Navuth YA CONSULTANT | CARAM CAMBODIA REVIEWED BY SONGSATIT KITTIKHUNWATCHANA

PROJECT CYCLE MANAGEMENT

MODULE 4: PROJECT IMPLEMENTATION

VOLUME I

49

Table of Contents List of Abbreviation ............................................................................................................................... 51

I.General Introduction ........................................................................................................................... 52

1. Self-introduction ............................................................................................................................... 53

2. Objectives of the module ................................................................................................................ 53

3. Contents of the module ................................................................................................................... 54

4. Module Pre-test ................................................................................................................................ 55

II. Overview of module 4 introduction .............................................................................................. 55

1. What is project implementation? ................................................................................................ 56

2. Why is project implementation important? ................................................................................... 56

3. How to ensure obtaining effective project implementation? (Including cross cutting issues:

gender, climate change and disability, etc…) .................................................................................. 57

4. Recommended tools/techniques used in this Module............................................................... 57

4.1. What is the definition of the tool/techniques? .......................................................................... 57

4.2. Why is it important? ...................................................................................................................... 58

4.3. How/when to use it? ..................................................................................................................... 59

4.4. Example of the tools /techniques ............................................................................................... 61

III. Human Resource Management ..................................................................................................... 64

1. Introduction (What is HRM, why is it important to project implementation? ........................... 65

2. Selection and recruitment of project staff ..................................................................................... 66

3. Staff orientation (beneficiaries, stakeholders, implementing partners, contract compliance

(reviewing requirements or conditions of awarding/agreement with donor, law and practices,

key terms and definition), and communication plan) ...................................................................... 67

4. Structure of project staff .................................................................................................................. 68

5. Team building (common vision, understanding, etc) .................................................................. 68

6. Staff performance management (staff appraisal) ....................................................................... 69

7. Staff capacity development (training and development plan) ................................................... 69

IV. Project Resource Mobilization ...................................................................................................... 71

1. Introduction (What is PRM, why is it important to project implementation?) .......................... 72

2. Financial resources management (fundraising plan, financial reporting system) .................. 73

3. Materials and equipment management (including office) .......................................................... 73

4. Local contribution (beneficiary’s local contribution toward sustainability of the project) ....... 74

5. Time management (consequence of missing deadlines, why is it important, tools to use for

time management and techniques) ................................................................................................... 74

50

V. Project Monitoring and Follow Up ................................................................................................ 76

1. Introduction ....................................................................................................................................... 77

2. Time management ........................................................................................................................... 79

3. Risks management .......................................................................................................................... 80

4. Cost management ........................................................................................................................... 81

5. Issue management .......................................................................................................................... 81

6. Quality control management .......................................................................................................... 82

7. Procurement management ............................................................................................................. 83

8. Change management ...................................................................................................................... 83

9. Cross-cutting issues (Gender, climate change and disability) .................................................. 83

VI. Exit strategy & sustainability of the project .............................................................................. 85

1. What is exit strategy? ...................................................................................................................... 87

2. Why is exit strategy important? And how to do it? ...................................................................... 87

3. What are the steps of exiting strategy? (Techniques of exit strategy (exit interview) ....................... 88

VII. Post-test and evaluation ............................................................................................................... 90

1. Post-test and evaluation ................................................................................................................. 90

2. Wrapping up ..................................................................................................................................... 91

III. Reference page ................................................................................................................................. 50

1. Session Plan for the Module .......................................................................................................... 50

2. References ........................................................................................................................................ 66

IX. Glossary of Terminologies ............................................................................................................ 69

51

List of Abbreviation

BoD Board of Directors

CSNM Civil Society for Nonprofit Management

CSOs Civil Society Organizations

CSPP Civil Society Partnerships Project

LFA Logical Framework Approach

LMS Lower Mekong Sub-region

MT Management Team

NGO Non-Governmental Organization

PM Project Manager

PMO Project Management Office

PMS Project Management Staff

QAT Quality Assurance Technique

QCT Quality Control Technique

RDMA Regional Development Mission for Asia

SWOT Strengths, Weaknesses, Opportunities and Threats

USAID United States Agency for International Development

WBS Work Breakdown Structure

52

I.General Introduction

The Project Implementation (PI) in Module 4 is the most important Module in PCM. The

preparation stages in Module 1-2 and the mornitoring and follow up in Module 4 are all to

ensure that the project implementation are effective and efficientcy meeting the Project Goal

All approaches, techniques and tools utilized in Module 1,2 and 4 are to serve the above

mentioned purpose.

The Project Implementation (Module 4) will elaborate all stages of project implementation. The

content structure in this Module comprised of seven (7) sessions, including: 1. General

Introduction which focuses on self-introduction, objective of the module, contents of module

and module pre-test; 2. Overview of Project Implementation which consists of what is project

implementation, why project implementation is important, how to ensure obtaining effective

project implementation and recommended tools and/or techniques to be used in project

implementation; 3. Human Resource Management which comprises of introduction, selection

and recruitment of project staff, staff orientation, structure of project staff, team building, staff

performance management, and staff capacity development; 4. Project Resource Mobilization

which includes introduction, financial resource management, materials and equipment

management, local contribution and time management; 5. Project Monitoring and Follow-up

which consists of introduction, time management, risks management, cost management, issue

management, quality control management, procurement management, change management

and cross cutting issues; 6. Exit Strategy and Sustainability of the Project which comprises

of what is exit strategy, why exit strategy is important and what the steps of exit strategies are;

and 7. Post-test and Evaluation which contains post-test & evaluation and wrapping up.

Objectives:

• To provide an opportunity for participants and trainees to know each other;

• To orient the objectives and clarify expectation and introduce contents of the module of the training course; and

• To assess both practical and theoretical knowledge and experience of participants related to the content of the module in order for trainer to conduct the training more effectively.

Materials needed:

• Backdrop;

• Color papers;

• Markers;

• White board;

• Flipchart;

• Scissors;

• Name tag;

• Pre-test sheet of module 4

Time needed:

Total= 45 minutes

53

1= 15 minutes

2= 05 minutes

3= 10 minutes

4= 15 minutes

Steps:

1. Self-introduction Step 1:

• After registration and welcoming remark by organizer/trainer, trainer (s) welcomes all participants and introduce himself/herself to them and then invite each of participants to do the same.

2. Objectives of the module Step 2:

• After mutual self-introduction made by trainer (s) and participants, trainer (s) gives an

orientation of objectives of the module of the training course to participants. The

following are the objectives of the module: Please see the attachment file of

Power Point slide session # 1 in the appendixes of Volume II.

Overall objectives:

o To assist participants, especially CSO Leaders/Managers to clearly

understand the methodologies and processes in the execution of their

projects in an effective and efficient manner;

o To improve CSO capacity in project management and organizational

management through innovative solutions with quality curriculums of the

subjects and easy access to the curriculum that fits with diverse contexts of

respective countries;

o To provide a practical information and guidance on the procedures related to

key components and process of project implementation.

Specific objectives:

At the end of the training course, participants will be able to clearly understand:

o General introduction; o Overview of module 4 introduction; o Human resource management; o Project resource mobilization; o Project monitoring and follow up; and o Exit strategy and sustainability of the project.

