming
Purpose Product

Programming
Agreed framework on long term objectives and sector priorities for co-operation in the country/region Strategy paper (multi-annual)

During this phase, the situation at national and sector level is analyzed to identify:
problems ,

constraints ,and opportunities which development cooperation could address

Programming..
Involvesareviewofsocioeconomicindicators, andofnationalanddonorpriorities. The purpose is to identify the main objectives and sector priorities for cooperation, and thus to provide a relevant and feasible programming framework within which programs and projects can be identified and prepared

Programming.
Foreachofthesepriorities,strategiesthat takeaccountofthelessonsofpastexperience areformulated. Theprogramming processshouldbe consistentwiththemajoranalyticalelements oftheLogicalFrameworkApproach,namelyit should:
Identifykeystakeholdersandassesstheirneeds, interestsandcapacities;

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Programming
Identifyandanalyzetheprioritydevelopment problems/constraintsandopportunities; Identifydevelopmentobjectiveswhichaddressthe identifiedpriorityproblems;and Identifyastrategyforadevelopmentassistance whichtakesaccountoftheproceedinganalysis, includingcapacityconstraints,lessonslearnedfrom previousexperienceandtheongoingorplanned activitiesofotherdonors.

CycleofOperation

Identification

Identification
Purpose Product Identification and selection of relevant areas of intervention and project ideas for further studies Brief project descriptions that will be further developed and TOR for appraisal

Identification
Prefeasibilitystudiesmaybecarriedout (includingconsultationswithstakeholders)to helpidentify,selectorinvestigatespecificideas, andtodefinewhatfurtherstudiesmaybe neededtoformulateaproject project. Therearekeyassessmentsrequiredtohelp ensuretherelevance andfeasibility ofaproject idea:

BasedontheCountryStrategyPaper,relevanceof projectideasisanalyzedwhichincludes:
ananalysisofthestakeholders; thelikelytargetgroups; beneficiariesandoftheirsituation(ananalysisofthe problemstheyface);and theidentificationofoptionstoaddresstheseproblems

Identification
Thekeyassessmentsrequiredtohelpensurethe relevanceandfeasibilityofaprojectideaare:
Assessmentofpolicyandprogramming framework; Stakeholderanalysis analysis,includinginstitutional capacityassessment; Problemanalysis,includingscopingof crosscuttingissues(e.g.gender,governance, environment);

Identification
Assessmentofotherongoingandplanned initiatives,andassessmentoflessonslearned; Preliminaryobjectivesandstrategyanalysis; Preliminaryassessmentofresourceandcost parameters; t preliminaryassessmentofproject management,coordinationandfinancing arrangements;and Preliminaryassessmentofeconomic/financial, environmental,technicalandsocial sustainabilityissues.

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Identification
QualityAttributes RELEVANT theprojectmeetsdemonstrated andhigh g priority p yneeds FEASIBLE Theprojectiswelldesignedandis likelytodelivertangibleandsustainable benefitstotargetgroups

CycleofOperation

Formulation

Formulation
Purpose Product A well defined and formulated project according to the criteria of relevance, feasibility and sustainability A sound project document (meeting the quality criteria) that is the basis for a financing proposal

Formulation
Relevance whethertheprojectaddressesthe realproblemsoftheintendedbeneficiariesand contributessignificantlytolongterm developmentand/oracademicobjectives
Consistentwithgov govt tandpartners partner spoliciesand relevantsectorprograms; Keystakeholderandtargetgroupsareclearly identified,equityandinstitutionalcapacityissues analyzed,andlocalownershipdemonstrated; Problemshavebeenappropriatelyanalyzed;

Duringtheformulationphase, phase relevantproject ideasaredevelopedintoprojectplans. Theparticularstressshouldbeonfeasibility (likelytosucceed)andsustainability (likelyto generatelongtermbenefits)ofthesuggested intervention.

Formulation
linkageswithotherongoing/planned projects/programshavebeenassessedand incorporatedintostrategyselection

Formulation
Sustainability relatestowhetherproject benefitswillcontinuetoflowaftertheperiod ofexternalassistancehasended. Onthebasisofthisassessment,adecisionis madeonwhethertodrawupaformalproject proposalandseekfundingfortheproject.

Feasibility relatestowhethertheproject objectivescanbeeffectivelyachieved.

