11
United Nations
Project Management Skills Workshop
(2 days)
2
Outputs of this Workshop
At the end of the training, participants know: How to link new projects to the UN’s mandate
and strategic framework The concept of the Project / Programme
Management Cycle How to prepare projects for implementation –
using the “results-chain” as a tool (see also “Logical Framework Matrix”)
How these concepts apply to the Monitoring and Evaluation of projects
3
Expected Accomplishment and Overall Objective of the Workshop
This is supposed to…:• Increase the quality of your projects… which in the end is meant to:• Help to improve the performance of the UN
overall
Exercise 1: Introduction
What is the point strategic project planning?
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The context of our projects....
United Nations (Your Organisation)
The programme it belongs to
Our Project
Projects are used to create products and deliver business benefit
Where the benefits of an individual project are meant to complement the benefits of other projects
Where our project (and the programme) are meant to help our organisation to fulfil its mission
Martin Steinmeyer
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You need to make sure that....
United Nations (Your Organisation)
The programme it belongs to
Our Project .. your project is not here...
... But really here!!!
Martin Steinmeyer
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You also need to make sure that....
United Nations(Your Organisation)
The programme it belongs to
Our Project
... your project really has a chance of solving the problem you mean to address...
... and thereby contributes to the objectives and mandates of the United Nations
Martin Steinmeyer
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Characteristics of a Project
Has a defined start and an end; Has agreed, and well defined outputs and produces
measurable effects (expected accomplishments); Has a balance between time, cost and quality; Has interrelated tasks, often grouped into phases; Has a temporary, often multidisciplinary project team
brought together for the project; Might entail the involvement of people from other units or
organizations.
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The Project Context
Organisational Politics
Stakeholder Objectives
External Pressures
Time
Cost Quality
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Project Management
Structuring and facilitation of processes of change in order to produce outputs and accomplishments in the most effective and efficient way.Dealing with complexity and uncertainties related to the
context and to human interactions;Dealing with the subjective perceptions and values of actors
involved;Continuous collection and analysis of information, in order to
take decisions and to make adaptations to achieve quality outputs.
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The Project Management Cycle
Concept Phase
Implementation Phase
Development PhaseEvaluation Phase
Project Charter
Project Document
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Concept Phase
Project Identification
Scope the Project
Assemble Project Team
Identify and analyse stakeholders
Project Finance
Risk Management
The Project Charter
Identify the problem to be addressed
Develop „Intervention Logic“ (how will project address the problem?)
United Nations MandateMulti-annual strategic framework
Introducing: the Intervention Logic
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Overall / Goal Objectives
Expected Accomplishment
Outputs
Activities Inputs
Physical and non physical means necessary to undertake activities
High level objectives to which the project contributes
The main result of the project / main benefit to target group
The (tangible) products of undertaken activities
Tasks executed as part of the project to produce the project’s outputs
Martin Steinmeyer
United Nations MandateMulti-annual strategic framework
Levels of the Intervention Logic – Example
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Overall Goal / Objectives
Expected Accomplishment
Outputs
Activities Inputs
Money, human resources, materials, equipment
Access to urban water and sanitation in Country X expanded
Improved management of water-related services by municipal water utility in capital
Maintenance scheme, Improved staff capacity, Improved procurement, etc.
Staff needs assessment and training, developing procurement guidelines, etc.
Martin Steinmeyer
United Nations MandateMulti-annual strategic framework
Intervention logic during “planning” and “implementation”
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Overall Goal / Objectives
Expected Accomplishment
Outputs
Activities Inputs
Money, human resources, materials, equipment
Plan
ning
Impl
emen
tatio
n
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Scoping the Project- example (i)
In Scope of this project management skills workshop will be:
Provision of practical tools, techniques and methods to manage projects;
Use of harmonized terminology (with RBB) Refresher programme for some –new information for
others; Work with ‘real life’ projects; A workshop manual and handouts; Work in plenary as well as small group sessions.
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Scoping the Project- example (ii)
Out of Scope of this project management skills workshop are:
Project finance and bids Project management software Management of project teams, teambuilding exercises
and methods.
In your groups, please:• Clarify the background & the problem(s) the project is
meant to address• Draft a first version of your project’s intervention logic:
– The Overall Goal / Objective– The Expected Accomplishment– The Outputs– The Activities
• Define / refine the scope of your project (borderline cases)
Exercise: The first approach to your project
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Objectives (i)
Outcome
Output 1 Output 2 Output 3
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Programme, Project, Component…
Programme
Project 1 Project 2 Project 3
Component 1
Subcomponent
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Stakeholders (i)
...are any individual/s, groups of people,
institutions or firms that may have a relationship with the project.