• After an orientation of objectives of the module, trainer (s) brainstorms participants’

expectation of the training course;

54

3. Contents of the module

Step 3:

• After objectives of the module are introduced and participants’ expectations are

brainstormed, trainer (s) presents contents of module to participants: This module

comprises of seven (7) main sessions: Please see the attachment file of Power

Point slide session # 1 in the appendixes of Volume II.

I. General Introduction

• Self-introduction;

• Objective of the module;

• Contents of the module;

• Module Pre-test.

II. Overview of module 4 introduction

• What is project implementation?

• Why is project implementation important?

• How to ensure obtaining effective project implementation (including cross cutting issues: gender, climate change and disability, etc…);

• Recommended format for tools/techniques o What is the definition of the tool/techniques? o Why is it important? o How/when to use it? And Example of the tools/techniques.

III. Human Resource Management

• Introduction;

• Selection and recruitment of project staff;

• Staff orientation;

• Structure of project staff;

• Team building;

• Staff performance management; and

• Staff capacity development.

IV. Project Resource Mobilization

• Introduction;

• Financial resources management;

• Materials and equipment management;

• Local contribution; and

• Time management.

V. Project Monitoring and Follow-up

• Introduction;

• Time management;

• Risk management;

• Cost management;

• Issue management;

• Quality control management;

55

• Procurement management;

• Change management; and

• Cross cutting issues (gender, climate change and disability).

VI. Exit Strategy and Sustainability of the Project

• What is exit strategy?

• Why is exit strategy important? And how to do it? And

• What are the steps of exit strategy?

VII. Post-test and Evaluation

• Post-test and evaluation; and

• Wrapping up.

4. Module Pre-test Step 4:

• After contents of the module is presented, trainer (s) distributes pre-test

questionnaire sheet to each of the participants to fill out and clarifies any questions

that participants may have. Please find the attachment of pre-test sheet in the

appendixes of Volume II.

II. Overview of module 4 introduction

Objective:

• To provide an overview of project implementation in terms of definition, essence, effectiveness and tools/techniques used in the project implementation.

Materials needed:

• Power Point slide;

• Handout;

• Laptop;

• LCD projector;

• Pointer,

• Flip charts; and

• Markers.

Time needed:

Total= 30 minutes

1= 15 minutes

2= 15 minutes

Steps:

56

Step 1:

1. Brainstorming: Trainer brainstorms participants in plenary discussion, asking them about:

• What is project implementation meant to you?

• Why is project implementation important?

• How to ensure that project is effectively implemented?

• What are stages of project implementation?

• What are tools/ techniques used in project implementation?

• Why are tools/techniques important?

• How/when are the tools/technique used?

Step 2:

2. Presentation and discussion: Trainer makes a Power Point slide presentation and discusses with participants in terms of definition, objectives of project implementation, its importance, effectiveness, stages of project implementation, tools/techniques used in project implementation as follows: Please see the attachment file of Power Point slide session # 2 in the appendixes of Volume II.

1. What is project implementation?

Definition: It is a process to carry out project activities described in project work

plan/logical framework and an opportunity to see a project plan becoming a reality.

Objectives:

• To make an annual action plan/work plan into operation and functioning based on the approved overall work plan/logical framework;

• To ensure the objectives are achieved based on overall work plan/logical framework;

• The deliverables are produced upon agreed logical framework and approved resources (human, finance and materials and equipment), and timeline;

• To ensure that the beneficiaries are beneficial from the project implementation and the tangible change and improvement are achievable.

2. Why is project implementation important?

Importance:

• To give the opportunity to see the plans become a reality;

• Success stories, lessons learned and best practice can be shared and replicated for

similar project in the future;

• To address needs/problems faced by beneficiaries in target communities;

57

3. How to ensure obtaining effective project implementation? (Including cross cutting

issues: gender, climate change and disability, etc…)

Inception Implementation Phase out

Source: European Commission, March 2004, Project Cycle Management Guideline

4. Recommended tools/techniques used in this Module The following are the recommended tools/techniques commonly used in the project

implementation:

• Logical Framework Analysis (LFA),

• Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis,

• Gantt Chart, and

• Work Breakdown Structure (WBS) as also widely used in projection implementation,

etc…

4.1. What is the definition of the tool/techniques?

Definition of Logical Framework Analysis (LFA): LFA is one of the project cycle management tools that can be used for effective planning and implementation. It provides clear, concise and systematic information about components of a project such as goal, objectives, activities, results and indicators. It is not only a tool for managing each phase of the project cycle but it can create other tools, such as the project implementation schedule and a monitoring plan1.

In summary, it is an analytical, presentational and management tool which can help planners and managers to:

• Analyze the existing situation during project preparation;

• Establish a logical hierarchy of means by which objectives will be reached;

1 (GmbH P. , 2002, p. 8)

✓

58

• Identify potential risks;

• Establish how outputs and outcomes are best monitored and evaluated;

• Present a summary of the project in a standard format; and

• Monitor and review projects during implementation.

Definition of Strengths, Weaknesses, Opportunities and Threats (SWOT): SWOT analysis is a process that identifies the strengths, weaknesses, opportunities and threats of an organization. Specifically, SWOT is a basic, analytical framework that assesses what an organization can and cannot do, as well as its potential opportunities and threats2.

Definition of Gantt Chart: A Gantt chart, commonly used in project management, is one of the most popular and useful ways of showing activities (tasks or events) displayed against time. On the left of the chart is a list of the activities and along the top is a suitable time scale. Each activity is represented by a bar; the position and length of the bar reflects the start date, duration and end date of the activity, namely3:

• What the various activities are;

• When each activity begins and ends;

• How long each activity is scheduled to last;

• Where activities overlap with other activities, and by how much; and

• The start and end date of the whole project.

Definition of Work Breakdown Structure: Commonly used to provide the framework for organizing and managing the work of large and complex projects, WBS is organized and comprehended by breaking them into progressively smaller pieces until they are a collection of defined "work packages" that may include a number of tasks of the project which is organized in a logical way by the project team4.

4.2. Why is it important?

Importance of Logical Framework Analysis (LFA): • Identifying and assessing activities that fit within the scope of organization

programs;

• Preparing the project design in a systematic and logical way;

• Appraising project designs;

• Implementing approved projects; and

• Monitoring, Reviewing and Evaluating project progress and performance.

2 (16Se, p. 2) 3 (16Se1, p. 2) 4 (16Se2, p. 3)

59

Importance of Strengths, Weaknesses, Opportunities and Threats: SWOT analysis is an important tool as it can reveal an examination of an organization’s internal strengths and weaknesses, its opportunities for growth and improvement, and the threats the external environment presents to its survival and growth.

Importance of Gantt Chart: • Avoid Completion Confusion: Gantt charts were created to keep users on track,

providing a visual timeline for starting and finishing specific tasks;

• Keep everyone on the Same Page: Where there is a visual framework for the work to be done, there are fewer chances for misunderstanding, especially when it comes to highly complex tasks;

• Understand Task Relationships: These charts can make clear how various tasks are interrelated and perhaps rely on the completion of another to meet specific objectives;

• Effectively Allocate Resources: By being able to look ahead on the Gantt chart, users can clearly discern where resources need to be anticipated, allocated or shared to maximize the use of those resources;

• Get a Handle on the Future: Gantt chart is useful in helping decision-makers look farther ahead to ensure each given project is working toward the achievement the organization’s long-term strategic objectives5.