Theobjectives(Overallobjective,purposeand results/outputs)andtheworkprogram(activities) areclearandlogical,andaddressclearlyidentified needs; Theresourceandcostimplicationsareclear,the projectisfinanciallyviableandhasapositive economicreturn;

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Informationelementsproducedbyendof Formulation

CycleofOperation

Situation analysis/Key assessments

Policy & program context Stakeholder analysis & institutional capacity assessment Problem analysis Lessons learned and review of ongoing/planned initiatives Strategy selection

Project description
Overall objective and purpose Target group, location and duration Results and indicative activities Resources and costs

Coordination and management structures Financial management/financing arrangements Monitoring, evaluation and audit

Management arrangements

Feasibility & Sustainability

Economic and financial Environmental Technical Social and governance Risk management

Financing

Financing
Projectproposalsareexaminedbythefunding agency,andadecisionistakenonwhetherto fundtheproject. Thefunding gagency g yandpartner p country yagree g onthemodalitiesofimplementationand formalizetheseinalegaldocumentwhichsets outthearrangementsbywhichtheproject willbefundedandimplemented.

Implementation, Monitoring and Reporting

Implementation
Programming

Implementation.
A continuous learning process where experience gathered is analyzed and fed back into planning and updated implementation approaches. Usually, y, p projects j and programmes p g are implemented over several years. Project management is responsible for implementation,
1. Inception period 2. Main implementation period 3. Final period

Evaluation & Audit Identification

Implementation, monitoring & reporting

Formulation/ Appraisal

Financing

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Mainimplementationperiods

Implementation
Throughouttheimplementationofthe project, threemajorprinciples apply:
1. Planningandreplanning. 2 Monitoring. 2. Monitoring 3. Reporting.

TheImplementation Schedule isan importanttool

Implementation..

WhatisMonitoring?
Thesystematicandcontinuouscollection, analysisanduseofinformationformanagement controlanddecisionmaking. Projectmonitoringisanintegralpartofdayto daymanagement. management Itprovidesinformationbywhichmanagement canidentifyandsolveimplementationproblems, andassessprogress. TheLogicalFramework,theimplementation ScheduleandtheActivityandResource Schedulesprovidethebasis.

Keypointsinmonitoring
Itisaninternalmanagementresponsibility. Itmeasuresprogressinrelationtotheplanned budget,activities,assumptionsandoutputs. Itfindsproblemsandidentifiessolutionsandputs theminplace. Ittakesplaceatalllevelsofimplementation. Itusesdatagatheringmethods. Itfocusesonresourceallocation,expenditureand activities,plannedoutputs,peopleinvolvement andorganisationalcapacity. Itisakeysourceofdataforevaluation.

Monitoring.
Programming Identification Formulation Evaluation

Monitoring

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Reporting
Dataaboutintendedachievements,is comparedwith Dataonactualachievements,toidentify... significant i ifi deviations d i i from f plan, l asa basisfor... identificationofproblemsand opportunities,toidentify... correctiveactionand alternatives.

CycleofOperation

Evaluation

Evaluation
Purpose Product Accountability and formulation of lessons learned. Conclusions for programming and future action. Evaluation report

DistinctionbetweenEvaluation,Monitoring andAudit
Evaluation
Assessmentoftheefficiency,effectiveness,impact, relevanceandsustainabilityofaproject

Evaluation isaperiodicassessmentofproject(Midtermand Completion) assessestherelevance,efficiency,effectiveness, andsustainabilityoftheprojectinrelationtoits objectives focusesmoreonresultstopurposeandpurpose tooverallobjectives

Monitoring Ongoinganalysisofprojectprogresstowardsachieving Audit

plannedresultswiththepurposeofimprovingmanagement decisionmaking Primarilyafinancialandfinancialmanagementfocus,withthe focusofeffectivenessbeingonprojectresults

Evaluation
Underlyingprinciples:
Impartialityandindependenceoftheevaluation process; Credibility oftheevaluation; Participation ofstakeholdersintheevaluation process; Usefulness oftheevaluationfindingsand recommendations

Evaluation
EvaluationCriteria Relevance Projectpreparationanddesign thelogicand completenessoftheprojectplanningprocess Efficiency Effi i the th cost, t speed dand dmanagement t efficiencywithwhichinputsandactivitieswere convertedintoresults,andthequalityofthe resultsachieved Effectiveness anassessmentofthe contributionmadebyresultstoachievementof theprojectpurpose

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Evaluation
Impact theeffectoftheprojectonitswider environment,anditscontributiontothewider sectoralobjectivessummarizedintheprojects OverallObjectives Sustainability thelikelihoodofacontinuation inthestreamofbenefitsproducedbythe project Costs Actualinputcostscomparedtoplan Activities Actualscheduleandcompletion comparedwithplan

Evaluation
Results Indicatorsofhowactivitieswere transformedintoresultsandservices. ProjectPurpose Indicatorsoftheachievement ofsustainablebenefitsforthetargetgroup. OverallObjectives Contributionoftheproject tothewidersectoralobjectives.