They may – directly or indirectly, positively
or negatively – affect or be affected by the
process and the outcomes of the project.
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Stakeholder AnalysisRest of
theOrganisati
on
FinanceDepartme
ntStaffUN Project
Management Training:
Stakeholders
Trainer Team
Project Manager
s
Staff Develop
ment Unit
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Stakeholders (ii)
• Beneficiaries:Those who benefit from the implementation of the project• Target group/sThe group/entity who will be immediately and positively
affected by the project (outcome level)• Project Partners:Those who help to implement the project (output level)• And finally: “Troublemakers”:Those who can give you grief...
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Stakeholder Analysis
List all relevant stakeholders.
Who is the target group?
Who are the beneficiaries?
Who are the project partners?
Who might have a positive/negative impact on the project?
Who might be affected by the project negatively?
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Stakeholder Analysis (i)
Classifying stakeholders according to "Importance"and "Influence"
Influence
Impo
rtan
ce
0
1
S1
S2S3
S4
S5
S6
S7
S8
S9S10
HighLow
Low
High
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Stakeholder Analysis (iiii)
Identifying Stakeholder Expectations
Stakeholder They want and We Want:
They Want but We Don‘t:
We Want but They Don‘t:
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Stakeholder Analysis (ii)
Strengths Weaknesses
Opportunities Threats
In your groups, please:• Brainstorm and list all relevant stakeholders• Pick two (2) of our three (3) analysis tools (map, matrix, SWOT) and
apply to your project• Determine for your project
– Who is / are the target group/s for your project?– Who can you use as project partners?– Who are potential "troublemakers"?
• Consider: What changes to your original project design should you make?
Group Exercise: Stakeholder Analysis
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Stakeholder Analysis (i)
X
Z
FC
A
M
B
Q
Venn diagram: the size of the circle depicts the influence of the stakeholder; the closeness or distance of the circles depict the relationships between the stakeholders
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Stakeholder Analysis (iii)
Rank your stakeholders along this continuum:
Totallysupportive
Strongly Against
NeutralModeratelysupportive
Moderately Against
X QZAY
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Risk Assessment Matrix
IMPACT/
PROBABILITY
Impact 4: major
Impact 3: medium
Impact 2: low
Impact 1: insignificant
Probability A: almost certain
Probability B: likely
Probability C: moderate
Probability D: almost zero
Identifying Responses to RisksPrince 2 Risk Response Categories:
•Prevention: Eliminate source of risk, stop risk from happening•Reduction: Reduce probability of risk happening•Acceptance: Deciding to “do nothing” about a risk•Contingency: Prepare for risk to happen by identifying contingent time, money, actions•Transference: Give risk to someone else, e.g. insurance company, contractor
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In your groups, please:• Brainstorm on the main risks your project is
facing• Develop a Risk Assessment Matrix for your
project• Decide how you will manage the identified risks in
your project, using the 5 risk response categories
Group Exercise: Risk Analysis
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The Project Charter
• A Project Charter is a concise and clear framework that summarizes the work done in the concept phase of the project.
• It is a presentation format for project proposals.
• Project proposals are budget proposals.
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Checklist for Drawing Up a Project Charter
What is the organisational rationale for the project?
Are the project objectives (outputs and expected accomplishment) clear and unambiguous?
What actions need to be done? Who is going to do them? What resources are required? What is not going to be done?
Is everything feasible and realistic`?
Are outputs, expected accomplishment and obcectives „measurable“? If so what measures should be used?
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Project Charter (example)
Project Name:
Background / Problem to be addressed:
Intervention Logic (Project Objectives, Expected Accomplishment and Outputs):
Scope (point out „borderline issues“):
Team/ Resource roles: Who does what?
Project Risk Assessment: Which ones have we anticipated? How are we planning to react to the major risks (design!!!)
(Project Milestones: What needs to happen when? Include project review dates in this section)
(Achievement Measurement: How will we know if we‘ve succeeded?)
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Project Proposal: quality criteria (example) •Relevance relates to whether the project addresses the real problems of the intended beneficiaries.
•Feasibility relates to whether the project objectives can be effectively achieved.
•Sustainability relates to whether project benefits will continue to flow after the external support has ended.
??
