Project Designing & Monitoring
Transcript of Project Designing & Monitoring
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LFAFORPROJECT DESIGNING,
MONITORINGAND
EVALUATION
Shirantha Perera BPh, BA, MSc
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Success of a project Some Factors
* From Manual Project Cycle Management, European Union
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Project Design (PD)
What wewant to do
Whatneeds tobe done
What we arecapable of
doing
What weshould do
Three Key Elements of Strategic Analysis
* Vincent and Campbell, 1989
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Project Design (PD)
Planning & designing of actionsto dealwith identified problem/s
End result - clear & realistic plan ofactivities to achieve a set of clearobjectives
Main elementsgoal, purpose, outputs,activities, inputs
Indicatorsfor each activity
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Project Design (PD)
PD consists of:
Stakeholder Analysis Research, including Problem Analysis
Log Frame
Risk Analysis Action Planning
Budgeting
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Project Design (PD)
Note:
Stakeholder, problem & risk analyses can becarried out before the design stage
Stakeholder & risk analyses should be carried
out on a regular basis throughout the
project cycle
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L F A
Logical Framework Approach
Logical Framework Analysis
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History
Developed in USAID at the end of
1960s Nordic countries showed interest
Canada used both in development aid &domestic public investment in general
Used and developed by UN & GTZ
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What is LFA?
Tool for improving quality
Analytical tool for internal logicalstructure
Ensuring cause-and-effect relationshipamong activities, resources & goals
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What is LFA?
Enhances planning, analysis &
communication Objectives oriented; target group
oriented; participatory
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What is LFA?
Clarify purposeof, & justification for a
project Identify informationrequirements
Clearly define key elementsof a project
Analyse projects settingat an early stage
Facilitate communicationbetween all partiesinvolved
Identify how success/failure of project shouldbe measured
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What is LFA?
A way of defining a project the
purpose, outputs, activities A way of identifying assumptions
A useful tool in the design, planning,implementation and monitoring a
project
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What is LFA?
LFA is a management tool too during
implementation Step-by-step analysis of prevailing
situation/measures to be undertaken
Project Matrix (PM) end result
PM for technical/detailed operationplan
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What is LFA?
Development project is a causally
linked sequence of events Sequence of hypotheses
Uncertainties are explained byassumptions
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Why LFA?
Adequate planningin development aid
Clarityon overall objective/s, targetgroup/s & external factor/s determiningsuccess
Adequate monitoringmechanism/
systems Donor requirementson monitoring,
analysis & evaluation during projectlifetime
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Project Matrix (PM)
Goal
Purpose
Outputs
Activities
Inputs
Assumptions
Assumptions
Assumptions
Assumptions
Assumptions
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Project & Context
LFA analyses project in its wider context
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Project & Context
Horizontal division project and itsobjectives
Project what project administrationshould be able to guarantee
Objectives out of immediate reach of
project administration; anticipatedproject to significantly contribute
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Project & Context
Vertical division
Elements directly influenced by project External factors outside the control of
project
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Project Matrix (PM)
Objectives
Project
Project
Environment
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1. Goal
Higher-level objective
towards which the project is
expected to contribute
(mention target groups)
Indicators
Measures (direct/indirect) to
verify to what extent goal is
fulfilled
(MOV should be specified)
Assumptions
Important events, conditions
or decisions necessary for
sustaining objectives in the
long run
Purpose
Effect which is expected to
be achieved as the results of
the project (mention target
groups)
Indicators
Measures (direct/indirect) to
verify to what extent purpose is
fulfilled
(MOV should be specified)
Assumptions
Important events, conditions
or decisions outside control of
project which must prevail for
development objective to be
attained
OutputsResults that project
management should be able
to guarantee (mention
target groups)
IndicatorsMeasures (direct/indirect) to
verify to what extent outputs
are produced
(MOV should be specified)
