PROJECT CYCLE MANAGEMENT PCM

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PROJECT CYCLE MANAGEMENT (PCM)

• Development by
• European Union Commission
• Adaptation by
• Doç. Dr. Mustafa Sari,
• Dr. Faruk Tekindag
• Revision and Presentation by
• Prof. Dr. Ziya Yurttas
• Yrd. Doç. Dr. Tecer Atsan
• Yrd. Doç. Dr. Atilla Keskin

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Institutions Supporting the Presentation
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Introduction

• Development is a process of improving the quality
  of life of the people.
• All human activities are aimed at increasing the
  quality of life.
• Development is a process that can be achieved
  only through a proper Project Cycle Management

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Objective

• The objective of this presentation is to provide
  an opportunity for the participants to
• Acquire the knowlege and talent to plan, execute
  and evaluate deelopment projects in accordance
  with internationally accepted quality creteria

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PART I. DEFINITIONS

• Planning
• Project
• Project Cycle
• Project Cycle Management
• Logical Framework

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1. Planning

• Planning, in general, is a process
• to answer the questions of what, where, when,
  why, how, for whom, by whom and at what cost
  (7W,1H) for the accomplishment of an objective
  and
• to record the answers in a systematic way.

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2. Project

• Project is a document in which the answers to
  7W,1H questions in connection with the
  accomplishment of an objective is recorded in a
  systematic way.

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3. Project Cycle
A series of interconnected stages of activities
that are necessary for the accomplishment of an
objective in an effective way

• The stages are
• Project idea
• Situation anaylysis
• Planning
• Financing
• Implementation
• Evaluation

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4. Project Cycle Management PCM

• a process of implementing certain rules and
  principles for an effective execution of all
  stages of the project cycle,
• developed as a reaction to classical approach
• based on Logical Framework

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5. Logical Framework(LM)

• LM is a method of analysis and a way to present
  core information about a project. It is intended
  to
• Provide consistency
• Reveal contradictions
• Facilitate efficiency in the management of a
  project

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PART II. PROJECT CYCLE
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1. Project idea

• The emergence of a project idea is the first
  stage of the project cycle.
• A project idea may emerge as a result of a need,
  observation, consultation or existing of a grant
  in an area.

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2. Analysis

• a process of collecting and evaluating the
  information related to a project idea.
• At this stage,
• related information is collected
• existing conditions are determined,
• Analysis of the partners, problems, objectives,
  and strategies is made
• Project objectives are determined.

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3. Planning
H
W
W
W
W
Planning is a process to answer the 7W,1H
questions related to the accomplishment of an
objective and record the answers in a systematic
way
W
W
W

• At this stage
• The 7W,1H questions related to the accomplishment
  of an objectives are answered and
• The answers are recorded in a systematic way to
  form a project document.

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3.1. EU Creteria for Planning

• EU creteria for planning have taken place in the
  project evaluation forms as follows
• Institutional capacity
• Thematic relevance
• Methodology
• Cost effectiveness
• Sustainability

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3.2. Sustainability-1

• Maintaining the activities and the benefits of a
  project through local dynamics after the project
  period is over and the outside help and
  interventions are no longer available.

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3.3. Sustainability-2

• It is the ultimate and most important criterion
  for a project.
• It is the umbrella criterion depending all other
  criteria.
• In addition to the creteria mentioned above, the
  following criteria need to be met to facilitate
  sustainability
• - Appropriate Technology
• - Social, cultural and environmental
  sensibility
• - Political support
• - Ownership by the beneficiaries

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4. Financing

• A process to obtain financial resources to be
  used for the project activities

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5. Implementation

• A process to
• put into practice the answers of the7W,1H
  questions related to the accomplishment of an
  objective

Implementation of a Greenhouse Project of UNDP
and Ataturk University
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6. Evaluation-1

• Making a qualitative judgement about something.
• At this stage
• The results are compared with the objectives to
  determine the
• - strengths and weaknesses of the project
  activities and
• - ideas to be taken into consideration
  to improve future implementations

Final Evaluation
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6.1. Evaluation-2

• Periodic evaluation for activity objectives
  (outputs)
• Final evaluation for project objectives
  (outcomes)
• Impact evaluation for the general objectives
  (overall objectives) to which the project
  objectives are intended to Contribute (impact)

Impact assesment
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PART III. PROJECT CYCLE MANAGEMENT PCM
a process of implementing certain rules and
principles for an effective execution of all
stages of the project cycle
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1. Shortcomings of Clasical Aproach

• Inadequate analysis of existing situation
• Weak linkage between the objectives of the
  project and the priorities of the clientele
• Weak linkage between the objectives and the
  Institution
• Ambiguity in strategic framework
• Inadequate consideration of risks
• Short term perspective
• Inadequate consideration of previous experiences
• Activity oriented rather than result oriented
  planning and implementation
• Not objectively verifiable project outputs
• Inadequate project documents

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2. The Functions of the Logical Framework

• The most important aspects of the project is
  summarized in boxes
• The long term contribution of the Project
  (General Objectives)
• The objectives at the end of the project period
  (Project Objectives)
• Expectations from the project (Verifiable
  Indicators)
• The ways the project will realize the objectives
  (Activities)
• Risks for the project (Assumptions)
• Sources of verification (Verifications)
• The cost of the project (Cost)
• Required conditions to start the project
  (prerequisits)

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3. Logical Framework Matrix
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4. Stages of Logical Framework
Analysis
Planning
6. Logical Framework Presenting the substance
of a project under the heading of objectives,
indicators, verification and assumptions 7. Work
Plan Indicating the name, place, time,
objective, method, clientele, people in charge
and the cost of the activities to achieve an
objective 8. Budget Listing the cost of
different items related to the activities in a
project..