Importance of Work Breakdown Structure (WBS): • WBS is similar to those of Gantt chart in making effective management of project

resources and detailed tasks. However, WBS can supplement Gantt chart in a way that it is used more practically for a large and complex project.

• WBS is helpful to plan effectively for a project by breaking key tasks or activities into more manageable and smaller units of work. It can also produces a detailed list of tasks to be performed for a project, helping to deliver better costing, scheduling and resources planning for a project implementation.

4.3. How/when to use it?

How/When to use: Logical Framework Analysis (LFA) • Logical Framework Approach can be used throughout the project management cycle

in: identifying and assessing activities that fit within the scope of a project; preparing the project design in a systematic and logical way; appraising project designs; implementing approved projects; and monitoring, reviewing and evaluating project progress and performance6.

• During project implementation, it can serve as the main reference for drawing up detailed work plans, terms of reference, budgets, as well as provides indicators against which the project progress and achievements can be effectively assessed.

5 (16Se3) 6 (EPU, 2010, p. 7)

60

How/When to use: Strengths, Weaknesses, Opportunities and Threats (SWOT) SWOT analysis can be used by all types of organizations/institutions and in different phases of project cycle management. It can be used in any circumstances either in decision-making situation when a desired objective is defined, in pre-crisis planning and preventive management, and particularly can be used in assessing, reassessing or creating a recommendation during a project implementation phase.

How/When to use: Gantt Chart

• To plan time scale for a project;

• To estimate resources required for a project;

• To graphically illustrate of a schedule of tasks to complete a project; and

• To plan, coordinate, ad track specific tasks of a project.

How/When to use: Work Breakdown Structure In general, WBS can be used to:

• To allocate and delegate responsibility to help accomplish different tasks or activities;

• To help sequence and schedule the timing of different events to improve effectiveness of how time is allocated;

• To improve resources planning and the efficiency of how resources are consumed; and

• To monitor risks for ongoing project implementation.

61

4.4. Example of the tools /techniques

1. Logical Framework Analysis (LFA)

2. Strengths, Weaknesses, Opportunities and Threats (SWOT)

62

3. Gantt Chart

63

4. Work Breakdown Structure

64

III. Human Resource Management

Objective:

• To strengthen capacity of participants on key components and processes related to introduction, selection and recruitment of project staff, staff orientation, structure of project staff, team building, staff performance management, and staff capacity development.

Materials needed:

• Power Point slide;

• Handout;

• Laptop;

• LCD projector;

• Pointer,

• Flip charts; and

• Markers.

Time needed:

Total: 100 minutes

1= 15 minutes

2= 05 minutes

3= 40 minutes

4= 40 minutes

Steps:

Step 1:

1. Energizing game

• What we have in common7

2. Step 2:Training session introduction Trainer provides an introduction to participants on components and processes of Human

Resource Management.

7The facilitator calls out a characteristic of people in the group such as “having children”. All those who have children should move to one corner of the room. As the facilitator calls out more characteristics, such as “like football”, people with the same characteristic move to the indicated space.

65

Step 3:

3. Presentation and discussion a. Warm up questions: Before starting a session, trainer asks warm up questions as

follows:

• How many of you have had experience in human resource management?

• What comes into your mind when you hear about human resource management?

• Why is human resource management important?

• What are the process of selection and recruitment of project staff?

• Why is staff orientation needed in project implementation and its importance?

• Why is structure of project staff needed and its importance?

• What is team building and why is team building important?

• What is staff performance management (staff appraisal) meant to you? Why is it

important? And

• What is staff capacity development and its importance?

b. Presentation and discussion: Then, trainer makes a Power Point slide presentation which focuses on:

• Introduction;

• Selection and recruitment of project staff;

• Staff orientation;

• Structure of project staff;

• Team building;

• Staff performance management; and

• Staff capacity development.

Please see the attachment of Power Point slide file session # 3 in the appendix of the

Volume II.

1. Introduction (What is HRM, why is it important to project implementation?

Definition of human resource management

Human resource management is the process of dealing with job design and analysis,

workforce planning, recruitment and selection, training and development, performance

management, compensation (remuneration) and legal issues.

Objectives of human resource management:

▪ To provide, create, utilize and motivate employees to accomplish organizational goal;

▪ To secure integration of individual and groups in securing organizational

effectiveness;

▪ To create opportunities, to provide facilities, necessary motivation to individual and

group for their growth with the growth of the organization by training and

development, compensation, etc...

▪ To employ the skills and ability of the workforce efficiently, i.e., to utilize human

resource effectively;

▪ To create a sense and feeling of belongingness team spirit and encourage

suggestions from employees;

▪ To help maintain ethical policies and behavior inside and outside the organization;

66

▪ To maintain high moral and good human relation within the organization;

▪ To manage change to the mutual advantage of individuals, groups, the organization

and the society;

▪ To ensure that there is no threat of unemployment, inequalities, adopting a policy

recognizing merit and employee contribution, and condition for stability of

employment.

The importance of human resource management:

1. Organization Significance:

▪ Good human resource practice can help in attracting and retaining the best people in

the organization;

▪ Developing the necessary skills and right attitudes among the employees through

training, development, performance appraisal, etc;

▪ Securing willing cooperation of employees through motivation, participation,

grievance handling, etc;

▪ Effective utilization of available human resources;

▪ Ensuring that enterprise will have in future a team of competent and dedicated

employees.

2. Social Significance:

▪ Employment opportunities multiply;

▪ Eliminating waste of human resources through conservation of physical and mental

health;

▪ Scare talents are put to best use. Companies that pay and treat people well always

race ahead of others and deliver excellent results.

3. Professional Significance:

▪ Developing people on continuous basis to meet challenge of their job;

▪ Promoting team-work and team-spirit among employees;

▪ Offering excellent growth opportunities to people who have the potential to rise;

▪ Providing environment and incentives for developing and utilizing creativity.

2. Selection and recruitment of project staff

Definition:

• Selection and recruitment of project staff are the processes of selecting, appointing

67

suitable candidates for the specific jobs/positions within the organization; or

• The process of generating a pool of qualified canidiates for a particular job/position in

the organization; or

• The process of discovering potential candidates for the organization.

Process of Selection and recruitment of project staff:

• Job analysis;

• Sourcing;

• Screening and selection; and

• Reference checking.

Objectives:

• To attract the qualified applicants and encourage unqualified applicants to self-select

themselves out;

• To show transparency and accountability in selection and recruitment of project staff

through recruitment and selection process management;

• To build capacity of human resource department in selection and recruitment of

project staff;

• To show cooperation with recruitment agencies in case project staff is selected and

recruited form external sources;

Benefits:

• To look for the right project staff with the rights skills and qualification for particular

job/position in the organization;

• To ensure the project deliverables are achieved, especially organizational target and

objectives are attained.

• Project staff is confident and interested in on going learning and self-development.

3. Staff orientation (beneficiaries, stakeholders, implementing partners, contract

compliance (reviewing requirements or conditions of awarding/agreement with

donor, law and practices, key terms and definition), and communication plan)

Definition:

It is a process to provide easy access to basic information on project/program, services

and other related one and provide a clarification and allows new staff to take an active

role or adapt to particular job within the organization.

The following are the points to be focused in staff orientation:

• Project beneficiaries;

• Project key stakeholders,

68

• Implementing partners;

• Contract compliance (reviewing requirements or conditions of awarding/agreement

with donor, law and practices, key terms and definition); and

• Communication plan.

