… Projects …
How to be more
successful?
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What are the criteria of success?
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Satisfied
Final Beneficiaries?
or
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Satisfied
Donor / Funding Agency ?
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What are the main
problems with Projects?
and WHY?
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Please write 3-5 problems
you experienced in projects
each on one card
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PREPARATION
versus
IMPLEMENTATION
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PREPARATION …
Planning for:
Relevance …
Feasibility…
Sustainability …
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Relevance
WHY
this project?
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Relevance
-
What is Relevance?
Problems versus Needs
(Final Beneficiaries)
Policy objectives
Proof from lessons (evaluations)
-
-
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Feasibility
What is Feasibility?
Effectiveness
(Results plus Assumptions)
Efficiency
(Activities to Results)
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Sustainability
What is Sustainability?
Policy match
Ownership (socio – cultural – gender)
Appropriate Technology
- Environment
- Management
- Finance
-
-
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What Evaluations teach us?







Relevance is often questioned
Delays
Unforeseen risks (poor design) ???
Participation of stakeholders weak – other
priorities
Duplication, triplication, quadruplicating ….
(Political) sabotage and
Corruption
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Wrong project design ?
Solutions offered do not address the actual
problems (relevance)?
 Too narrow components (feasibility)?
 Based on wrong assumptions?
 Gender issues ignored?
 Ownership & Sustainability?

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Corrective Action … required!
Introduction of proper processes during
each phase of the Project Cycle:
PROJECT CYCLE
MANAGEMENT!
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INDICATIVE
PROGRAMMING
EVALUATION
IDENTIFICATION
IMPLEMENTATION
FORMULATION
(APPRAISAL)
FINANCING
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INDICATIVE
PROGRAMMING
EVALUATION
Project
Manager
IMPLEMENTATION
IDENTIFICATION
Project
Cycle
Manager
FORMULATION
(APPRAISAL)
FINANCING
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INDICATIVE
PROGRAMMING
EVALUATION
EVALUATION
Project
Manager
IMPLEMENTATION
IDENTIFICATION
Project
Cycle
Manager
FORMULATION
(APPRAISAL)
FINANCING
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What can easily go wrong?
My ‘brilliant’ idea
IMPROVED
SITUATION

PLAN
(LogFrame)
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‘Traditional planning process’
(proposal writing)
Without consultations:
Quick, easy (& dirty) project formulation
WHY?
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(We think)
WE KNOW
WHAT IS RIGHT
!!!!
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WHO’s IMPROVED SITUATION ?
Hidden agendas?
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Even unconsciously
!!!!
But development cooperation is different
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Problems versus Needs
PROBLEMS:
NEEDS (objectives):
Existing negative situation
Positive future wishes
Can SEE, PICTURE, VERIFY (monitor) DREAMS, ILLUSION …
‘Owner’ and describe PAIN and
EMOTION
Safe to mention
Need information from those who suffer ‘COPY - PASTE’ approach based on
pre-conceived perception and
assumptions
You cannot LIE about problems
Cause AGREEMENT & COMMITMENT Cause ARGUMENT and SEPARATION
Form the ‘ANCHOR’ of the project
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Problems versus Needs
PROBLEMS:
NEEDS (objectives):
Positive future wishes
DREAMS, ILLUSION …
Safe to mention
‘COPY - PASTE’ approach based on
pre-conceived perception and
assumptions
Cause ARGUMENT and SEPARATION
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Problems versus Needs
PROBLEMS:
NEEDS
(objectives:
Existing negative situation
Can SEE, PICTURE, VERIFY (monitor)
‘Owner’ and describe PAIN and EMOTION
Need information from those who suffer
You cannot LIE about problems
Cause AGREEMENT & COMMITMENT
Form the ‘ANCHOR’ of the project
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PROBLEMS !
Why do people not like to speak about problems?
-
-
Painful?
Emotional?
Do we actually know?
Or even understand?
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SUPPLIERS  RECIPIENTS
“POOR”
PRESENT
SITUATION
ANALYSIS
problems!
functional relationships
IMPROVED
SITUATION
PLAN
(LogFrame)
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Stakeholder Analysis !
For WHO (End-users / beneficiaries)
and
by WHO (contributing agencies)?
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Network diagram …
Handicapped
persons
(+++)
e.g.
Employees
(+)
e.g.
Women
(+++)
e.g.
ex-prisoners(+
+)
e.g.
Unemployed
(+)
e.g.
'Mafia'; Employers
(---)
S o c i e t y
EMPLOYMENT
S u p p l i e r s
Sabotage
& Lobby
Workers
Council
Min of Labour
Min of Justice
Police
Vocational
Training
Centre
?????
Min of Interior
Min of
Education
?????
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How ‘buy in’ may happen?
Understanding of interdependency
 Emotional bonding through understanding
of problems = ‘feel the pain’ (story telling)
 Social control through peers
 Agreements on results (= mirrored
problems)

