Need: Flip Charts 2-3, Marker pens

Print: Basic Cycle slide 8, List of stages slide 17, (Included in

handouts doc)
Problem Tree, Stakeholder grid

Overview of this
Developm
 What is Development P

Planning
Structure: the pattern or framework of relationships between
social institutions such as markets, families, classes and

Project Cycle Managem

political factions. It includes rules of behaviour associated with
moral norms and hierarchies
Agency: actions of individuals or groups and capacities to

 Development Pla
influence events Institutions: laws and codes etc.

Planning Tools
Trusteeship: acting on behalf of others to promote
improvements – to “develop” them
Reductionism: An attempt to explain complex phenomena or
structures by relatively simple principles Power: control of
o STAKEHOLDER
Some ANALY
of the
“If you don’t know
resources, physical and cultural Capacity: western view vs IP

o LOGICAL FRAMEWORK
Plan Millennium Development Goals Programme: DFID, EU,
HU
Project: Novelty, Finite Duration and Budget, Clear

 are‘just
going, any vs.ro
o MONITORING & EVALU
Objectives, Some Complexity

What happens’ in
 Plans, Programm
Comments on
Development
 as Project
you ther
Vision P
 Positive or Negative
Aspects
 Development of
Administra
 Plan: a statement of forw
o Structure
 ‘Reductionist’ Pro
Approach
PRINT THIS AS HANDOUT

Generic Projec
 Scientific Management
Group Discussion
o Simplifies and reduces man
Generic Projec
inter-related and quantifiable
 Inputs
Exercise: Who does
 Outputs Evaluation Id
 Outcomes

 Defined processes and re

Here we have a generic project cycle, but this version shows

 Has seriousEvaluation
flaws,
some iterations of steps – feed back lessons learned,
Id
modify to suit the situation

Implementation
but used in&all develop
Monitoring
Asian Development Bank Project Cycle
Asian Development Bank
Some examples
Implementation &
cycle meth
Negotiation
Monitoring and Ap
 World Bank Project Cycle
World Bank

International Fund for Agricultural DevelopmentAWP&Bs =

Annual Work Plans & Budgets MTR Mid-term Review
PRA Participatory Rural Appraisal

International Fund for Agricultural Development

Developed by USAID in 1960s to be developed by various UN
agencies, then adopted by GTZ in 1980s but now optional.
In widespread use by the larger donor organizations,
partially because of the orderly structuring and documentation
of information and its demand for more skill in use DFID
require it

Logical Framewo
 ZOPP (Zielorientierte Proje
o
Logical Framewo
Ex-Ante Appraisal: A. Outline funding mechanisms and
GOPP- Goal Oriented Pro
budget
AS HANDOUT
B. Define project PRINT THIS

C. socio-economic context of the intervention D.

Analysis of the strengths, weaknesses, opportunities and
threats E. Take account of the success / failure of the past

UseZOPP by a and the– tP

programmes F. Means to attain the Objectives
Planning, participator
a planning matrix
G. Assessment the rationale and overall consistency of the
strategy
H. Quantify objectives (Output, and Impact indicators for each

framework – GTZ - 5 ZOP

which:
measure)

 aimed at the needs of targ

o summarises the main p
 1.thePre-project
key parts of planning
a project a
o highlights logical linkag
those1. concerned
Pre Project Plan
2. Starting Appraisal
 intended inputs,
 Pre-project plann
The technique is an integral part of the ZOPP approach

Problem Tre
assists in analysing an existing situation by identifying the
major problems and their main causal relationships

 In-house exercise by age

Becomes: Objective Tre
 Situation Analysis
o Problem Identification: P
Internal and External Primary and Secondary

Sufficient Funds
Sufficient Funds

o Stakeholder Analysis
oStakeholder AnaA
Objectives Analysis
May also use a ranking exercise
Good Water
o Alternatives
System Analysis C

Stakeholder
1. Consider appropriate Ana
Adequate Clean lev
Primary stakeholders will usually be found in top two boxes
WATER
and secondary in lower two

2. Identify key stakeholder

Stakeholders Key Importance to
3. Analyse interests
Stakeholder
Interests Low charac
Disease Ana
Project
LowRate
Rate of
of
Disease
circumstances
Primary High Potential/Significanc
 Exercise: Prob
& Stakeholder
Ex Ante – before the event
Gantt chart – bar chart showing project schedule - see next slide

2. Starting Appra
• Choose a problem in
• Divide
Appraisalin 2 groups
(ex-ante)
Gantt Chart
o Full feasibility study
Helps to control scope creep
o Baseline study, needs asses

1. Do a problem
Possible outputs
tree
Project Planning
o Needs assessment report
oHow Baseline
do you fill in/prepare data

2.ostyle
Do orienteda stakeholder a
a logframe? This is the first
of Logframe – activity oriented. Then introduced
results
Detailed set of indicators
 o Amended
Logframe, Logical Frame proposal
Logframe
o Project plan, Gantt chart etc
LFA
o Project Planning Matrix- Log

Goal
4x4 matrix
OVIs MOVs
o Ensures clear
Objectively statemen
Verifiable Means of
 3. Partner Negot

 Negotiation with finance

4. Plan Finalisati
 Possible outputs
o Project memorandum
o5.
 work Implementatio
plans,
Signed contract
Monitoring
 staff structures, ToR’s:
 budgets
5. Implementatio
 Team selection and startu
o Person specification/jo
Monitoring :
Focussing on the PROCESS

o Interviews and selectio

 Do the work
oMonitoring
Terms of engagement
o(Performance
Implementation of proje
Measu
Lines of responsibility
regime
o Briefing
 Focussing on the PROCESS

Monitoring
(Performance Measu
External evaluator may be necessary (for donor) /
appropriate (for objectivity)

6. Evaluation and C
Focussing on the IMPACTS At evaluation level a
social cost-benefit analysis as well as cost-benefit

 Levels of Indicators
analysis is useful
Roche’s model assumes sustainability – generic
indicators Rights, Livelihoods, Knowledge,

oEvaluation:
 Obtain “sign off” from project pa
Resources

Strategic
 Project evaluation (Ex-post )
oImpact
o Assessm
Sustainability
When possible to assess Q
Attainment
o External evaluator may b
 Approach
necessary/appropriate
oEvaluation:
Performance
o Baseline and End of Feed
o Record lessons learned Project
o
o Impact
Formulatefrom recommendat
beneficiaries’ po
o What do they
 Submission think is signific
of completion re
 Lessons
o To whom Learned
is it important?
o Donors may reserve righ
o Used
 Criteria to replan the proje
activities
Used to plan
o Efficiency – relatethe nexttopro
inputs
o Effectiveness- extent to whic
 Too little planning costs, too much planning costs

Trade Offs: Too

planning?

Things that L
Cost

process
Rondinelli


Constraints
Costly and ineffective a

(that limit effe
Full planning vs. flexible
 Inflexibility and unneces
 Difficulty inAmount
precise
of plan

 Delegation
and goals to experts an
No involvement of inten
Lack of appropriate
and management