PROJECT CYCLE
MANAGEMENT
An introduction
1
Overview
- Definitions
- Project Cycle
- Log Frame Approach – analysis phase
- stakeholder analysis
- problem analysis
- analysis of objectives
- Log Frame Approach – planning phase
- assumptions
- indicators
- sources of verification
- activity scheduling
- Project Charts
2
PROJECT APPROACH
Project = a series of activities aimed at bringing about
clearly specified objectives within a defined time-period and
with a defined budget.
A project should have:
•Clearly identified stakeholders (primary target group & final
beneficiaries);
•Clearly defined coordination, management and financing
arrangements;
•A monitoring and evaluation system;
•An appropriate level of financial and economic benefits
(indicating that the project‘s benefits will exceed its costs).
3
PROJECTS AND PROJECT MANAGEMENT
- Funding and contributions that are additional to ongoing
activities
- Funding = limited in time and resources
Contribute to process of change taking place in a context
that is complex because:
 it is changing continuously
 many actors are involved and may have an influence
Project management can therefore be defined as the
facilitation of such processes of change in order to attain
objectives in the most effective and efficient way
4
Management tools
Logical framework approach


A methodology for analysing, planning, managing and evaluating
programmes and projects, using tools to enhance participation and
transparency and to improve orientation towards objectives
Developed in early 70s by USAID and widely adopted
Project cycle management (PCM)



Defines different phases in the project life with a well-defined
process of involvement of different stakeholders, management
activities and decision making procedures
Uses the LFA (as well as other tools such as the Pert chart and
Gantt diagram)
Developed in early 90s and adopted by most development agencies
and the EC
5
Project cycle management
• Not revolutionary but likely to frame and articulate
ongoing practices
• Not an exact science but a supporting tool to
structure learning processes
• Many agencies talk about it, few are actually good
at it
• Widely applicable – usefulness goes beyond
development
• Value added depends on quality of its application
6
PCM Principles
PRINCIPLES
TO ENSURE...
Respect for different phases in
project cycle...
informed decision-making at different
stages of project management
Stakeholder orientation...
involvement and commitment of
stakeholders
a comprehensive and consistent
analysis and planning
Consistent project design using
logical framework...
Attention for sustainability...
Integrated approach using
standarised documentation...
that from design onwards
mechanisms are considered that will
continue the flow of benefits
linkage with wider efforts, simplified
and transparant documents
7
PROJECT CYCLE
Programming
Identification
Formulation
Evaluation
Monitoring
8
PROJECT CYCLE
l
Ex-post
evaluation
Ex-ante
evaluation
End of project
evaluation
Appraisal
Formulation
Monitoring by
stakeholders
a
9
PCM/LFA APPROACH
10
Logframe Approach
 Problem analysis - identifying key
problems, constraints and opportunities;
determining cause and effect
relationships
 Analysis of objectives - developing
objectives from the identified problems;
identifying means to end relationships
 Strategy analysis - identifying the
different strategies to achieve objectives;
selecting the most appropriate
strategy(ies); determining the major
objectives (overall objectives and project
purpose)
Define the
project logic
 Stakeholder Analysis - identifying &
characterising major stakeholders, target
groups & beneficiaries, defining whose
problems will be addressed by a future
intervention, and which potentials can be
used
PLANNING PHASE
Specifying and
operationalising
Select the
option
Deduct
Identify
stakeholders
ANALYSIS PHASE
 Logframe - defining the
project/ programme structure,
testing its internal logic,
formulating objectives in
measurable terms, defining
means and cost (overall)
 Activity scheduling determining the sequence and
dependency of activities;
estimating their duration, setting
milestones and assigning
responsibility
 Resource scheduling - from
the activity schedule, developing
input schedules and a budget
11
Stakeholder Analysis (4 steps)
 Identifying Key Stakeholders (beneficiaries, vulnerable
groups, possible adversely effected groups, socioeconomic characteristics, relationships etc.)
 Determining Stakeholder Interests (benefits,
expectations, resources they could mobilise etc)
 Determining Stakeholder Power and Influence (power
and dependency relationships, control of decision
making, resources etc.)
 Formulating a Stakeholder Participation Strategy in
view of analysis, planning and implementation
12
STAKEHOLDER ANALYSIS
STAKEHOLDER
INTEREST AND
ATTITUDE
TOWARDS
PROJECT
ROLE IN
PREPARATION
PROCESS
INVOLVEMENT
DURING PROJECT
IMPLEMENTATION
13
1. PROBLEM ANALYSIS
• Should involve key stakeholders (identified
through analysis)
• Typically in a workshop setting with
possible external facilitation
• Given the capacity building orientation,
multilevel problem analysis (subject and
capacity)
14
Step 1:Problem analysis (I)
Is a procedure which allows to :

