PCM Principles PCM Principles PCM Principles PCM Principles • • Project cycle stages, structure and informed Project cycle stages, structure and informed Project cycle stages, structure and informed Project cycle stages, structure and informed decision making decision making • • Client oriented: involve all stakeholders in the Client oriented: involve all stakeholders in the decion making decion making • • Logframework planning: comperhensive and Logframework planning: comperhensive and cosnistent analysis cosnistent analysis cosnistent analysis cosnistent analysis • • Sustanibility: mechanism, systematic approach Sustanibility: mechanism, systematic approach for continued flow of benefits, for continued flow of benefits, for continued flow of benefits, for continued flow of benefits, • • I ntegrated apporach I ntegrated apporach : vertical integration and : vertical integration and standarized documentation consistency in standarized documentation consistency in country strategy & donor agenda country strategy & donor agenda 18 18
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PCM Ensures The Project to be PCM Ensures The Project to be PCM Ensures The Project to be PCM Ensures The Project to be • Relevant: Relevant: linked to secotral national & donor linked to secotral national & donor agency agency • Beneficiaries are engaged Beneficiaries are engaged in the early stage in the early stage process process process, process, • Problem analsysis Problem analsysis : through SMART objectives : through SMART objectives • Feasible: • Feasible: Feasible: the objecitves can be implemented in a Feasible: the objecitves can be implemented in a the objecitves can be implemented in a the objecitves can be implemented in a given environment, constraints, & capacity of given environment, constraints, & capacity of implementing agency, implementing agency, • Project sustainable Project sustainable : Addressing factors : Addressing factors affecting sustainability in project design, Results affecting sustainability in project design, Results from evaluation used to build lessons learned into from evaluation used to build lessons learned into from evaluation used to build lessons learned into from evaluation used to build lessons learned into the desing of future projects the desing of future projects 20 20
PCM Tools: Logical Framework PCM Tools: Logical Framework PCM Tools: Logical Framework PCM Tools: Logical Framework • Effective techniques for enabling Effective techniques for enabling Effective techniques for enabling Effective techniques for enabling stakeholders to identify and analyse stakeholders to identify and analyse problems problems problems problems • Define objectives and activities Define objectives and activities • T • Tools for monitoring implementation and Tools for monitoring implementation and T l l f f it it i i i i l l t ti t ti d d evaluaton evaluaton • Framework for evaluation Framework for evaluation 21 21
Logical Framework Approach: Logical Framework Approach: g g pp pp Project Design and Analysis Tool Project Design and Analysis Tool • Identification phase: used to ensure the Identification phase: used to ensure the revalncy of project idea revalncy of project idea • Formulation Phase: used to ensure the Formulation Phase: used to ensure the feasibility and sustainability of the project feasibility and sustainability of the project eas b ty a d susta eas b ty a d susta ab ty o t e p oject ab ty o t e p oject • The approach splite into two Phases: The approach splite into two Phases: 1 1. 1. Analaysis: Analaysis: Analaysis: Analaysis: 2. 2. Planning: Planning: 22 22
LFA: A project Design and Analysis LFA: A project Design and Analysis Tool Tool 1. Analysis phase: analysing the current 1. Analysis phase: analysing the current situation to develop a vision of the future situation to develop a vision of the future desired situation and to select the desired situation and to select the strategies that will be applied to achieve it strategies that will be applied to achieve it 2 2 2. Planning phase: developing the project 2. Planning phase: developing the project Planning phase: developing the project Planning phase: developing the project idea in operation detail idea in operation detail 23 23
24 24 Logframe Approach Logframe Approach
Phase Phase 1: analysis Phase Phase 1: analysis : analysis : analysis • Problem Analysis Problem Analysis • Objectives analysis Objectives analysis Objectives analysis Objectives analysis • Strategy analysis Strategy analysis 25 25
Phase 1.1: Problem analysis Phase 1.1: Problem analysis Phase 1.1: Problem analysis Phase 1.1: Problem analysis • Stakeholders identification & analysis Stakeholders identification & analysis Stakeholders identification & analysis Stakeholders identification & analysis • Beneficiaries major problems Beneficiaries major problems • D • Development of a problem tree to D Development of a problem tree to l l t t f f bl bl t t t t establish cause establish cause- -effect relationship effect relationship 26 26
27 27 Chart of Problems Tree Chart of Problems Tree
Phase 1.2: Objectives Analyasis Phase 1.2: Objectives Analyasis j j y y • Description of future situation Description of future situation • Verification and confirmation of the Verification and confirmation of the objective hierarchy objective hierarchy • Ilustration of relation between Ilustration of relation between means means and and results/ends results/ends in a diagram that gives a clear / in a diagram that gives a clear g g g g overview of the desired future situation overview of the desired future situation – OBJECTI VE TREE OBJECTI VE TREE – reformulation all OBJECTI VE TREE OBJECTI VE TREE reformulation all reformulation all reformulation all negative situations (problem tree) into negative situations (problem tree) into positive situations that are desirable and positive situations that are desirable and positive situations that are desirable and positive situations that are desirable and realistically achievable realistically achievable 28 28