LinkbetweenEvaluationCriteriaandthe Logframe

IntroductiontotheLogical Framework kApproach h

The Logical Framework Approach(LFA)

1. What? Why?

Project j Cycle y Management

The core tool used within PCM for project planning and management Provides a powerful set of tools for designing projects and project evaluations. Consists of an analysis & planning phases:
Analysis Phase
Analysis of problems

Planning phase
Activity schedule Input & cost schedule

Analysis of stakeholders Log frame

2. How?

Analysis of objectives Analysis of strategies

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The Logical Framework Matrix

Logframematrix..

Instruments/toolsforProject CycleManagement
The Logical Framework (LogFrame) Approach isananalyticalprocessandsetoftoolsusedtosupport projectplanningandmanagement. shouldbethoughtofasanaidtothinking
allowsinformationtobeanalyzed andorganizedina structuredway,sothatimportantquestionscanbeasked, weaknessesidentifiedanddecisionmakerscanmakeinformed decisions

TheLogicalFramework
LinkofLFAtoProjectCycle LFAisusedduring: Identificationstage
Helpstoanalyzetheexistingsituation,investigatethe relevance andidentify yp potentialobjectives j andstrategies g

Formulationstage
Helpspreparationofclearobjectives,measurableresults,a riskmanagement strategyandtodefinelevelsof management responsibility

TheLogicalFramework.
Implementationstage
providesakeymanagement tooltosupportcontracting, operationalworkplanning andmonitoring

TheLogicalFramework.
TheLFAisdividedintotwophases:
1. Analysisphase existingsituationisanalyzedto developavisionofthefuturedesiredsituation andtoselectthestrategiesthatwillbeappliedto achieveit. 2.Planningphase duringwhichtheprojectideawill bedevelopedinoperationaldetails

Evaluationandauditstage
providesasummaryrecordofwhatwasplanned (objectives,indicatorsandkeyassumptions),andthus providesabasisforperformance andimpactassessment

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TheAnalysisPhase.
Logframe Approach
ANALYSIS PHASE PLANNING PHASE

TheAnalysisPhase
TherearefourstagestotheAnalysisPhase:
StakeholdersAnalysis ProblemAnalysis AnalysisofObjectives StrategyAnalysis

Stakeholders analysis Logframe - defining the project identifying people who are affected structure, testing its internal logic, and Problem analysis identifying formulating objectives in measurable terms key problems, constraints and opportunities; determining cause and effect relationships Activity scheduling determining Analysis of objectives the sequence and dependency of developing objectives from the identified problems; identifying means activities; estimating duration, setting milestones and assigning responsibility to end relationships Strategy analysis - identifying the Resource scheduling - from the activity schedule, developing input different strategies to achieve schedules and a budget objectives; determining the overall objectives and project purpose

StakeholdersAnalysis
Providesausefulstartingpointforproblem analysis Stakeholdersareindividualsorinstitutionsthat may directlyorindirectly,positivelyor negatively affectorbeaffectedbyaproject orprogram

StakeholdersAnalysis
Stepsinstakeholdersanalysis:

Identifythebeingaddressed/considered Identifyallthosegroupswhohaveasignificant interestinthe(potential)project roles,different Investigatetheirrespectiveroles interests,relativepowerandcapacityto participate Identifytheextentofcooperationorconflictinthe relationshipsbetweenstakeholders Interpretthefindingsoftheanalysis

StakeholdersAnalysis
Thereareavarietyoftoolsthatcanbeusedto supportstakeholderanalysis:
1. 2. 3 3. 4. Stakeholderanalysismatrix SWOTanalysis V diagrams; Venn di and d Spiderdiagrams

StakeholdersAnalysis
Stakeholder analysis matrix
Stakeholderand basic characteristics Interestsandhow affectedby theproblem(s) Possibleactionsto Capacityand motivationtobring addressstakeholder interests aboutchange

SWOT matrix ideas are generated about group or organization

Strength

Weakness

Opportunities Threats

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ProblemAnalysis
Stakeholdersanalysisleadstostakeholders workshopandbrainstormingofthekey problems Problemanalysisestablishesthecause/effect relationshipsbetweentheidentifiedproblems. problems Themaintechniqueusedisthedrawingupofa problemtree Aproblemtreeissimplytheproblemssetout inahierarchicalorder

