EH/GE 3131PROJECT PLANNING AND

MANAGEMENT

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Mr. Idrissa Y. H.Geography & EnvironmentDepartment of Social ScienceSchool of Natural and Social Sciences SUZA.

WHAT ARE WE GOING TO COVER IN THE REMAINING WEEKS?

Developing Logical frame work and Matrices •Types of frame works•Importance of logical frame work Approach•Types of matrix

•Project Risk and Uncertainties •Concept of risk•Types of risks•Risk Assessment and Management of risk

•Project Monitoring & Evaluation. •The concepts of monitoring and evaluation•Types of monitoring and evaluation •Monitoring and evaluation tools and indicators•Importance of project monitoring and evaluation

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WHAT ARE WE GOING TO COVER TODAY?

Developing Logical frame work in Project Management and Writeup

•Importance of logical frame work Approach•Types of frame works•Types of matrix

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HYPOTHETICAL CASE STUDY I

• In recent studies it has been found that there has been increase in the risk of cholera outbreak among the general public associated mainly from water as well as from poor sanitation of amongst households. In the case on of the identified areas were those under pressure of informal characteristics such as Daraja Bovu; Jang’ombe; Kwa Mtipura .

• A team of environmental health practitioners has conceived a to address this problem.

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HYPOTHETICAL CASE STUDY II

• After realization of the benefits of bee keeping in his own endeavour, and as environmental expert, Mr. X, wanted to use this solution to achieve maximum benefits of diversification of livelihoods among the households as well as sustainably conserving the forest around villages a, b, c, d, e and f.

• In this project, Mr. X, is involving people, it is a community-based project and he is the leader of the project.

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Reflection Questions

• What is the problem which each of the project in case I & II would seek to solve and what is the biggest reasonable impact that would be achieved.

• Who are likely to be the stakeholders for each of these projects.

• What nature of inputs, materials and outputs that would be used to and produced during these projects?

• Who are likely to support funding for these projects?• Etc.

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WHAT IS A PROJECT?

“A project is a series of activities aimed at bringing about clearly specified objectives within a defined time-period for an identified group of stakeholders”

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WHAT IS A PROJECT?Clearly identified stakeholders (primary target group and final beneficiaries)Specific objectives (overall/specific)Activities (action plan)Resources and input (means; budget)Clearly defined coordination (management and financial set-up)A monitoring an evaluation system (support performance)

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PROJECTCYCLE

PROGRAMMING

Evaluation /Audit

FORMULATION

IDENTIFICATION

IMPLEMENTATION

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PROJECTCYCLE

PROGRAMMING

Evaluation /Audit

FORMULATION

IDENTIFICATION

IMPLEMENTATION

• Analyse situation at national and sectoral level. Identify problems, constraints and opportunities.• Identify main objectives and sectoral priorities for development cooperation• Provide a relevant and feasible programming framework within which projects can be identified and prepared.• Formulate/evaluate strategies taking account of past experience

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PROJECTCYCLE

PROGRAMMING

Evaluation /Audit

FORMULATION

IDENTIFICATION

IMPLEMENTATION

• Identify ideas for the project and other development actions• Consult intended beneficiaries of each action, analyse problem they face and options to address these problems• Make decision on the relevance of each project idea and on which ideas should be further studied during formulation

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PROJECTCYCLE

PROGRAMMING

Evaluation /Audit

FORMULATION

IDENTIFICATION/FORMULATION

IMPLEMENTATION• Develop relevant project ideas into operational project plans• Assess feasibility and sustainability• Make decision whether to draw up a formal project proposal and seek funding for it.

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PROJECTCYCLE

PROGRAMMING

Evaluation /Audit

FORMULATION

IDENTIFICATION

IMPLEMENTATION• Project is mobilised and executed • Project Management assess actual progress against planned progress to determine whether the project is on track towards achieving its objectives. • If necessary the project is re-oriented to bring it back on track, or to modify some of its objectives in the light of significant changes that may have occurred since its formulation.

