Project Cycle Management (PCM)

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Project Cycle Management (PCM)
Asif Kabani Project Cycle Management (PCM), Monitoring and Evaluation, Participatory Planning

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  • 1. Participatory Planning, Monitoring, Evaluation andImpact AssessmentAsif KabaniEmail: kabani.asif@gmail.com
  • 2.  What is Project  What is Project Cycle (PC)  Project Cycle Management (PCM)  Project Design Matrix (PDM)  PDM - Vertical Logic and Horizontal Logic  Characteristics of PCM  Development of PCM Method  PCM Workshop and 7 Steps in PP  Monitoring and EvaluationAsif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 3. Budget Resources Objective (Input) (Input) An undertaking for the Activities purpose of achieving ⇒ Duration Outputs established objectives, within a given budget and time period.Asif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 4. Project Plan revision Evaluation identification Project Monitoring Feedback formation Impact Appraisal Implementation AssessmentAsif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 5. Evaluation Planning PDM ImplementationAsif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 6. Narrative Objectively Means of Important Summary Verifiable Verification Assumptions Indicators Overall Goal Project Purpose Outputs Activities Inputs Pre-conditionsAsif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 7.  Project Purpose Objectives that the project should achieve within the project duration  Overall Goal Direction that the project should take next  Outputs Strategies for achieving the Project Purpose  Activities Specific actions taken to produce Outputs  Important Assumptions Conditions important for project success, but that cannot be controlled by the projects. Whether these conditions develop or not is uncertain.Asif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 8.  Objectively Verifiable Indicators Standards for measuring project achievement.  Means of Verification Data sources from which indicators are derived.  Inputs Personnel, materials, equipments, facilities and funds required by the project.  Preconditions Conditions that must be fulfilled before a project gets underwayAsif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 9. Characteristics of PCM Participatory Logicality Approach Problem- Transparency Solving ConsistencyAsif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 10. Asif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 11. Transparency Needs of Local Ownership of of Project People Beneficiaries ProcessAsif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 12.  Late 1960s Logical Framework (USAID) ➢ International Agencies introduce the Logframe  Early 1980s ZOOP (GTZ) Objectives-Oriented Project Planning ➢ European countries adapt the ZOPP  Early 1990s PCM(FASID) ➢ JICA begins full-scale introduction of the PCMAsif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 13. Moderator Recipient Other organization country implementing agency Recipient country Resident of Expert in a Personnel of theAsif Kabani government the related donor agencyEmail: kabani.asif@gmail.com al agency community issue Project Cycle Management
  • 14. Analyzing Consensus step by step Cards &Board Moderator Working as Visualizing a team ideasAsif Kabani BrainstormingEmail: kabani.asif@gmail.com Project Cycle Management
  • 15. 1. Write down your own statement on a card. 2. Write only one idea on a card. 3. Make your statement specific. 4. Express your statement in a concise sentence. 5. Stick to the facts and avoid abstractions and generalizations. 6. Make it a rule to write cards before beginning discussions. 7. Do not remove a card from the board before a consensus is obtained. 8. Do not ask who wrote a particular card.Asif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 16. Analysis Stage Stakeholders Problems Objectives Analysis Analysis Analysis We are practicing by Project this stage. Selection Planning Stage PDM Appraisal Plan of OperationAsif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 17. Asif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 18. Identify the issues, problems, and current conditions of the target area through analyzing the area and local residents targeted for assistance, related groups, related organizations and agencies. Focus on people and organization. Tentatively select a target group.Asif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 19. Problems Analysis visually represents the causes and effects of existing problems in the project area, in the form of a Problem Tree. It clarifies the relationships among the identified problems.Asif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 20. Objective Analysis clarifies the means-ends relationship between the desirable situation that would be attained one problems have been solved and the solution for attaining it. This stage also requires an Objective Tree.Asif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 21. Project Selection is a process in which specific project strategies are selected from among the objectives and means raised in Objectives Analysis, based upon selection criteria.Asif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 22. The project design Matrix (PDM) is formed through elaborating the major project components and plans based on the approach selected. The format of PDM is similar to that of the Logical Framework, and therefore can be commonly used worldwide.Asif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 23. The PDM Appraisal is conducted by an aid agency to ensure the project plan. It is composed of the following stage: (1) Examination of the details of the PDM elements; (2) review of the PDM formation process; (3) examination from the perspective of the five evaluation criteria.Asif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 24. The Plan of Operation is prepared by the project implementers, based on the PDM and other information. It is an effective tool for project implementation and management, and provides important data for monitoring and evaluation of the project.Asif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 25. 1. Write in a Sentence. Make Clear “Subject and Object”. 2. Avoid “No Solution”. 3. Avoid Generalization.– Be Specific. 4. Don’t Write a Cause and Effect in One Card. 5. Be Specific Whose problem.Asif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 26. Activities Expected Schedule Person in Implementer Materials Cost Remarks Results Charge and Equipment 1-1 1-1-1 1-1-2 2-1 2-1-1 2-1-2Asif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 27. Participatory Planning, Monitoring, Evaluation andImpact AssessmentAsif KabaniEmail: kabani.asif@gmail.com
  • 28. Efficiency Effectiveness Impact Relevance SustainabilityAsif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 29. •The productivity in project implementation. Efficiency The degree to which Inputs have been converted into Outputs. •The degree to which the Project Purpose has Effectiveness been achieved by the project Outputs. •Positive and negative changes produced, Impact directly or indirectly, as a result of the Implementation of the project. •The validity of the Overall Goal and Project Relevance Purpose at the evaluation stage. •The durability of the benefits an and Sustainability development effects produced by the project after its completionsAsif KabaniEmail: kabani.asif@gmail.com Project Cycle Management
  • 30. Participatory Planning, Monitoring, Evaluation andImpact AssessmentAsif KabaniEmail: kabani.asif@gmail.com