ProblemAnalysis.
Firstly,eachidentifiedproblemissummarized. Fromtheseastarterproblemisselected,and asecondproblemrelatedtoit,then:
iftheproblemisacause itgoesonthelevel below ifitisaneffect itgoesabove ifitisneitheracausenoraneffectitgoesonthe samelevel

Howtoestablishaproblemtree(seea separatesheet)

ProblemAnalysis.
A Problem Tree for poor nutritional status of babies & infants

AProblemTree:CauseEffectrelationship
Lossofconfidencein buscompany

Passengersareinjured

Passengersarrivetoolate

Frequentbus accidents
Driversarenot careful

Core Problem

Poorconditionof vehicles

Poorconditionof roads

Vehiclesaretoo old

Noregular servicing

ProblemAnalysis.
Asthetreedevelops,theremainingproblems areattachedtoitinthesameway. Oncetheproblemtreeiscomplete,afocal problemisselected. Thefocalproblemshouldbeagreedonbythe differentinterestgroupsasbeingthecentral problemtobeaddressedbytheprojector intervention. Oncecomplete,theproblemtreerepresentsa comprehensivepictureoftheexistingnegative situation.

AnalysisofObjectives
It is Picturing the future A methodological approach employed to:
Describe the situation in the future once the problems have been remedied remedied, with the participation of representative parties; Verify the hierarchy of objectives; Illustrate the means-ends relationships in a diagram.

Need to establish an objective tree

Cause

Effect

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Analysis of Objectives.
A technique to:
1)describe the future situation that will be achieved by solving the problems 2)identify potential solutions for a given situation 3)turn the negative aspects into positive ones (desired, realistic)

Analysis of Objectives..
The negative situations of the problem tree are converted into solutions, expressed as positive achievements. Example: agricultural agricultural production is low low is converted into agricultural production increased Thesepositiveachievementsareinfactob jectives

How to establish an objective tree?

Step 1: Reformulate all negative situations of the problems analysis into positive situations that are desirable & realistically achievable Step 2: Check the means-ends relationships thus derived to ensure validity and completeness of the hierarchy (cause-effect relationships are turned into means-ends linkages) Step 3: If necessary revise statements & add new objectives if these seem to be relevant and necessary to achieve the objective at the next higher level;delete objectives which do not seem suitable / convenient or necessary

TransformingProblemsinto Objectives

An Objective Tree

AnObjectiveTree:MeansEndsrelationship
Ends
Passengersarrive punctually Conditionof roadsimproved Vehiclesare servicedregularly Publicconsiders companyreliable

FewPassengersare injured

Busaccidentsless Frequent
Driversare careful Vehiclesingood condition

OldVehiclesare replacedregularly

Means

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Analysis of Strategies
The final stage of the analysis phase involves the selection of the strategy(ies) which will be used to achieve the desired objectives. Strategy analysis involves deciding what objectives will be included IN the project, and what objectives will remain OUT, and what the project purpose and overall objectives will be. Strategy analysis also looks at the feasibility of different interventions.

Analysis of Strategies
A technique to: 1)identify possible solutions that could form a project strategy 2) l t one or more strategies 2)select t t i 3)decide upon the strategy to form the project ***Decisionbasedon:urgency,budget,policy priorities,humanresources,social acceptability,...

How to Do a Strategy Analysis?

Step 1: Identify objectives you do not want to pursue (not desirable or not feasible) Step 2: Group objectives, to obtain possible strategies or components (clustering) Step p 3: Assess which strategy/ies gy represents p an optimal strategy according to the agreed criteria Step 4: Determine Overall Objective(s) and Project Purpose

Analysis of Strategies..

ThePlanningPhase
Resultsofthestakeholder,problem,objective andstrategyanalysisareusedasthebasisfor preparingtheLogicalFrameworkMatrix the mainoutputofLFA. Thelogframesetsouttheinterventionlogicof theproject(ifactivitiesareundertaken,then resultswillbeachieved,thenprojectpurpose, etc.)anddescribestheimportantassumptions andrisksthatunderliethislogic.
Resources

Logframe

Preconditions

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TheLogframe
When the objective hierarchy is read from the bottom up

TypicalstructureofaLogframeMatrix
Project Description Indicators Sourceof Verification
Howwillthe information becollected,whenand bywhom? Asabove IfthePurposeis achieved,what assumptions i musth hold ld truetoachievetheOO?
IfResultsareachieved, whatassumptionsmust holdtruetoachievethe Purpose? IfActivitiesarecompleted, whatassumptionsmust holdtruetodeliverthe results?

