Project Management for Social Impact Training - Online Topics: Project Cycle Management Logical Framework Approach Project Management for Social Impact Project Design Project Setup

1. Project Management for
Social Impact
Anas Talalqa
Sr. PM and Human Rights Advisor
Introduction
Project Management for
Social Impact

2. What we are going to learn ?
PCM-LFA

3. What is a Project?
PCM-LFA
Project: A temporary endeavor undertaken
to create a unique product,service, or result.
Temporary means that the project has a start date and an end date.
A unique product, service, or result means that the project is not a routine task that happens over
and over again.

4. “Project” Vs “Programme”
Project: a group of activities undertaken to produce a Project Purpose in a fixed time frame.
Programme: a series of projects whose objectives together contribute to a common Overall
Objective, at sector, country or even multi-country level.
PCM-LFA

5. Projects differ in size, scope cost and
time, but all have the following
characteristics:
A start and a finish
A life cycle involving a series of phases in between the beginning and end
 A budget
 A set of activities which are sequential, unique and non-repetitive
 Use of resources which may require coordinating
 Centralized responsibilities for management and implementation
 Defined roles and relationships for participants in the project
PCM-LFA

6. Project Cycle Management “PCM”
Project Cycle Management is an approach to managing projects. It determines particular
phases of the Project, and outlines specific actions and approaches to be taken within these
phases.
PCM-LFA
structure
structure
structure

7. The EU Project Cycle
That projects respect and contribute to overarching policy objectives of the EC such as respect of human
rights, poverty alleviation and to cross-cutting issues such as gender equality, protection of the environment.
 That projects are relevant to an agreed strategy and to the real problems of target groups and beneficiaries.
 That projects are feasible, meaning that objectives can be realistically achieved within the constraints of the
operating environment and the capabilities of the implementing agencies.
That benefits generated by projects are sustainable.
PCM-LFA

8. PCM Phases
PCM-LFA
 Key decisions, information
requirements and responsibilities are
defined at each phase.
 The phases in the cycle are progressive
– each phase needs to be completed
for the next to be tackled with
success.
 New programming draws on evaluation
to build experience as part of the
institutional learning process.

9. PCM-LFA
© European Commission

10. The Programming Phase
Programming refers to the development “negotiation” process undertaken at a governmental level,
and is multi-annual and indicative. The output of the programming process is an agreed multi-
annual Indicative Programme
What happens during this phase?
The situation at national and sectoral level is analyzed to identify problems, constraints and
opportunities which co-operation be could addressed. This involves a review of socio-economic
indicators, and of national and donor priorities.
PCM-LFA

11. The Programming Phase
PCM-LFA

12. The Programming Phase
PCM-LFA

13. The Programming Phase
PCM-LFA

14. The Identification Phase
Target groups and beneficiaries analysis
Problem Analysis
Objectives Analysis
Stakeholders (relevant projects and partners to address these problems) analysis
Provide initial structure of the project
PCM-LFA

15. The Appraisal & Financing Phases
A detailed Logical Framework with Indicators, and Implementation, Activity and Resource
Schedules, is produced.
Financing Proposal is drafted and forms the specific basis of agreement between the donor and
the implementing agency.
PCM-LFA

16. The Implementation Phase
Project management is responsible in this phase:
1. Inception / start-up period
2. Main implementation period
3. Final / closure period
Throughout the implementation:
1. Planning and re-planning
2. Monitoring
3. Reporting
PCM-LFA

17. The Evaluation Phase
Types of Evaluation
1. Mid-term evaluation
2. final evaluation
3. Ex-post evaluation
PCM-LFA
Criteria for Evaluation
1. Relevance
2. Impact
3. Efficiency
4. Effectiveness
5. Sustainability

18. Logical Framework Approach
PCM-LFA
Horizontal Logic
VerticalLogic

19. Project Design

20. Project Design

21. PCM and LFA
PCM-LFA
PCM
Decision-making
Implementation
LFA
Planning
Managing
Evaluating

22. Why Project Management?
 A nonprofit in Jordan goes over budget.
 A group of aid workers in Turkey does not have the time to deliver
disaster relief supplies before the monsoon season arrives.
 An organization in India learns that their donors are not satisfied
with the housing that they have built.
 What do all of these stories have in common?
PMSI

23. Project Management for Social Impact
Social Impact
Vs
Traditional businesses
PMSI

24. COMPLEX STAKEHOLDERS
In a traditional business, the project manager is accountable just to the board of management or
the business owner. In a social development organization, the project manager is accountable to
multiple agencies and management: the government, donors, civil society organizations, and the
target population.
PMSI
- Kamal Kanti Biswas,
Ipas, Bangladesh

