Kampulan ACTS

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Introduction

• Context and objectives of the training
• Some definitions
• The Project Cycle at-a-glance
• Phase 1 Assessment Planning

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Context of the PCM training

• Field staff mostly inexperienced and new to the
  NGO sector.
• Field staff has primary responsibility for
  quality aid delivery towards beneficiaries
• Save the Chidren is increasingly accountable
  towards donors
• Opportunity for strenghtening the internal
  coordination of project activities

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Objective of the PCM training

• PCM training provides basic understanding of
  project-based activities
• PCM training provide means and tools for
  increased quality of projects
• PCM training provides means enabling for stronger
  accountability
• PCM training underlines the importance of
  coordinated actions during all phases of the
  project-cycle

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in short
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Scope of the PCM Training

• Provide the general knowledge about project
  management
• Familiarize with key concepts related to project
  management
• Familiarize with specific vocabulary related to
  project management
• Not a Master in project management

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The Laws of Project Management

• When things are going well, something will go
  wrong.
• When things cant get any worse, they will.
• When things appear to be going better you have
  overlooked something.
• A carelessly planned project will take 3 times
  longer to complete than expected. A carefully
  planned project will only take twice as long.
• Murphy was an optimist !

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Murphys Law ?
I never had a slice of bread,Particularly large
and wide,That did not fall upon the floor,And
always on the buttered side.
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10 Reasons why Projects Fail

• Unclear objectives
• Over-ambitious project goals
• No stakeholder consultation
• Not linked to programme or policy framework
• Rigid targets and processes (inflexible)
• False expectations (optimistic goals to attract
  finance)
• End abruptly and usually too short term
• Driven by aid professionals, not locally
  owned
• Many projects are not relevant to beneficiaries
• Risks are insufficiently taken into account

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Definition of Project

• An undertaking encompassing a set of tasks or
  activities having a definable starting point and
  well defined objectives. Each task has a planned
  due date and assigned resources
• A structure to complete a specific set of
  deliverables. A project has a specific begin date
  and end date, specific objectives and specific
  resources assigned to perform the work
•  A time-bound set of tasks directed to an
  overall goal 

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Key components of the Project

• Goal identifed objectives
• Activities geared towards completion of goal
• Resources assigned to implementation of
  activities
• Time-bound defined begining and end-date

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Definition of Program

•  A collection of projects that are directed
  toward a common goal
•  A broad framework of goals to be achieved,
  serving as a basis to define and plan specific
  projects 
•  Umbrella structure established to manage a
  series of related projects. The program does not
  produce any project deliverables

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Definition of Cycle

• a periodically repeated sequence of events or
  phases

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Example
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Example
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Example
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The Laws of Project Management

• When things are going well, something will go
  wrong.
• When things cant get any worse, they will.
• When things appear to be going better you have
  overlooked something.
• A carelessly planned project will take 3 times
  longer to complete than expected. A carefully
  planned project will only take twice as long.
• Murphy was an optimist !

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Murphys Law ?
I never had a slice of bread,Particularly large
and wide,That did not fall upon the floor,And
always on the buttered side.
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10 Reasons why Projects Fail

• Unclear objectives
• Over-ambitious project goals
• No stakeholder consultation
• Not linked to programme or policy framework
• Rigid targets and processes (inflexible)
• False expectations (optimistic goals to attract
  finance)
• End abruptly and usually too short term
• Driven by aid professionals, not locally
  owned
• Many projects are not relevant to beneficiaries
• Risks are insufficiently taken into account

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The phases of the project-cycle
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Phase 1 Assessment Planning

• Assessment
• Project identification
• Planning
• Process of setting objectives/goals, strategies,
  procedures and means to meet them

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Phase 2 Implementation Monitoring

• Implementation Actual running of the project
• Monitoring Control of the progressive changes
  brought about by the project.

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Phase 3 Evaluation

• Evaluation
• Assessment of an ongoing or completed project,
  its design, implementation and results.

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Phase 4 Adaptation

• Adaptation
• Refining of the project according to the results
  of the evaluation. May lead discontinuation of
  the project.

