Project Cycle Management

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Project Cycle ManagementLogical Framework
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Workshop Objectives

• Establish the challenges for lead partners in
  building a DPA that all the partners will follow
• Identify the PCM processes that can help in
  making Actions 2 3 more successful
• Enable Lead Partners to assess the pros and
  cons of using PCM and logical framework tools to
  run innovatory and successful partnerships

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Development Partnership Agreement
Outline sequence of Partnership Workshops
1. Partnership details
2. Eligibility
3. Summary
4. Rationale
Strategic Partnership workshop Whos involved
5. Partnership Analysis
Strategic Partnership workshop Problem
objectives
6.1 Strategic objectives
6.2 Workplan
Operational Partnership workshop Logical
framework workshop

7. Equal Opportunities 8. Innovation 9.
Empowerment 10. Transnationality
Transnational Partnership workshop Problems,
objectives and workplan
Strategic Partnership workshop Mainstreaming plan
11. Mainstreaming
12. Monitoring evaluation
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Development Partnership Agreement
Outline sequence of Partnership Workshops
1. Partnership details
2. Eligibility
3. Summary
4. Rationale
Strategic Partnership workshop Whos involved
5. Partnership Analysis
Strategic Partnership workshop Problem
objectives
6.1 Strategic objectives
6.2 Workplan
Operational Partnership workshop Logical
framework workshop

7. Equal Opportunities 8. Innovation 9.
Empowerment 10. Transnationality
Transnational Partnership workshop Problems,
objectives and workplan
Strategic Partnership workshop Mainstreaming plan
11. Mainstreaming
12. Monitoring evaluation
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Challenges for lead partners

• In your group please discuss and identify two of
  the biggest challenges you face in building a
  partnership workplan that works and that assists
  you in getting claims in on time. Write each one
  on a separate card.
• Please agree the two most important things to do
  during Action 1 that will help you meet those
  challenges

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We have been working with the Commission and DPs
in Europe and the UK between January and
October Coordinating has been a nightmare
because we never got all our partners signed up
to one set of problems and joined up objectives.
Round 1 DP A key challenge is losing partners
during the project work through lack of
commitment, failure to obtain expected benefits
or lack of institutional support. Round 1
European DPs Without a simple plan you lose
partners who no longer understand whats
expected, your new partners have no understanding
of what theyre joining, you lose track and it
becomes harder to change track when you need to.
Round 1 European DP Equal is very new and very
complex and its easy to go wrong we need early
evaluation to help us spot difficulties and deal
with them before they get bigger and cause us
major headaches. UK Round 1 DP


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• The Commission has decided that
• 1. All member States must establish from its DPs
• a stakeholder analysis
• an assessment of the specific problems to be
  tackled
• objectives and the strategy to attain them
• assumptions,
• verifiable indicators which demonstrate how the
  objectives, outputs and results will be measured
  and assessed
• 2. That using PCM and Logframe Tools to identify
  these things is voluntary
• 3. That every Member State should make sure they
  have people trained to help DPs use PCM and
  Logframe

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Equal Project Cycle
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Development Partnership Agreement
Outline sequence of Partnership Workshops
1. Partnership details
2. Eligibility
3. Summary
4. Rationale
Strategic Partnership workshop Whos involved
5. Partnership Analysis
6.1 Strategic objectives
6.2 Workplan

7. Equal Opportunities 8. Innovation 9.
Empowerment 10. Transnationality
11. Mainstreaming
12. Monitoring evaluation
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Stakeholder Mapping

• A stakeholder is
• any person, group or organisation who can
  affect
• and be affected by an outcome or process
• Primary Stakeholders - victims and
  perpetrators of problems residents
  target group (ultimate beneficiaries)
• Secondary Stakeholders - funders partners
  Local Authority (target group)
• Tertiary Stakeholders - commercial traders
  mainstream service
• providers

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Stakeholder Analysis

• What are the stakeholders expectations of the
  project?
• What benefits is the stakeholder likely to
  receive?
• What resources will the stakeholder commit or not
  commit to the project?
• What interests does the stakeholder have which
  may conflict with the project?
• How does a stakeholder regard other categories of
  stakeholders?
• What other things do stakeholders think the
  project should do or not do?