Transforming Problems into Transforming Problems into Obj Obj Objectives Objectives ti ti 29 29
30 30 Chart of Objective Tree Chart of Objective Tree j
Phase Phase 1 3: Strategy Analysis Phase Phase 1.3: Strategy Analysis : Strategy Analysis : Strategy Analysis • Final stage of the analysis phae Final stage of the analysis phae • Selection of the strategies used to achieve Selection of the strategies used to achieve the desired objectives the desired objectives • Sweeping irrelivant objectives Sweeping irrelivant objectives • Show the project purpose and overall Show the project purpose and overall objectives objectives • Examining the logic and feasibility of Examining the logic and feasibility of different interventions different interventions 31 31
32 32 Chart of Strategy Selection Chart of Strategy Selection
LFA: LFA: 2 2. Planning Phase . Planning Phase 2. .1 1. . Logical framework matrix: Logical framework matrix: • Set out the intervention logic of project: activities • Set out the intervention logic of project: activities Set out the intervention logic of project: activities Set out the intervention logic of project: activities leads to results and results lead to achieve project leads to results and results lead to achieve project purpose purpose • Describes the underlying assumptions Describes the underlying assumptions • Make the logical relatshipships between activities, Make the logical relatshipships between activities, results, purpose, & objectives more transparent results, purpose, & objectives more transparent l l b b • Tool of thinking (dynamic tool) Tool of thinking (dynamic tool) • Opportunity to identify the critical assumptions O O Opportunity to identify the critical assumptions t t it it t t id id tif tif th th iti iti l l ti ti and risks to specify the indicators and sources of and risks to specify the indicators and sources of information which monitor and evaluate the information which monitor and evaluate the information which monitor and evaluate the information which monitor and evaluate the project. project. 33 33
2. .1 1. .1 1. . Logramework format Logramework format Logic Logic Objectivly Objectivly Sources of Sources of Assumption Assumption Intervention Intervention verfiable verfiable verifiable verifiable indicator indicator indicator indicator Overall Overall O O ll ll Objective Objective S S Specific Specific ifi ifi Objective Objective Results Results Results Results Activities Activities Activities Activities 34 34
2. .1 1. .2 2. The vertical logic behind the . The vertical logic behind the g matrix matrix • What the project intends to do? What the project intends to do? • Clarifies the causal relationships, Clarifies the causal relationships, Clarifies the causal relationships, Clarifies the causal relationships, • Specifies the improtant assumptions and Specifies the improtant assumptions and uncertainities beyond the Project uncertainities beyond the Project uncertainities beyond the Project uncertainities beyond the Project management control management control 35 35
2 1 3 The horizontal logic 2.1.3. The horizontal logic 2 1 3 The horizontal logic 2.1.3. The horizontal logic • Through the specification of key indicators Through the specification of key indicators of measurments of measurments • The logic relates to the measurment of the The logic relates to the measurment of the effects of and resources used by, the effects of and resources used by, the e ects o a d esou ces used by, t e e ects o a d esou ces used by, t e specification of key indicators of specification of key indicators of measurement by which the measurment measurement by which the measurment easu e easu e e e by by c c e e easu easu e e will be verified will be verified 36 36
2 1 4 The logframe matrix 2 1 4 The logframe matrix 2.1.4. The logframe matrix 2.1.4. The logframe matrix 37 37
2. .2 2. Level of objectives . Level of objectives j 1. The overall objectives: 1. The overall objectives: • Explains why project is improtant to society long Explains why project is improtant to society long term benefits to beneficiaires term benefits to beneficiaires • OO, will not be achieved by the project alone but OO, will not be achieved by the project alone but will require the impacts of other program will require the impacts of other program 2. 2. The project purpose: (specific objective) The project purpose: (specific objective) Address the core problem, be defined in terms of Address the core problem, be defined in terms of benefits to be received by the project beneficiairs benefits to be received by the project beneficiairs or target group or target group 38 38
2 3 Results 2.3. Results . Results Results • The services to be delivered to the The services to be delivered to the intended beneficiaries or target group, intended beneficiaries or target group, • Address the main cause of the problems Address the main cause of the problems t e ta get g oup ace t e ta get g oup ace the target group face the target group face • Ensure relevance to results Ensure relevance to results • Beneficiaries demand • Beneficiaries demand Beneficiaries demand driven services Beneficiaries demand-driven services driven services driven services 39 39