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Phases of the P-C on a time-line
T
P
Planning
Assessment
Evaluation
Adaptation
Implementation Monitoring
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Break ! 15

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The Assessment stage
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• Assessment
• Project
• identification

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Assessment

• Assessment as  Need  identification ???
• Presentation field rapid assessment method
• Exercise on assessment

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The concept of NEED

• The Maslow Pyramid
• Definitions of NEED
• Interpretation of NEED

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The Maslow Pyramid
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Definitions of NEED

• Describe a basic human need (Maslow pyramid)
• Describe the LACK of a basic human need
• Describe the need for relief assistance or some
  other humanitarian intervention

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Interpretation of NEED

• Common mistake Intellectual shortcut leading to
  confusion
• Needs assessment tend to be combined with the
  formulation of the responses
• The concept of need as a deficit (lack of) often
  leads to define need in terms of goods and
  services to offer

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The crux of the matter

• Need based assessment requires a clear
  distinction between
• - definition of the problem
• - formulation of solutions to it

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Solutions to avoid confusion

• Risk-based assessment
• Need identified as the result (the product) of
  actual or imminent threats and vulnerabilities
  (threats to life, health, subsistence and
  security)
• Demand-based assessment
• Need identified as the demand from the
  customers regardless of the type of supply that
  can be provided by the assessor.

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In short..

• Risk-based assessment
• supplier perspective
• Demand-based assessment customer perspective

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Rights and Needs

• Need-based and right-based approaches are often
  in opposition
• Statement about rights and needs are different in
  kind and incompatibles (Speaking different
  languages, comparing apples and pears)
• - Need refers to what for programming
• - Right involves a moral and legal claim about
  entitlements and helps to identify
  responsibilities

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Assessment - Field Assessment
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Assessment - Exercise

• Split into 3 workgroups 5
• Read Case Study 15
• Produce Assessment report following case study
  30
• Present results 30

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Problem Assessment

• The Problem Tree
• Helps to establish the cause/effect relation
  between problems

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Problem Assessment Problem Tree

Effect
CORE PROBLEM
Causes
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Exercise -gt Build a Problem Tree

• Split into 3 workgroups 5
• Read Case Study 5
• Produce Problem Tree following case study 30
• Present results 30

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Objective Assessment

• The objective Tree
• Convert the problems into positive achievements
  through means/ends relationships

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Linking Problems Objectives
Negative
Positive
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Linking Problems Objectives

• Just to kick opened doors

Solutions
Changes
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Objective Assessment The Objective Tree

End
CORE OBJECTIVE
Means
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Exercise - gt Build a Objective Tree

• Split into 2 workgroups 5
• Read Case Study 5
• Produce Objective Tree following case study 30
• Present results 30

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Taking Strategic options
Choices
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Assessment Planning The Planning Stage

• The Planning stage

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The logical framework is

• A blue-print for project planning
• A framework to articulate logically the content
  of the project
• A tool and just a tool but
• the synthesis of the project proposal
• a requirement from most institutional donors

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Introducing the Logical Framework
Indicators
Evidences
Objectives
Assumptions
Overall objective
Project purpose
Results

Activities
Pre-conditions
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Column OBJECTIVE
Objectives
Indicators
Evidences
Assumptions
The broader why for the project.
Overall objective
The desired change that this project will bring
about.
Project purpose
The project deliverables. What the project will
achieve and leave behind
Results

The things that those involved actually do during
the life of the project to produce the outputs
above.
Activities
means
costs
Pre-conditions
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Objective is

• GOAL
• GOAL is identified specifically according to the
  LEVEL of planning

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Example of Objectives
Objectives
The broader why for the project.
Overall objective
The change that this project will bring about
Project purpose
The project deliverables. What the project will
achieve and leave behind
Results
The things that those involved actually do during
the life of the project to produce the outputs
above.
Activities
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Column INDICATORS
Indicators
Evidences
Objectives
Assumptions
what is acceptable performance at each level of
the project objectives.
Overall objective
define the expected Project impact which is what
we evaluate.
Project purpose
information we use to monitor the projects
progress.
Results

Activities
activity level indicators
costs
Pre-conditions
QQT - SMART
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Indicator is

• BENCHMARK
• Standard measuring change in a specific
  situation
• Standard measuring performance of specific
  activities and project
• Can be
• Qualitative (based on FACTS)
• Quantitative (based on FIGURES)
• Must be SMART
• S pecific
• M easurable
• A ttainable
• R ealistic
• T ime-bound

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Example of Indicators
Indicators
what is acceptable performance at each level of
the project objectives.
define the expected Project impact which is what
we evaluate.
information we use to monitor the projects
progress.
Information we need to monitor the project at
activity level - workplan
QQT - SMART
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Column EVIDENCES
Indicators
Objectives
Evidences
Assumptions
Where do we go to find the information for
measuring Indicators ??
Overall objective
idem
Project purpose
idem
Results
Activity level Evidences

Activities
means
Pre-conditions
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Evidence is

• PROOF
• Record
• Tangible or intangible

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Example of Evidences
Evidences
Where do we go to find the information for
measuring Indicators ??
Idem at purpose level
Idem at result level