Importance:

• To welcome and introduce new staff to other staff and key stakeholders in the project

and the organization;

• To provide essential information, especially the information/data related to local

framework approach, expected project deliverables, work plan, budgeting, basic

financial accounting, policies and procedures, etc.. to make him/her more

comfortable to the job;

• To help new staff confidence and adapt faster to the job and working environment;

• To contribute to a more effective and productive workforce;

• To create positive impression for new staff in terms of working environment and

other related condition;

• To help improved staff retention and reduced staff turn over; and

• To promote communication between the supervisor and the new staff.

4. Structure of project staff

Objective:

• To clearly identify roles and responsibilities, line of authority, mechanism of reporting,

coordination and support among project team members;

Benefits:

• To ensure smooth communication, coordination, reporting and mutual support

among project team members;

• To avoid abuse of authority or reduce tension among project team members;

• To strengthen spirit of team work among project team members.

5. Team building (common vision, understanding, etc)

Definition of team building:

Team building is the process of turning a group of individual staffs into a cohesive team

or a group of people organized to work together interdependently and cooperatively to

meet the needs of their target beneficiaries by accomplishing their purpose and goals8.

Importance of team building9?

• Facilitates better communication;

• Motivates staffs;

8 http: humanresources.about.com/od/glossary/a/what-is-team-building.htm 9 (5 reasons why team building is important, n.d.)

69

• Promote creativity;

• Develop problem solving skills;

• Breaks the barrier;

• Build trust;

• East conflicts; and

• Increase collaboration.

6. Staff performance management (staff appraisal)

Definition of performance appraisal:

Performance appraisal is the systematic evaluation or a method of evaluating of the job

performance of employees and to understand the abilities of a person for further growth

and development.

Objectives of Performance Appraisal10:

• To provide staffs feedback on their job performance and to judge the gap between

the actual and the desired performance;

• To identify individual training and development needs for staffs and to facilitate staffs

promotion, lay off or downsizing decision;

• To validate selection techniques and human resource policies to meet regulatory

requirement;

• To improve staff job performance and to maintain records in order to determine

compensation packages, wage structure, salaries raises, etc…;

• To identify strengths and weaknesses and to provide clarity of the expectations and

responsibilities of the functions to be performed by the staffs; and

• To judge the effectiveness of the other human resource functions of the organization

such as recruitment, selection, training and development;

Importance of performance Appraisal11:

• Promotion;

• Compensation;

• Staff Development;

• Selection Validation;

• Communication;

• Motivation.

7. Staff capacity development (training and development plan)

Definition of staff capacity development: It is referred to a process of enriching knowledge, skills and attitude of project staffs through on the job and off the job training to improve organizational performance and project goal.

10 (Objectives of Performance Appraisal , n.d.) 11 (Performance Appraisal , n.d.)

70

Objectives of staff capacity development12:

• To improve staff’s job performance;

• It is a part of an overall professional development program within the organization;

• To set up the benchmark of improvement so far in the performance improvement effort;

• To train about particular topic or specific job responsibility; and

• To test the new methodology or pilot the operation of a new performance management system for increasing the productivity.

Importance of staff capacity development:

• Increased job satisfaction and morale among staffs;

• Increased staff motivation;

• Increased staffs’ capacity to adopt new ICT and innovation in strategies and products;

• Reduced staffs’ turnover;

• Enhanced organization image;

• Helped in risk management;

• Better customer/beneficiaries service, work safety practice and productivity improvements;

• Improve staff’s loyalty and retention.

Step 4:

4. Exercise (Case study # 1 and # 2):

Group discussion (Trainer will divide participants into two different groups to discuss two case

studies. Group I discuss a case study on human resource management and Group II discuss a

case study on team building. Please see the attachment of case study # 1 and # 2 in the

appendixes of the Volume II.

Instruction:

• Introduction (5 minutes)

• Small group work. Divide participants in to two (2) small groups

• Each group has 25 minutes to discuss.

• Each group has up to 5 minutes to present their results of group work, including questions

and answers (Q&A).

Next steps (optional):

If time available, trainer, it is important to stimulate participants to think of how they are going to

apply what they have learnt and what support they need.

12 (Training and Development, n.d.)

71

IV. Project Resource Mobilization

Objective:

• To strengthen capacity of participants on key components and processes related to

introduction, financial resource management, materials and equipment management, local

contribution and time management.

Materials needed:

• Power Point slide;

• Handout;

• Laptop;

• LCD projector;

• Pointer,

• Flip charts; and

• Markers.

Time needed:

Total: 115 minutes

1. 15 minutes 2. 05 minutes 3. 30 minutes 4. 45 minutes 5. 20 minutes

Steps:

Step 1:

1. Energizing game:

• Passing the parcel13

Step 2:

13 The facilitator has wrapped a small gift with many different layers of paper. On each layer they have written a task or a question. Examples of tasks are “sing a song” or “hug the person next to you”. Examples of questions are “What is your favorite color?” or “What is your name?”. The facilitator starts the music, or claps their hands if there is no music available. The participants pass the parcel around the circle, or throw it to each other. When the facilitator stops the music or the clapping, the person who is holding the parcel tears off one layer of paper and carries out the task or answers the question that is written on the paper. The game continues until all the layers have been unwrapped. The gift goes to the last person to take off the wrapping.

72

2. Training session introduction Trainer provides an introduction to participants on components and processes of Project

Resource Management.

Step 3:

3. Presentation and discussion a. Warm up questions: Before presentation starts, trainer shall ask some warm up

questions as follows:

• How many of you have had experience in project resource management?

• What is project resource management meant to you?

• Why is project resource management important?

• What is financial resource management, its objecties and importance?

• What is materials and equipment management, its objectives and importance?

• What is local contribution, its objectives and importance?

• What is time management, its objectives and importance?

b. Presentation and discussion: Trainer makes Power Point presentation, which focuses on:

• Introduction;

• Financial resources management;

• Materials and equipment management;

• Local contribution; and

• Time management. Please see the attachment of Power Point slide file session # 4 in the appendix of

Volume II:

1. Introduction (What is PRM, why is it important to project implementation?)

Definition of Project Resource Mobilization Project resource mobilization refers to all activities involved in securing new and additional resources for your organization and as well as involved in making better use of, and maximizing, existing resources to implement the project14. It is also a process, of identifying the resources essential for the development, implementation and continuation of works for achieving the organization's mission. Project resources here can include finance, materials and equipment, physical office, contributions of community and beneficiaries, and time.

Importance of Resource Mobilization to Project Implementation Project resource mobilization is critical to any organization in its project implementation for the following reasons: ensuring the continuity of the organization; supporting sustainability of the organization financially, programmatically and institutionally; and allowing for improvement and scale up organizational operations for the project15. On the other hand, it helps diversify and expand its resources base; helps identify and analyze the resources available for project priorities, policies and efficient budget allocation; helps understand its current donor funding landscape, resource availability and support

14 (Resource Mobilization, n.d.) 15 (Resource Mobilization , n.d.)

73

commitment; helps to maximize use of domestic capital and skills to expand deep relations with stakeholders; and helps provide continuity and stability to the organization and its work.

2. Financial resources management (fundraising plan, financial reporting system)

Definition:

• Financial resource management is the process to efficiently and effectively manage organizational financial resources in a manner to achieve organizational target and objectives. Generally,financial resource management involves planning, organizing, controlling and monitoring financial resources in order to attain the objectives of the organization.