AssumptionsImportant events, conditions
or decisions outside control of
project management
necessary for achievement of
immediate objective
Activities
Activities that have to be
undertaken by project in
order to produce outputs
Inputs
Goods & services necessary to
undertake activities
Assumptions
Important events, conditions
or decisions outside control of
project management
necessary for production of
outputs
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Present Situation Future Situation
Projectarea
Projectarea
Activities
Inputs Outputs
National/Sectorarea
National/Sectorarea
Purpose
Goal
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L F A
Step-by-Step
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LFA Step-by-Step
Comprehensiveness of planning isdetermined by:
Amount of information available
Complexity of problems to be handled
Number & capability of participants
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LFA Step-by-Step
Point of departure is:
Current problems in project area Analysis is in four consecutive steps to
identify most direct & essential causalrelationship
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LFA Step-by-Step
Analysing Situation:
1. Participation Analysis2. Problem Analysis
3. Objective Analysis
4. Alternatives Analysis
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LFA Step-by-Step
Designing the Project:
5. Project Elements (PM)6. External Factors (PM)
7. Indicators (PM)
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LFA Step-by-Step
Analysing Situation:
1. Participation Analysis2. Problem Analysis
3. Objective Analysis
4. Alternatives Analysis
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PARTICIPATION
ANALYSISStep 1
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Stakeholder Analysis
Stakeholders are:
People affected/can influence impact of anactivity
Individuals, groups, a community or an
institution
Made up of people sharing a commoninterest
Often contain many sub-groups& may be
affected by the project in different ways
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Stakeholder Analysis
Stakeholders include:
USER GROUPSpeople who use the resources or
services in an area
INTEREST GROUPSpeople who have an interest
in, an opinion about, or who can affect the use
of, a resource or service
BENEFICIARIESof the project
DECISION-MAKERS
THOSE OFTEN EXCLUDEDfrom the decision-
making process
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Stakeholder Analysis
Stakeholders are two main types:
PRIMARY STAKEHOLDERSwho benefit from,or are adversely affected by, an activity
SECONDARY STAKEHOLDERSinclude allother people & institutions with an interest
in the resources or area being considered
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Stakeholder Analysis
Stakeholder analysis is useful:
Identify stakeholders & describing natureof their
stake, roles & interests
Improve projects understanding of needsof thoseaffected by a problem
Reveal how little outsiders know, encouraging
those who do know to participate Identify potential winners & losersas a result of
the project
Reduce, or hopefully remove, potential negativeproject impacts
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Stakeholder Analysis
Stakeholder analysis is useful to:
Identify those who have rights, interests,
resources, skills & abilities to take partin, or
influence project
Identify who should be encouragedto take part
in project planning & implementation
Identify useful alliances
Identify & reduce risks
Identify possible conflicts
Stakeholder Analysis
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The community identified their priority need as improved
access to safe water, and produced the following table.
PRIMARY STAKEHOLDERS1 Local community
2 Women
3 ChildrenSECONDARY STAKEHOLDERS4 Water sellers
5 Community health workers
6 Local church
7 Health NGOs
8 Ministry of Health9 Donors
Stakeholder Analysis
* From Roots 5 Tear Fund 2003
Stakeholder Analysis
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Stakeholder Analysis
Table showing influence & importance of
stakeholders
BOX A Stakeholders of high
importance to the project, but
with low influence. They need
special initiatives to ensure
their interests are protected.
* From Roots 5 Tear Fund 2003
Stakeholder Analysis
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Stakeholder Analysis
BOX B Stakeholders of high importance to
the project, who can also influence itssuccess. It is important to develop good
working relationships with these
stakeholders to ensure adequate support
for the project.
Table showing influence & importance of
stakeholders
* From Roots 5 Tear Fund 2003
Stakeholder Analysis
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Stakeholder Analysis
BOX C Stakeholders with high influence whocan affect the project impact, but whose
interests are not the target of the project.
These stakeholders may be a source of risk.
Relationships with these stakeholders are
important and will need careful monitoring.
These stakeholders may be able to causeproblems for the project and it may be too
risky to go ahead with the project at all.
