Training in Project Management Workshop 1

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Training in Project ManagementWorkshop 1

• From Problem to Solution
• by COWI A/S

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Introduction

• Political Science.
• MBA
• COWI Danish FA
• Midtdjurs Municipality
• European Commission
• County of West Zealand
• Married
• 3 kids
• Randers

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The test

• 45 minutes.
• Multiple chioce.
• Allows for me to establish level.
• Results by end of week.

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Five Reasons Why Projects Fail(getting funded)

• The evaluators did not believe in your project
  logic (justification).
• Your motives were not clear.
• Your project team was too weak
• Your budget stinks.
• Competetion was too strong.

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Project Characteristics

• Specific objective
• Time bound
• Action plan controlled
• Milestones.
• Seperate budget
• Own management structure

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Projects in Local Authorities

• The concrete way to make plans (strategies)
  happen.
• Popular way of branding all non-routine
  activities.
• Widely used way of distributing funding.
• EU Accession countries key concept, since
  projects is the way the various EU programmes are
  made operational.

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The Project Cycle Introduced

• Method for project development and management.
• Breaks project management process into phases.
• Integrated with Logical Framework Approach.
• Mainly aimed at management of larger scale
  programmes (country or regional level).
• Adapted to local authority reality.
• European Commission official approach since 1992.

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The Project Cycle.
Programming
Evaluation
Identification
Appraisal
Implementation
Financing
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Objectives of the Project Cycle Approach

• Clear and realistic objectives for projects and
  programmes.
• Focus on quality factors and consistency in use
  of methodology to ensure long term project
  results.
• Ensures consistency with and contribution to
  overarchning policy objectives.

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Project Cycle Principles

• LFA as main support tool.
• Productionn of key documents in each phase.
• Stakeholder involvement.
• Quality concern

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Project Cycle Outcome

• Compliance to overarching policy objectives of
  funding sources.
• Compliance to own strategy.
• Criteria of feasibility.
• Criteria of sustainability.

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The Project Cycle.
Programming
Evaluation
Identification
Appraisal
Implementation
Financing
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The strategic context of a project.

• The establishment of general guidelines and
  principles for EU co-operation with a country.
• Structural Fund SPD Latvia.
• Local Authority context
• Your own strategy.
• Taking overall priorities (EU and national) into
  account defining your priorities.
• Projects the way you make your strategy
  operational.
• Normally revised at least once for each election
  period.
• Covering 2-5 years.
• Allignment with Structural Fund programming
  documents essential.

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Strategy examples

• Hamburg
• The metropolis
• German Region
• 4.5 mio inhabitants
• Midtdjurs
• The rural municipality
• Danish local authority
• 8.500 inhabitants

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Strategy Definition

• Broad and general plan developed to reach long
  term objectives, focusing on actions for each of
  the functional areas.
• Strategy expressed by
• Vision.
• Objectives.
• Strategies.
• Tactics.

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Why strategy ?

• Communication.
• Prioritisation.
• Basis for monitoring performance.
• Formal requirement.

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Strategy and the public sector

• Where does public sector differ ?
• No bottom-line, hence no clear criteria of
  success.
• Board elected to disagree.
• Press / public interest.
• Public responsibility.
• Board no formal / trained background.
• Short termed perspective.
• Dual responsibility Region and Organisation.

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Programming phase Outcome

• Local authority strategy
• Fit with EU, national and regional strategies.
• Analysing region.
• Strenghts.
• Weakinesses.
• Opportunities.
• Threats.
• Setting out priority areas.
• Establishing performance indicators.
• Establishing a time-table.

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Exercise 1 Groups

• Please undertake a draft SWOT analysis of a local
  authority of your choice represented in your
  group by a group member.
• Based on the analysis plaese identify one key
  subject you would like to work with.

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The Project Cycle.
Programming
Evaluation
Identification
Appraisal
Implementation
Financing
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The project identification phase

• Or how a project is born
• What triggers a project
• An analysis by the applicant showing the
  importance of a given activity to meet a
  strategic end ?
• The sheer existance of money you may get your
  hands on ?
• Long term sustainability of regional development
  effort needs projects to depart from a strategic
  basis.

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Project identification

• Within your overall strategy, problems, needs
  and interests of possible stakeholders are
  analysed and ideas for projects are identified.
• Process supported by use of Logical Framework
  tools.
• Outcome of stage
• Pre-feasibility study.
• Project identification sheet.

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Pre-feasibility study

• A chance to qualify your decision of a go or a
  no-go.
• Mainly larger projects (cost-benefit
  consideration
• Analysing your situation.
• Suggest options.
• Recommend option.