2 4 Activities 2.4. Activities . Activities Activities • How the projects goods and services will How the projects goods and services will be delivered be delivered • Achieve accountability for project results Achieve accountability for project results • Accountable project managers • Accountable project managers Accountable project managers Accountable project managers • Understanding the operational terms and Understanding the operational terms and the relationship between results and the relationship between results and the relationship between results and the relationship between results and project purpose. project purpose. 40 40
The relationship between results The relationship between results and project purpose and project purpose d d j j t t 41 41
2.5. Project Assumptions 2.5. Project Assumptions j j p p • • Assumptions is: factors outside project control Assumptions is: factors outside project control that may impact on the project purpose and that may impact on the project purpose and objective. objective. • Success factors, risks, probability of • S Success factors, risks, probability of S f f t t i k i k b bilit b bilit f f uncertainties. uncertainties. The pre Th Th The pre- -condition is different from assumption: condition is different from assumption: diti diti i i diff diff t f t f ti ti • The pre • The pre- -condition: the partner should undertake condition: the partner should undertake a certain implementation or policy measures a certain implementation or policy measures a certain implementation or policy measures a certain implementation or policy measures before project interventions commence before project interventions commence 42 42
The role of assumptions The role of assumptions The role of assumptions The role of assumptions • • Define the system environment and sustainablity Define the system environment and sustainablity issues issues • Factore which project management cotrol or • • Factore which project management cotrol or • Factore which project management cotrol or Factore which project management cotrol or chooses not to control chooses not to control • • Outside the project’s intereventions Outside the project s intereventions Outside the project’s intereventions Outside the project s intereventions • • Essentials to project successes: necessary Essentials to project successes: necessary conditions, conditions, • • Results Results- -to to- -purpose assumption are critical purpose assumption are critical success factor success factor 43 43
44 44 Assessing Project Assumptions tool Assessing Project Assumptions tool
Factors ensuring sustainability Factors ensuring sustainability Factors ensuring sustainability Factors ensuring sustainability • Policy support Policy support • Appropriate technology Appropriate technology Appropriate technology Appropriate technology • Institutional and Management capacity Institutional and Management capacity • Economic and Financial viability • Economic and Financial viability Economic and Financial viability Economic and Financial viability • Socio Socio- -cultural and gender issues cultural and gender issues • Envrionmental protection Envrionmental protection 45 45
2. .5 5. Objectively Verfiable Inndicator, . Objectively Verfiable Inndicator, OVI OVI • Acts as viability of project objective in Acts as viability of project objective in operationally measurable terms operationally measurable terms • Provide the basis for performance Provide the basis for performance measruement measruement eas ue eas ue e t e t • The basis for project monitoring system The basis for project monitoring system • Breif details on quanitity quality time • Breif details on quanitity, quality, time Breif details on quanitity quality time Breif details on quanitity, quality, time- QQT QQT 46 46
47 47 Ensuring that OVIs are Specific Ensuring that OVIs are Specific p p g g
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2 6 Sources of verification SOVs 2 6 Sources of verification SOVs 2.6. Sources of verification, SOVs 2.6. Sources of verification, SOVs • The format in which the information The format in which the information should be made available (e.g: Progress should be made available (e.g: Progress Reports, project accounts, project records, Reports, project accounts, project records, official statistics) official statistics) • Who should provide informations Who should provide informations • How regulary it should be provided • How regulary it should be provided How regulary it should be provided How regulary it should be provided 49 49
The relationship between cost and The relationship between cost and p complexity in data collection complexity in data collection 50 50
2 7 2 7 2.7. Means and Costs 2.7. Means and Costs Means and Costs Means and Costs • Human resources Human resources • Materials/goods Materials/goods • Financial resources • Financial resources Financial resources Financial resources • Accurate estimates of the means and Accurate estimates of the means and costs requires, planned activities, and costs requires, planned activities, and t t i i l l d d ti iti ti iti d d management support activites management support activites • The cost of collecting data on OVI The cost of collecting data on OVI 51 51
The example of logical fraemwork The example of logical fraemwork The example of logical fraemwork The example of logical fraemwork • Practical write up excerises Practical write up excerises 52 52
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Uses of Logical framework Uses of Logical framework Uses of Logical framework Uses of Logical framework • Develop activity and resource schedules Develop activity and resource schedules • Assess project proposal Assess project proposal Assess project proposal Assess project proposal • Identify gaps in project design Identify gaps in project design 54 54
55 55 Activity and resource schedule Activity and resource schedule y
