An introduction to Project Cycle Management PCM

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An
introduction to Project Cycle ManagementPCM
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• Welcome agenda
• Learning to know each other
• Locations of facilities (rooms)
• Role of trainer participants
• Leonardo-Socrates examples/tasks
• Three parts
• Introduction to PCM - 30 min
• Logical Framework - 150 min
• Your work and PCM - 30 min

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• Objectives
• Understand PCM as a tool for project planning,
  implementation and evaluation
• Perform a stakeholder/problem analysis
• Develop a problem/objective tree
• Define project elements, test the logic
• Prepare a draft Log frame matrix
• Relate PCM to your future/daily work

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• Introduction
• EU Action programmes/projects
• Project management - features
• Expectations project manager
• Changing roles of managers
• See figure next slide

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Changing roles of managers Changing roles of managers
Then Now
Controlling/Directing Empowering potential
Imposing norms Releasing creativity
Creating certainty Managing uncertainty
Telling Listening
Vertical/line authority Matrix/Project Management
Problem solving Opportunity creating
Manage within your area Collaboration/partners
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Exercise 1 Introduction

• Your management perspective
• See hand-out - questionnaire
• 5 minutes - individually
• 10 minutes - plenary

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• Introducing PCM what it means
• PCM describes management activities and
• decision making procedures used during
• the life time of a project.
• (tasks, roles, responsibility, key docs,
  decision options)
• The EC adopted PCM as its primary set of project
  design and management tool based upon the Logical
  Framework Approach.

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• Key features of PCM projects
• Support the EU policy objectives
• Support the national strategies
• Addresses relevant problems recipients
• Have feasible, achievable objectives
• Benefits are likely to be sustainable
• See figure next slide

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Policies, programmes and projects
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• PCM Requires
• Active participation of key stakeholders
• Incorporation quality assessment (stage)
• Quality key docs for decision making
• Using the Logical Frame Work

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Project cycle
Programming
Evaluation
Identification
Financing decision
Implementation
Formulation
Financing decision
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• PCM - Three common principles
• Decision making criteria defined at each phase
• The phases in the cycle are progressive
• Project identification part of structured
  feedback
• LFW - Project management tool
• Identification, analyse situation, investigate
  relevance and identify objectives and strategies
• Formulation, preparation project plan,
  objectives, measurable results, defined levels of
  management responsibility
• Implementation, support contracting, operational
  work planning and monitoring and
• Evaluation/audit, summary record of what was
  planned (objectives, indicators and key
  assumptions)

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Main stages of the log frame
1. Analytical Phase 2. Planning phase
STEP l STAKEHOLDER ANALYSIS identify groups, people and institutions which are likely to be affected by the project, identify the key problems, constraints and opportunities they face STEP 2 PROBLEM ANALYSIS formulate problems determine cause and effect relationships and develop a problem tree STEP 3 OBJECTIVE ANALYSIS Objectives -develop objectives from the identified problems identify means to end relationships identify clusters of objectives and determine the project strategy Having analyzed the situation, the project should now be ready for detailed planning STEP 4 INTERVENTION LOGIC define the project elements, test its internal logic, and formulate objectives in measurable terms STEP 5ASSUMPTIONS and RISKS identify the conditions which are likely to affect the project's implementation but which are outside the project management control STEP 6INDICATORS identify ways to measure progress, formulate indicators define means of measurement STEP 7 ACTIVITY SCHEDULE determine sequence and dependency of activities estimate duration, set milestones, assign responsibilities STEP 8COST SCHEDULE specify required inputs develop cost schedule prepare budget
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Step 1 The stakeholder analysis

• Whose views experience are relevant?
• Who takes decisions about the project?
• Who will act on these decisions?
• Whose active support is essential
• who has a right to be involved?
• Who is likely to feel threatened
• See example next slide