25. DELAYED OUTCOMES
In the private sector [your work] has a more immediate and direct impact. In the development sector, on the
other hand, the biggest benefits from a project [appear] after the project ends.
PMSI
- Ali Kamal,
Oxfam, Peru

26. Most common types of challenges:
 Outcomes that are difficult to define and measure
 Unreasonable donor requirements
 Complex social problems with many causes
 Challenging geographic, political, or cultural settings
 Complicated relationships with many stakeholders
PMSI

27. The Skills of Project Managers
Project management is the profession of planning, organizing, and managing resources so
that project goals are achieved. The primary challenge of project management is to
achieve all of the project's goals while keeping within project constraints, such as schedule,
quality, and budget
Guide to the PMD Pro
PMSI

28. The Skills of Project Managers
Personal
Prioritizing
tasks, managing
time, organizing
work
Leadership
Communication,
conflict
resolution,
inspiration
Technical
Budgeting,
scheduling,
coordinating,
etc.
Subject
Matter
Public Health,
Education,
Environment,
etc.
PMSI

29. The Phases of Project Management
PMSI
Design
Set Up
Planning
Implementation
Mentoring and
Evaluation

30. Project Management for
Social Impact
Anas Talalqa
Sr. PM and Human Rights Advisor
Project Design for
Social Impact

31. Project Design
 In Bangladesh, Ipas noticed that women were getting sick or dying because they could not
access reproductive health services. They decided to strengthen reproductive health
rights and services.
 In India, Pragya noticed that people in mountainous regions did not have the training to
get jobs. They decided to start a job skills training program.
 In Mexico, CIMMYT noticed that local farmers were not using the latest agricultural
research. They decided to teach local farmers about their organization's research.
ProjectDesign

32. Project Design
Every social impact project starts in the same way: someone
notices a problem and decides to do something about it.
ProjectDesign

33. Problems & Solutions
"If I were given one hour to save
the world, I would spend 59
minutes defining the problem and
one minute resolving it.” — Albert Einstein
ProjectDesign

34. Collecting Data
 The community's needs
 Past and existing projects in the community
 The community's strengths and assets
 The stakeholders in the community
ProjectDesign

35. Collecting Data Tools
• Scientific papers, government reports,
• or reports of previous projects.
RECORDS
REVIEW
• Bring a few members of the community
• together and ask them questions as a group
FOCUS
GROUPS
• Ask a few questions to communitySURVEYS
ProjectDesign

36. The Problem Analysis
Constructing a problem tree involves the following steps:
1. Identify major problems existing within a given situation (brainstorming)
2. Select an individual starter problem
3. Look for related problems to the starter problem
4. Establish hierarchy of cause and effects:
1. Problems which are directly causing the starter problems are put below
2. Problems which are direct effects of the starter problem are put above
5. Complete with all other problems accordingly
6. Connect the problems with cause-effect arrows
7. Review the diagram and verify its validity and completeness
ProjectDesign

37. The Problem Analysis
Keep in mind:
 Problems have to be worded as negative situations as they exist
 Problems should be as specific as possible – what is the problem, who does it affect?
 Problems have to be existing problems, not future ones or imagined ones
 The position of the problem in the hierarchy does not indicate its importance
 A problem is not the absence of a solution, but an existing negative situation,
that is a “lack of” something
ProjectDesign

38. Understanding Your Problem
After my team and I analyzed the data we collected about the Infant mortality in
community A and community B, we found that in community A the Infant mortality is
higher in comparison to community B, we found some likely causes:
 Poor sanitation practices, such as not washing hands
 Poor nutrition for mothers and infants
 High rates of bacterial infections
- Safgia Nil,
WB, Nigeria
ProjectDesign

39. Problem Tree
• Step 1: Write your
problem on a sticky
note.
ProjectDesign

40. Problem Tree
• Step 2: Write down
the effects of your
problem. What
issues does this
problem cause?
Place them above
the problem.
ProjectDesign

41. Problem Tree
• Step 3: Write the
causes of the
problem on sticky
notes. Place them
beneath the
problem.
ProjectDesign

42. Problem Tree
• Step 4: Where did
the causes come
from? What are
the causes of the
causes?
ProjectDesign

43. Problem Tree
There is no one “correct” tree – there can be many perspectives
and different problems between different people and groups!
ProjectDesign