Objective:

• To ensure that financial resource is properly spent and well managed for the purpose of project implementation.

Benefits

• To contribute to the project success and ensuring sound financial management; and

• To build public confidence, especially from development partners/donors and attract more funding.

• To make effective and efficient use of resources;

• To become more accountable to donors and other stakeholders;

• To gain advantage in competition for increasingly scare resources;

• To prepare for long term financial sustainability.

Processes:

• Grant management;

• Financial policy and procedures;

• Annual budget plan;

• Financial document keeping;

• Donor projection;

• Financial reporting system; and

• Fundraising plan.

3. Materials and equipment management (including office)

Definition:

• It is a process, involving in planning, organizing, controlling and monitoring materials and equipment from the initial purchase to destination through internal operation within the organization.

Objective:

• To gain economy in purchase of materials and equipment;

• To satisfy the demand in consumption when necessary;

• To keep reserve stock for use when necessary;

• To ensure that necessary materials and equipment items are properly defined and procured, efficiently used and well managed.

74

Benefits:

• Timely securing all materials and equipment resources required to undertake the project as planned; and

• Increasing a greater chance for the success of project implementation.

Processes:

• List all types of materials needed to undertake the project;

• Describe the purpose of each material item and specify usage timeframe;

• Create a detailed materials resource schedule including quantity of each item;

• Create a master list for procurement purpose;

• Procurement procedure and delivery process; and

• Build the inventory list.

4. Local contribution (beneficiary’s local contribution toward sustainability of the

project)

Definition:

Local contribution is an in kind , in cash and voluntary work contribution to be provided

by local community members, local authorities and key stakeholders involved in the

project implementation.

Objectives:

• To promote participation, support and contribution in the project implementation of

beneficiaries, community members, local authorities and key stakeholders involved

in the project implementation.

• To promote a better chance of success in the project implementation.

Benefits:

• To help provide long term solutions to community problems/needs;

• To help reduce financial burden of implementing organization and whole dependency

on fuding of donors;

• To promote community ownership and ongoing sustainability of the project.

5. Time management (consequence of missing deadlines, why is it important, tools

to use for time management and techniques)

Definition: Project time management refers to the way that you organize and plan how long you spend on specific activities. It consists of processes required to ensure timely completion of the project. Time management process happens mainly in the planning phase, although the project duration and the milestones are already decided in the initiation phase, but it is still the project manager’s responsibility to plan the project activities and to meet the set project duration within the planned budget16.

16 Invalid source specified., p.1

75

Importance: Effective time management provides enormous benefits which include: a greater productivity and efficiency, a better professional reputation, less stress, increased opportunities for advancement, and greater opportunities to achieve important life and career goals.

Consequence of missing deadlines: Time management is crucial to project implementation. Failing to manage time effectively, it would result in some very undesirable consequences such as: , inefficient work flow, poor work quality, a poor professional reputation and a stalled career, losing creditabilities in the eye of donors/other stakeholders and high stress levels.

Project Time Management Tools and Techniques Gantt Chart and Work Breakdown Structure are the two most commonly used tools for project time management. The former is mostly used for a simple and smaller project while the later is generally used for a large and complicated project. Both have a comparable advantages and disadvantages and can supplement one another

The Use of Gantt Chart or Bar Chart as a Tool

• The Gantt Chart can illustrate the relationship between work activities having duration, events without duration that indicate a significant completion, and milestones that represent major achievements or decision points.

• The Use of Work Breakdown Structure (WBS) Commonly used to provide the framework for organizing and managing the work of large and complex projects, WBS is organized and comprehended by breaking them into progressively smaller pieces until they are a collection of defined "work packages" that may include a number of tasks of the project which is organized in a logical way by the project team. WBS is the best approach to identify all the required activities and their sequences without skipping some activities that may cause delay or failure in delivering some required deliverables in time, for and complicated project activities. It is a checklist of every activity that must be performed to create the end product. This checklist becomes the foundation for the schedule, resource allocation, and budget plans

Step 4:

4. Exercise (Case study 3)

Group discussion (Trainer will divide participants into three different groups to discuss a case

study on project resources management. Please refer to exercise sheet attachment of case

study #3 in the appendix of Volume II.

Instruction:

• Introduction (5 minutes)

• Small group work. Divide participants in to 3 small groups

76

• Each group has 25 minutes to discuss.

• Each group has up to 5 minutes to present their results of group work, including Q&A.

V. Project Monitoring and Follow Up

Objective:

• To strengthen capacity of participants on key components and processes related to introduction, time management, risk management, cost management, issue management, quality management, procurement management, change management, and cross cutting issues (gender, climate change and disability).

Materials needed:

• Power Point slide;

• Handout;

• Exercise sheet;

• Laptop

• LCD projector;

• Pointer;

• Flip charts;

• Markers;

• Color papers.

Time needed:

Total: 175 minutes

1. 15 minutes 2. 05 minutes 3. 20 minutes 4. 30 minutes 5. 15 minutes 6. 20 minutes 7. 30 minutes 8. 40 minutes

Steps:

Step 1:

1. Energizing game

• What are you?17

17 Ask for a volunteer to leave the room. While the volunteer is away, the rest of the participants decide on an occupation for him/her, such as a driver, or a fisherman. When the volunteer returns, the rest of participants mime

77

Step 2:

2. Training session introduction Trainer provides an introduction to participants on components and processes of project

monitoring and follow-up.

Step 3:

3. Presentation and discussion Warm up questions: Before presentation starts, trainer should ask some warm up question

as follows:

• What does project monitoring and follow up meant to you?

• How many of you have had experience in conducting project monitoring and follow-up?

• Why is project monitoring and follow-up important? Then, trainer (s) makes a Power Point slide presentation on definition, objectives and importance of project monitorting and follow-up as follows: Please see the attachment of Power Point slide file session # 5 in the appendix of Volume II.

1. Introduction

Definition: Monitoring means periodic checking of project implementation progress of works against the target laid down in order to ensure timely completion of the project. Project monitoring and follow up can help keeping track of project implementation process and checking the project progress against time, resources and performance schedules during the execution of the project and identifying lagging areas requiring timely attention and action to be taken.

Purpose of project monitoring and follow-up: Project monitoring and follow-up helps to provide constructive suggestion and useful information as follows:

• Rescheduling the project if the project implementation runs behind the schedule;

• Re-budgeting the project with appropriate funds from one budget heading/item to another in order to avoid expenses under unnecessary heading;

• Re-assigning the staff if necessary, shifting the staff from one area to other, recruiting temporary staff to meet the time schedule;

• Analyzing the situation in the community and its project implementation;

• Determining whether the inputs and resources are well utilized in the project implementation;

• Identifying problems and challenges facing community, project implementation and finding solutions to the problems encountered;

• Ensure that project activities are carried out properly by the right people and on time.

activities. The volunteer must guess the occupation that has been chosen for him/her from the activities that are mimed.

