1 CASE STUDIES IN PROJECT MANAGEMENT Lecture 6 Development Project Planning SUMMARY.
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Transcript of 1 CASE STUDIES IN PROJECT MANAGEMENT Lecture 6 Development Project Planning SUMMARY.
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CASE STUDIES IN PROJECT MANAGEMENT
Lecture 6
Development Project Planning
SUMMARY
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Overview
• Discipline: Development Planning
• Project Cycle Management
• Planning & Implementation Approaches & Tools– LOGICAL FRAMEWORK ANALYSIS– STAKEHOLDER ANALYSIS– MONITORING & EVALUATION
• Critique of Project Planning and Cycle Management
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References
Rondinelli, Dennis (1983). “ Designing Development Projects: the limits of comprehensive planning and management”, in Development Projects as Policy Experiments, Methuen, London, pp.65-88(Chapter 3)
Sagasti, F (1988). “National Development Planning in Turbulent Times: New Approaches and criteria for institutional design”, World Development, Vol. 16, No.4, pp.431-448
Dale, Reidar (1998) “Perspectives and Variables of Evaluation” in Evaluation Framework for Development Programmes and Projects, Sage Publications, London, pp.39-84 (Chapter 2)
Roche, C. (1999) “ Designing an Impact Assessment Process” in Impact Assessment for Development Agencies: Learning to Value Change, Oxfam, Oxford, pp.37-61 (Chapter 3)
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References
Cracknell, B.E. (2000) “Project Cycle Management: A Basis for Effective Monitoring and Evaluation” in Evaluating Development Aid. Issues, Problems and Solutions, Sage Publications, London, pp.93-125 (Chapter 5)
Taylor, L. (2001) “ Good monitoring and evaluation practice. Guidance Notes”, unpublished notes, Performance Assessment Resource Centre (PARC), Birmingham, UK (http://www.parcinfo.org)
Thomas, Alan and Tim Allen (2000) “ Agencies of Development” in Allen and Thomas (eds.) Poverty and Development into the 21st Century, Oxford University Press, Oxford, pp.189-216 (Chapter 9)
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“If you don’t know where you are going, any road will get you there”
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Development Planning
Immanent vs. Intentional Development as Vision Positive or Negative Development Administration/Management
Structure Agency and Agencies Institutions
Trusteeship Reductionism: power and capacity
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Plans, Programmes, Projects
Plan: a statement of anticipatory decisions, their interrelations and the criteria employed in making them (Sagasti)
Programme: usually a long-term series of interventions, sometimes with no defined end point
Project: a discrete activity aimed at specific objective with a defined budget and limited timeframe
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Project Cycle Management
Credibility “Ownership” Efficiency Monitoring and control Formalised contingency planning Despite rhetoric…the approach requires
some form of “blueprint” to ensure adherence to budgets and timeframes
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Revisiting Reductionism: Project Approach Scientific Management
Simplifies and reduces management to a series of inter-related and quantifiable components
Inputs Outputs Outcomes Defined processes and relationships
In spite of serious flaws, the approach is inherent in all development practice
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Generic Project Cycle
Identification
Appraisal
Negotiation and Approval
Implementation &Monitoring
Evaluation
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Project Cycle Stages: Identification Problem Analysis
Stakeholder consultations
Preliminary feasibility study Identification of funding agencies Consideration of possible approaches Site consultation
Possible Outputs Concept note/paper Proposal Preliminary feasibility report
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Project Cycle Stages: Appraisal Appraisal (ex-ante)
Full feasibility study Baseline study, needs assessment
Possible outputs Needs assessment report Baseline data Detailed set of indicators Amended proposal Logframe Project plan, GANTT chart etc.