Table showing influence & importance of
stakeholders
* From Roots 5 Tear Fund 2003
Stakeholder Analysis
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Stakeholder Analysis
BOX D Stakeholders of low priority but
who may need limited monitoring andevaluation to check that they have not
become high priority.
Table showing influence & importance of
stakeholders
* From Roots 5 Tear Fund 2003
St k h ld A l i M t i
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Stakeholder Analysis MatrixSTAKEHOLDERS INTERESTS LIKELY IMPACT OF
THE PROJECTPRIORITY
Primary
Secondary
Stakeholder Analysis
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Stakeholder AnalysisEXAMPLE:A community identified
their priority need as
improved access to safe
water &produced this table
+ Potential positive impact oninterest
Potential negative impact oninterest
+/Possible positive and negativeimpact on interest
? Uncertain
* From Roots 5 Tear Fund 2003
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Participation Analysis
Participation analysisprovides insight to
identify problems To identify major problems it is important
that all possible optionsremain open
Perspective will be narrowed & deepened to
prepare for PD later
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Participation Analysis
Number of parties likely to be affected
negatively/positively by possibleprojects
Planners should identify these parties &
analyse
Participation could be assigned to
representdifferent groups/stakeholders
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How to do Participation Analysis?
Point of departure - current problems
Parties affectedshould be identified
Prioritising them, group into categories
List should be analysed
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Participation Analysis
Summaryparticipation
matrix
* From Roots 5 Tear Fund 2003
Participation Analysis
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Participation Analysis
The ruralcommunityidentified
their priorityneed asimprovedaccess to safewater, andfilled in a
matrix tablewith thefollowinginformation.
* From Roots 5 Tear Fund 2003
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LFA Step-by-Step
Identify all parties involved:
Write down all persons, groups &institutions affected by the problemenvironment
Categorise them; e.g. interest groups,
individuals, organisations, authorities,etc.
Discuss whose interests & views are tobe given priority when analysing the
problem
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LFA Step-by-Step
Take a closer look at the groups:
Select the most important groups Make a more detailed analysis in
terms of;
Problems affecting or facing
Interests main needs/interestsPotential strengths/weaknesses
Linkages conflict of interests/cooperation/dependency
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LFA Step-by-Step
Analysing Situation:
1. Participation Analysis2. Problem Analysis
3. Objective Analysis
4. Alternatives Analysis
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PROBLEM
ANALYSISStep 2
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Problem Analysis (PA)
Most important component of SA
Major problems identified on the basis ofavailable info
Main causal relationships among
problems
Aim at this stage is to establish an
overviewof the situation
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Problem Analysis (PA)
To identify major problems it is important
that all possible optionsremain open Perspective will be narrowed & deepened to
prepare for PD later
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Only existing problems to be identified
A problem is not absence of a solution,but an existing negative situation
Problem - existing situation isnt
desirable
Positive perspective needs/potential for
development
Problem Analysis (PA)
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How to do PA?
Identify existing problem/s
Each participant suggests a focal problemaccording to their priorities
Those discussed & repetitions eliminated
& agree on ONE focal problem
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To commence analysis find a starting
point by identifying a focal problem Focal problem is central problem of
overall problems
How to do PA?
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LFA Step-by-Step
Formulate Problems:
Identify existing problems notpossible, imagined/future
Problem is not absence of a solution
Problem is an existing NEGATIVE
STATE
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Problem Tree
Develop Problem Tree:
Identify substantial & direct causes Identify substantial & direct effects
Construct a Problem Tree showing
causes & effects
Review, verify validity & completeness
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Problem Tree
Agree on focal problem
Write it on a post-it note/piece ofcard & place it in the middle
There might be other problems
identified
Draw separate problem trees for these
to compare later - what project will
address.