• Situation Analysis Determining the existing
  conditions regarding the target populaton and
  project.area.
• Problem Analysis Establishing the cause and
  effect relationships and illustrating the
  hierarchy of problems (problem tree)
• Stakeholder Analysis Identification of the
  people invoved in and affected by the project
  and the opinions they would have
• Analysis of Objectives Establishing the
  means-end relatinships.and illustrating
  thehiararchy of objectives (Objective tree)
• Analysis of strategies Selecting a strategy to
  achieve a desired objective

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4.1. Situation Analysis
Determining the existing conditions and problems
regarding the target populaton and project.area.
Titles for the Situation Analysis

• Cultural life
• Human and Social Capital
• Environment
• Government Policy

• Geography
• Infrastructure
• Economy
• Social life
• Health

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4.1.2. Sample Problems (Beykent Case)

• Ignorance of mothers on child nutrition
• Malnitrution for the children
• Inedequate health clinics
• Limited access to services
• Inedequate vaccination
• In the last one year child mortality has
  increased 10
• Infectious diseases increased

• Unemployment
• Inedequate infrastructure
• Low education level
• Faulty sewage system
• No purification system in the tire factory
• No clean drinking water
• Epidemic disease
• Low income level

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4.1.3. Situation Analysis Group Study-1
Now, as the members of the Beykent Development
Association, in gorups of 4 or 5, let us make a
Stuation Analysis, and write a report in one
hour, visulizing the situation in Beykent, then
make a presentation
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4.2. Problem Analysis

• To establish the hierarchy of problems in the
  light of the cause and effect relationships to
  find the focal problem
• To Illustrate the hierarchy of problems in a
  problem tree to form a base for the objectives

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4.2.1. Problem Tree Causes and Effects
Relationships
EFFECTS

CAUSES
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4.2.2. Sample Problems (Beykent Case)

• Ignorance of mothers on child nutrition
• Malnitrution for the children
• Inedequate health clinics
• Limited access to services
• Inedequate vaccination
• In the last one year child mortality has
  increased 10
• Infectious diseases increased

• Unemployment
• Inedequate infrastructure
• Low education level
• Faulty sewage system
• No purification system in the tire factory
• No clean drinking water
• Epidemic disease
• Low income level

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4.2.3. Problem Analysis Group Study-2
Now, in groups of 4 or 5, let us make a
Problem Analysis, form a problem tree in one hour
and then make a presentation explaining the couse
and effect relations.
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4.2.4. Problem Tree Beykent Case
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4.3. Stakeholder Analysis (S.A)

• a process
• To identify the people involved in and
• effected by the project (Stakeholders)
• To determine the opinion of the stakeholders and
• To facilitate their contribution to the
• project activities at all stages of the
  project cycle

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4.3.1. Stakeholders

• A- The owner of the project Those who prepared
  the project
• B- Partners Those who make contributions and
  take responsibility
• C- Target group Those who benefit directly and
  from the project.
• D- Other Stakeholders
• 1. Ultimate beneficiaries Those who,
  benefit indirectly form the project.
• 2. Opponents Those who suffer, due to the
  Project
• 3. Participants Those who make financial,
  administrative and technical
  contribution but do not take responsibility.

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4.3.2. The Parties and the Subjects in S.A.

• Project Owner
• Partners
• Target Group
• Others

• Identification Info.
• Objectives and their stakes
• Strengths and Weaknesses
• Opinions

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4.3.3. Stakeholder Analysis Group Study-3
Now, in a group of 4 or 5, let us make a
Stakeholder Analysis and Prepare a report in one
hour and then make a presentation
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4.4. Objective Analysis

• a process to
• Determine the objectives parallel to the problems
  by stating the problems in positive terms and
• form an objective tree (target tree) in the light
  of ends and means relationships

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4.4.1. From Problem to Objective

• .

Objective
Problem
High rate of child deaths
To reduce the rate of child deaths
High rate of infectious diseased
To reduce the rate of infectious diseases
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4.4.1. Objective Tree
Turning negative conditions into positive in a
certain time

• .

ENDS
Overall Objective
Project Objectives
Outputs
MEANS
Activities
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4.4.2. Levels of Objectives

• .

