Training workshop on project cycle management

1. Training Workshop on Project Cycle Management 1

2. Workshop Objectives I. Understand concept and procedures of PCM methodology: ・Planning ・Monitoring and Evaluation II. Apply PCM methodology to analyze your problems and identify strategies and actions. III. Formulate a draft action plan. 2

3. Part 1 4 ● Definition of PCM ● 6 Steps of PCM Project Cycle Management (PCM)

4. Project Cycle Management FORMULATION IMPLEMENTATION EVALUATION Participatory Planning Monitoring & Evaluation PDM PLAN DO SEE A management tool that treats a project as a cycle by using PDM as a base. 5

5. Project: An undertaking for the purpose of achieving established objectives, within a given budget and time period. Project Cycle: The entire process of an undertaking a project: from formulation, implementation to evaluation. 6

6. PDM (Project Design Matrix) Narrative Summary Objectively Verifiable Indicators Measurement of the performance of the project objectives and outputs Means of Verification Sources of data for verifying indicators Important Assumptions Overall Goal Long term development effect Project Purpose An objective that is expected to be achieved by the end of project period. Outputs Intermediate goals that should be reached to achieve the Project Purpose. Activities Specific actions intended to produce the Outputs through effective use of the Inputs. Inputs Physical, financial and human resources to carry out project Activities Pre-Conditions 7

7. Project Design Matrix (PDM) • Is a matrix with 16 boxes (4x4) • Is a summary table of the projects (= Objectives, Activities, Inputs and other components) • Shows logical interrelationships among components 8

8. Features of PCM Method 9 ・ Participatory ・Consistency ・Logicality ・Accountability ・Transparency

9. 1-1 Project Planning based on PCM 10 Process of Consensus Building among Stakeholders

10. PCM Workshop-House Rules 1. Write your own ideas on a card 2. Write only one idea per card 3. Describe in specific and brief sentences 4. Stick to the facts and avoid abstractions and generalizations 5. Write your ideas on the cards before discussing them 6. Obtain consensus when removing cards from the board 7. Don’t ask who wrote a particular card. 11

11. 12 Traffic Sign Cards ？ INFO STOP Skip now and come back later Collect information Disagreement Not required further discussion or analysis

12. Steps for Participatory Planning 13 Analytical Stage Planning Stage Who are related? What are the problems? What are the solutions? Which solution to take? Essential project components Detailed work plan

13. Step 1:Stakeholders Analysis Purpose: To identify the issues, problems, and current conditions of the target area through analysing the area and local residents targeted for assistance, related groups, related organizations/ agencies. 14

14. Step 1:Stakeholders Analysis Steps: 1. List all stakeholders and categorise (beneficiaries, negatively affected groups, potential opponents, decision makers, implementers, supporting groups, etc.) 2. Select key stakeholders and analyse their characteristics, problems, needs, etc. 3. Identify the target group(s). 15

15. 16 Categories Beneficiaries Who will likely benefit from the project. Negatively Affected Groups Who will be negatively affected by the project. Potential Opponents Who may oppose or obstruct the project. Decision Makers Whom with decision-making authority Supporting Groups Who will likely cooperate with the Project Implementers Who will implement the Project

16. 17 Detailed AnalysisName of Group Characteristics: Population, education level, socio-cultural/ economic characteristics, etc. Problem/ Challenges Needs/ Interests Village people Women in a village Children and mothers in a village

17. Step 2: Problems Analysis Purpose: To analyse Negative conditions that are affecting the life of target group and Visually represent the causes and effects of these conditions existing in the project area and/or sector. 18

18. Step 2: Problems Analysis Steps: 1. Select the core problem 2. Identify the direct causes of the core problem 3. Develop the problems tree downwards (add causes) 4. Identify the direct effects of the core problem 5. Develop the problems tree upwards (add effects) 19

19. Problem Tree (Cause-Effect Relationship) 20 House income is low Expenditure is high Utilities is high. Salary is low House rent is expensive. Children do not receive good education. Life is unstable EFFECT CAUSE Core Problem

20. How to write Problem cards 1. Indicate existing problems 2. Write problems-negative conditions 3. Write one problem per card 4. Describe the problems in a sentence. 5. Try to avoid “No” 6. Do not include cause and effect in one card 21

