DESIGNING A PROJECT: FROM ACTIVITY BASED TO RESULTS / QUALITY BASED

MANAGEMENT

DAY ONE

ASSESSMENT

DAY TWO

DESIGN

DAY THREE

MONITORING

MORNING

Intro. Training

Intro. Assessment

Intro. Design Intro. Monitoring

Assessment process and components

Relevance of the design (activity vs. result/ quality)

Activity based management => RBM

Monitoring an intervention

Components of monitoring

AFTERNOON

Analyzing problems (problem tree)

Designing a Log-frame

Monitoring content and process in CCA

Conclusion

The assessment process in CCA

Conclusion

The project design in CCA

Conclusion

Training closure

The Project cycle

ASSESSMENT

IMPLEMENTATION AND

MONITORING

REVIEWAND

EVALUATION

DESIGN

MONITORING

THE PROJECT CYCLETHE PROJECT CYCLE

MAIN CHARACTERISTICS

OF AN INTERVENTION

MAIN CHARACTERISTICS OF AN INTERVENTION

An intervention is a mechanism to solve ‘a problem’. Its main characteristics are:•Has clear objectives•Has a deadline, a date and timeframe …•Takes advantage of existing opportunities of the context and local capacities …•Has a specific amount of resources …•Benefits a specific group …•Is carried out by a team / has a team leader

ETHICAL RESPONSIBILITY

ETHICAL RESPONSIBILITYETHICAL RESPONSIBILITY

Reasons of project’s failure

• There is lack of relevance

• Technical problems

• Lack of assessment

• Sustainability

• Reduced impact…

MORE THAN 50%

More than 50% of the interventions fail !!!

In the sense that they : • do not achieve all their objectives, or • do not deliver all the promised products or

services, or • sacrifice the predefined quality, or • are not completed in the given time

schedule, or • use more resources than originally planned,

or• promised products or services were delivered

but needs still persist.

• What is project design?

• Who is in charge of the design in CCA? And what does he do?

• What informations do we need to design a project?

• What are the main objectives of project‘s documents?

• What are the main constraints of the design phase?

Group exercice: Answer the following questions

What is project design?Based on good data from the assessmentDesign = lots of meaning in generalSpecific activities to solve assessed problems Assessement = base for design Outline of the project (what? How? Where?)Who is in charge of the design in CCA? And what does he do?Mr Hussaini in CCA is in charge of project design CWS helps CCA in the design phase (how is the field team involved?)Done by CCA director, the regional manager, the admin and finance and programme manager in the HQCCA’s director and the donors and the field team (sent from the field in many pieces)What informations do we need to design a project? We go to the field to collect the data(we define the problems and establish people’s priorities)Informed by the assessment done on the fieldInformations collected during the assesment What are the main objectives of project‘s documents? (proposal, working plan, budget, LFA)Documents for donors to explain the activities that we will implement and explain the results A reference for other stakeholders (other NGOs)Getting funds from donorsFinding solutions and explain whyA base for monitoring and a source for evalution (no mention of indicators?)To serve as a point of reference for the staff (yes!!!)What are the main constraints of the design phase?Lack of usefull data from the assesmentLack of experience of the staff to design ProjectLack of team coordination and consensusLack of identification of the area (targetting?)Lack of expatriate (knowledge to design a project)Lack of understanding from the donorsLack of local people agreement (question relevance)Lack of cooperation from the staffInsecurity Implementor’s limitation (lack of staff, expertise in certain areas)Lack of contacts with the people

A project

PRESENT SITUATIONPRESENT SITUATIONPRESENT SITUATIONPRESENT SITUATION DESIRED SITUATIONDESIRED SITUATIONDESIRED SITUATIONDESIRED SITUATION

PROJECT

EXTERNAL SUPPORTEXTERNAL SUPPORTFrom NGOSFrom NGOS

EXTERNAL SUPPORTEXTERNAL SUPPORTFrom NGOSFrom NGOS

PRESENT - FUTUR

PROJECT DESIGN

• The aim of the design of a project is to organize the plans/ ideas based on the assessment’s results into a series of documents that are linked (proposal, LFA, Work plan, budget…)

“CCA built 3 women shelter … ““250 food aid kits were distributed in March 2002 to 250 IDP households”=>focus on activities and not on the results that these activities can have on the population.

“5000 women around Mazar can safely access a shelter if they are suffering from long lasting domestic violence. ““250 IDP households have access and consume at least 2,400 Kcal/day without selling their economic assets that are essential to their return.”

=>focus on people’s situation.

From activity based management to RESULT based management

THE RESULT CHAIN

Resources/ Inputs

Activities Outputs Outcomes Impact

THE RESULT CHAIN

Results

OUTPUTS

Outputs

The products, capital goods (i.e. tools) and services which result from an intervention; including changes resulting from the intervention which are relevant to the achievement of outcomes.

100 Farmers’ groups have increased their food production by 25% during the next agro season.

OUTCOMES

Outcomes

The likely or achieved medium-term effects of an intervention’s outputs.

2000 households are able to meet their food needs in quantity and quality.

IMPACTS

Impacts

Positive and negative, primary and secondary long-term effects produced by an intervention, directly or indirectly, intended or unintended.

The population of dar-e-shash village is able to meet its essential needs in a sustainable way.

FROM PROBLEM TO OBJECTIVES

OBJECTIVE TREE

COREPROBLEM

IMPACTS

OUTPUTS

OUTCOME

PROBLEM

ACTIVITIES

Distribution of

100 sheeps

Training on milk processing

5 green houses are built

100 kg of seeds distributed

100 women can produce 5 kg of krut/ month

100 women can produce 5 kg of vegetables during 6 months

Women’s GA increase

100 HH are able to meet their food requirements

100 HH are able to generate food surpluses that they can sell

FS is improvedWomen are empowered

LOG FRAME 1

Impacts

Outcome

Outputs

Activities

pecificeasurable

chievableelevant

ime bound

SM

AR

T

Writing objectives

SMART

• RBM (Results-Based Management) introduces a structured management approach designed to keep an organization clearly focused on its expected results throughout the management process.

• RBM is a common sense idea: plan, measure, and manage what you do with a clear focus on the results you want to achieve.

• According to this definition, an activity is valuable if iit contributes to a result.

• This concept helps the teams focus not simply on realise activities or control the budget

RBM LOGIC•Assess – What is the current situation?

•Think - What caused it, who is involved, what are we going to achieve?

•Plan - How are we going to do it? With Whom? When? Resources?

•Do - Get it done

How is it going? Do we need to adapt?

•Review - What went well / badly? What can we learn for next time?

.

Evaluation of the second day of training

• All the informations were new• Outcomes /outputs• Activity based management vs Results based management • « If you focus on results you will be more flexible » • « We learnt what is important in a LFA, « • We learnt that we need to better organize our work in the future?• We realized the proposals in the past were not good and we

understood why• LFA and proposals should be coherent• It would be very useful to have more training on design• More informations of what are the differences between ABM and

RBM would be needed