Overall Objectives
High level objective to which the project
Contributes
Sustainable benefits for the target group
Project Objectives
The product of the activities
Outputs
Actions undertaken to realize the project
objectives
Activities
Means
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4.5. Strategy Analysis

• Strategy Analysis is a process to
• Determine the available resources and limitations
• consider alternative ways to solve the problems
• Eliminate the targets beyond available means
• Choose the proper strategy

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4.5.2. Target and Strategy Analysis Gruop Study-4
Now, in groups of 4 or 5, let us make a target
and strategy analysis and choose the proper
strategy in the light of available resources in
one hour and then make a presentation
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4.5.3. Objective Tree -Beykent Case
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4.5.4. Strategy Analysis-Beykent Case

• .

Eliminated targets
Choosen Strategy
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4.6. Logical Framework Matrix

• a method of presenting the results of target
  analysis in a systemastic and logical way to
  provide consistency and avoid contradictions
• It shows
• The causal relationships between different levels
  of objectives,
• Success indicators
• Sources of verification
• Assumptions

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4.6.1. Logical Framework Matrix
Outputs
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4.6.2. Building Order for the Logframe
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4.6.4. From Strategy Analysis to Objectives

• .

Bebek ve Çocuk Ölüm Oranlarinin Azaltilmasi
Overall Objectives
Project Objectives
Outputs
Activities
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4.6.5. Assumptions

• Assumptions are the external factors beyond
  control that may affect the the projects
  implementation and and long term sustainability.
• These conditions has to be met for the project to
  succeed

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4.6.5.2. Assesment of Assumptions
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4.6.5.4. Vertical Logic
Verifiable Indicators
Sources of Verification
Intervention Logic
Assumptions
Overall Objective
Project Objective
Activity Objectives-Outputs
Means
Cost
Activities
...
Pre-conditions
Pls. Next Slide
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4.6.5.5. Vertical Logic

• Once the pre-conditions are met, the activities
  can start up
• Once the activities have been carried out, and if
  the assumptions at this level hold true, results
  will be achieved
• Once these results and the assumptions at this
  level are fulfilled, the project purpose will be
  achieved
• Once the purpose has been achieved and the
  assumptions at this level are fulfilled,
  contribution to the achievement of the overall
  objectives will have been made by the project.

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4.6.5. Indicators

• Indicators are the operational descriptions of
  the objectives. They are the statements for
  objectives in terms of quantitiy, quality, time
  and place.
• They need to be objectively verifiable
• They are the statements of
• Outputs for the activit objectives
• Outcome for the projec objectives and
• - Impact for the overall objectives

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4.6.5.1. Criteria for Indicators

• Indicators must be SMART
• SPECIFIC
• MEASURABLE
• AVAILABLE
• RELAVANT
• TIME BOUND COST EFFECTIVE

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4.6.6.1. Sources of Verifications
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4.6.7.2. Logical Framework an Example
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4.6.8. Logical Framework Matrix Group Study-5
Now, in groups of 4 or 5, let us build an LFM
exluding the activities in one hour and then make
a presentation
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4.7. Plan of Work

• A document in which
• The 7W,1H questions are answered in detail
• Logical Framework approach is maintained.
• The order, time, and priorities of the activities
  are recorded.
• Management and control duties and
  responsibilities are designated

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4.7.1. The Order of Activities

• k

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4.7.2. A Calender of Work (Activity Schedule)
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4.8. Budget

• A document that shows the amount of financial
  resorce to be allocated for certain activities.

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4.8.1. A Budget
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4.8.2. Activity Planning and Budget Making Group
Study-6
Now, in groups of 4 or 5, let us plan the
activities, determine the costs and make a budget
in one hour and then make a presentation
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PART IV.

• PROJECT FORMATS

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1. EU Project Format Titles-1

• 1. Description
• 1.1 Title
• 1.2 Location(s)
• 1.3 Amount requested from CFCU
• 1.4 Summary
• 1.5 Objectives
• 1.6 Justification
• 1.7 Detailed description of activities
• 1.8 Methodology
• 1.9 Duration and action plan

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1. EU Project Format Titles-2

• 2. Expected results
• 2.1. Expected impact on target groups
• 2.2. Publications and other outputs
• 2.3. Multiplier effects
• 2.4 Short- and long-term impact
• (Sustainability)
• 3. Budget for the action
• 4. Expected sources of funding

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1.3. UNDP Project Format Titles

• Project summary
• Subject
• Justification
• Strategy
• Relavance to the Mission of UNDP
• Project Team and Partners
• Participation of the Stakeholders
• Sustainability
• Info. About the Project Owner
• Logical Framework
• Plan of Action and the Calender of
  Activities
• Budget
• Enclosures

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PART V. MONITORING EVALUATION

• Monitoring and evaluation need to be carried out
  at every stage of the project cycle.

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1. Evaluation of the Project Document

• The evaluation in question here is the evaluation
  of the project document to find out to what
  degree it conforms to the required standards.
• Project documents with points obove certain level
  are funded.

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2. EU Creteria for the Evaluation of the Project
Document
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Some Web Pages

• UNDP-GEF/SGP
• www.gefsgp.net
• STGP
• www.stgp.org
• State Planning Org.
• www.dpt.gov.tr

• EU Delegation in TR
• www.deltur.cec.eu.int
• PCM Handbook and Manual http//europe.eu.int/co
  mm/europeaid/evaluation/methods/index.htm

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Thanks