Participatory Planning

Training on Project Training on Project Development and Development and

Management Management

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NormsNorms

2

Activity: Group Work

• Group Exercise: Expectations and Fears

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GoalGoal

To develop understanding about Project To develop understanding about Project Development and Management among Development and Management among

Mid Career Professional Mid Career Professional

Continued

4

ObjectivesObjectives

• To introduce project management tools/

techniques and its uses

• To define project and its activities

• To differentiate between project development

and management

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• To become familiar with the main steps involved in Project life cycle.

• Describe various phases of project life cycle

• To provide necessary background for the working group exercise on the Project Planning Matrix

ObjectiveObjective

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Activity: The Cabbage

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What is Project ？ • A project is a temporary/short term process or clear

set of activities, which has clearly defined start & end time, a set of task and a budget that is developed to accomplish a well defined goal or objective to support program

Project must have;• Clearly define objective/ goal or desired outcome

(Output)• Implementation timeframe and• An established budget & resources (Input) in term

of 5Ms of a project

(Men, Money, Machines, Materials & Man-hours)8

Specification of Project • Objective

• Activities Outputs ⇒• Duration

• Budget （ Input)

• Resources (Input)

An undertaking for the purpose of achieving established objectives, within a given budget and time period.

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What is inputs & outputs?

• Inputs Personnel, materials, equipments, facilities and funds required by the project.

• OutputsStrategies for achieving the Project Purpose

• Activities Specific actions taken to produce Outputs

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Specification of Project Link with Program

• Project is always fall or linked to program in order to increase the impact on development aspect and to create synergy in effort to achieve over all goal/objectives of program and ultimately organization

• Project is a strategic support to achieve development goal and objective of program

• Project has LIMITED RESOURCES to reach planned objectives

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Difference between Program & Project

Program Project

Long term Predefined timeframe

Broad Objective and Vision Clearly defined objective, inputs and outputs

Having its own identity Project is to provide strategic support to create synergy in effort to achieve over all goal/objectives

Program is like an umbrella Project is fall under this umbrella as a supportive part of program

Implemented by the partner organizations or may be supported by partner organization

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Example of Project and ProgramName of program: Environment life

Development objective:

Rural resource mobilization to meet the challenges of environment deterioration and energy crises of the country

Projects• Tree plantation• Installation of biogas plants• Construction of smokeless stoves• Garbage management • Effective utilization of farm yard manure • Promotion to use natural fertilizer• Techniques to utilize sunlight as source of energy

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Activity: Group Work

• Group Exercise: Problem and solution

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Don’t Think

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What is Management

• Management is a continuous process to organize and utilize 5M (Men, Money, Machines, Materials & Man-hours) for the achievement of define goal/

objective/ output.OR

• Management is a process of setting and achieving goals through the execution of the 4 basic functions of management: planning, organizing, directing and controlling, by utilizing human, financial and material resources 16

4 Basic Functions of Management

• Planning

• Organizing

• Directing and

• Controlling

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What is Project Management

• Project management is the process of Planning, Organizing & Managing task & resources to accomplish a definite objective, usually within constraints on time, resources or cost.

• Project management is a process of combining system, techniques and knowledge to complete a project within established goals of time, budget and scope. 18

Why Project Management

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Keys to Project Success

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Clear Direction;

•what,

•why,

• who,

• when,

where,

•How

5W

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Strong Project Managemnet

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Strong Team and Team Work

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Team Leader Must be a Good Team Player

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Strong Decision Making Structure

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Good Communication

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Excellent Record Keeping System

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Successful Project Management

Within Time

Within Cost

Using resources effectively and efficiently

Within the main framework of organization

Within the organization culture

Accepted by the Stakeholder 28

Four Constraints to PM

QUALITY

Budget/Resources

Schedule/Time

ScopeRISK

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Activity: Brainstorming

What the constraint means

The role it plays in the project

Why is it important to pay attention

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Why this matter to you

• Where we are because of some technical or specific set of skill

• If you want to get things done you need a good blend of

• Technical knowledge of PD&M

• People Management

• Resources management

• To be focused31

Module 2

Project Management Tools & Methods

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Objectives• To be familiar with project cycle management

tools and methods• To introduce most commonly used management

tool and its uses i.e.