Steps to Prepare An Activity Schedule Steps to Prepare An Activity Schedule p p p p y y • • List main activities List main activities • • B • Break activities into manageable tasks • B Break activities into manageable tasks k k ti iti ti iti i t i t bl bl t t k k • Clarify sequence and dependencies • Clarify sequence and dependencies • • Estimate start up duration completions of • • Estimate start up, duration, completions of Estimate start up duration completions of Estimate start up, duration, completions of activities activities • • Sumarize scheduling of main activities Sumarize scheduling of main activities Sumarize scheduling of main activities Sumarize scheduling of main activities • • Define milestones Define milestones • • Define expertise Define expertise Define expertise Define expertise • • Allocate tasks among team, ensuring Allocate tasks among team, ensuring accountability accountability 56 56
Presenting an activity schedule Presenting an activity schedule- -Gantt chart Gantt chart 57 57
58 58 Preparing resource schedule Preparing resource schedule
Using LFA: to Assess Project Using LFA: to Assess Project P P Proposals Proposals l l • Tool for participatory planning activities Tool for participatory planning activities • Tools for ex Tools for ex- -post analysis of project post analysis of project j proposals proposals • Identify weaknesses or gaps in the project Identify weaknesses or gaps in the project design in terms of : design in terms of : • Relevancy Relevancy • Feasibility Feasibility • Sustainability Sustainability Sustainability Sustainability 59 59
PCM Training offer two tools to assess PCM Training offer two tools to assess project proposals: project proposals: 1 1. The Guide for Assessment of a Project f f Proposal: which is intended for in-depth analysis of project which is intended for in depth analysis of project proposals prior to the formulation phase. Its purpose is to assist in the identification of key questions and issues for inclusion in terms of questions and issues for inclusion in terms of reference for feasibility studies. 2. The Quality Assessment Tool: which is intended for quality checking of draft financing proposals prior to their submission to financing proposals prior to their submission to the relevant financing committee. 60 60
Guide for Assessing a Project Guide for Assessing a Project P P Proposal Proposal l l 1. 1. Analyze problems and objectives 1. Analyze problems and objectives 1. Analyze problems and objectives Analyze problems and objectives 2. 2. Identify the intervention logic and Identify the intervention logic and assumptions assumptions assumptions assumptions 3. 3. Assess assumptions Assess assumptions 4. 4. Assess sustainability Assess sustainability 5. 5. Identify indicators Identify indicators y 6. 6. Prepare ToRs Prepare ToRs 61 61
1 Analyze problems and objectives 1. Analyze problems and objectives . Analyze problems and objectives Analyze problems and objectives • Identify and list problems & objectives in the document • Prepare an objective tree • Compare objective tree with problem analysis • Formulate questions on adequacy of problem analysis, and logical gaps or inconsistencies in the objective tree 62 62
63 63 Marking Problems & Objectives j in a Project Proposal g
2. Identify the intervention logic . Identify the intervention logic y y g g and assumptions and assumptions • Identify the Project Purpose from the objective tree • Formulate the Overall Objective(s) Project • Formulate the Overall Objective(s), Project Purpose, Results & Activities • Identify assumptions from the project proposal Identify assumptions from the project proposal • Assess the logical coherence of the intervention logic and assumptions • Formulate questions on logic & coherence of objectives 64 64
3. Assess assumptions 3. Assess assumptions . Assess assumptions . Assess assumptions • Assess the role of assumptions using the assumptions algorithm • Suggest modifications to project design • Formulate questions on external factors • Formulate questions on external factors • How risky is the project 65 65
4 Assess Sustainability 4. Assess Sustainability . Assess Sustainability Assess Sustainability • Identify results & activities to continue after project completion • Assess prospects for sustainability • Formulate questions on sustainability of • Formulate questions on sustainability of results & activities • Design for the long term • Design for the long-term 66 66
5. Identify Indicators 5. Identify Indicators . Identify Indicators . Identify Indicators • Identify indicators for Overall Objectives, Identify indicators for Overall Objectives, Project Purpose & Results from project document document • Assess existing indicators for Completeness (QQT) &‘measurability (QQT) & measurability • Formulate questions on performance measurement t • Indicators are needed right from the start of project design 67 67
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6. . Prepare ToR Prepare ToR p • Review questions identified during steps 1-5 • Organise questions under headings of Relevance, g q g , Feasibility, Pre-Conditions, and Sustainability • Incorporate questions into Section D: Issues to be studied, of the terms of reference for the di d f h f f f h feasibility study The purpose of the feasibility study:to provide the decision-makers in the Government and the dec s o a e s t e Go e e t a d t e European Commission with sufficient information to justify acceptance, modification or rejection of the proposed project for further financing and the proposed project for further financing and implementation. 69 69