21. Step 3:Objectives Analysis Purpose: Clarifies the “means-ends” relationship between the desirable situation after all the problems that have been affecting the target group and the area are solved. 22

22. Objective Tree 23 House income is low Expenditure is high. Utilities are high. Salary is low . House rent is expensive. Children do not receive good education. Life is unstable. Core Problem PROBLEM TREE Negative statements House income is increased. Expenditure is decreased. Utilities are decreased. Income sources are increased. Family moves to less expensive apt. Children receives good education. Life becomes stable. Core Objective OBJECTIVES TREE Positive statements Wife has part- time job. Husband works on weekends. Effect Cause Ends Means

23. Step 3 Objective Analysis Steps: 1. Rephrase all problem cards into desirable and realistic conditions (objectives) 2. Revise the statement if not realistic 3. Delete cards when inappropriate 4. Add new cards that are necessary and relevant 5. Ensure that “cause-effect” relations have become “means-ends” relations 24

24. Step 4: Project Selection 25 House income is increased. Expenditure is decreased. Utilities are decreased. Income sources are increased. Family moves to less expensive apt. Children receives good education. Life becomes stable. Core Objective OBJECTIVES TREE Wife has part- time job. Husband works on weekends. Approach A Project for Increasing of House Income Approach B Project for Increasing of Income Sources Approach C Project for Decreasing of Expenditures

25. Step 4: Project Selection Steps: • Identify several sets of approaches (means-ends branches) • Comparing the approaches based on criteria: (Policy Priority, Needs, Inputs, Feasibility, Effectiveness, Sustainability, Negative Impact) • Select the approach to be undertaken by the project 26

26. Step 4: Project Selection Approach A Approach B Approach C Target Group DHMT CHEWs CHWs Policy Priority High Middle Middle Needs High High High Inputs Low High Low Effectiveness High High High Sustainability Middle Low Middle 27

27. Step 5:Formulation of PDM Narrative Summary OVI MOV Important Assumptions Overall Goal Project Purpose Outputs 1. 2. Activities 1-1.To.. 1-2.To.. 2-1. 2-2. Inputs Pre-Conditions 28 Overall Goal Project Purpose Output 1 Output 2 Assumption Activity 1-1 Activity 1-2 Activity 2-1 Activity 2-2

28. PDM: Narrative Summary Overall Goal Nutrition of children below 5 is improved. Project Purpose Appropriate services are provided at the MCH Center. Output 1 MCH Center is established. 2 Capacities of health workers are strengthened. 3 Health &Nutrition Education Program is provided to community people. Activity 1-1 1-2 1-3 29 Output 2 Project Purpose Overall Goal Activity 2 Activity 1 Activity 3 Output 3 Output 1 No logical leap ？ Is Project Purpose the direct effect to the target group？ Are enough Outputs set to reach Project Purpose? 3-5 years after the end of the Project. At the time when the Project ends.

29. PDM: Pre-conditions and Important Assumptions 30 Influential external conditions required for the project success, but beyond control of the project. = not sure (50/50), therefore, need to be monitored Necessary conditions that should be fulfilled before a project is started.

30. Vertical Logic (Causal Link) of PDM Narrative Summary Objectively Verifiable Indicators Means of Verification Important Assumptions Overall Goal Project Purpose Outputs Activities Inputs Pre-Conditions 31 If If If And if And if And if Then Then Then If Then IF --- THEN Relationship TIME

31. Step 6:Formulation of POs • Activities (often more detailed than PDM) • Expected results (Activity indicators) • Time frame (Schedule) • Responsible persons • Inputs/Resources 32 PDM Detailed Project Work Plan Plan of Operations

32. Plan of Operations (Example) Output 2: Capacities of health workers are strengthened. Activities Indicators Time Schedule Responsible Person(s) 2-1 To prepare for training plan. 2-2 To formulate a task force. 2-3 To develop curriculum 2-4 To develop training manual. 2-5 To train trainers. 2-6 To select the target HWs. 2-7 To implement training to the selected HWs. Training program is prepared by Oct.’12. 7 members are selected. Training curriculum for each level is developed. One training manual for each level is developed. 1 trainer at each district are selected. 10 HWs at each target facilities are selected. 50 HWs in total are trained. DHMT DHMT Task Force TF TF TF TF/ Trainers 33