analyse an existing situation

identify key problems in this context

visualise the problems in form of a
diagram/tree (cause-effect relationships)
15
Problem analysis
Establishing cause-effect relations between problems
Decreasing in-comes
of artisanal fisherfolk
Decreasing fish
stocks
Destruction of coral
& mangrove habitats
Illegal fishing
methods applied
Effects
Low price received by artisanal
fisherfolk in the village
Processed fish is of
bad quality
Limited access to
markets
Causes
16
Problem analysis





agree on the unit of analysis
identify major problems existing within a given situation
(brainstorming)
select a starter problem
look for related problems to the starter problem
establish hierarchy of cause and effects
• problems which are directly causing the starter problem are put
below
• problems which are direct effects of the starter problem are put
above



complete with all other problems accordingly
connect the problems with cause-effect arrows
review the diagram and verify its validity and completeness
17
PROBLEM TREE ANALYSIS
18
2. Analysis of objectives
Turning the negative aspects into future desired, but realistic situations
Incomes of artisanal
fisherfolk increased
Rate of decline in fish
stocks arrested
Coral & man-grove
habitats conserved
Incidence of illegal
fishing reduced
Ends
Price received by artisanal
fisher-folk increased
Quality of fish
processing improved
Access to markets
improved
Means
19
3: Analysis of Strategies

The purpose is:
• to identify possible alternative options or ways
to contribute to the overall objectives
• to agree on priority strategies based on an
assessment of the relevance, the feasibility and
the sustainability of each of them
• to concentrate the means of the project on what
is really important, effective and feasible
20
Analysis of Strategies (III)
IN
Incomes of artisanal
fisherfolk increased
OUT
Rate of decline in fish
stocks arrested
Coral & man-grove
habitats conserved
Incidence of illegal
fishing reduced
OVERALL
OBJECTIVE
Price received by artisanal
fisher-folk increased
Quality of fish
processing improved
Access to markets
improved
SPECIFIC
OBJECTIVE
RESULTS
Decision based on: budget, priorities, human resources available, social
acceptability, urgency, ...
21
Logframe Approach
 Problem analysis - identifying key
problems, constraints and opportunities;
determining cause and effect
relationships
 Analysis of objectives - developing
objectives from the identified problems;
identifying means to end relationships
 Strategy analysis - identifying the
different strategies to achieve objectives;
selecting the most appropriate
strategy(ies); determining the major
objectives (overall objectives and project
purpose)
Define the
project logic
 Stakeholder Analysis - identifying &
characterising major stakeholders, target
groups & beneficiaries, defining whose
problems will be addressed by a future
intervention, and which potentials can be
used
PLANNING PHASE
Specifying and
operationalising
Select the
option
Deduct
Identify
stakeholders
ANALYSIS PHASE
 Logframe - defining the
project/ programme structure,
testing its internal logic,
formulating objectives in
measurable terms, defining
means and cost (overall)
 Activity scheduling determining the sequence and
dependency of activities;
estimating their duration, setting
milestones and assigning
responsibility
 Resource scheduling - from
the activity schedule, developing
input schedules and a budget
22
The Logical Framework?
The Logical Framework Matrix provides a summary of:
why a project is carried out
what the project is expected to achieve
how the project is going to achieve it
which external factors are crucial for its success
where to find the information required to assess the
success of the project
 which means are required
 what the project will cost