Idem at activity level
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Column ASSUMPTIONS
Indicators
Evidences
Objectives
Assumptions
Overall objective
  What assumptions must hold true for the project
purpose being produced
Project purpose
What external risks might prevent project Outputs
resulting in the planned Purpose
Results

What external risks might prevent project
Activities resulting in the planned Outputs ?
Activities
means
costs
Pre-conditions Anything that the host
organization must do/have in place before project
activities can start
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Assumption is

• Proposition or statement accepted as true until
  proven otherwise
• Help identifying RISKS at an early stage of the
  project
• Helps managing RISKS under uncertainty
• Often based on IGW
• KILLERs assumptions

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Example of assumptions
Assumptions
  What assumptions must hold true for the project
purpose being produced
What external risks might prevent project outputs
resulting in the planned Purpose
What external risks might prevent project
activities resulting in the planned Outputs ?
Pre-conditions Anything that the host
organization must do/have in place before project
activities can start
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Break ! 15

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• Your Logical Framework exercise should yield
  something like this

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Planning Preparing the logframe
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Build a Logical Framework - Exercise

• Split into workgroups 5
• Produce Logical Framework following case study
  90
• Present results 30

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Wrap-up session

• Highlights of the day
• Definition of project cycle management
• 4 phases
• Assessment and planning
• Assessment method
• Problem tree, objective tree, Logical framework
• Participants feed-back and evaluation

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• Assessment Planning
• Implementation Monitoring
• Evaluation
• Adaptation

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Implementation and Monitoring

• The Implementation Stage

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Implementation

• In managing the implementation of a project,
  objectives play a key role.
• Management based on objectives means that
  performance is measured only against achieving
  the objectives.
• If this is done strictly, it will help to show
  flaws in the project design (impossible
  objectives) or implementation (practical
  constraints) at an early stage, when it is still
  possible to make adjustments.

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Workplan

• Workplan based on the logical framework
• Workplan is divided according to each objective
• For each objective a responsible person is
  assigned
• List the activities in chronological order, and
  give more detail than when preparing the logical
  framework.
• For each objective, list the resources and staff
  required.

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Workplan
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Workplan and rollout planning

• Part of the workplan should be a detailed time
  plan or rollout planning
• List all the activities from the sheets, and add
  columns for days, weeks or months.

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Weekly rollout planning
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Workplan and rollout planning Exercise for a 3
months project

• Split into 2 workgroups 5
• Draw a workplan based on the logframe per
  objective, breakdown each activity, the
  resources, the person responsible and the
  deadline 30
• Do the same with weekly rollout planning. 30
• Present results 15

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Implementation and Monitoring

• The Monitoring stage

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Definition

• A continuous and systematic processof
  recording, collecting, measuring, analysing and
  communicating
• Monitoring is about one thing
• information

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Why information ?
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Principles for project monitoring

• Focuses on minimal information required for each
  level of responsibility
• Includes all forms of communication
  verbal,written, formal, informal
• Uses participatory methods
• Creates an obligation to act on operational and
  strategic implications of information received

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Project monitoring tools

• Platforms of exchange
• Flash meeting
• Team/Staff meeting
• Coordination/ Management team meeting
• Board meeting
• Reporting
• Ad hoc report
• Situation report
• Monthly, Quarterly, Annual Report

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Reporting

• Ad hoc Report
• Situation Report
• Monthly Report
• Quarterly Report
• Annual Report

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Phase 3 Evaluation
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Phases of the P-C on a time-line
T
P
Planning
Assessment
Evaluation
Adaptation
Implementation Monitoring
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Definition of Project Evaluation

• An assessment, as systematic and objective as
  possible, of an ongoing or completed project,
  programme or policy, its design, implementation
  and results.
• The aim is to determine the relevance and
  fulfilment of objectives, efficiency,
  effectiveness, impact and sustainability.

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Guiding Principles for Project Evaluation

• The main purposes of evaluations are learning and
  accountability.
• Often referred to as an action oriented
  management tool
• ethical implications. We need to be aware that
  our understandings and beliefs towards what is
  right and what constitutes good quality are the
  evaluation framework itself reflects the ethical
  values the organization holds.

