9 Project Supporting Plans (short course)

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A short supplementary module in a series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries. (Part 9 of 11) …

A short supplementary module in a series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries. (Part 9 of 11)
This can be a short 1-2 hour session or stretched out with practical exercises - it includes a review of the previous sessions on logical framework design and use.
There are four handouts with this presentation -
Issues Risklog: http://www.slideshare.net/Makewa/9-issues-risklog
Logframe exercise cards: http://www.slideshare.net/Makewa/9-exercise-cards-logframe-components
Progress Reporting notes: http://www.slideshare.net/Makewa/9-progress-reporting-42150882
Ten Rules of Risk Management: http://www.slideshare.net/Makewa/9-ten-rules-of-project-risk-management-42150880

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  • Need: Blank Logframes and set of ‘cards’ with parts

Transcript

  • 1. Project Planning Supporting Plans
  • 2. Welcome
    • Please ‘sign in’ on Attendance Sheet
    • What are the rules?
    Ground Rules
  • 3. Review Exercise
    • Let us look at the parts of a project plan
    • logical framework
    • This will test your understanding of all the different parts of the logframe approach
      • Two Case Studies
  • 4.
    • Battambang DP Rights :
    • Advocacy project in Battambang to promote the rights of persons with disabilities
    • Kampot Watsan
    • Project in Kampot to provide safe drinking water and hygiene training to villagers
    • From the cards - choose:
      • Goal (1)
      • Project purpose (1)
      • Expected results (4)
      • Match indicators to each (1+1+4=6)
      • Assumptions (5)
    • Group work: 20 minutes Presentation: 5 minutes
    Exercise
  • 5. Advocacy
    • Goal: Disabled people in Cambodia have the same access to services and opportunities as all Cambodians
    • Indicator: Employment levels of disabled people are same as average for Cambodia
    • Purpose: Battambang has a structure advocating for the rights of the disabled
    • Indicator: A DP Forum registered with the government holds 10 meetings in 2011
    • Assumptions:
    • Provincial government will allow people to form an association
    • Many people will volunteer who can pass a week course in advocacy
    • Most villagers speak Khmer
    • Getting issues known leads to better policies and more jobs
    • The media will publish any interesting stories
  • 6. Watsan
    • Goal: Reduce the mortality and morbidity due to communicable diseases of villagers in Kampot
    • Indicator: Incidence of child mortality 0 - 5 years reduced by 30%
    • Purpose: Villagers in Kampot gain access to clean drinking water and learn good hygiene habits
    • Indicator: Households surveyed that use filtered well water every day.
    • Assumptions:
    • People with access to clean water get less sickness
    • Most villagers speak Khmer
    • Give a water filter to a family and they will drink from it
    • Build a well and villagers will get clean water from it
    • The Provincial government will allow NGOs to give education
  • 7. Project Supporting Plans
    • As part of a project setup, there will be a number of documents created to:
      • Set out the detailed activities
      • List the resource requirements
        • Human resources
        • Equipment, office, training, material etc.
      • Set out the timing
      • Detail the budget
  • 8. Project Supporting Plans
    • The Activities in the Log frame tell you what is in the activity plan
    • The activity plan tells you the resources needed
  • 9. Logical framework Activity Planning Plan of action Activities
  • 10. Resource Planning Plan of action Means/Budget $ Travel etc. $ Material/ Equipment $ Human resources Budget Means:
  • 11. Supporting Plans
    • The plans will ‘inform’ each other
    • e.g.
    • - the activity plan and timing chart give you the HR and procurement needs,
    • - the procurement plan gives budget detail
  • 12. Supporting Plans
    • May include:
      • Activity Plan: (Gantt Chart)
      • Budget
      • Procurement Plan
      • HR Plan (Schedule)
      • Communications Plan
      • Contingency Plans
      • Monitoring and Evaluation Plan
  • 13. Take a Break Back in 15 minutes … … exactly!
  • 14. Supporting Plans
    • Include:
      • Activity Plan: (Gantt Chart)
      • Budget
      • Procurement Plan
      • HR Plan (Schedule)
      • Communications Plan
      • Contingency Plans
      • Monitoring and Evaluation Plan
  • 15. Activity Plan: Timing - Gantt
