proj cycle management present.ppt
TRANSCRIPT
Session-II
Concept of
Project Cycle Management
Identification
FormulationImplementation
Evaluation &
Auditing
Programming
Financing
What We Are Going to Do
Definitions What is the Project Cycle Management Justification of PCM Main Weaknesses in Project Implementation Six elements of PCM Questions and (hopefully ) answers
What Is a Project?
A project is a series of activities aimed at bringing
about clearly defined objectives within a precise
time-period and a determined budget
What is Project Cycle Management
Project Cycle Management is a term used to describe the management activities and decision-making procedures used during the life-cycle of a project
What is project Cycle Management
To exercise control over the project cycle. The project cycle comprises the interlinked phases a project passes through in its project life; from the very first idea till the end of the project when (ideally) the objectives have been achieved.
Control is understood here as regulating and supervising the various activities undertaken in each phase of the cycle. It does not include the direct management of the project implementation, which is the project manager’s responsibility.
Justification for PCM…….
European Commission’s evaluation of 1988 concludes the following:
roughly one third of the projects had been successful;
about one third of the projects experienced serious difficulties and
one third had been more or less resounding failures
Why Using the PCM?
It makes sure that the projects are Supportive, relevant, feasible, well
managed and sustainable It’s a useful tool but not magic wand!
Major weaknesses in project implementation.
Weaknesses in PI
Preparation and implementation
of interventions
Lack of discipline &
responsibility
one or more essential factors for successful
results are neglected
take the right decisions and other actions at
the right points in time.
Development of PCM
Late 1960s Logical Framework (USAID) International Agencies introduce Log-frame
Early 1980s ZOPP (GTZ) Objective Oriented Project Planning
Early 1990s PCM (FASID) JICA begins full scale use of PCM 1992 EU Commission adopts PCM
The Cycle
Programming
Identification
FormulationImplementation
Evaluation &Auditing
The Cycle
Programming
Identification
FormulationImplementation
Evaluation &Auditing
•Country Strategy Paper
The Cycle
Programming
Identification
FormulationImplementation
Evaluation &Auditing
•Pre-feasibility Study•Financial Proposal
The Cycle
Programming
Identification
FormulationImplementation
Evaluation &Auditing
•Feasibility Study•Financial Agreement
The Cycle
Programming
Identification
FormulationImplementation
Evaluation &Auditing
•Monitoring reports•Annual plans (budget, resource schedules,…)
The Cycle
Programming
Identification
FormulationImplementation
Evaluation &Auditing
•Final Evaluation•Audit Reports
Country Strategy Paper (CSP)
Based on: EU / EC objectives Partner Country government policy
Are instrument for: Guiding, managing, reviewing EC
assistance programs Includes:
Country policy agenda, analysis of political situation, past and on going EU cooperation programmes, and EC response strategy
CSP for Pakistan 2002-2006 “…room for projects should be kept, to be implemented
primarily by NGOs and civil society organizations with a good track record of quality interventions.” pg 26
“areas of great relevance include child labour” pg 27 “Support to European NGOs with an interest in operating
in Pakistan through co-financing will continue.” pg 34
Member state
Other Donors
EC Commitme
nt
EC Disburseme
nt
Comments
Support to social and economic reform process
F-G-IT-AR-ES-SW-UK-
G-NL
WB-UN-ADB-Japan-
Australia-US
125.4 42.1 Support in this area is being given importance by all donors.HR development and security are key issues for EC
Strengthening civil society through support to NGOs
F-G-UK-NL-S
ADB-WB-Japan-UN
30 8.8 ADB,WB,Japan and UN are the major donor in this area
Development of PCM
The Logical Framework Approach
It is a tool used to implement the PCM Includes 2 aspects:
Planning: Through the log-frame matrix
Analysis:Stakeholders analysisProblem analysisObjective analysisStrategy analysis
Stakeholder: any individual, group of people, institution or firm that have a relationship with the project
The aim is to maximize benefit and minimize negative impact
To be done in the initial phase of the design Always include gender differences Ideally prepared in a workshop
Stakeholders Analysis
Project Stakeholders Analysis
Stakeholder
Characteristics
Interests & expectations
Cross cutting issues
Potentiality & deficiencies
Implications & conclusions
EC Positive attitude toward support of civil society Present in the country
Promotion of Human Rights Increase security through stability of the region
Particular interest in gender equality Relevant issue linked to Human Rights
Long experience in the area Good presence of network
Keen to work in the area Interested in dealing with the issue
APFOL Very deeply rooted presence in the territory
Train it’s personnel Train it’s workers Establish a long lasting cooperation and network
Interested in human rights and workers rights Not so keen to work on gender discrimination
Very deeply rooted presence in the territory Excellent knowledge of needs and problems
Interested in cooperating with the project Welcomes support
The Logical Framework Approach (analysis)
Stakeholders analysis Problem analysis
Problem tree Objective analysis