78

Importance of project monitoring and follow-up:

• Monitoring and follow up is aiming to provide project team, project managers, decision makers and other key stakeholders with regular feedback on project implementation progress, results and early indicators of the problems to be addressed. Regular feedback from monitoring and follow up can be used to better informed key decision makers, the public and other key stakeholders;

• A monitoring system is an observation system for the project managers which helps them verify whether the project activities are happening according to the planning and whether means are used in a correct and efficient manner. The system must supply the project management with a continuous flow of information throughout the course of the predict to make it possible to take the right decisions;

• Monitoring is a continuous process of collecting and analyzing data to compare how well a project is being implemented against expected results;

• Monitoring can be conducted throughout the lifecycle of a projects including after completion to provide information that is very useful internally. For the managers who are striving to achieve results, the information from monitoring concerning the progress, performance and problems facing the project are vital to them;

• Monitoring can help project managers to identify program weaknesses and therefore take action to improve them;

• Monitoring promotes transparency and accountability within the organization, society and government. External and internal stakeholders will have a clear sense of the status of project, programs and policies.

Step 4:

4. Learning reflection and adjournment

• Reflecting on the day18:

• Daily evaluation: Trainer distributes evaluation sheet to each of the participants to fill out. Please find the attachment of daily evaluation sheet in the appendix of Volume II

• Adjournment: Trainer closes the DAY ONE session and continues the next session in the following day.

Step 5:

5. Re-cap: Trainer asks participants to re-cap on what they have learnt from Day One.

Step 6:

a) Warm up questions: Before presentation starts, trainer should ask some warm up

questions as follows:

• What is time management, its objectives and benefits?

• What is risk management, its objectives and benefits?

18 To help people to reflect on the activities of the day, make a ball out of paper and ask the group to throw the ball to each other in turn. When they have the ball, participants can say one thing they thought about the day.

79

• What is cost management, its objectives and benefits?

• What is issue management, its objectives, benefits?

• What is quality control management, its objectives and benefits?

• What is procurement management, its objectives and benefits?

• What is change management, its objectives and benefits?

• What is cross cutting issues (gender, climate change and disability)?

Step 7:

6. Presentation and discussion b). Presentation and discussion:

Then, trainer makes a Power Point slide presentation, which focuses on:

• Introduction;

• Time management;

• Risk management;

• Cost management;

• Issue management;

• Quality control management;

• Procurement management;

• Change management; and

• Cross cutting issues (gender, climate change and disability).

Please see the attachment of Power Point slide file session # 5 in the appendix of Volume II.

2. Time management

Definition: What is time management? Time management is a process how to control and monitor time spent against project to be implemented. To ensure the project deliverables can be produced on time, the project manager is required to have a clear time management process to record, monitor and follow up project activities implementation against time spent accurately.

Objectives of time management:

• Calculate the total time spent undertaking each task as well as the total staff cost of undertaking each task in the project;

• Enable the project manager to control the level of resources allocated to each task;

• Identify the percentage of each task completed as well as the amount of outstanding work required to complete each task in its entirety.

• Provide a communication system and technical support to project team and conduct project oversight on time to ensure the project is successfully implemented as planned.

80

Benefits of time management:

• Ensure the project activities implementation is completed with specific time and resource limitations based on the approved project work plan;

• Allow project manager to take action on time based on the extent of deviation from the project work plan. Examples of actions taken include: changing the individual/amount of resource allocated to the task; allocating additional funds to complete the task; requesting assistance from an external supplier to complete the task; raising a project issue for action by the project team and sponsors;

• The project deliverables/desired results are achievable based on defined overall project purpose and log frame;

• Ensure the issues emerged from project activities implementation can be addressed on time to enable the project is smoothly run and successfully executed as scheduled.

Actions taken in time management:

• Staff log in and out:

• Timesheet:

• Overall work plan and log frame:

• Contracted service/consultancy work:

• Ordinary and extraordinary meeting; and

• Field visit and spot check:

3. Risks management

Definition: A risk management is a process used by project manager to ensure that every risk is formally identified, quantified, monitored, avoided, accepted, transferred and/or mitigated in a timely, efficient and effective manner during the execution of the project19. The meaning of the term “risk”, in the context of a project, is concerned about potential impacts on project objectives such as cost and time.

Objective

• To understand and recognize the variety of risks that may pose a direct and imminent threat to the project’s success;

• To make a reasonable assessment of the probability and impact of the risk; and

• To design better management responses and controls to counter the risk to enhance project success.

Benefits The data and information resulted from monitoring and controlling on risk management will provide the project management team a better ability to focus time and effort on the critical risks and as well as a benefit in designing their response actions to protect project implementation from being failed.

Types of Risk

• Strategic/reputation risk,

• Financial/economic risk,

19 (Wesland, The Project Management Life Cycle, 2006, p. 159)

81

• Political risk,

• Legal risk,

• Security risk,

• People risk,

• Environmental risk, and

• Technology risk20.

Process of risk management A risk management process must be undertaken with clear procedure put in place. After all types of risks are identified and documented into risk log, the project management team needs to categorize which risks constitute a direct and imminent threat to the project so that proper actions can be decided and implemented timely. Generally, the process is involved with a project management staff and management committee of the implementing organization. But sometimes, it is also involved with the Board of Directors and even donor(s) when a response action to a particular risk comes at a cost, especially the cost that may be defined in finance, time and impact on project plans.

4. Cost management

Definition: Project cost management is a process, involving in project cost planning, estimating, budgeting and controlling costs so that the project can be completed within the defined budget approved by development partners/donors.

Objectives of cost management: To set the format and standards by which the project costs/expenses are measured, reported and controlled; and to accurately record the actual costs/expenses which accrue during the project life cycle.

Benefits of cost management: If cost management is properly planned, it will provide advantages as follows:

• Establish the activities and criteria for project planning, estimating, budgeting and controlling costs;

• Identify mechanism to be used for financial management and financial reporting to development partners/donors and key stakeholders, including actual costs/expenses, any change and variances;

• Identify and keep tracked on project cost performance and related expenses in the project.

5. Issue management

Definition: An issue management process is a method by which issues that are currently affecting the ability of the project to produce the required deliverables are formally managed21.

Objective

20 (Lust S. , Project Management in the OSCE, 2010, p. 60) 21 (Wesland, The Project Management Life Cycle, 2006, p. 165)

82

Ensure that every issue identified is formally communicated, documented, monitored, reviewed and resolved by the project management team during project implementation.

Benefits Allow the project manager to assess the level of impact that the issue is having on the project and assign a number of actions to resolve or reduce the issue as appropriate.

Process of Issue Management: The issue process is involved with project management staff and management team. The management team is normally comprised of key staff from each program including executive director and/or president of the implementing organization.

6. Quality control management

Definition:

Quality management is referring to the quality plan to be implemented whether its project

deliverables and results are meeting/responding to the beneficiaries’ needs/problems,

expectations and standards & requirements defined in the approved project log-frame.

Objectives:

The purpose of quality management is to ensure that the project will meet beneficiaries’

needs and expectations and satisfy key stakeholders, especially development

partners/donors.

Benefits:

• Regularly monitor the project progress towards the delivering of the expected

results/outcomes;

• Be flexible to adjust the project’s scope, timeline and budget to satisfy beneficiaries,

donors and key stakeholders’ needs, expectations, requirements and standards;

• Be able to provide technical support to project management staff and motivation

towards achieving expected deliverables;

• Establish a common communication system between donors/project sponsors,

project team and beneficiaries, including key stakeholders to effectively and

efficiently implement the project quality plan and ensure the quality assurance plan is

achieved as scheduled.

• Increase effectiveness and efficiency in the service delivery of the project plan and

uphold growth and development in project team to find the way how to ensure quality

assurance plan is attainable.