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Problem Tree
Identify causes of main problem by
asking But why? until we can go nofurther
Write each cause on a separate post-it
note/piece of card
Some problems might have more thanone cause
Problem Tree
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Problem Tree
* From Roots 5 Tear Fund 2003
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Problem Tree
Identify effects of focal problem byasking So what? until we can go no
further
Write each effect on a separate post-
it note or piece of card
Some problems might have more thanone effect
Problem Tree
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Problem Tree
* From Roots 5 Tear Fund 2003
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Problem Tree
Copy the problem tree onto a sheet of
paper
Draw in vertical links to show the
relationship between causes or effects
Draw horizontal lines to show where
there are joint causes & combinedeffects
Problem Tree
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Problem Tree
* From Roots 5 Tear Fund 2003
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LFA Step-by-Step
Analysing Situation:
1. Participation Analysis
2. Problem Analysis
3. Objective Analysis
4. Alternatives Analysis
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OBJECTIVE
ANALYSISStep 3
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Understanding Objectives
Why?
How?
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Objectives
What is expected to achieveby doing
something Statement has two parts: what is to be
achieved(ends), how it will be achieved
(means)
Both ends & means should be stated
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Types of objectives
General Objective:
Overall goalof the project Often only ends are expressed
Means- the successful completion
Hence usually expressed in terms of the
project contributing to the end (e.g. The projectwill contribute to the goal of water for all by the year 2010)
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Types of objectives
Specific Objective:
Expresses ends achievedby activities Carrying out activities as planned, results
in achieving specific ends of objectiveE.g. Studying to become a nurse:
1. General Objectiveis to become a nurse2. Pass a specific exam at a particular time is Specific Objective
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Objective Tree
In OA problem tree is transformed into atree of objectives
Future solutions to problems
Working from top downwards
All problems are reworded making
them into objectives (positivestatements)
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Objective Tree
Check meeting objectives at one level aresufficient to achieve objectives at next level
Problems: If cause A, then effect B
Objectives: Means X in order to achieve endY
Caution: every cause-effect does notautomatically become means-end
Working from bottom upwards ensure cause-effect become means-end
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Objective Tree
Develop Objective Tree:
Reformulate problem tree intopositive desirable conditions
Review means-end relationship
Revise statements, delete unrealistic,
add new Draw connecting lines
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Objective Tree
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Objective Tree
* From Roots 5 Tear Fund 2003
Example of an objective tree with focus on one area
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LFA Step-by-Step
Analysing Situation:
1. Participation Analysis
2. Problem Analysis
3. Objective Analysis
4. Alternatives Analysis
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ALTERNATIVES
ANALYSISStep 4
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Alternatives
Identifying alternative options
Assess feasibility of alternativesAgree on ONE project strategy
Thus also calledAnalysis of
Strategy
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Alternatives
Possible alternative MEANS-END
branches are identifiedEliminate obviously undesirable/
unachievable
Eliminate those pursued by others
Discuss implication for affected
groups
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Selecting Alternative
Depends on:
Total costBenefits to priority groups
Probability of achieving objectives
Social risks
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Selecting Alternative
Other criteria:
TechnicalFinancial
Economic
Institutional
Social/Distributional
Environmental
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Selecting Alternative
Technical:
AppropriatenessUse of local resources
market suitability
Etc.
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Selecting Alternative
Financial:
CostsFinancial suitability
Foreign exchange needs
Etc.
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Selecting Alternative
Economic:
Economic returncost effectiveness
Etc.
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Selecting Alternative
Social/Distributional:
Distribution of costs & benefitsGender issues
Socio-cultural constraints
Local involvement & motivation
Etc.
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Selecting Alternative
Environmental:
Environmental effectsEnvironmental costs vs. benefits
Etc.