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Stakeholder Record
Main Role(s) in the DP
Barriers and Issues
Monitoring Log
Interest and Expectations?
Experience, Expertise and Resources
Hierarchy of Stakeholders
Primary Stakeholders
Secondary Stakeholders
Tertiary Stakeholders
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Partnership Roles and Tasks

Partner Roles Tasks
Transnational Partner(s)
Etc.
Lead Partner
Partner 6
Partner 1
Partner 2
Partner 3
Partner 4
Partner 5
o
x
Partnership co-ordination
x
o
o
o
Administration
o
x
o
o
o
o
o
o
o
Strategic Planning
x
o
o
Financial management
x
x
o
Financial control
o
o
x
o
Transnational relations
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Development Partnership Agreement
Outline sequence of Partnership Workshops
1. Partnership details
2. Eligibility
3. Summary
4. Rationale
5. Partnership Analysis
Strategic Partnership workshop Problem
objectives
6.1 Strategic objectives
6.2 Workplan

7. Equal Opportunities 8. Innovation 9.
Empowerment 10. Transnationality
11. Mainstreaming
12. Monitoring evaluation
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Problem Assessment
Loss of employment opportunities for disabled
people
Not meeting employment strategies

• 
  
  

Disabled people do not enter the labour market
in sufficient numbers
Disabled not prepared to enter labour market
Businesses rarely hire disabled people
Interpersonal skills do not Meet needs of
labour market
No support with childcare
High labour costs
Businesses do not pay Attention to Social
issues
High cost of disabled facilities
Training provided does not meet
disabled peoples needs
Poor support to businesses about disability
issues
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Objective Assessment
Many employment opportunities for disabled
people
Employment strategies being met

• 
  
  

Disabled people eagerly entering the labour
market
Disabled people Readily entering the labour
market
Businesses regularly hire people with
disabilities
Average labour costs
Disabled people feel confident of
their interpersonal skills
Support with childcare
Businesses recognise and respond to social
issues
Financial support for disabled facilities
Training specifically designed to meet the
needs of people with disability
Quality support to businesses about disability
is provided
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Strategy Options
Many employment opportunities for disabled
people
Employment strategies being met

• 
  
  

Overall Outcome
Disabled people eagerly entering the labour
market
Project Purpose
Disabled people Readily entering the labour
market
Businesses regularly hire people with
disabilities
Average labour costs
Disabled people feel confident of
their interpersonal skills
Support with childcare
Businesses recognise and respond to social
issues
Financial support for disabled facilities
Training specifically designed to meet the
needs of people with disability
Quality support to businesses about disability
is provided
Outputs
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Problem and objectives group work task

• Choose a problem
• Identify and write on cards what you see as
  the causes and effects of this problem

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Transferring Objectives
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Lunch!
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Development Partnership Agreement
Outline sequence of Partnership Workshops
1. Partnership details
2. Eligibility
3. Summary
4. Rationale
Strategic Partnership workshop Whos involved
5. Partnership Analysis
Strategic Partnership workshop Problem
objectives
6.1 Strategic objectives
6.2 Workplan
Operational Partnership workshop Logical
framework workshop

7. Equal Opportunities 8. Innovation 9.
Empowerment 10. Transnationality
11. Mainstreaming
12. Monitoring evaluation
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Logical Framework
Logical Framework
Objectives
Indicators
Evidence
Assumptions
Overall Outcome
Project Purpose
Outputs
Activities
Pre-conditions
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Levels of Objectives

• Overall Outcome relate to the community,
  regional and national outcomes, to which the
  project will contribute. Other inputs and
  initiatives will also contribute to the same
  outcome.
• Project Purpose is the main objective in terms
  of continuous benefits being utilised by users.
  It measures and defines the project success.
• Outputs are the services and facilities that
  have been received by users.
• Activities are the services and facilities that
  the project provides.

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Assumptions
Logical Framework
Objectives
Indicators
Evidence
Assumptions
Overall Outcome
Project Purpose
Outputs
Activities
Pre-conditions
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Assumptions group work task

• Use the case study logframe and focus on the
  assumptions
• Look at each assumption and agree and highlight
  which would need further research and
  investigation
• Identify those assumptions that can be converted
  into the Objectives column either as an output or
  activity
• Write them into the appropriate boxes of the
  logframe

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Part completed log frame for disabilityto
illustrate what happens to risks/assumptions

• Completed exercise take out

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The Characteristics of Indicators
Overall Outcome
Contribution
Project Purpose
Utilisation Flow of Benefits
Outputs
Service Delivery
Activities
Inputs Outputs
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Defining Indicators

• Set quantity how many/much?
• Set time when?
• Set quality how good?
• Set location where?
• Target group who?