Processes:

• Quality definition;

• Quality assurance;

• Quality control;

• Quality improvement.

83

7. Procurement management

Definition: A process of deciding which goods or services are acquired for a project from external suppliers/contractors to which the delivery is in defined timeframe.

Objectives: Ensure that all products/services are acquired within the correct timescales, to the level of quality defined and within the budget cost identified.

Benefits: The monitoring and follow up process will enhance strict compliance with procurement policies and procedures of the implementing organization which can prevent issues that are concerned with nepotism, conflict of interest, potential of corruption.

Process: Controlling the ordering; receipt, review and approval of goods/services from suppliers/contractors as well as managing the overall performance of the suppliers.

8. Change management

Definition: A process in which the original project’ scope, timeline, resource and deliverables are changed when the project is approved by donors during the project implementation phase.

Objective: Get organization to accept the change, understand the elements of change and properly implement the change.

Benefits: • Build commitment to work together with project team and key stakeholders and

better understand of the kind of change required in terms of characteristics of change and different approaches;

• Control the cost of change significantly; • Help reduce the incidence that affect efficiency of project implementation and

maintain organization’s productivity; • Help to monitor and evaluate the organizational structure and implement changes.

Processes: • Review change management; • Approve change management; • Implement change management.

9. Cross-cutting issues (Gender, climate change and disability)

Definition:

Cross cutting issues are commonly defined as topics which have a strong impact by

nature on all operation in a given field, and therefore, must receive a special attention.

84

Cross cutting issues here are referred to gender mainstreaming, disability and climate

change as identified in module two. The focus on these issues in implementation are

crucial as they may have a negative or positive impact on project goals and objectives.

Gender Mainstreaming Gender mainstreaming is a strategy and a method to achieve gender equality. It is the process of assessing, within a given society/area, how men and women have access and control over resources, decision-making and benefits, and integrating this into the project cycle. It is also a methodology for making women and men’s concerns and experience an integral part of the design, implementation, monitoring and self-evaluation of the projects. It is important to note that in the project management context, gender mainstreaming implies that all projects formulated and implemented, must take into account the situation of men and women in a specific country and/or area of work, and plan accordingly22. In sum, gender mainstreaming is a tool to ensure that: 1). The project does not exacerbate any existing gender inequalities; 2). The project is planned more effectively by recognizing that the activities, results and objective will be affected by gender relations in that society; and 3). Gender equality is made a part of the transformation the project wishes to achieve with the aim of avoiding reproducing discrimination on the ground of gender and to promote equality between men and women in the society 23.

Climate Change Integration Climate change is one of the greatest threats to project implementation and thus it must be integrated into project design and project implementation. Addressing climate change issue will help to ensure that project is successfully implemented. As identified in module two, project implementation should be mindful of climate change impacts with particular attention toward promoting knowledge generation and management as well as capacity development which can improve awareness and understanding to project staff on the effective climate change assessment and management in undertaking project activities and

office operations. In the same time, implementing organization and partners need to ensure that climate change is integrated into the essential component of the project’s risk management system so that feasible mitigation measures can be undertaken accordingly and timely

Disability Mainstreaming Like gender mainstreaming, disability was identified as one of the cross cutting issues in module two that needs to be equally taken into attention during project implementation. In disability mainstreaming is a method to promote inclusion and to address the barriers that exclude disabled people from full and equal participation in society. The implementing organization and partners need to ensure that its projects and services are inclusive, non-discriminatory, and do not create barriers or reinforce the negative effects of the disability issue. When disability is paid high attention and

22 (Lust S. , Project Management in the OSCE, 2010), p. 13 23 (Lust S. , Project Management in the OSCE, 2010), p. 14

85

mainstreamed into the project implementation by the implementing organization and other stakeholders, they will be able to exercise their fundamental human rights as well as to equally access to basic services like non-disability people

Step 8:

7. Group Exercise

• Introduction (5 minutes)

• Small group work. Divide participants in to 2 small groups

• Each group has 25 minutes to discuss. (For more detail, please refer to exercise

sheet attachment of A & B).

• Each group has 5 minutes to present their group work, including questions and

answers (Q and A)

VI. Exit strategy & sustainability of the project

Objective:

• To strengthen capacity of participants on key components and processes related to: o What is exit strategy? o Why is exit strategy important? And how to do it? And o What are the steps of exit strategy?

Materials needed:

• Power Point slide;

• Handout;

• Exercise sheet;

• Laptop

• LCD projector;

• Pointer;

• Flip charts;

• Markers;

• Color papers.

Time needed:

Total= 45 minutes

1= 15 minutes

2= 05 minutes

3= 05 minutes

86

4= 20 minutes

Steps:

Step 1:

1. Energizing game

• Dancing on the paper24

Step 2:

2. Training session introduction Trainer provides an introduction to participants on components and processes of exit

strategy and sustainability of the project.

Step 3:

3. Presentation and discussion a). Warm up questions: Before presentation starts, trainer shall ask some warm up

questions as follows:

• What is exit strategy meant to you?

• Why is exit strategy important?

• What are the stages of exit strategy?

• What are the steps of exit strategy?

Step 4:

4. Presentation and discussion b). Presentation and discussion:

Trainer makes a Power Point slide presentation, which focuses on:

• What is exit strategy?

• What are the objectives of exit strategy?

• Why is exit strategy important?

• What are the stages of exit strategy?

• What are the steps of exit strategy?

Please find the attachment file of Power Point slide session # 6 in the appendixes of

Volume II.

24 Facilitators prepare equal sized sheets of newspaper or cloth. Participants split into pairs. Each pair is given either a piece of newspaper or cloth. They dance while facilitator plays music or claps. When the music or clapping stops, each pair must stand on their sheet of newspaper or cloth. The next time the music or clapping stops, the pair has to fold their paper or cloth in the half before standing on it. After several rounds, the paper or cloth becomes very small by being folded again and again. It is increasingly difficult for two people to stand on. Pairs that have any part of their body on the floor are “out of the game. The game continues until there is a winning pair.

87

1. What is exit strategy?

Definition: A project exit strategy is a plan describing how the program intends to withdraw its resources while ensuring that achievement of the project goals is not jeopardized and that progress towards these goals will continue25. It may be viewed simply as the set of information that will be used to demonstrate the desired performance has been achieved, the response objective has been met and that associated activities can be terminated26. It is a planned approach to ending an organization support and subsequently ending the intervention or passing over the responsibility for the intervention to a local partner27. An Exit Strategy signals the intent of an organization to reduce its involvement as other partners take on the responsibility for continuing the project or activity28.

Objectives: The purpose of an exit strategy is not to hasten the exit – exit is not valuable for its own sake – but to improve the chance of sustainable outcomes for the program29. It is not simply to end the project, rather it is “to ensure the sustainability of impacts and activities after the project has departed30.

2. Why is exit strategy important? And how to do it?

Importance of exit strategy:

• Can protect and improve a community’s resilience;

• Can help to empower beneficiaries with assets;

• Can be a springboard for improved sustainable development;

• Can ensure better project outcomes and encourage commitment to project sustainability;

• Can help resolve tension that may arise between the withdrawal of assistance and commitment to achieve project outcomes;

• Can help clarify and define a sponsor’s role to implementing organizations and local partners, reducing the potential for misunderstandings and future dependency.

