PROJECT CYCLE MANAGEMENT FRAMEWORK (PCM).ppt
- 1. PROJECT CYCLE MANAGEMENT PROJECT CYCLE MANAGEMENT FRAMEWORK (PCM) FRAMEWORK (PCM)
- 2. AIMS & OBJECTIVES • Identify the various stages in Project Cycle Management (PCM) • Outline where and how participatory approaches can be applied to PCM • List some of the major problems in Project Cycle Management
- 3. WHAT IS PROJECT CYCLE MANAGEMENT (PCM)? • Projects are the primary means through which development plans and policies are translated into programmes of action. • Due to the methodological advances that were made in the 1960’s and 1970’s PCM obtained standard form to facilitate project management.
- 5. Programming Purpose To establish an overall strategy in relation to local, national and international context To Agree on broad framework on long term objectives and sector priorities for co- operation in the country/region or sector Stakeholder involvement High level political decision makers and the co-operating institution/ agency Steps General analysis of the current situation and future prospects Analysis of national priorities Review of previous collaboration Complementary action with other actors Strategic choices in collaboration with other stakeholders Product Strategy paper
- 6. Identification Purpose Identification and selection of relevant areas of intervention and project ideas for further studies Stakeholder involvement Senior officials of the co-operating institution and from line ministries of the partner countries, consultants Steps Collect and evaluate information on areas of intervention Review/include lessons learned from previous experiences Product Brief project descriptions that will be further developed and TOR for formulation
- 7. Formulation Purpose A well defined and formulated project according to the criteria of relevance, feasibility and sustainability Stakeholder involvement Project formulation mission involving all stakeholders Steps Conduct a feasibility study Involve the different stakeholders Define implementation arrangements Elaborate solutions and achieve agreement on the project approach with all stakeholders Product A sound project document (meeting the quality criteria) that is the basis for a financing proposal
- 8. Financing Purpose Financing agreement and commitment for project resources Stakeholder involvement Internal and relevant committee Steps Preparation of the financing proposal Examination of the proposal Financing decision Product Signed financing agreement
- 9. Implementation Purpose Implementing the project towards its objectives Stakeholder involvement Project implementation team, counterpart institution, beneficiaries and eventually external monitoring Steps Tendering and contract award Detailed work plan Executing activities Adapting project activities Ongoing monitoring and mid-term evaluation Documents E.g. project monitoring reports, annual reports
- 10. Evaluation Purpose Accountability and formulation of lessons learned Conclusions for programming and future action Stakeholder involvement External neutral party and all relevant stakeholders Steps Terms of reference for the evaluation (questions to be asked) Organise evaluation exercise with appropriate methods Analyse relevance, efficiency, effectiveness, impact, and sustainability Draw lessons from experiences Provide recommendations Product
- 11. The PCM Toolkit • LFA tools: Stakeholder analysis Problem analysis Analysis of objectives Strategy analysis Logframe Activity planning Resource scheduling • Complementary tools: Participatory workshops Environmental assessment Gender analysis Institutional appraisal Economic & financial analysis Conflict assessment PRA
- 12. Application of Participatory Techniques to the Project Cycle • At the Identification stage, by involving people in identifying problems through use objective trees, SWOT analysis, priority setting, situation analysis, needs assessments, feasibility studies, etc.
- 13. Application of Participatory Techniques to the Project Cycle • At the Implementation stage, through examination of a particular problem and being involved in decision making and on going monitoring of the projects • At the Monitoring and Evaluation stages, by enabling participants to implement procedures to examine their own activities and judge the impact of the project.
- 14. Problems in PCM • The Nature of Development Problems – the complexity and challenges of development problems are such that they cannot be characterised as ‘well structured’ development problems, as project planning methodologies would assume. – problems and solutions cannot be thought through in advance but it is necessary for these to evolve as the project progresses.
- 15. Problems in PCM… • Poor Data – Many project planning methodologies are dependent on large amounts of reliable data that is often not available. – In these case planners have often made assumptions, which have often been over optimistic about items such as costs involved, potential for increasing yield, potential for changing behaviour or adapting new technologies, etc.
- 16. Problems in PCM… • Uncertainty – Many project environments are characterised by uncertainty and instability. However, there is a tendency not to make allowances in the projects for the impact of such factors such as a drought, changes in domestic or world prices, civil unrest.
- 17. Problems in PCM… • Separation of Project Planning and Management – A disconnection between those who design projects and implement them enables participants to avoid taking responsibility for project outcomes. • “The project design was fine but it was implemented badly” or “It was so badly designed there was little that could be done with it”.
- 18. Problems in PCM… • Lack of Beneficiary Participation – The failure to involve beneficiaries in all stages of project design, management and monitoring has often undermined ownership and alienated people from projects.
- 19. Problems in PCM… • Projects and Politics – Planning methodologies often ignore political factors. They tend to ignore the fact that projects are designed, selected and implemented by people working in social contexts. – By ignoring such a reality it reduces the opportunity for the intended beneficiaries (usually the powerless/ marginalized) to gain influence over the project process.
- 20. Problems in PCM… • the little attention paid to critical role of the ‘Human Factor’ in project cycle management. In essence successful application of PCM and its associated methodologies, tools and techniques are dependent on the vision, values and capacity of the people and institutions that apply them.