Logical Framework Analyses• To become familiar with the main steps involved

in conducting an LFA• To provide the necessary background for the

working group exercise on the Project Planning Matrix (PPM)

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What is Project Cycle ?

• Project identification• Project formation• Appraisal• Implementation• Monitoring• Plan revision• Evaluation• Feedback

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Development of PCM Method

• Late 1960s Logical Framework (USAID) ➢ International Agencies introduce the

Logframe

• Early 1980s ZOOP (GTZ) Objectives-Oriented

Project Planning ➢ European countries adapt the ZOPP

• Early 1990s PCM(FASID) ➢ JICA begins full-scale introduction of the PCM

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Project Cycle Management

　　　 Planning

Implementation

Evaluation

PDM

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Simple and commonly used Management approach

OR

• Goal Oriented Project Planning (GOPP)

OR

• Objective-Oriented Project Planning (OOPP)

OR

• Participatory, Objective-Oriented Planning

Continued

Logical Framework Analysis/Approach (L F A)

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What is LFA

• The LFA is a project design methodology

• Log Frame is a document

“A set of designing tool/designing approach that, can be used for planning, designing, implementing and evaluating projects or programes”

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3 Major Stages in LFA

M & E

Analyses Stage

Planning Stage

Implementing Stage

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Major Steps in LFA

Strategy

Analyses

Situation Analysis

PPM

Implementation

Stakeholder Problem

Objective

Matrix

AssumptionsObjective Indicators

Verification

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Why Analysis

PROJECTSTRENGTH

OPPORTUNITIES

WEAKNESSES

THREATS

SOLUTION

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The analysis phase is the most critical and

difficult phase but analysis existing situation is important for;

Objective development for addressing real needs

STEP1: Situation Analysis

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1- Stakeholders Analysis

What is stakeholder?

“Group, organization, individual, who may have an influence on a situation/project or are themselves affected by it.”

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1 Stakeholder AnalysisIs an analysis of the

• Problems

• Fears

• Interest

• Expectation

• Restriction and

• Potential

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1 Stakeholders Analysis

Identify the issues, problems, and current conditions of the target area through analyzing the area and local residents targeted for assistance, related groups, related organizations and agencies.

Focus on people and organization.

Tentatively select a target group. 45

Key Questions to Stakeholder Analysis

• Who will be involved in the Logframe development

• Where will be development be conducted

• Who will facilitate

• What background material and expertise are needed

• What material and logistic are required

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2 Problems Analysis

• What are the problems the project is

addressing?

• What are the root cause of those problems?

• What is the larger picture in which those

problems and their root causes exist?

• What are the links between the problems?

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2 Problems Analysis

Problems Analysis visually represents the causes and effects of existing problems in the project area, in the form of a Problem Tree. It clarifies the relationships among the identified problems.

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Problem Tree

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2 Problems Analysis Example of a Problem Tree

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Rules for Writing Problems

1. Write in a Sentence.

Make Clear “Subject and Object”.

2. Avoid “No Solution”.

3. Avoid Generalization.– Be Specific.

4. Don’t Write a Cause and Effect in One Card.

5. Be Specific Whose problem.

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Group Activity

• Problem Tree

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Working together

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Tips of Working Together for Analysis

Working as a team

Visualizing ideas

Analyzing step by step Cards

&Board

Consensus

Brainstorming 54

3 Objectives Analysis

A procedure for systematically

• Identifying

• Categorizing

• Specifying

• Balancing out ( if required) objectives

Objective is always for addressing needs to reduce effect of causes /resolve problem

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Objective Analysis

• Objective analysis & problem analysis influence each other.

• The more information about the problem solution the more you can formulate objectives

• OBJECTIVES TREE is required for objective analysis

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Objective Tree• The problem tree is transformed into an

objectives tree

• Problems are restated as objectives

• Positive mirror image of the problem tree

• The objectives tree considered as an “Ends-

Means” diagram.

Continued 57

What is ENDS-MEANS’ Diagram?