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2. . The Quality Assessment Tool The Quality Assessment Tool • Intend to in depth Intend to in depth- -analysis of project analysis of project proposals prior to the formulate phase. proposals prior to the formulate phase. proposals prior to the formulate phase. proposals prior to the formulate phase. • Intend to quality chcek the draft financiang Intend to quality chcek the draft financiang proposal prior to their submission to the proposal prior to their submission to the proposal prior to their submission to the proposal prior to their submission to the relvant financing committees. relvant financing committees. • Check if there is some information gap Check if there is some information gap C ec C ec t e e s so t e e s so e e o o at o at o gap gap • Offer a checklist to breakdown the key Offer a checklist to breakdown the key concept of: concept of: co cept o co cept o 1. 1. Relvance Relvance 2 2. 2. Feasibility Feasibility Feasibility Feasibility 3. 3. Sustainability Sustainability 72 72
QUALI TY ASSESSMENT PARAMETERS Relevance: • Are the beneficiaries clearly identified • Are the problems of the beneficiaries described sufficiently • Is the problem analysis sufficiently • Is the problem analysis sufficiently comprehensive? • Do the Overall Objectives explain why the project • Do the Overall Objectives explain why the project is important for society? • Is the Project Purpose defined in terms of benefits j p to the beneficiaries? • Has the need for the results been demonstrated 73 73
QUALI TY ASSESSMENT PARAMETERS Feasibility • Will the Project Purpose contribute to the Overall Objectives (if the assumptions hold)? Objectives (if the assumptions hold)? • Are the Results described as services to be delivered to the target group? g g p • Will the Project Purpose be achieved if the Results were delivered? • Are the means sufficiently justified by quantified • Are the means sufficiently justified by quantified objectives • Have important external conditions been identified? p • Is the probability of realisation of the assumptions acceptable? • Will implementing agencies be able to implement • Will implementing agencies be able to implement the project? 74 74
QUALI TY ASSESSMENT PARAMETERS Sustainability • Will the relevant authorities have a supportive policy after the project has ended? the project has ended? • Is the technology appropriate for the local conditions? • Will the ecological environment be preserved during and after the project? after the project? • Will there be adequate ownership of the project by the beneficiaries? • Will women (and other groups) have adequate access to • Will women (and other groups) have adequate access to benefits and production factors during and after the project? • Will the implementing agencies be able to provide follow- • Will the implementing agencies be able to provide follow- up after the project? • Does the financial and economic analysis confirm that the ‘incremental project’ is efficient effective viable and incremental project is efficient, effective, viable and relevant? 75 75
Monitoring & Reporting Monitoring & Reporting • Is a management activity g y • Actual progress is compared to plan in order to identify necessary remedial order to identify necessary remedial actions • Takes place at all levels of management • Takes place at all levels of management • Uses both formal reporting & informal communications i ti • Focuses on resources, activities & results in the logframe 76 76
Designing a Monitoring System g g g y 1. 1. Analyse project objectives to clarify Analyse project objectives to clarify project design project design project design project design 2. 2. Review implementation procedures: who Review implementation procedures: who needs the information: what fo? needs the information: what fo? d d th th i f i f ti ti h t f ? h t f ? 3. 3. Review indicators Review indicators 4. 4. Design report formats, communication Design report formats, communication and feedback and feedback 5. 5. Prepare an implementation plan for the Prepare an implementation plan for the mnitoring system mnitoring system mnitoring system mnitoring system 77 77
1. . Analyse Project Objectives Analyse Project Objectives y y j j j j • Bring together the stakeholders to review Bring together the stakeholders to review Bring together the stakeholders to review Bring together the stakeholders to review project documents and key assumptions, project documents and key assumptions, • Project objectives should be reviesed to Project objectives should be reviesed to oject object oject object es s ou d be e esed to es s ou d be e esed to ensure that they are: ensure that they are: 1. Clearly stated 1. Clearly stated y 2. 2. Remain realistic Remain realistic 3. 3. Specific 3 Specific Specific Specific 4. 4. Measurable Measurable which form the bass of M&E system which form the bass of M&E system which form the bass of M&E system which form the bass of M&E system 78 78
2. . Review implementation Review implementation p procedures procedures • • Relate information needs to different levels of Relate information needs to different levels of the management structure the management structure • • The level of detailed information and reporting • • The level of detailed information and reporting The level of detailed information and reporting The level of detailed information and reporting frequency frequency • • Summaries information about achievement Summaries information about achievement Summaries information about achievement , of Summaries information about achievement , of of of output, deviations from the workplan, output, deviations from the workplan, • Review of twhat activities will be undertakien, • Review of twhat activities will be undertakien, • • Attend review meetings, encouragin comments Attend review meetings, encouragin comments and susgggetions and susgggetions 79 79
80 80 I nformation Needs and Levels of Management Management