Objective tree Strategy analysis
Problem Analysis
The problem analysis takes place in 3 steps: Precise definition of the framework and
subject analysis Identification of major problems Visualization of the problem in form of
diagram (problem tree)
Project Problem Tree
Insufficient leadership capabilities among workers
Need for new laws regarding workers rights
Insufficient number of trade union and trade union members
APFOL is not fully capable to safeguard workers rights
Workers right not a priority of gov’t agenda
Traditional acceptance of difficult working condition
Low literacy rate
Many workers are not aware of trade unions
Civil society is not sufficiently strong
Workers are not aware of their rights
Workers human rights are violated
Objective Analysis
It is used to: Describe the situation in the future
(insha’Allah) Verify the hierarchy of objectives Illustrate the means-end relationship
Project Objective Tree
Pakistani citizens are not aware of their rights
Need for new laws regarding workers rights
APFOL potentiality not fully developed
APFOL is not fully capable to safeguard workers rights
Workers right not a priority of gov’t agenda
Traditional acceptance of difficult working condition
Low literacy rate
Many workers are not aware of trade unions
Workers are not aware of their rightsPakistani workers are aware about their rights
APFOL is capable of safeguarding workers rights
New laws regarding workers rights are drawn and implemented
Higher literacy rate
Workers right not a priority of gov’t agenda
Traditional acceptance of difficult working condition
Local sections are established in each APFOL regional office plus Sialkot and Gadoon Amazai
Insufficient leadership capabilities among workers
Workers are trained to leadership and advocacy
Insufficient number of trade union and trade union members
Increasing number of unions formed
Workers are generally aware of trade unions
Civil society is not sufficiently strong
Workers human rights are violated
Civil society plays an important role
Worker’s human rights are guaranteed
Choice of Strategy
It is the final step of the analysis It determines what will be included IN the
project and what will be left OUT It requires
Clear criteria for making the choice Identification of the possible strategies Choice of the project strategy
Criteria could include relevance, budget and time constraints, priorities of stakeholders,
The Logical Framework Matrix(planning)
The LFM is a way to present the substance of the project
It’s composed of four rows and four columns (4x4)
The Logical Framework Matrix(planning)
Intervention Logic
Indicators Sources of verification
Assumptions
Overall objective
Project purpose
Results
Activities Means Costs
First Column (Intervention Logic)
The Overall Objective explains why the project is important for the society in term of long term benefit as well as its coordination to the regional policy. Project should CONTRIBUTE to its achievement
The Project Purpose should address the core problem and should outlive the project. It should be only one and the project should ACHIEVE it
First Column (Intervention Logic)
The Results are the outcome of the activities. Each result will contribute to the achievement of the Project Purpose
The Main Activities are the action to be taken in order to deliver the results. Only the main activity are to be inserted in the matrix
Activities and results should be linked through numbers in order to understand the means-end link. E.g.:result 4 is linked to activities 4.1; 4.1.1; 4.3.1 etc.
Project Intervention Logic
Intervention Logic
Overa
ll O
bje
ctiv
e
To make Pakistani workers and citizens more aware about their rights under the current laws and the Constitution
Pro
ject
Pu
rpose
To make APFOL capable of safeguarding effectively the workers rights and increase its strength
To educate and train the leadership with a view to create awareness among them and raise their capabilities in terms of legal matters, advocacy, and leadership qualities so that they are able to defend workers’ rights effectively
To set up sections in each of the regional offices of APFOL
Project Intervention Logic
Intervention Logic
Resu
lts
1. Increasing number of unions formed in the industrial areas
2. Qualification of 80 paralegal that can plead workers’ cases under the Court
3. Qualification of 20 instructors leader as trainers on workers’ rights and labour issues and 320 leadership members
Activ
ities
2.1 Appointment of a Legal Adviser to provide training on legal matters and strengthen legal services and advocacy to all regions
3.1 Preparation of training manuals and awareness rising booklets
3.2 To contact workers and create awareness about their rights motivating workers to form union in their factories
3.3 Implementation of training programmes
3.4 Training programmes evaluation
Second Column (Indicators)
Describe the project objectives in measurable terms
The should be SMART Specific Measurable Available Relevant Time bound
Third Column (Source of Verification)
Indicate where the indicators are taken from
Should specify: The format (e.g. project reports, official
stars,…) Who should provide the information How regularly
Fourth Column (Assumptions)
Are external conditions that need to be met in order for the project to succeed
Some external factor are critical, some other marginal. To asses the importance one can use the following flowchart
Fourth Column (Assumptions)
Is the external factor important?
