Wider Objective:
The broad development impact to which the
project contributes – at a national or sectoral
level (it provides the link to the policy
and/or sector programme context):
Example:
• To ensure that the targeted Partner
Country university is in a position to offer a
new advanced curriculum in XXX in line
with the new developments in the area, the
market demand, and according to the
Bologna Process and international
standards.
Specific Project Objectives:
Should indicate what is expected to have
been achieved by the end of the project. The
objective should be "SMART" (Specific,
Measurable, Accurate, Realistic and Timebound):
Example:
• To bring the current curriculum
programme in XXX at the Faculty of XXX
into line with the Bologna requirements and
the new developments in this field by
December XXX.
Indicators of progress:
What are the key indicators related to the
wider objective? They measure the extent to
which a contribution to the overall objective
has been made. Used during evaluation:
Examples:
• acceptance of the new programme by the
participating institution
• restructuring/implementation of the new
curriculum
How indicators will be measured
(Sources of Verification):
The sources of information on the indicators
and methods used to collect and report them
(including who and when/how frequently):
Examples:
• new programme is implemented at the PC
university
• number of requests for the outputs from
non participating institutions and industry
representatives.
Indicators of progress:
Helps answer the question ‘How will we
know if the purpose has been achieved’?
Should include appropriate details of
quantity, quality and time:
Examples:
• review of the current curricula state
• review of the current state at the X
industry market
• updated courses of the programme
• Institution from Partner Country adopting
the ECTS
• increased collaboration between
institutions in partner & EU countries
• new programme developed, implemented
and accredited
How indicators will be measured:
Sources of information and methods used to
collect and report it (including who and
when/how frequently):
Examples:
• curricula and courses reviewed
• new programme is implemented
• number of new agreements and
partnerships
• official accreditation
• study programme and allocated credit
points, student's workload
Assumptions & risks:
Assumptions (factors outside project
management’s control) that may impact on
the specific objective/wider objective
linkage; What risks have to be considered?:
Examples:
• political and economical stability in the
region
• lack of support from local Higher
Education Institutions' Management
• lack of interest from the authorities,
difficulties in the accreditation process
• local staff's resistance and scepticism
towards changes
Outputs (tangible) and Outcomes
(intangible):
The results that the project delivers, and
which are largely under project
management’s control. Producing all
planned outputs and outcomes will mean
that the project objectives have been
attained as planned. Enumerate them:
Examples:
1. Review and analyse the existing
educational programme in XXX and the
recent advances in education in this field.
2. Develop a new generic educational
programme in XXX.
3. Retrain PC staff in the new programme
methodologies in XXX and promote the
mobility of teachers.
4. Provide a modern academic environment
(new teaching methods, new teaching
materials, upgrading of the equipment…)
5. Increase the links with the private sector
and main stakeholders (industry sector,
ministries, students etc).
6. Accredit and implement the new
educational programme in XXX.
7. Dissemination
8. Sustainability
9. Quality control and monitoring
10. Management of the project
Indicators of progress:
Helps answer the question ‘How will we
know if the results have been delivered’?
Should include appropriate details of
quantity, quality and time.
Examples:
• report on the current status on education
in the area of XXX published
• new study programme in XXX published
• updated syllabi available
• laboratories modernized and equipment
installed
• experience gained through student and
teacher exchange and made available
• informative website
• leaflets and promotional materials
disseminated, list of targeted organizations
• measures for QC and monitoring installed
• distribution of tasks among partners
settled
• consortium meetings held on schedule
How indicators will be measured:
Sources of information and methods used to
collect and report it (including who and
when/how frequently):
Examples:
• number of reports on the XXX education
status distributed
• student's evaluation scheme implemented
• laboratory inventories
• number of leaflets and promotional
materials disseminated
• number of student placements
• number of recipients of reports
• reports on project activities
• minutes of consortium meetings
• number of participants in discussion
groups, workshops, conferences
• number of students enrolled in the new/
restructured programmes (+ % growth)
Assumptions & risks:
Assumptions (factors outside project
management’s control) that may impact on
the outputs – specific objective linkage:
Examples:
• lack of interest to restructure or create
programs in X from the university
management side
• availability of rooms for the equipment
• accreditation of the programme
Activities:
The tasks (work programme) that need to be
carried out to deliver the planned results.
The activities should be listed in a logical
sequence and grouped by result:
1.1…(activity 1 linked to output 1)
1.2… (activity 2 linked to output 1) …etc.
Example: For Outcome 2
2.1. Prepare a set of courses and study
programme in XXX
2.2. Prepare the new teaching material,
handbooks, syllabi, etc.
2.3. Publish the new materials
Inputs:
The resources/means that are required to
implement these activities, e.g. staff time,
equipment, mobilities, publications etc.?
Examples:
• Staff: xxx days partner 1, xxx days
partner 2, xxx days partner 3, xxx days of
ext. experts (etc.)
• Mobility: xxx flows (average xxx days
each) EU-EU; xxx flows (average xxx days
each) EU-PC; xxx flows (average xxx days
each) PC-EU; xxx flows (average xxx days
each) PC-PC
• Equipment list
• Prints, publications, other costs
Assumptions, risks and pre-conditions:
Assumptions (factors outside project
management’s control) that may impact on
the activity-output linkage. What preconditions are required before the action
starts?
Examples:
• availability of staff members
• willingness to travel abroad for training
and student exchange
• interest of teachers and students in taking
part, interest of the X industry
• language skills
• administrative problems in Partner
countries