Review Indicators Review Indicators • Common problems encountered in the selectionof Common problems encountered in the selectionof indicators: indicators: indicators: indicators: • Selection of too many indicators: overestimate the Selection of too many indicators: overestimate the amount of information requires amount of information requires, amount of information requires, amount of information requires • Selection of overly Selection of overly- -complex indicators: data complex indicators: data collection skills and assessing qualitative, collection skills and assessing qualitative, collection skills and assessing qualitative collection skills and assessing qualitative • Over Over- -concentration on progress by using leading concentration on progress by using leading indicators, provides insufficient information on the indicators, provides insufficient information on the indicators, provides insufficient information on the indicators, provides insufficient information on the performacne of the project, performacne of the project, • Selection of impact indicators is critical part of the Selection of impact indicators is critical part of the p p p p project desing. project desing. 81 81
Reporting Reporting Reporting Reporting • Review progress report frequently, weekly, Review progress report frequently, weekly, etc. against their contracted budget and etc. against their contracted budget and planned activities, planned activities, • Submitting reports are not enough: the Submitting reports are not enough: the collected information must be collected information must be communicated in the right form, to the right communicated in the right form, to the right person, at the right time person, at the right time p p g g • Communication feedback tool and means of Communication feedback tool and means of communication communication communication communication 82 82
Progress Reprots Progress Reprots g g p p • Periodic summary: of project progressing, Periodic summary: of project progressing, incorporating key information from the incorporating key information from the physical and financial indicators, shown in physical and financial indicators, shown in the lograme, activity schedule and cost the lograme, activity schedule and cost schedule schedule 83 83
Progress Review Progress Review g • Review progress against the plan, Review progress against the plan, • Rapid oral assessment of current issues and Rapid oral assessment of current issues and problems, problems, • Opportunity for written report, Opportunity for written report, • Alert: it can be negative if it is too requent Alert: it can be negative if it is too requent Alert: it can be negative if it is too requent Alert: it can be negative if it is too requent and drastic temptation to go back and adjust and drastic temptation to go back and adjust planning, if the you speed the time on planning, if the you speed the time on planning, if the you speed the time on planning, if the you speed the time on planning more than doing, then it is wrong planning more than doing, then it is wrong balance balance balance balance 84 84
Progress Reports Progress Reports Progress Reports Progress Reports • • Written in a standard format allowing for Written in a standard format allowing for comparision between reports over time: comparision between reports over time: • • The content: • • The content: The content: match the logframe and its related The content: match the logframe and its related match the logframe and its related match the logframe and its related outputs. outputs. • • The activities scheduel budget and cost The activities scheduel budget and cost The activities scheduel, budget and cost The activities scheduel, budget and cost schedules, schedules, • • Indicators of achievement: specify quanitty, Indicators of achievement: specify quanitty, quality, time QQT identified at the levels of quality, time QQT identified at the levels of results, project purpose and overall objectives results, project purpose and overall objectives 85 85
Progress report provides update Progress report provides update Progress report provides update Progress report provides update • Daa on indtended achievement compared Daa on indtended achievement compared with data on actual achievement, with data on actual achievement, • Identify significant deviations from plan as Identify significant deviations from plan as a bas s o a bas s o a basis for identification of problems and a basis for identification of problems and de t de t cat o cat o o p ob e o p ob e s a d s a d opportunities to identify corrective action opportunities to identify corrective action and alternatives options and alternatives options a d a e a d a e a a es op o s es op o s 86 86
The progress report The progress report • A Summary of the current stateus of the project A Summary of the current stateus of the project against indicators for project purpose and results against indicators for project purpose and results • The major activties undertaken during the period The major activties undertaken during the period of the report as compared to the activity schedule of the report as compared to the activity schedule • Expenditure during the period of the report, the • Expenditure during the period of the report the Expenditure during the period of the report the Expenditure during the period of the report, the cummulative to dtae, as compared to the budget cummulative to dtae, as compared to the budget and cost schedule, and cost schedule, • Estimates of the No. of clients and beneficiaires Estimates of the No. of clients and beneficiaires E ti E ti t t f th f th N N f f li li t t d b d b fi i i fi i i served during the period, served during the period, • The current and anticipated problems, including The current and anticipated problems, including The current and anticipated problems, including The current and anticipated problems, including planned remedial action planned remedial action • Planned major activities and schedules for the Planned major activities and schedules for the next period next period next period next period 87 87