• Top of the Objective tree is the end that is required/ desired

• Lower level are the means to achieving the end

• Based on this objectives tree, certain means are feasible and some may be outside the scope/ objective of problem

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Objective Tree• The Means of “Objective Tree” provide the

foundation for developing

• Programmes

• Projects or

• Strategies

To address the problem59

Strategy Analysis

• Strategy analysis phase involve the selection of a strategy to achieve the desired results

• 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

Continued

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Strategy Analysis.Always remember;

There are many solution for one problem

They must be a suitable steps towards the attainment of identifying objectives

Strategy analysis or analysis of alternatives in a systematic way of searching for and deciding on problem solutions

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Many Solution of one Problem

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Strategy Analysis

Strategy Analysis;

• Searching for and deciding solution

• Follows the problems and objectives analysis

• Prerequisite to deciding action strategy

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Conducting a Strategy Analysis

• Ordering sequence of the problem and

objectives tree

• Clustering objectives

• Feasibility of different intervention

• Main objective becomes the project

purpose and the lower order becomes the

outputs or results and activities 64

Conducting a Strategy Analysis

Point to be considered

Overall concepts, strategic plan, objectives

People, target groups, organization agencies

Methods, procedures, processes

Technology, Services, Products, Outputs

Measure, actions, materials, inputs

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Conducting a Strategy Analysis

Point to be considered

Overall concepts, strategic plas, objectives

People, target groups, organization agencies

Methods, procedures, processes

Technology, Services, Products, Outputs

Measure, actions, materials, inputs

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Module 3

Introduction to Project Planning Matrix

(PPM)

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Objective

To provide the necessary background for the working group exercise on the Project Planning Matrix (PPM)

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What is PPM

• A one page summary that tell us;

Why a project is carried out (Who/ what will benefit

What the project is expected to achieve

How the project is going to achieve its outputs/ results (Measures executed)

Which external factors are crucial for the success of project (Risk and fram conditions)

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What is PPM

Which external factors are crucial for the success of project (Risk and frame conditions)

How we can assess the success (Indicators)

Where we will find the data required to assess to success(Means of verification)

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Project Planning/ Design Matrix （ PPM ）

Narrative Summary

Objectively Verifiable Indicators

Means of Verification

Important

Assumptions

Overall Goal

Project Purpose

Results/Outputs

Activities Inputs :

Pre-conditions 71

PPM Vertical Logic

• Project Purpose 　Objectives that the project should achieve within the project duration

The development outcome that project expected at the end of the project

• Overall Goal Direction that the project should take next

The broader development impact to which the project contributes- at national and sect oral level

• OutputsStrategies for achieving the Project Purpose

• Activities Specific actions taken to produce Outputs

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PPM Horizontal Logic • Objectively Verifiable Indicators

Standards for measuring project achievement.

• Means of VerificationData sources from which indicators are derived.

• Inputs Personnel, materials, equipments, facilities and funds required by the project.

• Important Assumptions Conditions important for project success, but that cannot be controlled by the projects. Whether these conditions develop or not is uncertain.

• Preconditions Conditions that must be fulfilled before a project gets underway

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Characteristics of PPM

Participatory Approach

Logicality

Consistency Transparency

Problem-Solving

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Formation of the PPM

The project Plan Matrix (PPM) is formed through elaborating the major project components and plans based on the approach selected. The format of PPM is similar to that of the PCM/ PDM and Logical Framework, and therefore can be commonly used worldwide.

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PPM Appraisal

The PPM Appraisal is conducted by an aid agency to ensure the project plan. It is composed of the following stage:

(1) Examination of the details of the PPM elements; (2) review of the PPM formation process; (3) examination from the perspective of the five evaluation criteria.

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Plan of Operations

The Plan of Operation is prepared by the project implementers, based on the PPM and other information. It is an effective tool for project implementation and management, and provides important data for monitoring and evaluation of the project.

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Example: Format of Plan of Operation

Activities Expected Results

Schedule Person in Charge

Implementer Materials and Equipment

Cost Remarks

1-1

1-1-1

1-1-2

2-1

2-1-1

2-1-2

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Module 4

Monitoring and Evaluation

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Monitoring and Evaluation

The Five Evaluation Criteria

1. Efficiency

2. Effectiveness

3. Impact

4. Relevance

5. Sustainability

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• Efficiency The productivity in project implementation. The degree to which Inputs

have been converted into Outputs.

• Effectiveness The degree to which the Project Purpose has been achieved by the

project Outputs.

• ImpactPositive and negative changes produced, directly or indirectly, as a result of the Implementation of the project.

• Relevance The validity of the Overall Goal and Project Purpose at the evaluation

stage.

• Sustainability The durability of the benefits an and development effects produced by

the project after its completion.

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