Project Cycle Management
-
Upload
antonio-gonzales -
Category
Documents
-
view
695 -
download
3
description
Transcript of Project Cycle Management
![Page 1: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/1.jpg)
Project Cycle Management Project Cycle Management
(PCM)(PCM) Participatory Planning
![Page 2: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/2.jpg)
What is Project ? • Objective
• Activities Outputs ⇒• Duration
• Budget ( Input)
• Resources (Input)
An undertaking for the purpose of achieving established objectives, within a given budget and time period.
![Page 3: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/3.jpg)
What is Project Cycle ?
• Project identification• Project formation• Appraisal• Implementation• Monitoring• Plan revision• Evaluation• Feedback
![Page 4: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/4.jpg)
Project Cycle Management
Planning
Implementation
Evaluation
PDM
![Page 5: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/5.jpg)
Plan
DoSee
Do See
Plan
See
Plan
Do
We are in this stage.
![Page 6: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/6.jpg)
Project Design Matrix ( PDM )Narrative Summary
Objectively Verifiable Indicators
Means of Verification
Important
Assumptions
Overall Goal
Project Purpose
Outputs
Activities Inputs
Pre-conditions
![Page 7: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/7.jpg)
PDM Vertical Logic • Project Purpose
Objectives that the project should achieve within the project duration
• Overall Goal Direction that the project should take next
• OutputsStrategies for achieving the Project Purpose
• Activities Specific actions taken to produce Outputs
• Important Assumptions
Conditions important for project success, but that cannot be controlled by the projects. Whether these conditions develop or not is uncertain.
![Page 8: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/8.jpg)
PDM Horizontal Logic • Objectively Verifiable Indicators
Standards for measuring project achievement.
• Means of VerificationData sources from which indicators are derived.
• Inputs Personnel, materials, equipments, facilities and funds required by the project.
• Preconditions Conditions that must be fulfilled before a project gets underway
![Page 9: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/9.jpg)
Characteristics of PCM
Participatory Approach
Logicality
Consistency Transparency
Problem-Solving
![Page 10: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/10.jpg)
![Page 11: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/11.jpg)
Needs of Local People
Ownership of Beneficiaries
Transparency of Project Process
![Page 12: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/12.jpg)
Development of PCM Method
• Late 1960s Logical Framework (USAID) ➢ International Agencies introduce the Logfra
me
• Early 1980s ZOOP (GTZ) Objectives-Oriented Projec
t Planning ➢ European countries adapt the ZOPP
• Early 1990s PCM(FASID) ➢ JICA begins full-scale introduction of the PCM
![Page 13: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/13.jpg)
Participants in the Workshop
Moderator
Resident of the community
Personnel of the donor agency
Expert in a related issue
Other organization
Recipient country governmental agency
Recipient country implementing agency
![Page 14: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/14.jpg)
PCM Workshop
Working as a team
Visualizing ideas
Analyzing step by step Cards
&Board
Consensus
Brainstorming
Moderator
![Page 15: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/15.jpg)
8 Rules 1. Write down your own statement on a card.2. Write only one idea on a card.3. Make your statement specific.4. Express your statement in a concise sentence. 5. Stick to the facts and avoid abstractions and
generalizations.6. Make it a rule to write cards before beginning
discussions.7. Do not remove a card from the board before a
consensus is obtained. 8. Do not ask who wrote a particular card.
![Page 16: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/16.jpg)
7 Steps in PP
Stakeholders Analysis
Problems Analysis
Objectives Analysis
Project Selection
PDM Plan of Operation
Analysis Stage
Planning Stage
Appraisal
We are practicing by this stage.
![Page 17: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/17.jpg)
Working together
![Page 18: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/18.jpg)
STEP1 Stakeholders Analysis
Identify the issues, problems, and current conditions of the target area through analyzing the area and local residents targeted for assistance, related groups, related organizations and agencies.
Focus on people and organization.
Tentatively select a target group.
![Page 19: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/19.jpg)
STEP2 Problems Analysis
Problems Analysis visually represents the causes and effects of existing problems in the project area, in the form of a Problem Tree. It clarifies the relationships among the identified problems.
![Page 20: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/20.jpg)
STEP3 Objectives Analysis
Objective Analysis clarifies the means-ends relationship between the desirable situation that would be attained one problems have been solved and the solution for attaining it. This stage also requires an Objective Tree.
![Page 21: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/21.jpg)
STEP4 Project Selection
Project Selection is a process in which specific project strategies are selected from among the objectives and means raised in Objectives Analysis, based upon selection criteria.
![Page 22: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/22.jpg)
STEP5 Formation of the PDM
The project design Matrix (PDM) is formed through elaborating the major project components and plans based on the approach selected. The format of PDM is similar to that of the Logical Framework, and therefore can be commonly used worldwide.
![Page 23: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/23.jpg)
STEP6 PDM Appraisal
The PDM Appraisal is conducted by an aid agency to ensure the project plan. It is composed of the following stage:
(1) Examination of the details of the PDM elements; (2) review of the PDM formation process; (3) examination from the perspective of the five evaluation criteria.
![Page 24: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/24.jpg)
STEP7 Plan of Operations
The Plan of Operation is prepared by the project implementers, based on the PDM and other information. It is an effective tool for project implementation and management, and provides important data for monitoring and evaluation of the project.
![Page 25: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/25.jpg)
Rules for Writing Problems
1. Write in a Sentence.
Make Clear “Subject and Object”.
2. Avoid “No Solution”.
3. Avoid Generalization.– Be Specific.
4. Don’t Write a Cause and Effect in One Card.
5. Be Specific Whose problem.
![Page 26: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/26.jpg)
Example: Format of Plan of Operation
Activities Expected Results
Schedule Person in Charge
Implementer Materials and Equipment
Cost Remarks
1-1
1-1-1
1-1-2
2-1
2-1-1
2-1-2
![Page 27: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/27.jpg)
Monitoring and Evaluation
The Five Evaluation Criteria
1. Efficiency
2. Effectiveness
3. Impact
4. Relevance
5. Sustainability
![Page 28: Project Cycle Management](https://reader031.fdocuments.in/reader031/viewer/2022022402/546565e2b4af9f680b8b4b12/html5/thumbnails/28.jpg)
• Efficiency The productivity in project implementation. The degree to which Inputs
have been converted into Outputs.
• Effectiveness The degree to which the Project Purpose has been achieved by the
project Outputs.
• ImpactPositive and negative changes produced, directly or indirectly, as a result of the Implementation of the project.
• Relevance The validity of the Overall Goal and Project Purpose at the evaluation
stage.
• Sustainability The durability of the benefits an and development effects produced by
the project after its completion.