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PROJECTCYCLE

PROGRAMMING

Evaluation /Audit

FORMULATION

IDENTIFICATION

IMPLEMENTATION

• Funding agency and partners assess the project to identify what as been achieved, and to identify lessons that have been learned. Evaluation findings are used to improve the design of future projects or programmes • It is common practice also to conduct a mid- term evaluation during implementation, to identify lessons that can be applied during the remaining life of the project.• Project funds are audited.

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LOGICAL FRAMEWORK APPROACH (LFA) CHARACTERISTICS

Finding the “roots” before setting the objectives

Objectives and beneficiary oriented

Participatory/Ownership

Consensus oriented

Focus on logical links

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WHY LFA?

Ensures the Relevance, Feasibility and Sustainability of a project

Facilitates a dialogue/Ownership manifested

Ensures that fundamental questions are asked and weaknesses are analysed

Defines the key elements and the settings of a project

Identifies measurements/indicators of the project’s achievements

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THE 9 STEPS of an LFA ANALYSES 1- Analysis of project´s Context

2- Analysis of Stakeholders

3- Problem Analysis/Situation Analysis

4- Objectives Analysis

5- Plan of Activities

6- Plan of Resources/Inputs

7- Indicators/measurements

8- Risk Analysis

9- Analysis of Assumptions

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THE LFA PROCESS

STEP 1: PROJECTS CONTEXT

Changes/projects are part of a larger context/a situation

Which environment will the project be situated in?

Which factors are of importance for achieving the objectives?

Analysis of Context made through a study and/or through making a “SWOT” analysis

- Strengths - Weaknesses - Opportunities - Threats

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STEP 2: STAKEHOLDER ANALYSIS

Stakeholders - those influenced by and exert an influence on the project entity

Mapping of stakeholders and their respective roles

Who will be influenced, positively or negatively, by the project

Which stakeholders should be involved in planning and/or implementing the project

Four main groups of stakeholders ♦ Beneficiaries ♦ Implementers ♦ Financing agents ♦ Decision makers

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STEP 3: PROBLEM ANALYSIS

Finding “the roots of the evil”

Which is the problem to be solved?

Who owns the problem?

One focal problem, focus!

Find the causes and effects to the focal problem

The causes of the problem shall be “tackled” through activities within the framework of the project in order to solve the problem in a sustainable way

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PROBLEM TREE

Problem Tree Objective Tree Effects Overall objectives

Focal problem Project Purpose

Causes Results

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STEP 4: OBJECTIVES ANALYSIS

THREE LEVELS 1- Overall Objectives/Development Objectives; Often Governmental

level, long term perspective, i e social welfare, economic growth... Time frame: 5 – 10 years

2- Project objectives or Project Purpose; which are the objectives that the intervention/project should be able to achieve, solve the focal problem, time frame, medium term (i.e. frequency of trade unionists arrested/sacked in x-region/country reduced by x%) Time frame:0 – 3 years.

3- Outputs/Targets/Results; the output describe the services to be produced by the project, what

services to the beneficiary get access to? Short term/directly after the project activities. Time frame: now

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LFA OVERALL OBJECTIVES (Step 4/1)

Long-term social and or economic benefits, to which the project will contribute

Not achieved by the project on its own, several projects contribute

States the positive state for beneficiaries and for the society• Examples;

- Economic growth in region/country X increased, - Health care system improved

- Increased income of workers and their families

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LFA PROJECT PURPOSE (Step 4/2)

The main reason for having a project ! WHY a project

Connection to the “focal” problem

Sets out the benefits, which the beneficiaries derive from the project• Implementing agencies should enable for the beneficiaries to achieve the benefits

by delivering the required services/results

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LFA RESULTS (Step 4/3)

Connected to the causes of the focal problem

Sets out the services which the beneficiaries will receive from the implementing agency through the project

SMART PROJECT PURPOSE• Specific

• Measurable

• Accurate or Approved

• Realistic

• Time bound

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STEP 5: ACTIVITIES

Tackle the causes of the focal problem What will be done under the project to deliver the services/results required by

the beneficiaries

Usually expressed as an action

Means to achieve the objectives, not the objectives

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STEP 6: INPUTS/RESOURCES

Experts and personnel (local and foreign)/Counter part, project group

Financing (loans, grants, funds) cost sharing? Future long term financing?