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How to keep them on board?



Make them (emotionally) understand their
relevance and importance through selfdiscovery in a workshop with equals.
Make their positions publicly knows
(in and after a workshop)
Remind them on Results
(Results Oriented Monitoring – ROM and
Results-Based Accountability - RBA)
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WHY involved? Feel the pain!
Poor life
condition in Area
X
High
unemployment in
area X
Unemployed people
unable to enter the
labour market
Skills of unemployed
workers outdated
Parents with
young children
are tied to home
Unexperienced
workers too
expensive for
companies
High labour costs
Demand of local
goods decreased
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WHAT should be achieved?
Increased
development
in area X
Increased
employment in
area X
IN
OUT
People prepared
to enter labour
market
People skills meet
the request of
labour market
Support with
childcare
provided
New workers
hired by
businesses
Labour costs
affordable for
businesses
Demand of
goods
increased
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MODEL STRUCTURE OBJECTIVE TREE
Development
Economic / social /
cultural growth
Wellbeing
Income / Health / Performance
Utilisation
Services / products / deliverables
Activities / procedures
Institutional arrangements
Means (funds, staff,
equipment)
Policy
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FROM OBJECTIVE TREE TO PLANNING MATRIX
Development
IN
Assumptions
Intervention logic
Overall
Objectives
Project
Purpose
OUT
Economic / social /
cultural growth
Wellbeing
Income / Health / Performance
Assumptions
Utilisation
Results
Services / products / deliverables
Activities/procedures
Activities
Assumptions
Assumptions
Institutional arrangements
Means
Means (funds, staff,
equipment)
Policy
Means/
assumptions
Pre-conditions
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Logical Framework Matrix
+
+
+
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“Forking” provides insight in other
components (and other
stakeholders) that are needed to
achieve the higher objective. These
can either be incorporated into the
project design or if this is not
possible be monitored as apparent
RISKS.
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The usual project !
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The new project concept !
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Why ‘consultations’?
In order to get insight on the RISKS,
we need to invite ‘other stakeholders’ to hear
their perception on the problems and possible
solutions …
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Consultations?
Misunderstandings due to:
cultural differences?
- different expectations?
- national differences?
- communication?
different norms & values?
- belief systems?
-
-
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Through better:
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The manager (Northern Unions)
as facilitator ?
Create a safe environment for others to
complain, share, contribute
by asking questions instead of
‘giving orders’
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EVALUATE?
Before (ex-ante)
or
Afterwards (ex-post)
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INDICATIVE
PROGRAMMING
EVALUATION
EVALUATION
Project
Manager
IMPLEMENTATION
IDENTIFICATION
Project
Cycle
Manager
FORMULATION
(APPRAISAL)
EX-ANTE
Assessment
FINANCING
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Ex-Ante Assessment !
Relevance …
Feasibility…
Sustainability …
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but, Learning is not enough …
Change is required !
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Key task of a Project
Coordinator:
Monitoring
RISKS
through LISTENING
to end-users, beneficiaries and
contributing suppliers.
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Only then:
Project Coordinators can
‘ring the bell’
and create more effective and
sustainable projects!
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Thank you for your attention
May I wish you all the success
with the application of these
PCM concepts and tools !
Hopefully these ideas will
contribute to you becoming even
a better professional !
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Erik KIJNE
PCM Group
Process Consultants & Moderators
rue du Luxembourg 23/6
1080 Brussels
+32-(0)2-514 36 41
+32-(0)475-698 306
info@pcm-group.com
http://www.pcm-group.com
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