I mplementation plan to design & I mplementation plan to design & sepcif sepcif sepcify Monitoring System sepcify Monitoring System Monito ing S stem Monito ing S stem • Analyse project objectives • Analyse project objectives Analyse project objectives Analyse project objectives • Review implmentation procedures Review implmentation procedures • Review indicators Review indicators • Design Report format Design Report format g g p p • Prepare implementation plan for the Prepare implementation plan for the monitoring system monitoring system monitoring system monitoring system 88 88
Project Review and Evaluation Project Review and Evaluation Project Review and Evaluation Project Review and Evaluation • Evaluation: is a periodic assessement of Evaluation: is a periodic assessement of Evaluation: is a periodic assessement of Evaluation: is a periodic assessement of project mid- project mid -term and completions term and completions • Assess the relevace efficiency • Assess the relevace, efficiency, Assess the relevace efficiency Assess the relevace, efficiency, effectiveness, and sustainability of the effectiveness, and sustainability of the project in relation to its objectives project in relation to its objectives project in relation to its objectives project in relation to its objectives • Focuses more on results Focuses more on results- -to to- -purpose and purpose and purpose purpose- -overall objectives. overall objectives. ll ll bj bj ti ti 89 89
Evaluation Criteria Evaluation Criteria Evaluation Criteria Evaluation Criteria Relevancy: Relevancy: l l Appropriateness of project objectives to the Appropriateness of project objectives to the problems problems problems problems To the physical and policy environemnt within the To the physical and policy environemnt within the project its operate project its operate The project preparation and design The project preparation and design h h d d d d The logic and completeness of the project planning The logic and completeness of the project planning process process process process The internal logic and coherence of the project The internal logic and coherence of the project desing desing 90 90
Evaluation criteria Evaluation criteria Evaluation criteria Evaluation criteria 2. Efficiencey: . Efficiencey: • The cost The cost The cost The cost • Spped and management efficiency with Spped and management efficiency with which inputs and activities were converted which inputs and activities were converted which inputs and activities were converted which inputs and activities were converted into results and the quality of the result into results and the quality of the result achieved achieved achieved achieved 91 91
Evaluation Criteria Evaluation Criteria Evaluation Criteria Evaluation Criteria 3. 3. Effectiveness: Effectiveness: Assessing the contribution by results to Assessing the contribution by results to Assessing the contribution by results to Assessing the contribution by results to achievement of the project purpose achievement of the project purpose How the assumptions have affected project How the assumptions have affected project How the assumptions have affected project How the assumptions have affected project achievements achievements 92 92
Evaluation Criteria Evaluation Criteria Evaluation Criteria Evaluation Criteria 5. Impact: . Impact: The effect of the project on its wider The effect of the project on its wider The effect of the project on its wider The effect of the project on its wider environment environment Contribution to the wider sectoral objectives Contribution to the wider sectoral objectives Contribution to the wider sectoral objectives Contribution to the wider sectoral objectives summarized in overall objectives summarized in overall objectives 93 93
Evaluation Criteria Evaluation Criteria Evaluation Criteria Evaluation Criteria 6. Sustainability: . Sustainability: The likelihoods of continuation in the stream of The likelihoods of continuation in the stream of benefits produced by the project benefits produced by the project Continuation of project activities and achievement Continuation of project activities and achievement of results, of results, Development factors of policy support, economic Development factors of policy support, economic factors, financial factor, socio factors, financial factor, socio- -cultrual aspects, cultrual aspects, gender, appropriateness of technology, gender, appropriateness of technology, d d i t i t f t f t h h l l ecological aspects, and institutional capacity. ecological aspects, and institutional capacity. 94 94
Linkage to the Logframe Linkage to the Logframe 1 1. 1. Costs: C Costs: Actual inputs costs compared to plan: Actual inputs costs compared to plan: Was there a budget revision Was there a budget revision Was there a budget revision Was there a budget revision How did the nature and timing of inputs compared How did the nature and timing of inputs compared with the plan? with the plan? Did the partner agency or other donors fulfil their Did the partner agency or other donors fulfil their planned contributions, planned contributions, All these data monitored and reported in progress All these data monitored and reported in progress All these data monitored and reported in progress All these data monitored and reported in progress reports as a eman for data source for reports as a eman for data source for evaluation. evaluation. 95 95