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Example stakeholder analysis setting up ITC
Stakeholder Group Tasks and responsibilities Expectation for the project Fear for the project Support for project
Directorate for VET (Ministry of Education) Personnel selection Budgets definition of forms Design of the VET system Improvement of the equipment Improvement of coordination Training of staff New ideas Change of the socio-political framework Priorities set by the donor organisation Supply of project staff Political support of the project Multiplicator for project impacts
Industrial Training Centre (ITC) Implementation Selection of staff Training specialists Implementation modern training programmes Improvement of education Training of staff Insufficient staff experience project implementation Insufficient own financial resources Staff highly motivated Provision of venue Link to other stakeholders
Employers Provision of jobs Setting frame-work conditions for staff Provision of social security Development of technologies Supply of highly qualified staff Improvement of productivity Improvement of product quality Improvement of work-flow organisation Competition through subsidised production in training centres Low quality of training Training costs partly covered by companies Provision of jobs Provision of internships Collaboration in the design of the training Collaboration in the final exams
Youth General education Social responsibility Enhancement of skills employment Lack of jobs, lack financial resources for training fees Application of the new skills

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Exercise 2 - stakeholder analysis

• Identify general development problem/opportunity
• Identify groups having an interest in the
  project
• Investigate their roles, interests, relative
  power and capacity to participate (strengths and
  weaknesses)
• Identify the extent of cooperation or conflict in
  the relationships between stakeholders and
• Interpret the findings of the analysis and
  incorporate relevant information into project
  design.
• Using the case of Socrates hand-out
• 30 minutes in small working groups
• 15 minutes plenary

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Step 2 The problem analysis

• Problem analysis is an important part of the
  stakeholder workshop
• It involves two tasks
• Analysis of the identified problems faced by the
  stakeholders and
• Development of a problem tree to establish causes
  and effects
• See example problem tree next slide

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An example of a problem tree
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Exercise 3 Develop a problem tree

• Agree on 1 focal problem paste it on the wall
  with 1 related problem (cause/effect)
• If the problem is a cause it goes on the level
  below
• If the problem is an effect it goes above
• It is neither a cause nor an effect it goes on
  the same level
• As the tree develops, remaining problems are
  attached in the same way.
• Using the case of Socrates hand-out
• 30 minutes in small working groups
• 15 minutes plenary

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Step 3 Objectives analysis

• Analysis of objectives involves reformulation of
  problems into objectives. Objectives should be
• Realistic - achievable within given financial
  and
• physical resources, and the time-frame
  envisaged
• Specific - so that any progress towards
  objective
• can be attributed to the project and not to
  some
• other cause
• Measurable - at acceptable cost and acceptable
• effort, so project's performance can be measured

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An example of an Objective tree
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Exercise 4- develop an objective tree

• Develop an objective tree using the results of
  the problem tree in exercise 3
• Positively mirroring the problem tree.
• Using the case of Socrates hand-out
• 15 minutes in small working groups
• 5 minutes plenary

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Step 4Defining the intervention logic

• Distinguish the LFA from the LFM (matrix)
• LFA is a way of thinking, not a process of
  mechanical engineering
• LFM is an analytical coherent project design
• LFM is a stakeholder presentational tool.
• LFM helps to make visible the logical
  relationships between activities, outcomes,
  specific objectives and overall objective

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Structure of the LFM 4 columns, 4 rows

• The vertical logic identifies
• what the project intends to do,
• clarifies the causal relationships and
• Specifies the assumptions and uncertainties

Project Project Project Project
Narrative Indicators Measurement Assumptions
Overall goal
Project purpose
Results/ outcomes
Activities
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Structure of the LFM 4 columns, 4 rows

• The horizontal logic relates to
• the measurement of the effects of,
• the resources used by,
• the project, specification of key indicators
• the means how measurement will be verified.

Project Project Project Project
Narrative Indicators Measurement Assumptions
Overall goal
Project purpose
Results/ outcomes
Activities
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Step 5-Specify assumptions risks
Project Project Project Project
Narrative Indicators Measurement Assumptions
Overall goal to which project contributes. For sustaining long term objectives
Project purpose For achieving the overall goal
Results/ outcomes For achieving the project purpose
Activities For achieving the results/outcomes

• External factors affect project implementation
  outside control
• Conditions to be met if the project succeed
• Mechanisms to deal with them or to monitor the
  effect
• Once assumptions identified, state in terms of
  desired situation.