In your groups, please prepare your projects for presentation to “the board”:•Review the project design against the three quality criteria (relevance, feasibility, sustainability)
Make adjustments where necessary•Fill the different sections of the project charter (Project Name, Background, “Intervention Logic”, Scope)•Agree on who should present the project concept to “the board” (4 minutes of presentation)
Group Exercise: Drafting the “Project Charter”
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The Development
Phase
Planning Resources:
Material
Equipment
MoneyRefine the scope to
balance T/C/Q (develop the log-frame matrix)
List tasks and activities
in relevant sequence
Develop an efficient scheduleand budget for resources
People
Ensure approval of plansby relevant stakeholders
Review/ Audit
The Logical Framework Matrix (LogFrame)
‘... IF results are delivered, AND assumptions hold true,
THEN the project purpose will be achieved ...’
Intervention Logic
Sources of Verification
Assumptions (Risks)
Activities
Outputs
Expected Accomplishment
Overall Goal /
Objective
Means Cost
Status Quo
Indicators
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Activity and resource scheduling
LogFrame: Planning & Management Tool
550017504250 750 40011003100
Budget
550017504250 750 40011003100
Budget
SalariesAllowancesVehicle Op.Office Tel/FaxSeedsFertiliser
5000 55001250 17503750 4250
750 750400 400850 1100
2300 3100
Budget
WorkplanWorkplan
Workplan
Results-based workplans & budgets
LogFrame
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Scheduling
Scheduling aims at producing a sequence for the activities to be carried out to meet the project key dates and objectives - and forms the basis for planning resources and for monitoring.
Break down main activities into tasks and subtasks
Think about dependencies
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Diagrams to Show the Order of Project Tasks: Network Diagrams
Task C Task DTask BTask A
Task D
Task C
Task B
Task A
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Diagrams to Show Order of Project Tasks
Task A Task B
Task A
Task B
Finish to Start : The end of the predecessor and the start of the successor are related.
Start to Start : The starts of predecessor and successor are related.
Example: Task B cannot start until task A has finished.
Example: Task B can start at the same time/ shortly after the start of task A.
Tasks can be related in different ways:
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Diagrams to Show Order of Project Tasks
Task A
Task B
Finish to Finish : The ends of predecessor and succesor are related
Example: Task B can finish at the same time/ shortly after Task B has finished.
Tasks can be related in different ways:
In addition lead-time before an activity as well as lag-time after an activity can be defined
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Critical Path Method
The Critical Path Method displays activities and events of a
project graphically as a network. It helps to identify which
activities are critical to maintaining the schedule (those lying
on the „critical path“) – and which are not.
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Critical Path Analysis
Analysis and planning steps:
1. Identify and list all (sub)activities
2. Determine the duration of each (sub)activity
3. Identify the sequence in which the (sub)activities have to be carried out (predecessor) – and their interdependence
4. Draw the diagram (nodes and arrows –an „activity on arrow“ diagram)
5. Identify the critical path
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An Example for CPMActivity Duration Required
Predecessor
A Design guide on history teaching 5 months None
B Identify schools to participate in testing of the new guide.
1 month None
C Translate preliminary guide 2 months A
D Print and distribute guide to pilot schools.
3 months A, B
E xxxx 2 months A
F Train sample of trainers 3 months C
G yyyyy 4 months D
H zzzz 2 months B,E
I oooo 1 month H
J Write project report 1 month F,G,I
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CPM Diagram: An Example
1
25
47
8
3 6
A 5m
B 1m
E 2m
D 3m
C 2m
G 4m
F 3m
J 1m
H 2m
I 1m
The critical path is the path that takes longest. Delays of the activities on this path will cause the project to be delayed.
Adapted from Baker, S.L.
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Gantt Charts
Gantt charts are another technique that can be used for scheduling. They are bar graphs that help plan and monitor project development or resource allocation on a horizontal time scale.
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Gantt ChartsIn general, Gantt charts indicate the exact (planned & actual) duration of a specific task, but they can also be used to indicate the relationships between the tasks (inter-/ dependence), planned and actual completion dates, cost of each task, the person/s responsible for each task and the respective milestones.
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Working with Milestones
Milestones are important, clearly defined events in the course of a project that are of particular interest for the project manager.They represent the project progress and are supposed to take place on a specific date.
„Milestones are events of particular importance.“E.g. the end of a task, a decision taken, end of a project phase, etc. – it is the project manager who has to decide what is an „event of particular importance“.