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Alternatives
Assess feasibility of alternatives
Select one as project strategy
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Alternatives
Strategy(ies) used to achieve
objectives
Clear criteria for choosing strategies
Identification of different possible
strategies
Choice of project strategy
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Alternatives
In the hierarchy of objectives, different
clusters of the same type are all strategies;
one/more of them will be chosen as the strategy
Most relevant & feasible strategy is selected
Scope & amount of work entailed may form a
project-sized intervention, or a programmeconsisting of a number of projects
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LFA Step-by-Step
Designing the Project:
5. Project Elements (PM)
6. External Factors (PM)
7. Indicators (PM)
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MAIN PROJECT
ELEMENTS
Step 5
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Main Project Elements
After choosing strategy main project elements
are derived from objective tree
Transfer them into first vertical column of PM
Start at top & work downwards
One development objective & one immediate
objectiveIf necessary reformulate to be more accurate
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Main Project Elements
Goal
Purpose
Objectives
Inputs, Activities, Outputs
Assumptions
Indicators
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Goal
Higher level of objective
Wider issue being addressed Same as General Objective
Anticipated long term objective
towards which project will contribute
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Purpose
What specifically is to be achieved
The impact Same as Specific Objective
Describes intended effects of project
for direct beneficiaries Precisely stated future condition
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Outputs
Deliverables
As objectives which projectmanagement must achieve & sustain
Combined impact sufficient to
achieve immediate objective All outputs should be numbered
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Activities
Tasks required to produce outputs
Processes Each activity should be numbered
corresponding to output
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Inputs
Funds
Personnel Goods
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Inputs, Activities & Outputs
Project is based on its;
Inputof resources Implementation of certain activities
Results in outputs, expected to contribute
to desired objectives
Elements of a project
Not in themselves a measure of success or
failure
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Inputs, Activities & Outputs
Cause-and-effectrelationship among
them By usinginputs, you are able to carry
outactivitiesthatproduceoutputsthatachievea purposethat contributesto
goal Verbs used are very important
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Causal Link
Process is seen as a sequence of developmenthypotheses as:
1. If inputsare availableactivitiestake place2. If activitiestake place outputsare produced
3. If outputsare produced, purposeachieved
4. In long run this contributes tofulfilmentof
goal
Uncertainties of the process are explained byassumptionsat each level
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LFA Step-by-Step
Designing the Project:
5. Project Elements (PM)
6. External Factors (PM)
7. Indicators (PM)
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ASSUMPTIONSStep 6
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Assumptions
Conditions that must exist if the project is
to succeed
Conditions outside control of project
management
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Assumptions
Success depends on factors that can becontrolled by project management
Cause-and-effect relationship leads one toanother if some factors outside your owncontrolhold true (have to be fulfilled for thedevelopment process to succeed)
These external factors are calledassumptions
Not ones extremely unlikely to occur
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Assumptions
Start from bottom & work upwards
Whether inputs are sufficient for activitiesor additional events outside project must
take place
Some can be derived from objective tree
Identify assumptions at each level upto
development objective
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Assumptions
GOAL
PURPOSE
OUTPUTS
ACTIVITIES
INPUTS
ASSUMPTIONS
ASSUMPTIONS
ASSUMPTIONS
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Check significance of Assumptions
b. Not likely to occur:
1. Eliminate obvious assumptions which are:
-Not Important for the outcome-Very likely to occur
2. Assess the probability of occurrence for the remaining assumptions:
a. Quite likely but not certain:
Include the assumption intoPM & make sure to-monitor it-report changes-if possible influence it
b. Not likely to occur:
Redesign the project
c. If this not possible:
Reject the project proposal
Assessment of Assumptions
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LFA Step-by-Step
Designing the Project:
5. Project Elements (PM)
6. External Factors (PM)
7. Indicators (PM)
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INDICATORSStep 7
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Indicators
Details determine how to measure
achievement of objectives at different
times Quantitative, qualitative, behavioural
Qualitative to be measurable as far as
possible Direct indicators to be supplemented by