33. Part 2 Project Monitoring/ Evaluation based on PCM 34 ● Definition of Monitoring and Evaluation ● Methods of M&E based on PCM

34. 35 Monitoring • What: An ongoing process to check the progress of a project against its plan and modify the plan if necessary. • By Whom: Project’s implementers. ・ Based on: PDM and PO Monitoring Targets 1.Execution of activities 2.Achievement of Outputs 3.Achievement of Project Purpose 4.Change in Important Assumptions

35. 36 Successful Project Performance results from regular monitoring based on PDM and PO and timely follow-up. ➢Are activities implemented as as planed in terms of time schedule and indicators set in PO? ➢ Are objectives of the Project (Outputs and Project Purpose) likely to be achieved within the Project period as set in PDM? ➢ What are contributing factors and and constraining factors (including changes in important assumptions)? Activities Indicators Time Schedule Responsible Person(s) Narrative Summary Objectively Verifiable Indicators Means of Verification Important Assumptions Overall Goal Project Purpose Outputs Activities Inputs Pre-Conditions

36. Basic Process of Monitoring 37 Check the Progress in comparison with plan Detect Problems Finding the solutions and revise the plan

37. 38 Systematic and objective assessment of a plan and the outcomes of an ongoing or completed project, program or policy Evaluation What (Definition ofDAC-OECD) By Whom: Evaluators (for external evaluation) Project implementers (for internal evaluation) Five Evaluation Criteria Relevance, Effectiveness, Efficiency, Impact and Sustainability

38. Five Evaluation Criteria Criteria Basic Ideas Relevance Are the “project purpose” and “overall goal” still meaningful? Effectiveness Whether the “project purpose” has been achieved, and how much contribution did “outputs” make? Efficiency To what extent have “inputs” been converted to “outputs”? Impact What positive or negative, either direct or indirect effects have happened? Sustainability To what extent will the recipient country's organizations be able to retain the positive effects of the project? 39

39. 40 Successful Project Performance results from well-design of the Project 【Relations between Project Design Criteria and Five Evaluation Criteria】 Project Selection Criteria Five Evaluation Criteria ・ Policy Priority ・ Needs of Target Groups/Community . Feasibility (Duration/Budget) ・ Effectiveness ・ Inputs ・ Sustainability ・ Negative Impact Relevance Effectiveness Efficiency Sustainability Impact

40. Steps of Evaluation ● Implementation Process ● Achievements ● Evaluation - Relevance - Effectiveness - Efficiency - Impact - Sustainability ● Conclusions ● Lessons Learnt ● Recommendations 41 Analysis of promoting / inhibiting factors

41. 42 Part 3: Let’s draft an action plan

42. 1. Front Page Project Title, The Main Organizer of the Project, Target Group of the Project, Project Site(s), Duration of the Project 2. Main Body ・Background Information ・Problems to be solved ・Project Strategies ・Major Activities 3. Attachment: PDM and PO 43 Outline (example)

43. Background Information • Policy/strategies in health sector • Basic health data • Administration/health system in the country • Information on your organization • Your responsibilities 44

44. Problems to be solved Your knowledge/skills of Stakeholders Analysis and Problem Analysis can be applied to this section. 1) Identify a target group 2) Analyze Problems of the target group 3) Identify the core problem 4) Make a problem tree, paying attention to cause- effect relations among the problems. 45

45. Project Strategies Your knowledge/skills of Objective Analysis and Project Selection can be applied to this section. 1) Make Objective Tree based on Problem Tree. 2) Select the approach on the Objective Tree. 3) Identify Project Purpose and Outputs 46

46. Major Activities ➢ Identify Activities to reach identified outputs. ➢ Be sure that activities are listed so as to match an appropriate Output. ➢ Activities are listed in chronological order. 47 Output 1 Output 2 Activity 1-1 Activity 2-1 1-2 2-2 1-3 2-3

