project cycle management & logical framework …
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PROJECT CYCLE MANAGEMENT & LOGICAL FRAMEWORK MATRIX
TRAINING
CYPRIOT CIVIL SOCIETY IN ACTION V
INNOVATION AND CHANGES IN EDUCATION VI
Objectives of the training Understand the definition of project and project cycle
management.
Apply the Problem Tree Analysis as a pre-requisite to project design
Understand and apply Logical Framework Approach.
Use theses tools when drafing project proposals to EC grants.
Organising a party?
How did you organise?
What where the things that you consider?
Handout 1: what is a project?
What are the commonalities in this list of definitions.
Handout 1: what is a project? According to all these definitions,
A project has a beginning and an end.
A project has limited resources.
A project follows a planned, organized method to meet its objectives with specific goals of quality and performance.
Every project is unique
A project has a manager responsible for its outcomes.
Triple Constraints
Triple Constraints:
a. Reaching the predefined objectives and results
b.Within the timeframe targetted
c. Completion of activitities within the estimated budget
Risk
Quality
1. Context
2. Budget
3. Time
When should we have a project?
When there is a specific need identified
When there is a problem
When there is a situation that you want to change, etc.
• is a methodology for the preparation, implementation and evaluation of projects based on the principles of the logical framework approach (LFA)
• describes management activities and decision-making procedures used during the life cycle of a project
– Key tasks
– Roles and responsibilities
– Key documents and decision options
Project Cycle Management
Preparing Project Proposals
Project Cycle
Formulation Implementation
Financing
Planning
Identification Monitoring & Evaluation
PROJECT CYCLE
Preparing Project Proposals
Analysis of situation at national, local and sectorial level
Formulation of project idea and design of project
Preparation of the project proposal
Implementation of the activities stated on the project proposal
Ongoing checks an d periodic review of project
Financing
Implementation
Monitoring and Evaluation
Planning
Identification
Formulation
Securing financial resources e.g. Award of the grant and co-funding
STEPS TO FOLLOW:
1. Analyse the problem:
Collect necessary information about the problem
Tool: Problem tree Analysis / Stakeholder Analysis
2. Identify the project:
Find the project idea that is feasible and addressing problem identified
Tool: Objective tree Analysis
3. Logical Framework Formulation
4. Grant Application Form
5. Budget
Preparing Project Proposal
Analysis Phase Planning Phase
Pro
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Ob
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Str
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De
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Act
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• identifying key problems, constraints and opportunities • determining cause-effect relationships
• developing solutions from the identified problems
• identifying an improved situation in the future
• identifying different strategies to achieve solutions
• selecting most appropriate strategy
Sta
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r a
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s • identifying and characterise potential stakeholders
• assess their capacity • defining project structure • testing logic and risks • formulating measurable indicators
of success
• determining the sequence and dependency of activities
• estimating their duration • assigning responsibility
from the Activity Schedule, developing input schedules and a budget
Purpose: to identify major problems and their main causal relationships. Output: problem tree with cause and effects
Pro
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1. Identify the major problems that the project will address.
2. State problems in negative manner.
3. Group problems by similarity of concerns.
4. Develop the problem tree:
a) Select a focal problem from the list and relate other problems to the focal problem.
b) If the problem is a cause of the focal problem it is placed below the focal problem
c) If the problem is an effect of the focal problem is goes above
Steps in Undertaking Problem Tree P
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The completed problem tree provides a visual summary of the current negative situation.
In various respects, problem analysis is the most critical stage of project design and guides other consecutive analyses.
Pro
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Problem Tree and Problem Analysis
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MAIN PROBLEM
SUB-PROBLEM1
CAUSE
EFFECT
SUB-PROBLEM2
UNDERLYING PROBLEMS
Problem Tree – Sea Pollution
Sea water quality is deteriorating
Most households and hotels discharge wastewater directly
into the sea
Wastewater treated in plants does not meet
environmental standards
High levels of solid waste dumped into
the sea
Polluters are not controlled
Environment Protection Agency
ineffective and closely aligned with
industry intersts
Population not aware of the danger of waste
dumping
No public information /
educatiıon programs available
Existing legal regulations are
inadequate to prevent discharge of wastewater
Pollution has been a low
political priority
40% of households and 20% of
businesses not connected to
sewerage network
Inadequate levels of capital investment and poor business
planning within local government
High incidence of water borned diseases and illnesses, particularly among poor families and under 5s
Objective Analysis clarifies the means-ends relationship between the desirable situation that would be attained and the solution for attaining it. This stage also requires an Objective Tree. O
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Step 1: Reformulate all negative situation of the problem tree into positive situations that are :
• Desirable • Realistically achievable Step 2: Make sure that there is a means – ends (results)
relationship (if this is implemented then this will be achieved)
The causes become the starting point for the objectives. The effects become the results of the objectives. Step 3: IF necessary: • Revise statements • Add new objectives if these seem to be relevant and
necessary to achieve the objective at the next higher level
• Delete objectives which do not see suitable or necessary
How to Make the Objective Tree O
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Objective Tree and Objective Analysis
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MAIN OBJECTIVE
SUB-OBJECTIVE1
MEANS
GOALS
SUB-OBJECTIVE2
Objective Tree – Sea Pollution
Sea water quality is improved
No. of households and hotels discharging wastewater directly
into the sea is reduced
Wastewater treatment meets environmental
standards
The quantity of solid waste
dumped into the sea is reduced
Polluters are effectively controlled
Environment Protection Agency is effective and more
responsive to a broad range of stakeholder
interests
Population more aware of the danger of
waste dumping
Public information /
education programs
established
New legal regulations are established which are effective in preventing
direct discharge of wastewater
Pollution management is given a higher
political priority
Increased % of households and businesses are connected to
sewerage network
Improved business planning within local
government is established
Incidence of sea water borned diseases and illnesses is reduced, particularly among poor families and under 5s
Strategy analysis is a process in which specific project strategies are selected from among the objectives and means raised in Objectives Analysis, based upon selection criteria.