additional indirect (proxy) indicators
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Indicators
Measuring(indicating) to determine
progress
Types:
Process what & how is done
Impact change as a result of what is done
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LFA - specify performance standard
Indicators specify:
Target group (for whom) Quantity (how much)
Quality (how well)
Time (by when)
Location (where)
Provide a basis for monitoring & evaluationShort list of meaningful indicators which can be
looked at regularly & carefully is more usefulthan a long list which is too time-consuming
Indicators
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Formulate Indicators
A good indicator is:
1. Substantial2. Independent
3. Factual
4. Plausible
5. Obtainable data
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Formulate Indicators
Substantial
Reflects an essential aspect of anobjective in precise terms
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Formulate Indicators
Independent
At different levels, each indicator isexpected to reflect evidence ofachievement
Same indicator cannot normally be usedfor more than one objective
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Formulate Indicators
Factual
Should reflect fact & not subjectiveimpression
Should have the same meaning forproject supporters & to informedsceptics
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Formulate Indicators
Plausible
Changes recorded can be directlyattributed to project
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Formulate Indicators
Obtainable data
Should draw upon data readily availableor collected with reasonable extraeffort
Formulate Indicators
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1. Identify indicator-E.g. increased rice yield
2. Specify target group-male and female smallholders (cultivating 3 acres or less)
3. Quantity-500 smallholders increase production by 50%
4. Set quality-
maintaining same quality of harvest as 2005 crops
5. Specify time frame-From January to December 2006
6. Set Location-
Polonnaruwa district
OBJECTIVE: Increased agricultural production
Formulate Indicators
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OBJECTIVE: Increased agricultural production
500 male and female smallholders
(cultivating 3 acres or less) inPolonnaruwa district increase their riceyield by 50% from January to December2006, maintaining the same quality ofharvest as 2005 crops
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Where to find evidenceof an indicator
When indicators are formulated, the sources
of informationnecessary to use themshould be specified
E.g. Studying to become a nurse - evidence of marks
for each test would be found in the records kept
by the teachers
Means of Verification (MOV)
Intervention Logic ObjectivelyVerifiable Indicators
MOV Assumptions
LFA Table
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Goal
State your general
objective
What indicator will
allow you to show
that your project has
contributed to thegoal
Where will you find
that information?
Purpose
State you specific
objective
What indicator will
show that you have
achieved your specific
objective?
Where will you find
that information?
What key external
factors must hold true
for the purpose to
contribute to the
goal?
Outputs
What will be produced
by the activities (cell
below) that will
enable the purpose
(cell above) to be
achieved?
What indicator willshow that the outputs
have been produced?
Where will you findthat information?
What key externalfactors must hold true
for the outputs to
result in the
achievement of the
purpose?
Activities
List the activities that
will produce the
outputs (cell above)
provided you have the
inputs shown (in the
cell on the right)
Inputs
List the resources
(and costs) you will
need to produce the
activities (shown on
the left)
Where will you find
the information
showing that the
activities have been
carried out?
What key external
factors must hold true
to enable the
activities and inputs
to produce the
outputs?
H fill i h T bl
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Objectives Indicators MOV Assumptions
Goal
1 13 14
Purpose
2 11 12 7
Outputs
3 9 10 6
Activities
4
Inputs
15 8 5
How to fill in the Table
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Internal logic & link
Indicators to monitor & evaluate
Assumptions & critical factors for
feasibility
Key information in one document
Objectives clearly stated
Encourages people to consider their
expectations & how these are achieved
Strengths of LFA
Internal Logic
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INSTITUTIONS
Bus company
Mass media
INTEREST GROUPS
Passengers
Drivers
Owners
OTHERS
General Public
Participation Analysis
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PROBLEMS
INTERESTS
POTENTIALS
LINKAGES
BUS COMPANIES
PASSENGERS
Economic losses caused by buses
out of service
Economic losses caused by
payments to victims
Reduced number of passengers
Economically viable operations
Able to directly influence the
problem
Dependent upon the passengers
cooperation
Delays caused by accidents
Sufferings for victims and their
families
Safe, expedient and cheap
transport
Boycott the only means to
influence the problem
Can choose other bus companies
if necessary
Participation Analysis
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Project Design (PD)
Begin with the End in Mind
Put First Things First
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