47. Thank you very much  48

48. 48 ‫ات‬‫الحظ‬‫م‬‫مرور‬‫ى‬‫ف‬‫ش‬‫ت‬‫مس‬‫م‬ ‫ى‬‫ن‬‫ب‬‫ار‬‫ز‬‫م‬١‫ا‬ 1- ‫ى‬‫ن‬‫ب‬‫م‬‫ل‬‫ا‬‫اج‬‫ت‬‫ح‬‫ي‬‫م‬‫ي‬‫ب‬‫ق‬‫ت‬‫ل‬‫دسى‬‫ت‬‫ه‬‫ق‬‫ي‬‫ق‬‫د‬‫اذ‬‫خ‬‫ي‬‫ال‬‫ار‬‫ر‬‫ق‬‫ع‬‫ي‬‫سر‬‫أن‬‫ش‬‫ب‬‫ى‬‫ن‬‫ب‬‫م‬‫ل‬‫ا‬‫من‬‫ث‬‫حي‬‫ه‬‫اج‬‫ت‬‫ب‬‫ح‬‫ا‬‫ا‬‫م‬‫ا‬‫م‬‫ي‬‫م‬‫ر‬‫لت‬‫ل‬‫ى‬‫زئ‬‫ج‬‫ل‬‫ا‬‫أ‬‫و‬‫ل‬‫م‬‫ا‬‫ك‬‫ال‬‫أو‬‫االزالة‬‫املة‬‫ك‬‫ال‬ . 2- ‫ز‬‫هت‬‫ج‬‫ي‬‫ى‬‫ف‬‫ش‬‫ت‬‫مس‬‫ل‬‫ب‬‫د‬‫ب‬‫الة‬‫ح‬‫ال‬‫االت‬‫ح‬‫حوادث‬‫ل‬‫ا‬‫ه‬‫ي‬‫ل‬‫ع‬‫ا‬‫ر‬‫ظ‬‫ي‬‫ق‬‫ي‬‫ض‬‫ل‬‫ظرق‬‫ل‬‫ا‬‫طة‬‫ت‬‫ح‬‫م‬‫ل‬‫ا‬‫ى‬‫ف‬‫ش‬‫ت‬‫مس‬‫ل‬ ‫ا‬‫ب‬‫ا‬‫ه‬‫ام‬‫ح‬‫وازد‬‫ا‬‫م‬‫م‬‫ت‬‫ط‬‫ي‬‫ل‬‫رة‬‫ت‬‫ف‬‫الوصول‬‫ى‬‫ف‬‫ش‬‫ت‬‫مس‬‫ل‬‫ل‬ ‫من‬‫ظرق‬‫ل‬‫ا‬ ‫عة‬‫ي‬‫ر‬‫س‬‫ل‬‫ا‬‫ر‬‫ؤث‬‫وب‬‫ب‬‫ل‬‫ش‬‫ل‬‫ا‬‫ب‬‫لى‬‫ع‬‫اة‬‫ت‬‫ح‬‫ن‬‫ي‬‫ب‬‫ا‬‫ص‬‫لم‬‫ا‬ . 3- ‫وحدة‬‫ن‬‫سري‬‫ت‬‫ب‬‫م‬‫ل‬‫ا‬‫اج‬‫ت‬‫ح‬‫ي‬‫ا‬‫ده‬‫زوب‬‫لت‬‫هزة‬‫ج‬‫أ‬‫ب‬‫س‬‫ف‬‫ت‬‫ب‬‫ل‬‫ل‬ ‫اعى‬‫ت‬‫ص‬‫ل‬‫ا‬‫ث‬‫حي‬‫ان‬‫لى‬‫ع‬‫ا‬‫وى‬‫ي‬‫س‬‫م‬‫ر‬‫وق‬‫ي‬‫م‬‫ا‬‫ه‬‫ب‬‫ة‬‫اي‬‫ع‬‫لر‬‫ل‬‫ت‬‫ب‬‫ل‬‫ا‬‫ة‬‫ي‬‫س‬‫ف‬‫و‬‫ه‬ CPAP ‫ط‬‫ق‬‫ف‬. 