44. ProjectDesign

45. The Objectives Analysis
Compiling a tree of objectives involves the following steps:
Step 1: Reformulate all negative situations of the problems analysis into positive situations that
are: Desirable
Realistically achievable
Step 2: Check the means-ends relationships thus derived to ensure validity and completeness of the
hierarchy
Step 3: If necessary; Revise statements; Add new objectives if these seem to be relevant and
necessary to achieve the objective at the next higher level
Delete objectives which do not seem suitable / convenient or necessary
ProjectDesign

46. Designing a Solution
 Meet overall objectives of your organization
 Relevant to the target group
 Realistic
 Sustainable
 Eliminate one or more of the causes
ProjectDesign

47. The Objectives Analysis
Remember! LFA is an iterative process. This means that as you define your
Objectives Tree based on the Problem Tree, you will check whether the
problems were clearly identified, and whether the logic still holds
between them. You can (and should!) be altering your Problem Tree as you
go along.
The clearer the problem is stated in the Problem Tree, the easier it is
to identify the logical link between problems, and then to define clear
objectives.
ProjectDesign

48. ProjectDesign

49. Three Constraints
ProjectSetUp

50. Identifying scope
Imagine a builder, who has been asked by the town to build a new school. He has been given
some money to spend, and a deadline of next June. But no one has told the builder how many
classrooms the school needs, whether there should be a playground, or the ages of the children
who will attend the school. Will the builder produce a school that satisfies the town?
ProjectSetUp

51. Identifying scope
Project scope: The tasks and activities that will need to be done.
Product scope: The products or services that will be delivered.
ProjectSetUp

52. Three Constraints
Scope: the products, services, or work that you promise to provide.
The scope for one project might be "one bridge will be built." For another project,
the scope might be "1,000 children will be taught to read."
ProjectSetUp

53. WILL SPECIFYING THE SCOPE KEEP ME
FROM BEING FLEXIBLE?
You planned on training 2,000 farmers on new irrigation techniques and recorded that target
in the project charter. However, only 1,900 farmers show up to your workshops. Does this
mean that your project has failed?
Probably no, but why? No one expects you to predict the future, so the scope of your
project should allow for a little bit of uncertainty
ProjectSetUp

54. WILL SPECIFYING THE SCOPE KEEP ME
FROM BEING FLEXIBLE?
Product Scope: 2,000 farmers will be trained on new irrigation techniques, with a
tolerance of +/- 5%.
A tolerance of +/- 5% means that the project will still be successful if 5% fewer farmers are
trained than our target (1,900 farmers), or if 5% more farmers are trained than our target
(2,100 farmers).
ProjectSetUp

55. Three Constraints
• A nonprofit in Jordan goes over budget.
The organization in Jordan did not finish under the required budget.
• A group of aid workers in Turkey does not have the time to deliver disaster relief supplies
before the monsoon season arrives.
The organization in Turkey did not finish during the required schedule.
• An organization in India learns that their donors are not satisfied with the housing that they
have built.
The organization in India did not produce the required scope.
ProjectSetUp

56. Project Management for
Social Impact
Anas Talalqa
Sr. PM and Human Rights Advisor
Project Set Up
for Social Impact

57. Project Set Up
 Establish project governance
 Align on scope and requirements
 Authorize the start of the project
ProjectSetUp

58. PROJECT CHARTERS
Project
purpose
What is the
purpose of this
project? What
problem is it
addressing?
Project
scope
What outcomes
and outputs will
this project
create?
Project
estimates
Activities,
schedule and
budgets
ProjectSetUp

59. PROJECT CHARTERS
Project
risks
What might go
wrong?
Project
change log
What changes
have been made
to the original
project design?
Project
governance
Who is in
charge?
ProjectSetUp

60. PROJECT CHARTERS
ProjectSetUp

61. ProjectSetUp

62. ProjectSetUp

63. ProjectSetUp

64. ProjectSetUp

65. ProjectSetUp

66. ProjectSetUp

67. ProjectSetUp

68. ProjectSetUp

69. ProjectSetUp

70. ProjectSetUp

71. ProjectSetUp

72. ProjectSetUp

73. Project Design & Set Up
 Projects have constraints of time, budget, and scope.
 During the project design phase, a problem is researched, solutions are designed, and
funding is secured.
 During the project set up phase, the governance structure is created, the scope is
specified, and the project is officially started.
ProjectSetUp

74. Understanding Your Real Goal
Project managers are often hired during the project set up phase. If you
are joining an organization for the first time during project set up, you
need to do more than just read the project proposal. You need to deeply
understand your organization's goals, beneficiaries, and mission.
PMSI

75. Session 1
completed
Thank you