    • The activities can be plotted to show the work flow over time
    • A Gantt chart shows all tasks on one table (but not always ‘flow’)
    • A work flow can show ‘dependencies’ – one job which must be complete before another can start
    • e.g. must do recruitment before field work; must hire consultant before baseline.
  • 16. Activity Plan – Gantt Chart
  • 17. Activity Report – HU Format
  • 18. Budget
    • Must be matched to use of resources: HR, procurement, activity
    • Activity and spending then must be matched to budget
      • Overspend may not be funded
      • Underspend may lead to clawback
    • Overheads must be included
  • 19. Budgeting for Overheads
    • Overhead: admin costs at all levels – Head Office, Country Office, Local (RTK) Admin, Team
      • e.g. London 10% CCO 7.5%
      • Includes cost of seeking new projects
    • Funding is not freely available and often limited to % of total
    • May need to look to alternate sources or budget lines
  • 20. Procurement Plan
    • List all the purchases of all project supplies and materials
    • Assets: motos, computers, furniture…
    • Consumables: fuel, repairs, paper, pens, T shirts, …
    • Staff: salary, per diem, tax, insurance, health plan, …
    • Outgoings: Rent, electricity, taxes…
    • Closely linked to budget
      • Plan the Cash Flow
  • 21.  
  • 22.  
  • 23. Human Resource Plan
    • Identify by name the individuals and organisations with a leading role in the project. For each describe their roles and responsibilities on the project.
    • Next, describe the number and type of people needed to carry out the project. For each one, detail start dates, estimated duration and the method you will use for obtaining them.
    • Create a single sheet summarising this information.
  • 24. Communications Plan
    • Create a document showing who needs to be kept informed about the project and how they will receive the information.
    • The most common mechanism is a weekly/monthly/quarterly progress report, describing how the project is performing, milestones achieved and work planned for the next period.
    • Include sharing lessons learned
  • 25. Project Risks
    • some examples of common project risks:
      • Time and cost estimates too optimistic
      • Monitoring and feedback cycle too slow
      • Unexpected budget cuts
      • Unclear roles and responsibilities
      • Stakeholder input is not done or their needs not properly understood
      • Stakeholders changing or adding new requirements after project start
      • Poor communication resulting in misunderstandings and repeat work
      • Lack of resource commitment
  • 26. Contingency Plans & Risk
    • Risk management is important and often overlooked. Identify as many risks as possible and be prepared if something bad happens.
    • Risks can be tracked using a simple risk (issues) log. Add each risk to your risk log and write down what you will do if it occurs and what you will do to prevent it from occurring.
    • Review your risk log regularly, adding new risks as they occur. Remember, risks ignored don't go away.
  • 27. Managing Variance (Change)
    • Once the Implementation Phase has begun there should be an agreed form of Variance or Change Management procedure . This is a formal process for recording, assessing and obtaining agreement to any variances/changes.
    • Variances/Changes can result from:
      • Stakeholder/user requirements
      • Work which was more difficult than anticipated
      • Delays in procurement
      • Increases or decreases in estimated costs
      • Risks triggered
      • Mistakes
  • 28. Managing Variance (Change)
    • Any change must be assessed for its impact on the project objectives before action.
    • The impacts are reported in terms of the three project objectives - time, cost and quality .
    • Changes may be treated as risks during the Implementation Phase and are reported in an Issues Log (Risk Log). Each change request or risk is given a number and action date. It is closed once a decision has been made and the Project Plan is updated and signed-off by the sponsor.
  • 29. Monitoring and Evaluation Plan
    • This sets out in detail
      • the context of the project, the expected inputs, outputs, outcomes and impacts and
      • how they will be measured (indicators, metrics and means of verification) and
      • how they will be reported.
  • 30. Thankyou Questions
  • 31.
    • Produced by Tony Hobbs
    • Health Unlimited,
    • Ratanakiri, Cambodia
    • With the support of Australian Volunteers International
    • www.healthunlimited.org
    • © 2009 HU. Use with Acknowledgement