6. Development Planning
• Planning Commission
• …Projects have also been described as "the cutting edge of development" -
they put teeth into development plans. For most development activities,
careful project preparation in advance of expenditure is, if not absolutely
essential, is at least the best available means to ensure efficient economic
use of capital funds and to increase the chances of on-schedule
implementation. Unless projects are carefully prepared in substantial
detail, inefficient or even wasteful expenditure of money is almost sure to
result; a tragic loss in capital short nations…
[Manual on Planning Machinery in Pakistan]
7. Development Planning History
1952
• PC-1
created
1961
• Single
Composite
for all sectors
1975
• 12 Sector
specific forms
1995
• 14 forms for
difference
sectors
• Environmental,
Social Analysis,
Risk,
• PERT/CPM
2005:
• Cash and
Work Plan
• Results
Indicators
8. Public Development Framework
Document Purpose
PC-2 Survey/Feasibility Preparation
PC-1 Feasibility / Project Charter
PC-3 Project Progress Report
PC-4 Project Completion Report
PC-5 Annual post completion evaluation
- 5 years
PC-2
Feasibility
PC-1
Scheme
PC-3
Progress
PC-4
Closeout
PC-5
Evaluation
10. Monitoring & Evaluation Terms
• The totality of the effects of a development intervention,
positive and negative, intended or unintended
Impact
• The extent to which objectives have been achieved
Effectiveness
• The extent to which the cost of a development
intervention can be justified by its results
Efficiency
• The extent to which a development intervention
conforms to the needs and priorities of target groups
Relevance
• The continuation or longevity of benefits from a
development intervention
Sustainability
12. Important Parameters
15% change in scope
once the PC-1 is
approved
6.5%, 13% and 20%
cost escalation in year
2, 3 and 4 of project
30% minimum local
consultants share in
consultancy contracts
Feasibility required for
projects over Rs. 50
million
PMU required for
projects over Rs. 100
million
14. Project Input Process Output Model
• Material
• Labor
• Equipment
Inputs
• Management
• Construction
Process • School
Building
Outputs
•Projects Scope is typically defined using the IPO model
•The IPO framework simply links outputs to inputs via a process
•Inputs can be measured
•Outputs can be measured
•Performance is ratio of Output to Inputs
15. What is a result?
OUTPUTS
Supply
Outputs are what we produce within a
project
Only appear as the result of
executing the process
Industrial Park
Hospital Extension
School
OUTCOMES
Consumption
Outcomes are the eventual
consequences of delivering output to
someone
Can appear even without our
process being executed
Industrial Investment
Improved Health Indicators
Increased Literacy
A result is something that “arises as a consequence”
Result is an output, outcome or impact of a development intervention
16. Results Management
• The concept of results management developed during the 80s and 90s.
• Managing for Development Results2 (MfDR), Results Based Management
(RBM) and Performance Management (PM)
• Shifting management attention away from a focus on inputs, activities and
processes to a focus on benefits –
• from what you have done
• to what you have achieved
17. Results Chain
Result chain includes Outputs, Outcomes and Impacts linked by a cause-
and-effect relationship over time
Outputs – Short Term, Within control of the project team
Outcomes – Short/Medium Term, intended effects of project
Impact – Long Term improvements
18. Results Planning Approach
• Start with the intended impact and outcomes and then identify the outputs,
activities and inputs required to achieve them
• What is the present situation?
• What do we want to achieve in e.g. 3 or 5 years?
• How do we get from A to B?
• How will we know when we have arrived?
19. Indicators
• Selecting indicators, establishing baselines and setting
targets help to
• demonstrate progress when things are on track
• provide early warning signals when things are
heading in the wrong direction
20. Project Management and RM
Input Transform Outcome Model
Input Build Output Utilize Outcomes
Identify Select
Project Management Processes
21. ITO Example: Mgt Course
•TOR
•Trainer
•Material
Inputs
•Course
Preparation
Process •Course
Delivery
Outputs
•Understanding
for new
techniques
Outcome •Improved
Management
Impact
22. ITO Example: Drinking Water
•Design
•Budget
•Site
Inputs
•Construction
•Installation
Process •Filtration
Plant
Outputs
•Health
Awareness
•Usage
Outcome •Reduced GI
Diseases
Impact
23. ITO Example: Traffic Congestion
•Design
•Budget
•Site
Inputs
•Construction
•Installation of
Signals
Process •3 Lane Signal
Roadway
Outputs
•Traffic Rules
observed
•Usage
Outcome •Smooth flow
of traffic
Impact
24. Projects in Results Chain
•Scope
•Time
•Cost
Inputs
•Execution
Activities •Short Term
Output
•Medium
Term
Outcome •Long Term
Impact
Project Management
25. Defining the
Project Scope
• Defining the project scope sets
the stage for developing a
project plan.
• Project scope is a definition of
the end result or mission of your
project – a product or service for
the public.
• Why is the project scope /
mission so important?
• Why should the customer and
the project manager be
involved in the development
of the project scope?