Assumptions

OverallObjective The HowtheOOistobe projectscontribution to measuredincluding Quantity,Quality, Time? policyorprogram objectives(impact) Purpose Direct benefitstothetarget group(s) ( ) Results Tangible
productsorservices deliveredbytheproject

HowthePurposeisto bemeasuredincluding Q Quantity, i Quality, Q li Time i

Howtheresultsaretobe measuredincluding Quantity,Quality,Time

If reversed, we can say that

Asabove

Activities Tasksthat
havetobeundertakento deliverthedesiredresults

Logframe GeneralSequenceofCompletion

FirstColumn
Onceagreementcanbereachedamong stakeholdersonwhatshouldbetheProject Purpose,thentheobjectivesthatliewithinthe scopeoftheprojectcanbetransposedfrom theobjectivetree intothematrix matrix. Themeansendsrelationshipsareagain analyzed,andadditionalresultsandactivities maybeincorporated.

TheLogframe FirstColumn:Intervention
Logic OverallObjectives longertermbenefitsto beneficiariesandthewiderbenefitstoother groups/thecommunity ProjectPurpose benefitstobereceivedbythe projectbeneficiariesortargetgroup Results servicestobedeliveredtothe intendedbeneficiariesortargetgroup Activities howtheprojectsgoodsand serviceswillbedelivered

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TheLogframe FourthColumn:
Assumption Theprojectalonecannotachieveallobjectives identified. Objectivesnotincludedintheintervention logic g andotherexternalfactorswillaffectthe projectsimplementationandlongterm sustainabilitybutlieoutsideitscontrol. Theseconditionsmustbemetiftheprojectis tosucceed,andareincludedasassumptionsin thefourthcolumnoftheLogframe.

Relationshipbetweenassumptionsand objectivehierarchy

Assessment of Assumptions

TheLogframe SecondColumn:OVIs
Describetheprojectsobjectivesin operationallymeasurableterms(quantity, quality,time)&providethebasisfor performancemeasurement. AgoodOVIshouldalsobeSMART. OVIs=differentpersonsusingtheindicator wouldobtainthesamemeasurements. 13indicatorsperobjective.

OVIs
Indicatorsareidentifiedforeachelementofthe projectstructure.Theyarequantifiabledataused todemonstrateresults;hencetheyprovidethe basisforprojectmonitoringandevaluation evaluation. Characteristicsofindicators
quantity(howmuch) quality(howwell) targetgroup(who) time/duration(whenandforhowlong) location(where)

Example:OVIsforProjectActivities
Theindicatorfortrainingwomenintailoring skillsistargetedasfollows:
quantity:35women quality:toattainaproficiencyintailoring(e.g.able tofollowpatterns,useavarietyoffunctionsonthe sewingmachine,producequalitygarments) targetgroup:womenfromfishingfamilieswithno accesstootherIGAs time/duration:meetingthreetimeseachweekfora periodof12weeks location:atthefishingsite

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Example:OVIsforProjectGoal
Theindicatorforthegoal(improving the qualityoflife): Bytheyear2005:
70%h housesin i the th fi fishing hi village ill brick b i kbuilt b ilt 40%houseswithironsheetroofs

Criteriaforselectingindicators
relevanttotheneedsandcapabilitiesoftheuser easytocollect,useandunderstand clarityofdefinition,unambiguous, accurateand reliable sensitivetorecordchangesinducedbythe project independentofeachother asfewaspossible,concentratingonmeasuring importantprojectfeatureswhilstavoidingover aggregation.

90%decreaseinincidenceofcommonillnesses (STDs,dysenteryandworms)amongfishing community 90%populationabletopaylocaltaxes

OVIs
Indicatorsplayavitalroleinallphasesofthe projectcycle.

OVIs.
Link between Logframe and Indicator Terminology

TheLogframe ThirdColumn:SOVs
Shouldspecify:
theformat inwhichtheinformationshouldbemade available(e.g.progressreports,projectaccounts, projectrecords,officialstatisticsetc.) who shouldprovidetheinformation howregularlyitshouldbeprovided.(e.g.monthly, quarterly,annuallyetc.)

SOVs..