23
From Strategy Analysis to
Intervention Logic

Complete formulation of objectives

Transfer objectives to logframe
HOW?
(intervention logic): OO, SO, Results

Review and complete the objectives at
different levels

Identify possible activities
24
Logical framework
Intervention
Logic
Objectively
Verif. Indicators
Sources of
Verification
Assumptions
Overall
Objective
Specific
Objective
Results
Activities
Means
Costs
Pre-conditions
25
Intervention Logic
Overall objective: the project’s contribution to policy
or programme objectives (impact)
Specific objective: direct benefits to the target
group(s). S.O. is consequence of results, not the sum
of the results.
Results: the services or products to be realised by the
project.
Activities: the tasks (workprogramme) that need to
be carried out to deliver the planned results.
(detailed activities are often better presented seperatly. e.g.
Gantt chart format)
26
Logical framework
Intervention
Logic
Objectively
Verif. Indicators
Sources of
Verification
Assumptions
Incomes of artisanal
fisherfolk increased
Price received by artisanal
fisher-folk increased
1.Quality of fish
processing improved
2.Access to markets
improved
Activities
1.1. To train fish handlers
1.2. To install appropriate
Equipment etc.
Means
Costs
Pre-conditions
27
Logframe Basics
Intervention Logic
Objectively
Verifiable
Indicators
Sources of
Verification
Assumptions
Overall
Objectives
Specific
Objective
Results
Activities
Means
Cost
‘... IF results are delivered, AND assumptions hold true,
THEN the project purpose will be achieved ...’
Pre-conditions
28
Logframe Basics
Intervention Logic
Objectively
Verifiable
Indicators
Sources of
Verification
Assumptions
Incomes of artisanal
fisherfolk increased
Price received by artisanal
fisher-folk increased
Rate of decline in fish
stocks arrested
1.Quality of fish processing
improved
Leaders of fish co-ops
Collaborate
1.1. To train fish handlers
1.2. To install appropriate
Equipment etc.
Means
Cost
‘... IF results are delivered, AND assumptions hold true,
THEN the project purpose will be achieved ...’
Prmission local
Gov. Obtained
Project facilities
provided
29
Assumptions
HOW?
• Assess the importance of the external
factors by using the assessment algorithm
• Check the intervention logic and
assumptions on completeness
30
Assessment of Assumptions
Is the external factor important?
Yes
No
Do not include in logframe
Will it be realised?
Almost certainly
Do not include in logframe
Likely
Include as an assumption
Unlikely
Is it possible to redesign the
project in order to influence the
external factor?
Redesign the project by
adding activities or results;
reformulate the Project
Purpose if necessary
Yes
No
The project is not feasible
31
Project assumptions:
•Project assumptions may be outside of the
project control (policy, collaboration external
actors etc.)
•Other assumptions may have university
policy implications (staffing policies,
incentives, space for resources generation
etc.) – Should be taken up prior or during
implementation
32
Indicators
WHY?
To:
• Clarify the characteristics of the OO, SO and R
• Manage the project more objectively
• Provide a basis for performance measurement,
monitoring and evaluation
OVI’s describe the project’s objectives in operationally
measurable terms (quantitiy, quality, time)
Note:
Often, it is necessary to establish several indicators for one
objective. Together, these will provide reliable information on the
achievement of objectives.
33
Indicators: An Example
Objective: Pollution load of wastewater discharged into the
Blue river is reduced
Select the indicator: Concentration of heavy metal compounds
(Pb, Cd, Hg)
Define the targets:
• Define the quantity: Concentration of heay metal compounds
(Pb, Cd, Hg) is reduced by 75% compared to year x levels
…(particular attention should be paid to the availability of baseline
information)
• Define the quality: . to meet the limits for irrigation water ..
• Define the target group: ... , used by the farmers of Blue
village, ...
• Define the place : . in the Blue river section of the District ..
• Determine the time: ... 2 years after the project has started
34
Indicators: An Example
Objective: Efficiency and effectiveness of the learning and and
administration processes/practices have been enhanced
Select the indicator: Amount of administrative paperwork…
Define the targets:
• Define the quantity: …is reduced by 20% annually
particular attention should be paid to the availability of baseline
information)
• Define the quality: ...
• Define the target group: ... , as used by the UNZI staff both
acacemic and administrative ...
• Define the place : ... at UNZI...
• Determine the time: ... following full implementation of eadministration
35
Some criteria for good indicators
Valid
Does the indicator directly represent the objective it is
intended to measure?
Objective
Is the definition precise and unambiguous about what is
to be measured?
Reliable
Are the data consistent or comparable over time?
Accessible
Can data be collected easily, on a timely basis at
reasonable costs?
Useful
Will the data have utility for decision-making and
learning?
Owned
Do partners and stakeholders agree that this indicator
makes sense to use?
36
Sources of Verfication
• They describe where and how to find the
information with regard to the indicators
• Issues to be analysed:
 Do there exist external sources of verification?
 If so, are they specific enough, reliable and
accessible?
 If not, how can the information with regard to
the indicators be obtained?
37
Multi (annual) Operational plan
Logframe
Results-based workplans & budgets
Budget
Workplan
Workplan
Workplan
Budget
Budget
Salaries
Allowances
Vehicle Op.
Office
Tel/Fax
Seeds
Fertiliser
5000
1250
3750
750
400
850
2300
5500
1750
4250
750
400
1100
3100
5500
1750
4250
750
400
1100
3100
5500
1750
4250
750
400
1100
3100
38
Activity Scheduling
An activity schedule:
 Maintains objective-oriented approach of logframe
 Breaks activities down into operational detail
 Clarifies sequence, duration and precedence of activities
 Identifies key milestones
 Assigns management responsibility
and implementing responsibilities
and should include management
tasks
USE project charts
Workplan
Workplan
Workplan
39
Project charts
Gantt chart = common technique for representing the
phases and activities of a project
In this example :
- What are the different tasks;
- What is the start and end date of the tasks.
40
Project charts
Gantt chart can also include:
- Who is responsible?
- What is the relation between ≠tasks?
- Are the deadlines met?
41
Project charts
PERT = Project Evaluation and Review Technique
Gives an answer on:
- What is the relation between the different tasks?
42
Project charts
Gantt versus PERT
Gantt : tasks in relation to time
Pert : tasks in relation to other tasks
43
LFA link to evaluation
44