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Milestone Trend Analysis
Milestones can be used to monitor project progress andidentify trends.Steps for a milestone trend analysis:
1. Define milestones in terms of „content“ and date2. Review milestones periodically verifying the
schedule3. Estimate new, likely dates for milestones, if
necessary4. Enter milestone dates in the chart5. Comment on deviations6. Think about possible consequences of and
remedial action for deviations from plan
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Milestone Trend Analysis
01.01.
01.04.
01.07.
01.09.
01.09.01.01. 01.04. 01.07.
Reporting
Milestone
Ascending line: target date delayed
Straight line: target date as planned
Descending line: target date earlier than planned
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The Implementation
PhaseMotivate/ lead andmanage the team
Fully mobilise all/ relevant/appropriate project activities
Monitor and Control – as appropriate
Problem Solving
Don‘t ForgetRisk Management
Review Progress –
And Audit
Ensure organisation andcommunication are current and
timely
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The Close Out Phase
Finish Work
Negotiate Settlements
(tie up loose ends)
Evaluate andReview
Hand Over to Operations
Monitoring and
Evaluation
Monitoring and
Evaluation
Information Accountability
Learning Legitimacy
The Purpose of Monitoring and Evaluation
Stockmann/CEval
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M&E throughout the life of a project
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Desired situation
PROJECT
Mid-term Evaluation
End-of project or final evaluation
Ex-post orimpact evaluation
Present situation: ex-ante evaluation
Time
Sustained benefits and impact
...monitoring
Martin Steinmeyer
MonitoringClarifies program objectivesLinks activities and their resources to objectivesTranslates objectives into performance indicators and sets targetsRoutinely collects data on these indicators, compares actual results with targetsReports progress to managers and alerts them to problems
Complementary role of Monitoring (M) & Evaluation (E)
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EvaluationAnalyses why intended results were (not) achievedAssesses causal contributions of activities to resultsExamines implementation processExplores unintended resultsProvides lessons, highlights significant accomplishments and offers recommendations for improvements
Martin Steinmeyer
Criteria for Evaluating Development Assistance
Slide No. 60
Impact
Did people we woke up did useful things we hoped they would do? Did others join in?
“Worth” of an
activity
Effectiveness
Efficiency
Relevance
Sustainability
Did we wake people up? How many?
How cheap was the bang? Were there cheaper bangs around?
Did people want (or need) to be woken up in the first place?
When we stopped making noise, did people keep on doing this, or did they fall back asleep?
Our Project: Waking people up (with a big bang)
Evaluation Criteria and the LogFrame
Evaluation criteria & logframe levels
sust
ain a
bility
Overall goals /objectives
Expected Accomplishment
Outputs
Activities
Meansallocation
action
utilisation
change
Problematic Situation
relevance
efficiency
effectiveness
impact
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What is an IndicatorQuantitative or qualitative factor or
variable that provides simple and reliablemeans to measure achievement, to reflect
changes connected to an intervention,or to help assess performance of an actor.
Example: Change of # of qualified and experienced teachers per 1000 children of primary-school age in area X in one year
Developing Indicators
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• It must be verifiable by the evaluator and a third party
• It must be linked to the results intended or to significant changes in the situation
• It must be manageable to collect, present and to track over time
Some also want indicators to be „S.M.A.R.T“:
Specific, Measureable, Achievable, Relevant, Timebound
What makes a good indicator?
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• Specific: Indicator is clearly stated, focused on result to be measured and described as “change”
• Measurable / Monitorable: possible to collect information to decide if Indicator has been achieved
• Achievable: Indicator correlates to target that can be attained by project
• Relevant: Indicator represents a result in intervention logic
• Time-bound: Achievement indicator target is linked to expected date of accomplishment
S.M.A.R.T Indicators
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Implications of Indicator Selection
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• Change in total # of trained teachers (in country X; city Y)
• “# of teachers trained per year• “# of trained teachers per 1000 children“• “% of teachers (per school) that have
received training / have at least a Masters Degree
• “% of students who indicate that they have a “trained teacher”
• “% of teacher who are proficient in core curriculum of country X”
• “Teacher qualification index”; i.e. taking into account “% of underqualified teachers”; % of beginning teachers” per school.
influences…… which tools you will have to
use to gather data!
influences…… how costly your monitoring
system will be!
influences… … what skills you will need in your team!
influences… … what the monitoring data (findings) can be used for!
Conceivable Indicators for “access to qualified teachers”
In your groups, please:• Develop a set of indicators for the different levels
of your intervention logic• Think about the “Sources of Verification” (“where
will my data come from”) for each of the indicators.
• Present them to the other groups
Exercise: Develop a set of indicators for your project
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Thank You!!!!