comparison of different options to address a given situation
Stra
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Str
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Step 1: Identify objectives you do not want to
pursue (not desirable or not feasible);
Step 2: Group objectives, to obtain possible
strategies or components (clustering);
Step 3: Assess which strategy/ies represent(s) an
optimal strategy according to the agreed criteria;
Step 4: Determine Overall Objective(s) and Project
Purpose
Stra
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Str
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Strategy Analysis
Sea water quality is improved
No. of households and hotels discharging wastewater directly
into the sea is reduced
Wastewater treatment meets environmental
standards
The quantity of solid waste
dumped into the sea is reduced
Polluters are effectively controlled
Environment Protection Agency is effective and more
responsive to a broad range of stakeholder
interests
Population more aware of the danger of
waste dumping
Public information /
education programs
established
New legal regulations are established which are effective in preventing
direct discharge of wastewater
Pollution management is given a higher political priority
Increased % of households and businesses are connected to
sewerage network
New legal regulations are established which
are effective in preventing direct
discharge of wastewater
STRATEGY CHOSEN OUT OF THE PROJECT
OVERALL OBJECTIVE
PURPOSE
RESULTS
ACTIVITIES
Incidence of sea water borned diseases and illnesses is reduced, particularly among poor families
and under 5s
1. Stakeholders: Individuals or institutions that may – directly or indirectly, positively or negatively – affect or be affected by a project or programme.
2. Beneficiaries: are those who benefit in whatever way from the implementation of the project.
• Target group(s): The group/entity who will be directly positively affected by the project at the Project Purpose level.
• Final beneficiaries: Those who benefit from the project in the long term at the level of the society or sector at large, e.g. “children” due to increased spending on health and education, “consumers” due to improved agricultural production / marketing.
3. Project partners: Those who implement the projects in-country (who are also stakeholders, and may be a ‘target group’).
Sta
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Basic Characteristics
Social characteristics
Group status (formal / informal)
Group structures (leadership/ effectiveness)
The way they approach problems
Questions to be Asked to Stakeholders
Interests and motivation
• Needs
• Interests (open and
discreet)
• Expectations
• Approach to project
Potential • Strenghts • Weaknesses • Possible contribution
Sta
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Logical Framework Approach Obligatory to submit in most of the EU Calls
(mandatory for CSV and SchoolsVI)
EU stresses the importance of this tool
Should be considered as a starting point of the project design
NOT just a form to fill in…drafting should involve the all team and partners
THE LOGFRAME SHOULD BE DRAFTED BEFORE THE APPLICATION FORM!!!
Logical Framework Approach
• Technique to set up a project involving
• the identification of problems,
• organise overall and specific objectives of your project
• define of results and related activities
• draft indicators to track progress track objective
• Lay down assumptions/risks for the success of the project
• LFA is a key management tool in each phase of the project cycle: from implementation to evaluation, representing a «master tool» for creating other tools (e.g. implementation and resource schedules, monitoring plan, etc.)
Intervention Logic
Pre-conditions
Overall objective
Project purpose
Results
Activities means costs
Verifiable indicators
Sources of verification
Assumptions
Logical Framework Matrix
Intervention Logic: Levels of Objectives
The long-term social and economic,
sectoral or national program objectives
to which the project contributes.
The project’s central objective:
sustainable benefits to be delivered to
target beneficiaries. It defines the
project’s success.
The services to be provided by the project for which project managers can be held accountable
What is going to be done to deliver the project’s results
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ACTIVITIES
RESULTS
PROJECT PURPOSE
OVERALL OBJECTIVE Ideal situation – can only be realised in the long-run
Can be reached as an outcome of the project. Should be specific, measurable, attainable, realistic and time and location bound.
The direct / tangible results (goods and services) that the project delivers should measurable and attainable.
The tasks that need to be carried out to deliver the planned results which also are bound by a timeframe and a budget by the use of resources
Hierarchy of Objectives
• IF adequate inputs/resources are provided, THEN activities can be undertaken;
• IF the activities are undertaken, THEN results can be produced;
• IF results are produced, THEN the purpose will be achieved; and
• IF the purpose is achieved, THEN this should contribute towards the overall objective
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Attention!!!