4- ‫رورة‬‫ض‬‫د‬‫زوب‬‫ث‬‫ى‬‫ف‬‫ش‬‫ت‬‫مس‬‫ل‬ ‫ا‬‫از‬‫ه‬‫ج‬‫ي‬‫عة‬‫ش‬‫لأل‬‫ة‬‫ي‬‫ع‬‫ط‬‫ق‬‫لم‬‫ا‬‫ا‬‫ر‬‫ظ‬‫ي‬‫اع‬‫ف‬‫ي‬‫ر‬‫ال‬‫عدد‬‫حوادث‬‫ل‬‫ا‬‫ى‬‫ن‬‫ل‬‫ا‬‫ا‬‫ه‬‫ل‬‫ت‬‫ق‬‫ت‬‫س‬‫ب‬‫ى‬‫ف‬‫ش‬‫ت‬‫مس‬‫ل‬ ‫ا‬‫و‬‫عدم‬‫ود‬‫وج‬‫از‬‫ه‬‫ج‬‫عة‬‫ش‬‫لأل‬‫ة‬‫ي‬‫ع‬‫ط‬‫ق‬‫لم‬‫ا‬‫ى‬‫ف‬‫أى‬‫أة‬‫ش‬‫ت‬‫م‬ ‫ة‬‫ي‬‫ح‬‫ص‬‫ة‬‫ي‬‫م‬‫كو‬‫ح‬‫ى‬‫ف‬‫اق‬‫ظ‬‫ي‬‫كز‬‫ر‬‫م‬‫ل‬‫ا‬‫ل‬‫م‬‫ا‬‫ك‬‫ال‬‫ب‬ . 5- ‫رورة‬‫ض‬‫د‬‫زوب‬‫ث‬‫ى‬‫ف‬‫ش‬‫ت‬‫مس‬‫ل‬ ‫ا‬‫از‬‫ه‬‫ج‬‫ي‬‫ل‬‫ت‬‫ل‬‫خ‬‫ت‬‫ل‬ ‫ازات‬‫غ‬‫ل‬‫ا‬‫الدم‬‫ب‬‫ود‬‫لوج‬‫الث‬‫ب‬‫ات‬‫د‬‫وح‬‫ى‬‫ف‬‫ش‬‫ت‬‫مس‬‫ل‬ ‫ا‬‫ب‬‫ى‬‫ف‬‫اج‬‫ت‬‫ب‬‫ح‬‫ا‬‫د‬‫دب‬‫ش‬‫ل‬‫ا‬‫ذ‬‫ه‬‫از‬‫ه‬‫ج‬‫ل‬‫ا‬‫ى‬‫وه‬ : ‫ن‬‫سري‬‫ت‬‫ب‬‫م‬‫ل‬‫ا‬‫ة‬‫اي‬‫ع‬‫والر‬‫كزة‬‫ر‬‫م‬‫ل‬‫ا‬ ‫ل‬‫ت‬‫س‬‫غ‬‫و‬‫لى‬‫لك‬‫ا‬ . 6- ‫رورة‬‫ض‬‫د‬‫زوب‬‫ث‬‫ى‬‫ف‬‫ش‬‫ت‬‫مس‬‫ل‬ ‫ا‬‫از‬‫ه‬‫ج‬‫ي‬‫ات‬‫موح‬‫ل‬‫ل‬‫ة‬‫ي‬‫ب‬‫صو‬‫ل‬‫ا‬‫ب‬‫ل‬‫ف‬‫لل‬ Echocardiography ‫ا‬‫ر‬‫ظ‬‫ي‬‫اج‬‫ت‬‫ب‬‫ح‬‫ال‬‫االت‬‫ح‬‫ب‬‫ل‬‫ف‬‫ل‬‫ا‬‫ة‬‫اي‬‫ع‬‫الر‬‫ب‬‫كزة‬‫ر‬‫م‬‫ل‬‫ا‬‫ووح‬‫دة‬ ‫ال‬‫ف‬‫ط‬‫اال‬‫ن‬‫سري‬‫ت‬‫ب‬‫م‬‫ل‬‫ا‬‫دة‬‫ش‬‫ب‬‫ا‬‫ذ‬‫له‬‫از‬‫ه‬‫ج‬‫ل‬‫ا‬ .

Training workshop on project cycle management

Training workshop on project cycle management

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