• Can ensures better project outcomes and encourage commitment to project sustainability by all partners.

• Can provides clarity, focuses programming work and enables better planning of available human and financial resources.

• Signal organization’s commitment to sustainable development as well as empowering for the beneficiary communities31.

25 (Alison Gardner, 2005), p. 6 26 (Developing Strategies for Environmental Restoration Projects, 2000), p.2 27 (Sankar, 2006), p. 75 28 (Sankar, 2006), p. 76 29 (Alison Gardner, 2005), p. 6 30 (Sankar, 2006), p. 102-103 31 (Sankar, 2006), p. 77-78

88

Stages of Project Exit Strategy 1. Phasing Down: Phasing down is a gradual reduction of project activities, utilizing local organizations to sustain project benefits while the original sponsor (or implementing agency or donor) deploys fewer resources. Phasing down is often a preliminary stage to phasing over and/or phasing out. 2. Phasing Out: This refers to a sponsor’s withdrawal of involvement in a project without turning it over to another institution for continued implementation. Ideally a project is phased out after permanent or self-sustaining changes are realized, thus eliminating the need for additional external inputs. 3. Phasing Over: The third type of exit strategy approach is ‘phasing over’. In this case, a sponsor transfers program activities to local institutions or communities. During project design and implementation, emphasis is placed on institutional capacity building so that the services provided can continue through local organizations32.

3. What are the steps of exiting strategy? (Techniques of exit strategy (exit interview)

There are four (4) key steps of project exit strategy as follows:

1. Where to start: The issue on the question of where to start needs to be discussed within the implementing organization, within the regional and country consortium, implementing partners as well as with the community, beneficiaries and other relevant stakeholders. It involves which level of exit strategy to be developed (i.e. project, community, district, province) and whom will be included in the discussions. The overall question to answer when planning an exit strategy is: What outcomes from the program do we want to sustain after it has ended? Discuss this question with the stakeholders selected to participate in the discussion. The responses will inform the rest of your exit strategy planning process33.

2. Planning Matrix - An Exit Strategy Tool: Conduct this process with the same group of people that were included in the previous step. This can be done in a group meeting or in the form of a facilitated workshop. After having discussed the above question, follow a similar participatory process with the same relevant stakeholders and apply the Planning Matrix for Exit Strategies.

32 (Alison Gardner, 2005), p. 8 33 (Alison Gardner, 2005), p. 19-20

89

The planning matrix includes six key elements of planning Exit Strategies in the following table:

EXIT

ACTIVITY

Who

will

do

this?

When in

the

project

cycle

will this

be

done?

How will it

be

monitored?

WHAT

benchmarks

will be

used to

monitor the

activity?

Who will

do

the

monitorin

g

and

when?

Budget:

what is

the cost

of this

activity?

1. A

2. B

3. C

3. Defining the Exit Strategy and Planning the Exit Activities Exit strategy activities can basically be developed based on given timeframe/funding cycle of a specific project by answering the following questions.

• What should the strategy achieve? (What are the objectives?)

• What exit strategy do you propose for this project or specific components of your project?

• What will be your overall criteria for exiting?

• What exit activities (as different from project activities) need to be implemented to meet the exit criteria of the exit strategy and to achieve the objectives?

• Specify who (identify partners, stakeholders - not necessarily a person’s name) should do what exit activity and when.

• What are benchmarks for measuring the implementation and results of each exit activity?

• Decide who should monitor each benchmark and when to monitor them.

• Develop the budget for your exit strategy. Be sure to include the costs for each exit activity, and for monitoring.

4. Developing your Exit Strategy Timeline The key to the success of exit strategy is having a flexible timeline whether it is for a one year or a five-year project. Exit strategy timeline can be plotted alongside your project’s implementation timeline. This will help you to see them holistically and improve your ability to link various steps in your exit plan with those of your project implementation plan.

90

VII. Post-test and evaluation

Objective:

• To assess the level of knowledge that participants acquired after the training course.

Materials needed:

• Handout;

• Laptop;

• LCD projector;

• Pointer,

• Flip charts; and

• Markers.

• Post-test sheet for module 4

Time needed:

Total: 40 minutes

1= 15 minutes

2= 10 minutes

3= 10 minutes

4= 5 minutes

Steps:

Step 1:

1. Post-test and evaluation Post-test: Trainer distributes the post-test sheet of module 4 to participants, and

clarifies any of their questions they may have. Please see the attachment of post-test

in the appendix of Volume II.

Step 2:

• Final evaluation: Trainer distributes final evaluation sheet to each of the participants

to fill out. Please see the attachment files of final evaluation form in the

appendixes of Volume II.

91

Step 3:

2. Wrapping up

• Wrapping up: Trainer will stimulate participants to think of how they are going apply

what they have learnt and what support they need from trainer;

Step 4:

• Closing. Trainer will close the training course.

III. Reference page

1. Session Plan for the Module

SESSION PLAN

Module 4: Project Implementation

Module Objectives:

Overall objectives:

• To assist participants, especially CSO Leaders/Managers to clearly understand the methodologies and processes in the

execution of their projects in an effective and efficient manner;

• To improve CSO capacity in project management and organizational management through innovative solutions with quality

curriculums of the subjects and easy access to the curriculum that fits with diverse contexts of respective countries;

• To provide a practical information and guidance on the procedures related to key components and process of project

implementation.

Specific objectives:

At the end of the training course, participants will be able to clearly understand:

• General introduction;

• Overview of module 4 introduction;

• Human resource management;

• Project resource mobilization;

• Project monitoring and follow up; and

• Exit strategy and sustainability of the project.

51

Sessions Contents Objectives Methodologies Training Materials

Time Required

I. General Introduction

• Self-introduction;

• Objective of the module;

• Contents of the module;

• Module Pre-test

• To provide an opportunity for participants and trainees to know each other;

• To orient the objectives and clarify expectation and introduce contents of the module of the training course.

• To assess both practical and theoretical knowledge and experience of participants related to the content of the module in order for trainer to conduct the training more effectively.

1. Trainer (s) welcomes all participants and introduce himself/herself to them and then invite each of participants to do the same.

2. Trainer (s) give an orientation of the objectives and contents of the module of the training course;

3. Trainer (s) brainstorms participants’ expectation of the training course;

4. Trainer (s) distributes pre-test questionnaire sheet to each of the participants to fill out and clarifies any questions that participants may have.

• Backdrop;

• Color papers;

• Markers;

• White board;

• Flipchart;

• Scissors;

• Name tag;

• Pre-test sheet of module 4

Total= 45 minutes 1= 15 minutes 2= 05 minutes 3= 10 minutes 4= 15 minutes

II. Overview of module 4 introduction

• What is project implementation?

• Why is project implementation important?

• How to ensure

• To provide an overview of project implementation in terms of definition, essence,

1. Brainstorming: Trainer brainstorms participants in plenary discussion, asking them about:

▪ What is project implementation

• Power Point slide;

• Handout;

• Laptop;

• LCD projector;

Total= 30 minutes 1= 15 minutes 2= 15 minutes

52

Sessions Contents Objectives Methodologies Training Materials

Time Required

obtaining effective project implementation (including cross cutting issues: gender, climate change and disability, etc…);

• Recommended format for tools/techniques

o What is the definition of the tool/techniques?

o Why is it important?

o How/when to use it?

o Example of the tools/techniques.

effectiveness an