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Type of Evaluation

• Project Management Cycle Evaluations
• Routine evaluations integrated into the project
  management cycle. It makes use of the accumulated
  monitoring information at the project management
  level.
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• Country Program Evaluations
• There is no fixed interval or period after which
  such evaluations should take place but there is
  usually a specific reason to initiate this type
  of evaluation. This could be, for example, to
  identify whether or not the organization is
  achieving the objectives as stated in the
  organizational policy.
• Thematic Evaluations
• Usually not part of a particular planning cycle,
  contrary to the previous types. In principle they
  can focus on any topic
• Evaluations of the organisational processes

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Evaluation Criterion

• Appropriateness (Relevance)
• Connectedness
• Effectiveness
• Impact
• Coherence
• Coverage
• Efficiency
• Cost-effectiveness

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Appropriateness (Relevant)

• Whether the intervention was appropriate
  according to
• organization policies
• perception and/or demands of the target
  population
• national policies
• - timeliness of the response

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2. Connectedness

• Whether activities of a short-term nature were
  carried out in a context which takes longer-term
  problems into account.
• Also called LRRD in donor jargon for Links
  between Relief, Rehabilitation and Development.

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3. Effectiveness

• Measures the extent to which the project purpose
  was achieved and whether this happened on the
  basis of the activities and inputs of goods and
  services.

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4. Impact

• Looks at the wider effects on the target
  population or the country in general, intended or
  unintended, positive and negative, both in the
  short and long term.

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5. Coherence

• Whether the activities were carried out with an
  effective division of labour among the actors,
  maximising the comparative advantage of each.
• Avoiding gaps and overlap, acknowledging the
  responsibilities of all involved
• The co-ordination of the response(s) is sometimes
  indicated as a separate criterion.

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6. Coverage

• The extent to which project activities reached
  the specific target population and/or
• to what extent the beneficiaries had access to
  the services provided by the project.

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7. Efficiency

• Looks at the relation between the verifiable
  outputs -qualitative and quantitative- and the
  inputs (human, material and financial resources)
• It is mainly used to place a value on the
  implementation process
• The term managerial efficiency is sometimes used
  to look at for instance the decision making
  process, human resource management, logistics,
  financial management, etc.

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8. Cost-effectiveness

• Looks at the relation between costs and effects
  or impact
• Ex for health projects the intervention in
  terms of costs per patient cured, costs per life
  saved
• But, it is seldom feasible to do this type
  cost-effectiveness analyses as they are limited
  by the same constraints as described under
  impact.
• Other methods include describing costs per
  output, like cost per child immunised.

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Steps for the evaluation process

• Initiating the evaluation
• Defining the purpose
• Defining the scope
• Defining the key-questions
• Choosing the methodology
• Selecting the evaluators
• Planning the evaluation
• Defining the budget
• Follow-up

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Terms of Reference (ToR) for Project Evaluation

• 1. Title for the evaluation
• 2. Responsibilities and lines of communication
• 3. Context and history
• 4. Purpose
• 5. Scope
• 6. Key questions
• 7. Methodology
• 8. Profile of the evaluator(s)
• 9. Planning
• 10. Reporting and debriefing

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Format end of project cycle evaluation report

• Country X Project (name and cost
  centre)
• By
• EoP evaluation report From Till
•  
• 1. SUMMARY (3 pages max.)
•          Short description of the project
  (purpose, target group, project period, budget,
  etc.)
•          Purpose and approach of the evaluation
•          Conclusions and recommendations
•  
• 2. CONTEXT, NEEDS AND RESPONSE
• Short description of the project environment
  (based on description of the pre-conditions and
  assumptions) and changes over time.
•  
• 3. RESULTS/OUTCOME
• Project Purpose (PP) describe the main objective
  of the project .
• PP indicator (Planned result) planned target
  group, quantity, quality, time and place
• Current Value of PP indicator Achieved
  results
• Constraints/opportunities (Observations PC)
  Incl. lessons learned
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Monitoring - Reviewing - Evaluation

• MONITORING is done continuously to make sure the
  project is on track
• REVIEWING is done occasionally to see whether
  each level of objectives leads to the next one
  and whether any changes need to be made to the
  project plans
• EVALUATION is usually done at the end of the
  project to assess its impact.

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Monitoring - Reviewing - Evaluation
Balance input/output managerial efficiency
Measure extend of achievement of PP
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• Monitoring,
• Reviewing and
• Evaluation
• each assess indicators at different levels in the
  hierarchy of objectives in the logical framework

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Change
What
What
why
Change
What
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Budget monitoring

• Description column insert the labels from the
  project budget (opearation, administration costs
  and transport costs)
• Budget column insert the budget allocated to
  the project
• Actual Spending column insert how much money
  has actually been spent
• The variance difference between the Budget and
  Actual Spending, expressed as a percentage.
• The variance can be positive or negative. If the
  variance is high for example, above plus or
  minus 10 explain why. If the variance is
  positive, say We have not spent the budget
  because If the variance is negative, say We
  have overspent because

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New Practice in Monitoring and Evaluation

• Video ME
• Video Intro
• Video Example

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Phase 4 Adaptation
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Phase 4 Adapation

• Well, now just do it !