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Project Cycle Stages: Negotiation and Approval
Negotiation with finance provider Possible outputs
Project memorandum Signed contract
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Project Cycle Stages: Implementation and Monitoring Team selection and activation
Person specification/job allocation Interviews and selection Terms of engagement Lines of responsibility Briefing
Monitoring: systematic documentation of performance indicating whether project is performing as intended Implementation of project management regime Regular reports, meetings, workshops
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Project Cycle Stages: Evaluation and Closure
Obtain “ sign off” from project participants Ex-post project evaluation
When possible to assess full effects External evaluator may be
necessary/appropriate Document lessons learned Formulate recommendations for next phase
Submission of completion report and evaluation Donors may reserve right to demand
concluding activities
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Logical Framework Approach (ZOPP) Zielorientierte Projektplanung “ a quality-based understanding of
planning… founded on a participatory and transparent approach to the planning process, oriented towards the needs of partners and target groups, in which the key elements of a project are agreed on step by step, in teams, with those concerned, and recorded transparently” (GTZ, 2005)
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Logical Levels of ZOPP and the Project Cycle 1. Pre-project planning2. Ex-Ante Appraisal3. Partner Negotiation4. Plan Finalization5. Implementation6. Evaluation Situation Analysis
Stakeholder Analysis Problem Identification: Problem Tree Objectives Analysis Alternatives Analysis
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Stakeholder Analysis
1. Consider appropriate level for analysis
2. Identify key stakeholders
3. Analyse interests characteristics, circumstances
4. Identify patterns of interaction between stakeholders
5. Assess power (influence) and potential (importance)
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Stakeholder Analysis Stakeholders Key
InterestsImportance to
ProjectInfluence on project
Participation
Primary
Secondary
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Stakeholder Analysis
May need special project initiatives if interests are to be projected. The Target Group should be in this category
Project Managers will need to develop good working relationships with these stakeholders to ensure effective mobilization of support for project activities
The interests of these stakeholders should be monitored to ensure that they
are not adversely affected
Influential stakeholders but with less importance for achieving project purpose and outputs. They affect outcome of activities
and need careful management
Low
Inf
luen
ceH
igh Influence
High Potential/Significance/Importance
Low Potential/Significance/Importance
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Project Planning Matrix (PPM)
Logframe, Logical Framework (Analysis), LFA
4x4 matrix Ensures clear statement of objectives
(distinction between purpose and objectives)
Introduces indicators of progress Focuses attention on the assumptions and
risks involved
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Logframe
Goal OVIs MOVs AssumptionsRisks
Purpose
Outputs
Activities
(Inputs)
Milestones
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Results-Oriented Logical Framework
Narrative Summary
Expected Results
Performance Measurement
Assumptions/ Risk
Goal Impact Indicators Indicators
Purpose Outcome
Resources Outputs
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Logic Behind the Framework
IF, THEN TEST
INPUTS
ACTIVITIES
OUTPUTS
PURPOSE
GOAL
Activities lead to outputs IF…
Outputs lead to Purpose IF…
Purpose leads to Goal IF…
AS
SU
MP
TIO
NS
AR
E IM
PO
RT
AN
T
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Logframe
Goal Development Objective/ purpose/effective objective A lofty ideal, resulting from development vision Specific to wider context of the project structure Beyond control of project but project contributes explicitly to its
achievement Purpose (Objective)
Statement of specific achievement for the project Within project scope Should be realistic given available resources Should be measurable: who will be reached, what change will
be achieved, the period in which it will be achieved and where it will occur
Verbs. Adjectives denoting measurable change (decrease, increase, improve, enhance, strengthen
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Logframe
Outputs and Outcomes Activities Inputs (Objectively Verifiable) Indicators Means of Verification (substantiation) Assumptions and Risks
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CATWOE TEST
Customer for the project (Who pays?) Agents for the project (who does what?) Transformation the project intends to achieve Worldview or major assumption of the
transformation (development hypothesis) Owner of the project (who are the beneficiaries) Environmental Constraints (natural, social,
political, economic) facing the project
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Performance Measurement (Monitoring) Monitoring
Input Output Outcomes (RBM) Logical framework approach
Levels of Indicators Strategic Sustainability Attainment Performance
Quality, Quantity, Time
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Monitoring Tools:
Progress reports Team meetings, team briefing reports
Criteria Relevance to goal/purpose and in-country needs Efficiency in providing inputs and converting to
outputs Effectiveness – has production of outputs achieved
outputs? Impact – is purpose making anticipated level of
contribution to high-level goals Sustainability – meets present needs without
prejudice to future generations’ ability to meet own needs
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Evaluation: Impact Assessment Cracknell and Roche
Impact from beneficiaries’ point of view What do they think is significant? To whom is it important Ex-ante and Ex-post
CriteriaEfficiency – relate inputs to outputsEffectiveness- extent to which achieved objectivesConsistency- methods/approaches with objectivesImpact – change to lives/environment
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Evaluation: Feedback
Lessons Learned Most useful in development of LFA
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Trade Offs: Too much project planning?
Performance
CostTime Amount of planning
Cost
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Limits to Rational Planning and Systematic Management Costly and ineffective analysis Comprehensive planning vs. dynamism of
political interaction Inflexibility and unnecessary constraints on
managers Delegation to experts and inappropriate intervention
No involvement of intended beneficiaries in planning and management
Reluctance to engage in evaluation and error detection
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Constraints
Difficulty in precise definition of objectives and goals
Lack of appropriate or adequate data Inadequate understanding of social and cultural
activities Weak incentives or controls to guide behaviour Dynamics of political interaction and
intervention Low administrative capacities