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The Logical Framework

• Developed 1960ies in the USA.
• Used by all major donor agencies.
• Compulsory in most EU funding applications.
• Tool and method for project identification,
  design and management.
• A method ensuring use of a systematic and logical
  approach.
• Common language.
• Two stages
• Analysis.
• Planning
• Project Matrix final outcome.

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The Project Matrix
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Formulate problems / Analyzing situation (LFA)

• Problem analysis (problem tree).
• Objectives analysis (objective tree).
• Alternatives analysis.

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Develop the problem tree

• Identify substantial and direct causes of the
  focal problem
• Identify substantial and direct effects of the
  focal problem
• Construct a problem tree showing the cause and
  effect relationships between the problems
• Review the problem tree, verify its validity and
  completeness, and make necessary adjustments

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Exercise 2 Groups

• Please undertake a problem analysis for the
  subject selected by your group.
• Prepare to present it to the class (max 10
  minutes presentation).

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Project IdentificationPartnerships

• Partnership a key principle in the Structural
  Funds.
• Normally need partnerships in projects to
  demonstrate cooperation.
• Commit your key partners to the project early.
• Look for a project ambassador.

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Beginning of the Solution Develop the Objectives
Tree

• Reformulate all elements in the problem tree into
  positive, desirable conditions
• review the resulting means-ends relationships to
  assure validity and completeness of the objective
  tree
• If necessary, revise statements, delete
  objectives which appear unrealistic or
  unnecessary
• add new objectives where necessary
• Draw connecting lines to indicate the means-ends
  relationships

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Exercise 3 Objectives analysis

• Please undertake the objectives analysis for the
  subject selected by your group.
• Prepare to present your findings to the class
  (mav 10 minutes).

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SFA Analysis

• Way to evaluate various strategic / project
  options.
• Suitability.
• Does the project actually solve your problem ?
• Feasibility.
• Will you be able to implement the project ?
• Finances.
• Human ressources.
• Time wise
• Technology
• Acceptability.
• Will your key stake holders accept the project ?

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Stakeholder analysis
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Alternatives analysis

• Purpose
• To identify possible alternative options, assess
  the feasibility, suitability and acceptability of
  these and agree upon one project strategy.
• Process
• Identify different means-ends ladders as
  possible alternative options or project
  components.
• Eleiminate options which are not desirable.
• Eliminate options which are pursued by other
  projects in the region.
• Discuss the implications for afffected groups.
• Assess the feasibility, suitability and
  acceptability of the options.
• Select one option.

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Exercise 4 Groups.

• Please undertake the alternatives analysis for
  the subject selected by your group.
• Prepare to present your findings for the class
  (max 10 minutes).

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Project GenerationThe Outcome

• A project synopsis (project generation sheet)
  your project business card.
• 2-3 pages.
• Project aim.
• Partnership basics.
• Output.
• Budget idea.
• Format fx Log Frame PM

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The Project Cycle.
Programming
Evaluation
Identification
Appraisal
Implementation
Financing
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The appraisal

• Where you actuallly begin writing in the
  application form.
• Writing of the project draft based on a process
  including
• Feasibility study (if relevant).
• Stakeholder consultation (partnership)
• Logical Framework
• Allows for you to select your project

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Feasibility.Qualifying your project idea.

• Hard projects
• A necessity, allowing for you to establish budget
  and action plan.
• Demonstrating seriousity.
• Requires investment of own money.
• Soft projects
• Developing your project logic.
• F.x. through survey testing hypotesis.

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Project Description.Writing the application

• READ THE GUIDELINES
• Technicalities lead to high casualities
• Language.
• Eligibility of project theme.
• Eligibility of partnership.
• Eligibility of costs.
• Co-financing.

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Project DescriptionDemonstrate you are SMART

• Specific.
• Addressing a clear and justifiable problem.
• Measurable.
• Concrete output. Project will make a difference.
• Achieveable.
• Log frame demonstrate build on logic,
  assumptions.
• Realistic.
• Financial side allows for project to meet
  objectives in time.
• Time bound.
• Clear and detailed action plan.

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Project DescriptionBest Practice

• Aim of project / Project begins.
• Clarity begets clarity.
• Make your case demonstrate your project logic
• What is the problem.
• Why is it a problem (justify).
• How can you solve the problem.
• What will be the result.

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Project Description

• Project organisation
• Local partnership.
• Maximise local impact.
• Signal local unity.
• International partnership.
• Build a network.
• Continuity builds mutual trust.

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