Linkage to the Logframe g g 2. Activities: . Activities: Actual schedule and completion compared Actual schedule and completion compared with plan: with plan: p Were there delays or time savings; Were there delays or time savings; Which organization was responsible for the Which organization was responsible for the Which organization was responsible for the Which organization was responsible for the delay? delay? What effect did deviations from plan have What effect did deviations from plan have What effect did deviations from plan have What effect did deviations from plan have on the project? on the project? These data have been monitored and These data have been monitored and These data have been monitored and These data have been monitored and reported in project reportl reported in project reportl 96 96
Linking Indicators to the Linking Indicators to the logframework logframework logframework logframework 97 97
Linkage to the Logframe g g 3. . Results: Results: • How activities were transformed into results and services How activities were transformed into results and services • Process indicators that report successful completion of a Process indicators that report successful completion of a task eg. (Business centere established and equipped, task eg. (Business centere established and equipped, quantified targets: No managers train, in market analysis quantified targets: No managers train, in market analysis quantified targets: No managers train, in market analysis quantified targets: No managers train, in market analysis efficiency of project activities. efficiency of project activities. • Indidcators compared with actual inputs as a ratio fo actual Indidcators compared with actual inputs as a ratio fo actual outputs: average cost of training per participant # of SMEs outputs: average cost of training per participant # of SMEs outputs: average cost of training per participant, # of SMEs outputs: average cost of training per participant, # of SMEs bening advised per business advisor, per month, % of bening advised per business advisor, per month, % of retained public sector workers finding jobs in the private retained public sector workers finding jobs in the private sector sector sector, sector, • Data sources from project records and progress report Data sources from project records and progress report • Comparision to be made over the life cylce of the project to Comparision to be made over the life cylce of the project to p p y y p p j j see if performance has improved, and comparsion with see if performance has improved, and comparsion with other projects. other projects. 98 98
Linkage to the Logframe 4. Project Purposes . Project Purposes : Indicators of the achievement of sustainable benefits for the target group Indicators of the achievement of sustainable benefits for the target group These indicators show if the project has achieved its purpose and whetehr the These indicators show if the project has achieved its purpose and whetehr the These indicators show if the project has achieved its purpose and whetehr the These indicators show if the project has achieved its purpose and whetehr the project services are sustainable after the end of the project life project services are sustainable after the end of the project life Actual performance compared with the plan Actual performance compared with the plan Is the poor performance due to problem in problem analysis, or from the project Is the poor performance due to problem in problem analysis, or from the project design or from the implementation design or from the implementation design or from the implementation design or from the implementation Importance to sustainabilitys Importance to sustainabilitys To what extent was the institutional and manageiral capacity of the project To what extent was the institutional and manageiral capacity of the project accurately assessed accurately assessed T T To what extent was the financial viability of the project adequately appraised? To what extent was the financial viability of the project adequately appraised? h t h t t t t t th th fi fi i l i l i bilit i bilit f th f th j j t t d d t l t l i i d? d? To What extent was the policy support properly implemented To What extent was the policy support properly implemented Examine the quality of goods and service generated by the project in the opinion Examine the quality of goods and service generated by the project in the opinion of beneficiaries, have the trainees gained new skills? Do their employers find of beneficiaries, have the trainees gained new skills? Do their employers find th th those skills to be relevant and beneficial? those skills to be relevant and beneficial? kill kill t t b b l l t t d b d b fi i l? fi i l? Evaluate effectiveness and sustainability will required to gather data from outside Evaluate effectiveness and sustainability will required to gather data from outside the project throught: meetings, visits to beneficiaires, and other organizations the project throught: meetings, visits to beneficiaires, and other organizations 99 99
Linkage to the Logframe Linkage to the Logframe 5. 5. Overall objectives: Overall objectives: Contribution of the project to the wider Contribution of the project to the wider Contribution of the project to the wider Contribution of the project to the wider sectoral objectives, sectoral objectives, Assessing overall objectives as part of a Assessing overall objectives as part of a Assessing overall objectives as part of a Assessing overall objectives as part of a tehmatice or sectoral evaluations (ie. tehmatice or sectoral evaluations (ie. Evaluation of a country program) Evaluation of a country program) Evaluation of a country program) Evaluation of a country program) 100 100
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