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Step 6-Specify the indicators
Project Project Project Project
Narrative Indicators Measurement Assumptions
Overall goal to which project contributes. overall goal is Achieved For sustaining Long term objectives
Project purpose proving project purpose is achieved For achieving the overall goal
Results/ outcomes proving results are achieved For achieving the project purpose
Activities Specification inputs /costs each activity For achieving the results/outcomes

• Define indicator - e.g. Educational degrees
• Set quality - e.g. Nr of graduates in
  subject X
• Set quantity - e.g. Nr graduates increased
  from 500-1000
• Set time - e.g. Nr graduates
  increased 500-1000 by 2007

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Step 6 Specify the measurement
Project Project Project Project
Narrative Indicators Measurement Assumptions
Overall goal to which project contributes. overall goal is Achieved Reports Records documents For sustaining objectives long Term
Project purpose proving project purpose is achieved Reports Records documents For achieving the overall goal
Results/ outcomes proving results are achieved Reports Records documents For achieving the project purpose
Activities Specification inputs /costs each activity For achieving the results/outcomes

• the format - e.g. progress reports, project
  records, statistics)
• who - who should provide the
  information
• how often - e.g. monthly, quarterly, annually
  etc.

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• Step 7. Prepare activity schedule
• List the main activities
• Break activities down into manageable tasks
• Determine activity sequence /dependencies
• Estimate the start-up, duration and completion
• Identify process indicators or milestones
• Define expertise required to undertake activities
  
• Allocate tasks among the project team

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Example -work breakdown activities
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Step 8 - Specifying the inputs

• Checklist for Preparing a Cost Schedule
• List means required to undertake each activity
• Put means into cost categories
• Specify units, quantity and unit costs
• Specify funding source
• Allocate cost codes
• Schedule costs
• Estimate recurrent costs
• Prepare cost summary tables

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Example full log frame - Project Support to ITC Centre Example full log frame - Project Support to ITC Centre Example full log frame - Project Support to ITC Centre Example full log frame - Project Support to ITC Centre
narrative indicators measurement assumptions
Overall goal to which project contributes. National VET system adapted to new economic conditions Indicators that overall goal is achieved National employers association evaluate new VET system positive Reports of round table discussions For sustaining objectives long term Reform policy towards market economy Implemented National VET standards reflect economy needs
Project purpose The ITC offers training according to the needs of the economy Indicators prove purpose is achieved 200 students trained 80 graduates receive work within 6 months after graduation Registration records survey to be carried out by project Government secures continued VET support The directorate for vocational training is strengthened
Results/ outcomes Technical standard of training is improved Modern training methodology is applied ITC renders efficient services which cover part of their budget Indicators proving results are achieved Outdated equipment replaced. Practical exercises for students increased by 50. 80 of training staff apply new methodology. 20 of budget covered by own return in project year 4 Assessment report acquisition documents Teachers' reports Training evaluation report Accounting books For achieving the project purpose Employers co-operate with the project. Existing staff stays with training centre. No competing training centre exists. Semi-autonomous status granted by VET Department
Activities Carry out assessment of equipment and needs analysis for new equipment Purchase and install new equipment. Train trainers in new methodologies Specification inputs /costs each activity 1 person/Month short term consultant. Equipment 300.000 . Training Trainer course 1 Month short term expert For achieving the results/outcomes Appropriate technology available. Students and trainer collaborate in the development of new curricula. Services are demanded by private clients
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Exercise 5 Prepare a draft LFM

• Start preparing the LFM using the results of the
  previous exercises and Socrates case
• Process information by working vertically down
  the first column, once first column is sound,
  complete the fourth column
• The second and third columns should then be
  completed. Next - find the activities to be
  carried in order to produce the outcomes.
• List for later discussion with your superiors
  and your absent colleague 5-7 important project
  elements or assumptions that you feel are perhaps
  doubt full, if not wholly unjustified,
  unnecessary or even dangerous for the successful
  implementation of the project.
• 45 minutes in small working groups
• 20 minutes plenary

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• Exercise 6 PCM to your future work
• List the strength
• List the weakness

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• Strength and weaknesses LFA
• The strength
• LFA encourages people to consider expectations
• and how to achieve the objectives
• Checks internal logic of the plan ensuring
• activities, outcomes and objectives are
  linked.
• It forces planners to identify critical
• assumptions /risks affecting project success,
  
• Indicators of achievements/progress, planners
• think about how to monitor and evaluate

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• Strength and weaknesses LFA
• The weakness
• Powerful tool but not a comprehensive tool for
  either planning-management
• Time consuming, requires a thorough understanding
  of logic and concept of LFA.
• Problems can be compounded by too rigid
  application of the LF (changing environment)
• LFA should be supported by technical,
• economic, social and environmental analysis