ROPMS - Results-Oriented Project Management System
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The document outlines the Results-Oriented Project Management System (ROPMS) used by UNDP Egypt, emphasizing its integration of Results-Based Management (RBM) principles to plan, monitor, and report on development projects. It details the structure and components of ROPMS, including project outcomes, outputs, and the importance of performance indicators. Additionally, it provides a step-by-step guide for filling in the Project Operations Plan (POP) and the Annual Workplan (AWP) to ensure effective project management and monitoring.
ROPMS - Results-Oriented Project Management System
- 1. Important Note on ROPMS Presentation Please use the ROPMS resource center for the final format of the POP & AWP. The following presentation will give a good overview of the ROPMS concepts and logical framework, however the POP & AWP used do not reflect the final format based on the comments received during the training sessions.
- 2. UNDP Egypt’s Results-Oriented Project Management System ROPMS
- 3. Introduction What is Results-Based Management (RBM): RBM refers to an approach for planning, monitoring and reporting on the results of development projects If you can measure it you can manage it
- 4. Introduction cont’d RBM in UNDP is based on 4 main pillars: Focus for action; Results; On-going monitoring and assessment of performance, integrating lessons learnt into future planning; Continuous feedback to improve performance.
- 5. Results-Oriented Project Management System (ROPMS ) Bringing the RBM concept to the project level, the ROPMS was developed & will be integrated in UNDP’s planning & reporting system: Collect and process information on the results emerging from projects. Manage UNDP projects through continuous measuring of performance Gives indications of the policy impact of UNDP interventions
- 6. ROPMS cont’d Project Annual Workplan: monitors annual progress of projects Project Operations Plan (POP): monitors the impact of UNDP at the country level ROPMS consists of 2 components:
- 7. ROPMS Key Concepts Outcomes: intended changes in the development situation – WHY- Outputs: completion of Activities – WHAT- Activities: specific acts – HOW- Inputs: materials for activities Indicators : signposts of change Targets: benchmarks
- 8. ROPMS Key concepts cont’d Identify production company Draft & approve scripts Negotiate air-time with local TV & radio stations 3 Public service announcement on female/girls literacy broadcast on local TV & radio Increased Women’s literacy in 7 villages in Minia by 25% Activities Outputs Outcome
- 9. ROPMS Key concepts cont’d The outcome of the project needs to be pitched at the right level. Project level: 10% reduction per year in number of female circumcisions being carried out in target villages Widespread awareness raised of the dangers of FGM among populations of selected villages FGM-fee villages 75% of all newborn girls in target villages receive birth certificates by end of project. Improved environment for issuance of birth certificates for girls created in target villages Birth certificates Overall 5% reduction in target villages per year Female illiteracy in target villages reduced Literacy courses for women using IT Indicator Outcome Project
- 10. ROPMS Key concepts cont’d The outcome of the project needs to be pitched at the right level: At the Country level : 1- Gender budget analysis prepared 2- Literacy CD-ROM distributed & used in Internet Clubs 3- Public campaign on girls rights implemented 1- No. of ministries allocated funds for women specific projects 2- Increase in girls 2 nd school enrollment rate Increased awareness of women’s participation in society A-Literacy courses B- Birth Certificates C- FGM-free villages Outputs Indicators Outcome UNDP Projects
- 11. Project Operation Plan (POP) Provides information on the project and its achievements. The timeframe of the POP covers the lifetime of the project It is a key tool for monitoring yearly progress towards the achievement of results at the outcome/output levels through the establishment of indicators and annual targets. Changes in the POP should be kept to a minimum.
- 12. POP cont’d Step-by-step guide to filling-in the POP: Step1: Align the project with an SRF-SAS and strategic outcome
- 13. POP cont’d Step-by-step guide to filling-in the POP: Step2: Define a project Outcome
- 14. POP cont’d Step-by-step guide to filling-in the POP: Step3: Define the project outputs
- 15. POP cont’d Step-by-step guide to filling-in the POP: Step4: Construct measurable indicators & targets (at outcome & output levels)
- 16. POP cont’d Step-by-step guide to filling-in the POP: Step4: Construct measurable indicators & targets contd.: Measuring performance & progress is done through the establishment of planned targets: Determining progress is based on comparing planned targets with actual implementation. The number of indicators should be kept at minimum Outcome indicators are more difficult to construct, since the outcome is often beyond the control of the project. Outcome indicators need to reflect the end of project status Progress towards outcome & output indicators are measured annually over the duration of the project.
- 17. POP cont’d Step-by-step guide to filling-in the POP: Step5: Assign a Responsible person or unit
- 18. POP cont’d Step-by-step guide to filling-in the POP: Step6: Report on whether targets have been met or not:
- 19. POP cont’d Step-by-step guide to filling-in the POP: Step6: Report on whether targets have been met contd. Columns 1-5 represent the planning dimension of the POP (to be filled-in before the project activities begin). In column 6 the project manager is required to report whether targets are met or not. The POP requires this to be done yearly This annual report on targets is what is used to complete the Country Office ROAR
- 20. POP cont’d Step-by-step guide to filling-in the POP: Step7: Comments (this can help to explain facts about the reporting aspects of the POP. At the outcome level this column should be used to mention the role of partners):
- 21. Project Annual Workplan (AWP) The timeframe of the AWP is 12 months of a given year (a new AWP needs to be filled-in each year. Activities are set and represent the actions to be taken to achieve the annual targets for the planned outputs Indicators are set at the activity level to measure progress and performance
- 22. AWP cont’d Step-by-step guide to filling-in the AWP: Step1: Align the project with an SRF-SAS:
- 23. AWP cont’d Step-by-step guide to filling-in the AWP: Step2: Define the project output:
- 24. AWP cont’d Step-by-step guide to filling-in the AWP: Step3: Describe planned activities for each output:
- 25. AWP cont’d Step-by-step guide to filling-in the AWP: Step4: Construct measurable indicators and make quarterly targets:
- 26. AWP cont’d Step-by-step guide to filling-in the AWP: Step5: Plan and report on expenditures:
- 27. AWP cont’d Step-by-step guide to filling-in the AWP: Step6: Report on targets:
- 28. AWP cont’d Step-by-step guide to filling-in the AWP: Step7: Comments: