Project Planning and the Planning Cycle

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Project Planning and the Planning Cycle

• PIA 2501

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Author of the WeekNext Week Arturo Escobar

• What Does Escobar say about the concepts
  Development Economics and Planning?
• How does he "Deconstruct" development?
• What does that mean?
• "What Is To Be Done?" according to Escobar.

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Discussion Authors of the Week

• Isabel Allende- Clarrisa
• Jorge Luis Borges, The Book of Sand

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The Problems of Development Management Next Week

• Quote of the Week Revisit the Quiet American
• Discussion
• "The Human Condition being what it was, let them
  fight, let them love, let them murder, I would
  not be involved."
•  Graham Greene

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Review

• Neo-Orthodox View of Planning

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To what extent is the state planning approach
necessary?

• Mandated by technical assistance
• Expanded government meant specialized planning
  organizations and the rise of development
  economics as a discipline

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To what extent is the state planning approach
necessary?

• The issue of grass roots participation was raised
• There was rhetoric of a command economy as
  opposed to a market economy with two extremes and
  the soft state in-between
• The Reality is in-between Public Private
  Partnerships

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Limitations of Planning

• To what extent is the state planning approach
  possible?
• Issue of growth vs. distribution
• Issue of planning vs. ways in which budget
  priorities are set
• Debate about the coordination of planning
  voluntary vs. hierarchical authority

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Structural Reforms- Review

• The Change Overemphasized the Anti-State theme
• Result
• Since 1985, privatization, public sector reform
  and structural adjustment
• New Theories
• Neo-orthodoxy based upon Public and Social
  (Rational Choice) ideas
• What was Developmental in the 1990s?

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Contemporary Themes of Development- Review

• Except for the Newly Industrializing
  Countries(NICs), the failure of Development
  Management as a method
• Question does failure occur as a result of
  state collapse? (Goran Hyden)
• What is the future of Development Planning

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Level of Analysis Issue Planning

• Public Policy
• Overall decisions to take action
• Programs
• Ongoing areas of activity within a policy area, a
  nucleus to carry out program
• Projects
• Discrete time-bound, often sector or spatially
  based activity

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Contemporary Themes of Development

• Problem of government as a negative a state
  centric vs. society centric view
• How does that translate into public private
  partnerships? (Robert Bates, Eleanor Ostrom)
• Issue of "implementation," the neglected
  component of development policy (Pressman)

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Contemporary Themes of Development

• Institution building is a pre-requisite
• Development Policy is environmentally bound
• Importance of micro-macro linkages (Kathleen
  Staudt)

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What is Developmental in the 1990s?

• The PROJECT as an operational concept

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Project Planning

• The Blue Print Approach

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Project Management Defined

• Setting of priorities for the use of a limited
  amount of scarce resources and a limited amount
  of time.

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The New Orthodoxy

• The PROJECT as an operational concept
• The Problems of Development Management
• Project management means loss of control over
  programs and policy
• Project Characteristics
• -Discrete tasks
• -Time Bound
• -fixed amount of money

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Triumph of the Donor

• Need for the "Blueprint" approach
• Donors vs. the Learning Process
• The Blue Print problem and Project Management

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The Blueprint Approach

• Defined by a series of steps
• Identification of available resources and setting
  of financial priorities
• Need to distinguish incremental budgeting from
  capital or development budgets
• Capital or Development Budgets are one time
  investments
• Key Built-in (sunken) costs and problem of
  maintenance and recurrent implications

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The Blueprint Approach

• Defined by a series of steps
• Identification of or selection of appropriate
  means (Funding)
• Formulation of specific activities
• Provision for plan's implementation

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Blue Print

• Secure coordinated action and cooperation
• especially in problem of communications
• Seek funding for projects
• Make Go/No Go Decision
• Implementation
• Monitoring and Evaluation

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Location, Location, Location

• Location of planning Center Manager of the
  Blueprints
• Ultimately a political question- Central Control
• President or Prime Ministers Office
• Ministry of Finance and Development Planning

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Location, Location, Location

• Location of planning Center Manager of the
  Blueprints
• Separate Departments or Commissions for
  Development and Planning Exercises
• Depends upon International Technical Assistance
• Private or NGO Contractor
• Regional and local government
• Social Funds

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Location, Location, Location

• Location of planning Center Manager of the
  Blueprint
• Use and overuse of inter-departmental committees
• Afghanistan, 2005- Office of President

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Controversy over the nature of planner

• Cadre of Economists, budget specialists and
  project analysts
• Informal ties with planner/economists in other
  ministries
• Special issue of foreign international expatriate
  planners
• Planning as shopping list for donors (pork barrel
  projects)
• Politicos emphasis on physical planning
  infrastructure--problem of maintenance

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The Project Cycle

• By 1990, largely a donor-driven process
• Overview
• Projects discrete time bound
• Sector or spatially based activity
• Responsibility for generating specific results
  within time specific space

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The Project Cycle

• Types of Projects
• Nationally sponsored
• paid by country or (more often) private
  foundations
• Donor projects
• Local level community based
• village development activities
• District or regional level sectoral projects
• integrated rural development
• NGO/PVO projects