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Evidence

• Indicators are measurable at reasonable
• costs by existing means or by procedures to
• be developed by the project
• Responsibility is clearly assigned
• Arrangements for monitoring and evaluation
• include gathering data for indicators and
• learning from the outputs

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Indicators group work exercise

• Match indicators to objectives and evidence
• Give answers

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Logical Framework
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Linking
Activity Plan
Problem Assessment
Logical Framework
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Activity Plan
Milestone
Target
Allocate tasks among staff. LR Lead Role SR
Support Role AS Apprenticeship Scheme Co
Co-ordinator SW Support Worker
Breakdown main activities into manageable tasks
Prepare start and finish dates of activity
Determines Sequence and timing of tasks
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Development Partnership Agreement
Outline sequence of Partnership Workshops
1. Partnership details
2. Eligibility
3. Summary
4. Rationale
Strategic Partnership workshop Whos involved
5. Partnership Analysis
Strategic Partnership workshop Problem
objectives
6.1 Strategic objectives
6.2 Workplan
Operational Partnership workshop Logical
framework workshop

7. Equal Opportunities 8. Innovation 9.
Empowerment 10. Transnationality
Strategic Partnership workshop Mainstreaming plan
11. Mainstreaming
12. Monitoring evaluation
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Mainstream Test Framework
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Mainstreaming groupwork task

• Using the objective in Mainstream Test Framework
  please agree no more than three potential
  mainstream partners and how we might involve them

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Development Partnership Agreement
Outline sequence of Partnership Workshops
1. Partnership details
2. Eligibility
3. Summary
4. Rationale
Strategic Partnership workshop Whos involved
5. Partnership Analysis
Strategic Partnership workshop Problem
objectives
6.1 Strategic objectives
6.2 Workplan
Operational Partnership workshop Logical
framework workshop

7. Equal Opportunities 8. Innovation 9.
Empowerment 10. Transnationality
Strategic Partnership workshop Mainstreaming plan
11. Mainstreaming
12. Monitoring evaluation
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Monitoring

• Is an internal management activity
• Actual progress is compared to planned targets
• To find problems and identify solutions
• Takes place at all levels of management
• Uses both formal and informal reporting
• Focuses on Resources, Activities and Outputs

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Planned and Actual Record
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Evaluation

• Is a periodic assessment of project impact
• Is to learn lessons
• Is undertaken by external personnel
• Assess relevance, efficiency, effectiveness,
  impact
• and sustainability in relation to its stated
  objectives
• Focuses more on Outputs to Project Purpose and
• Project Purpose to Overall Outcome

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Evaluation for Measurement
Ruler Accountability Judgement
Ruler Objectives, outputs activities indicators
Evaluation
Big final report
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X Empowerment
X Do our innovations work?
X Are we influencing anyone?
4
X Are our innovations mainstreamable?
Verdicts
Evaluation for understanding
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X Quarterly Monitoring Reports
Torch Illumination Improvement
Torch Illumination Improvement
Data-capture
X What should we now do as a DP?
2
X Interviewing stakeholders
1
2
5
4
3
1
6
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Start late - inspecting
Interactive data collecting
Various Interactive reports
Start early learning from the monitoring
Options
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Development Partnership Agreement
Outline sequence of Partnership Workshops
1. Partnership details
2. Eligibility
3. Summary
4. Rationale
Strategic Partnership workshop Whos involved
5. Partnership Analysis
Strategic Partnership workshop Problem
objectives
6.1 Strategic objectives
6.2 Workplan
Operational Partnership workshop Logical
framework workshop

7. Equal Opportunities 8. Innovation 9.
Empowerment 10. Transnationality
Transnational Partnership workshop Problems,
objectives and workplan
Strategic Partnership workshop Mainstreaming plan
11. Mainstreaming
12. Monitoring evaluation
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Identifying pros and cons

• In your group please discuss and identify no more
  than six pros and cons of using PCM and
  logframe tools and write each on a separate card

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Strategic Partnership workshop Whos involved
5. Partnership Analysis
AGENDA AND MINUTES
Back
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4. Rationale
Strategic Partnership workshop Problem
objectives
6.1 Strategic objectives
Agenda minutes
Back
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6.2 Workplan
Operational Partnership workshop Logical
framework workshop
AGENDA MINUTES
12. Monitoring evaluation
Back
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Strategic Partnership workshop Mainstreaming plan
11. Mainstreaming
AGENDA MINUTES
Back
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Transnational Partnership workshop Problems,
objectives and workplan
10. Transnationality
AGENDA MINUTES
Back
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Group work Partnership Roles and TasksChoose
one of the DPs in your group and help your
colleague identify some of the tasks involved and
which partners might have roles in those tasks

Partner Roles Tasks
Transnational Partner(s)
Etc.
Lead Partner
Partner 6
Partner 1
Partner 2
Partner 3
Partner 4
Partner 5
Partnership co-ordination
Administration
Strategic Planning