Equipment

Premises

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STEP 7: INDICATORS

MEASURE ACHIEVEMENTS

A baseline study might be needed to be able to measure the final results?

The process of setting up indicators shows if the objectives are vague

Indicators should answer the questions: For whom? What? When? Where? How much? What quality?

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STEP 8: RISK ANALYSIS

Analysis of factors which may influence the implementation of the project and hence the achievement of objectives

Internal and External risks

Alternative strategies may be needed?

Risk management

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STEP 9: ANALYSIS OF ASSUMPTIONS

The project in the perspective of society/ institutional situation in a country (laws, political commitments, financing)

Assumptions describe situations and conditions, which are necessary for project success, but which are largely beyond the control of the project management

Assumptions on each level of objective

• Ex. Prevailed stable political situation

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WHY DIFFERENT STEPS IN LFA?

Relevance; Step 1 – 4 Context, Stakeholder-, Problem- and Objectives analysis. Logical links between

problems and solutions, Relevant to support? (in accordance with strategies and problems in the country/sector?)

Feasible; Step 5 – 7 Plan of Activities, Resources/inputs and Indicators. Are the resources sufficient

to achieve the objectives? (Resources: Personnel, time, funding, equipment) Sustainable; Step 8 – 9 Risk analysis and Assumptions. If the project is sustainable, will the effects of

the project remain without continuous external assistance outside?

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LFA MATRIX/LOG FRAME

Overall Objectives Indicators Sources of

Verifications Assumptions

Project Purpose

Results

Activities

Indicators Sources of Verifications Assumptions

Indicators Sources of Verifications Assumptions

Resources

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If Means are provided

then Activities can be undertaken

if Activities can be undertaken

then Results will be produced

if Results are produced

then the Project Purpose will be

achieved

then the project will contribute towards the

OVERALL OBJECTIVE

if the Project Purpose is achieved

The Intervention Logic

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MONITORING AND EVALUATION

Based on the logical framework

Strengthens accountability and transparency

Provides information for effective management

Helps determine what works well and what requires improvement

Builds knowledge

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PURPOSE OF MONITORING AND EVALUATION

It is the continuous process of collecting, processing and assessing information about the:

Project implementation

Project progress

Project impact and effects

Project environment

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MONITORING

Continuous function that aims to provide early indications of progress or lack thereof in the achievement of results

Assumes the validity of the existing plan

Takes place at the project level

Is the responsibility of the project management

Is based on the indicators defined in the logical framework

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MONITORING RESPONSIBILTY PROJECT MANAGEMENT

Activities

Output indicators

Early outcome indicators

PROJECT TARGET GROUP

Outcome indicators

Impact indicators

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EVALUATION

Time-bound exercise to assess the relevance, performance and success of on-going or completed projects

Questions the validity of existing planning

Is related to the impact of the project

Opens the mind for strategic adjustments

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EVALUATION QUALITY CRITERIA

Relevance (overall)

Efficiency (activities, outputs)

Effectiveness (outputs, outcome)

Impact (outcome, impact)

Sustainability (outcome, impact)

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CLASSIC MISTAKES TO AVOID

Promise too much impact, outcome and output

Budget doesn’t link to activities

Lack of resources for administration

Doesn’t handle internal, organisational consequences

Too big (or too small) partnerships

Lack of time (bad log frame approach)

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CONCLUSION

HOW THE LFA METHOD WORKS DEPENDS WERY MUCH ON ITS USERS

THE LFA IS NO BETTER AND NO WORSE THAN ITS USERS

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