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The Project Cycle

• Role of Technical Assistance
• Grants
• Contracts
• Cooperative Agreements
• Sub-grants managed by non-profits
• For Further Information on Technical
  Assistance and Contracts see presentations of PIA
  2490--Skills in Development Management
  Privatization and Contracting Out

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Interaction of Major Agency Processes
Planning
Budgeting
Office of Management And Budget (OMB)
Ongoing Projects
Design Approval
Legis- lation
Foreign Policy
Implementation
Evaluation
LDC Needs
Reporting
Operational Year Budget (OYB)
Appropriation
Congressional Presentation (CP)
Budget Submissions
Host Country
Agency Policy Global Sector Strategies Regional
Strategies Research Strategy Management Objectives
Evaluation
Implementa- tion
Pre- Implementa- tion
Project Paper (PP)
Project Review Paper (PRP)
Project Identification Document (PID)
Field of Concentration Strategy (DAPII)
Country Program Strategy (DAPI)
Project Reporting Project Performance Tracking
(PPT) Financial Reporting
Ex-Post Facto Evaluation
Prior Evaluation
Financial MANAGEMENT Programming
INFORMATION Management Reports Implementation SYST
EM External Needs Program Support Data Bank
(CPDB, PAIS, DIS, ESDB) Personnel Administration
Support Database for Future Decisions, Policy
Lessons Learned Evaluation Criteria
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• BREAK

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The Project Cycle

• The Management Model
• The Blueprint model
• Process information and define projects
• National plan leads to programs
• Programs lead to projects funded by donors

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The Project Cycle

• Design
• Identifying nature of problem and possible
  solutions--specific needs and desired changes
• Appraisal
• (Mandatory) data needed to prepare project plan

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The Project Cycle

• Analysis--collection of data
• Social Analysis targeted groups women,
  minorities, indigenous peoples
• Economic Analysis--Cost Benefit
• Institutional Analysis
• Sustainability
• Organizational Requirements
• Recurrent Cost Implications
• Human Skills Needed
• Social Acceptance

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The Project Cycle

• Analysis--collection of alternatives
• Prediction
• Selection of preferred alternatives
• The Logical Framework (LOGFRAME)
• If-then conditions
• The Cycle and the Documents

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The Project Cycle
Source Project Management System, Practical
Concepts, Inc., Washington, DC 1979.
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Project Management System Provides Management
Toolsto Support all Stages of the Project Cycle
Logical Framework
Performance Networks
1. Design
Networks display performance plans over time
Project Objectives Achieved
3. Evaluation
2. Execution
Evaluation System
Reporting System
ACHIEVEMENT
EXCEPTION
Evaluations assess performance against plans and
analyze causal linkages
Progress indicators and formats for communicating
project information
Practical Concepts, Incorporated
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Preparation of Documents Donor - USAID

• Country Strategy Paper
• Concept Paper
• Project Identification Document (PID)

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Implementation Documents
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The Project Cycle

• Implementation
• The Go/No Go Decision
• Carrying out actions planned
• Personnel
• local (and foreign)
• Physical and organizational Needs

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The Project Cycle

• Monitoring and Evaluation
• Understanding what has happened and assessing
  changes and quality of change
• Issue sustainability regarding follow-on within
  the country and replicability from one country to
  another

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Monitoring and Evaluation

• Nature of Data
• Interview vs. survey
• Seat of the pants observation
• "the old quick and dirty"
• The problem of project goals
• Goals are to be limited and bounded
• Specific activities are to be clearly defined and
  achieved
• Short run success leads to successful evaluation
• Short-term loop is five years

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Monitoring and Evaluation

• Nature of Data
• Judgment Evaluation vs. Assessment
• Two views
• a. Learn from experience
• b. Judge performance
• Problem judgment requires clear goals, in
  contradiction with learning
• Problem power of the expert

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Monitoring and Evaluation

• Nature of Data
• Evaluation is a donor requirement
• External activity
• Targets blueprint activity (CPA)
• Critical path analysis (Time based action)
• PERT chart (Project Evaluation Review Technique)
  very technical, programmed
• Evaluation often the need for more action

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Monitoring and Evaluation

• Nature of Data
• Evaluation as an end product
• Separate from implementation
• Action pre-determined in design prior to
  evaluation
• Separates evaluation from the on-going activity

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Monitoring and Evaluation

• Nature of Data
• Problem with Evaluation concept
• Implementation suggests a finished product
• Bureaucratic action is ongoing
• Part of larger system with ambiguous boundaries
• Assessment
• Ongoing, part of implementation process
• Inter-American Development Bank- Advocates
  On-going Evaluation as part of Monitoring
  Exercises

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The Problem

• Incrementalism Planning vs. Implementation
• Planning challenges incremental behavior
• Organizations
• Problem of innovation
• incrementalism is the operational reality

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The Goal

• Bottom Up Participation Planning vs. politics
  myths of participation

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The Goal

• Learning Process Model--incrementalism-
  theoretical alternatige
• Bottom up and interactive
• Village development committees vs. local planning
  officers
• Paternalism of the district officer vs. patronage
  of local level minor networks
• Street level bureaucrats vs. agents from center

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