Theworkandcostsofcollectinginformationto beproducedshouldalsobeassessed,and adequatemeansprovided

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TheLogframe Summary
Itisimportanttobringtogetherrepresentatives ofallkeystakeholdersintheAnalysisPhase. ThemainoutputoftheLFAisthelogframe matrix setsouttheintervention logicofthe project. TheLFAdoesnotguaranteeprojectsuccess. Itisimportanttoensurethatthelevelsof objectivesarecorrect:OverallObjectives, ProjectPurpose,ResultsandActivities.

TheLogframe Summary.
Externalfactors,whichwillaffecttheprojects implementationandlongtermsustainability butlieoutsideitscontrol,areincludedas assumptionsinthefourthcolumnofthe Logframe. longertermsustainabilityofprojectbenefits dependsonfactorssuchas:policysupport; appropriatetechnology;institutionaland managementcapacity;economicandfinancial viability;genderandsocioculturalfactors;and environmentalprotection.

TheLogframe Summary..
TheroleofObjectivelyVerifiableIndicatorsis todescribetheoverallobjective(s),project purposeandresultsinoperationally measurableterms.

UsingtheLogicalFrameworktoDevelop ActivityandResource Schedules ActivityandResourceSchedules Aftercompletingthelogframematrix,further planningcantakeplacetoaddoperational detailtotheplan.

Anactivityschedule presentstheactivitiesofa projectwiththeirlogicalsequenceandany dependenciesthatexistbetweenthem. Resourceschedule specifiesinputsandcosts.

.. ActivityandResourceSchedules
Link between logframe, activity and resource schedules

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PreparingActivitySchedule
AChecklist Step1 ListMainActivities whattheproject mustdoinordertoachieveprojectobjectives Step2 Breakactivitiesdownintomanageable Tasks Step3 ClarifySequenceandDependencies
Sequence inwhatordershouldrelatedactivitiesbe undertaken? Dependencies istheActivitydependentonthestart uporcompletionofanyotheractivity?

PreparingActivitySchedule.
Step4 Estimatestartup,durationand completionofactivities Step5 Summarizeschedulingofmainactivities summaryofthestartup,durationand completionofthemainactivity acti it itself Step6 Definemilestones trainingofHWs completedbyDec2011. Step7 Defineexpertiserequired Step8 Allocatetasksamongteam

PresentingActivitySchedule GanttChart

PresentingActivitySchedule

Preparingresourceandcostschedules
Costestimateswillhavesignificantinfluence overtheinvestmentdecisionatproject appraisalandsubsequentlyonthesmooth implementation,shouldbebasedoncareful andthorough budgeting budgeting.
Checklist
The units

resourceandcostschedules
ThecodeforFundingSourcecanbeusedto sortallcostsandtodeterminerespective totals.

Quantity per period Unit cost

Costs per Period, and

Spreadsheet Total Project Costs

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Stepsinpreparationofresourceschedule

The Quality Assessment Tool

Offers a checklist approach that breaks down the key concepts of relevance, feasibility and sustainability into simple questions, and provides a framework for rapidly identifying information gaps in the Financing Proposal. QUALITY ASSESSMENT PARAMETERS
Relevance Feasibility Sustainability

Relevance
Are the beneficiaries clearly identified? Are the problems of the beneficiaries described sufficiently ? Is the problem analysis sufficiently comprehensive? Do the Overall Objectives explain why the project is important for society? Is the Project Purpose defined in terms of benefits to the beneficiaries? Has the need for the results been demonstrated ?

Feasibility
Will the Project Purpose contribute to the Overall Objectives (if the assumptions hold)? Are the Results described as services to be delivered to the target group? Will the Project Purpose be achieved if the Results were delivered? Are the means sufficiently justified by quantified objectives? Have important external conditions been identified? Is the probability of realisation of the assumptions acceptable? Will implementing agencies be able to implement the project?

Sustainability
Will the relevant authorities have a supportive policy after the project has ended? Is the technology appropriate for the local conditions? Will the ecological environment be preserved during and after the project? Will there be adequate ownership of the project by the beneficiaries? Will women ( (and d other th groups) )h have adequate d t access t to b benefits fit and d production factors during and after the project? Will the implementing agencies be able to provide follow-up after the project?

Exercise PCM
Problems: 1. Preventionofmothertochildtransmission serviceuptakeislowinAdaa Zone 2. NutritionalstatusofPLHIVislowinMetazone 3 Involvement 3. I l tof fPLHIVin i HIVresponseis i low l in i Xtown Task:Performthedifferenttasksatthedifferent phasesoftheProjectCycleandprepare completelogframework matrix

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