Logic of the logframe is established by drafting the proposal from top to bottom
MOST COMMON MISTAKE IS TO START DESCRIBING ACTIVITIES FIRST
Steps Should Be Followed As:
Define the overall objective
Define the purpose (specific objective)
Expected Results
Activities
Logframe Matrix – General Sequence of Completion
Purpose of the Project (Specific Objective)
BAD PRACTICE
GOOD PRACTICE
Purpose is sum of results:
Purpose is consequence of results:
Water treatment is improved and levels of direct discharge into the river
reduced
Improved quality of river water
Results: 1.1 Direct discharge of waste-water into the river reduced
1.2 Waste water treatment standards improved and enforced 1.3 Awareness of environmental management responsibilities improved
Logframe - Assumptions Risks:
All of the negative external factors which should be considered for the success of the project.
Assumptions:
All of the positively expressed external factors which affect or determine the success of the project.
Pre-conditions:
The conditions which should be overcome before the implementation of activities.
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Assumptions are external factors that have the potential to influence (or even determine) the success of a project, but lie outside the direct control of project managers
Assumptions are risks, which can jeopardize the success of the Project and are worded positively, i.e. they describe circumstances required to achieve certain objectives
Ass
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Ris
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Key points in setting Assumption
Should be relevant and probable
If an assumption is not important or almost certain: Do not include
If an assumption is unlikely to occur: Killer assumption – abandon project
Ass
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Ris
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Vertical Logic
Objectively Verifiable Indicators
Sources of Verification
Assumptions Overall Objective
Results
Activities Means Cost
Pre-conditions
Purpose
Intervention Logic – Project context
Objectively* Verifiable Indicators
project’s objectives in operationally measurable terms (quantity, quality, time, or QQT).
An indicator is an observable change or event which provides evidence that something has happened or is happening. They are formulated in response of the questions: How would we know whether or not what has been planned is actually happening or happened? How do we verify success? *The meaning of Objectively Verifiable indicator is that the information collected should be the same if collected by different people.
Ob
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In
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• Indicators measure to verify to what extant the results are achieved.
• Specify how the achievement of an objective can be verified or demonstrated
• Provide a basis for Monitoring and Evaluation • 3 Dimensions of Indicators
Quantity Quality Time
Ob
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In
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“SMART”
S : Specific
M : Measurable
A : Achievable
R : Relevant
T : Time-bound
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Ind
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A detailed activity schedule and budget need to be prepared following the logframe matrix process.
Activity schedule and the budget play a crucial role in the preparation of the project proposal.
Planning stage is when the activities and the budget are planned.
Planning Stage
The log frame matrix Context analysis
Stakeholder
analysis
SWOT analysis Strength Weaknesses
Opportunities ThreatsProblem analysis
Objective
analysis
Strategy analysis
Schedules
Reports
Project
strategy
Objectively
verifiable
indicators
Sources of
VerificationAssumptions
Overall
Objectives
Purpose
Results
Activities Means Cost
PRE CONDITION
Gantt Chart in the full application form (2.1.3)
Identify logical sequence, expected duration and dependencies of activities
Acts as basis for allocating management responsibility
Activity Scheduling
Resource planning and budget preparation is a three-level process:
1. Resource planning and preparing a draft budget
2. Conducting market research
3. Finalizing budget preparation
Resource Planning and Budget
Re
sou
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Pla
nn
ing
An assessment of the likelihood of benefits produced
by the project to continue to flow after external
funding has ended, and with particular reference to:
factors of ownership by beneficiaries
policy support
economic and financial factors
socio-cultural aspects
gender equality
appropriate technology
environmental aspects
institutional and management capacity.
Sustainability S
ust
ain
ab
ilit
y
• is a systematic management activity
• Actual progress is compared to planned so to identify remedial actions
• Takes place at all levels of management
• Uses both formal reporting & informal communication
• Focuses on resources, activities & results in the logframe
Mo
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Monitoring
Mo
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Monitoring - Tools • Logframe Matrix
• Provides the objectives and indicators (targets) and the sources of information to support the monitoring system
• Lists key assumptions which should be reviewed as a part of risk management
• Activity Schedule (Action Plan)
• Implementation progress can be assessed
• Resource and Budget Schedules (Budget of the action)
• Clear reference for financial monitoring
• Allows comparison between planned and actual utilisation
• is an assessment of project success • Assesses the relevance, efficiency, effectiveness,
impact and sustainability of projects in relation to stated objectives
• Focuses more on results-to-purpose and purpose-to-overall objectives
• Checks the coherence of project planning • Checks the influence of the important
assumptions • Is based on the guiding principles: impartiality,
independence and credibility
Ev
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Evaluation
Specific Instructions at the full application stage
A quality logical framework matrix – with SMART indicators and targets of the results
Mechanisms and resources to monitor – recommendation to budget HR for this purpose
Realistic time planning – maximum efficiency in the use of time
Sustainability strategy (financial, social, environmental – guarantee continuity of the project results after the EU funding ends
Memorandum of Understanding – among applicant and co-applicant(s) –common values principles, tasks, duties and rights
GOOD LUCK!