Will it be realized? Do not include in log frame
NoYes
Almost certainly Do not include in log frame
Unlikely
Likely Include as assumption
Is it possible to redesign the project to influence
the external factor?
Yes
NoThe project is not feasible
Redesign the project by adding activities or results. Change Project purpose if necessary
Means And Costs
The means are the physical and non physical resources needed to implement the activities
Costs are the translation in financial terms of the identified means indicating the contribution source (EC, gov’t,…)
Building The Matrix
Intervention Logic
Indicators Sources of Verification
Assumptions
Overall 1 objective
8 9
Project 2 purpose
10 11 7
Results 3 12 13 6
Activities4 Means Costs 5
Vertical Logic
Intervention Logic
Indicators Sources of Verification
Assumptions
Overall objective
Project purpose
Results
Activities Means Costs
Pre requisite
Intervention Logic
Indicators Sources of Verification
Assumptions
Overall objective
Project purpose
Results
Activities Means Costs
Pre requisite
Horizontal Logic
You should have an idea of…
The Project Cycle and its phases The Logical Framework Approach
The analysis phase Stakeholders analysis, problem and objective
three and strategy analysis The planning phase
The matrix and its rows and columns Vertical and Horizontal logic
Ov
era
ll
Ob
jec
tive
To make Pakistani workers and citizens more aware about their rights under the current laws and the Constitution
Level of representation in governmental and tri-partite committees and institutions
To make APFOL capable of safeguarding effectively the workers rights and increase its strength
Number of workers’ cases pled successfully to the Court
PRE CONDITIONS: Dialogue among national/federal authorities and social partners.True democratic culture
To educate and train the leadership with a view to create awareness among them and raise their capabilities in terms of legal matters, advocacy, and leadership qualities so that they are able to defend workers’ rights effectively
Capability of National office of APFOL to coordinate educational campaign and training
RISKS: Government instabilityNational and international conflicts
To set up sections in each of the regional offices of APFOL
Meeting and organizing campaign in the field to form new unions affiliated to APFOL
1 Increasing number of unions formed in the industrial areas
Number of new unions affiliated to APFOL
EXTERNAL FACTORS: implementation of labour laws and ILO Conventions prescriptions
2 Qualification of 80 paralegal that can plead workers’ cases under the Court
Trainers team operational: training evaluations
3 Qualification of 20 instructors leader as trainers on workers’ rights and labour issues and 320 leadership members
Trainers team operational: training evaluations
Means
EC Gov't Tot.
Human resources 2.7 0.0 2.7
3.1 Preparation of training manuals and awareness rising booklets
Investiment (cars, building, equipment)
1.5 2.0 3.5
OUTSIDE CONDITIONS: respect of the inalienable right of freedom of association and right to collective bargaining. Fair court trials
3.2 To contact workers and create awareness about their rights motivating workers to form union in their factories
Maintainence 2.0 1.0 3.0
3.3 Implementation of training programmes Contingencies (10%) 0.6 0.3 0.9
3.4 Training programmes evaluation
Grand Total 6.8 3.3 10.1
Sources of Verification
Costs
APFOL headquarter
APFOL headquarter
Branch Office in Sialkot and Gadoon Amazai and Regional offices in all the provinces
Branch Office in Sialkot and Gadoon Amazai and Regional offices in all the provinces: internal reviews
APFOL headquarter - Education Department
Branch Office in Sialkot and Gadoon Amazai and Regional office in all the provinces
LOGICAL FRAMEWORK
Pro
jec
t Pu
rpo
se
R
es
ults
Ac
tivitie
s
Intervention LogicObjectively Verifiable
Indicators Assumptions
2.1 Appointment of a Legal Adviser to provide training on legal matters and strengthen legal services and advocacy to all regions
PRE-CONDITIONS: Educational department operationalAPFOL regional branch operational
Tripartite Commission
Questions, Doubts, Comments…
Thank you!