1. Development Project
Planning
Overview of this session
 What is Development Planning?
 Project Cycle Management
 Planning Tools
o STAKEHOLDER ANALYSIS
o LOGICAL FRAMEWORK ANALYSIS
o MONITORING & EVALUATION
 Comments on Project Planning
“If you don’t know where you
are going, any road will get
you there”
Development Planning Theory
Some of the principles
 What ‘just happens’ vs. intentional acts
 Development as Vision
 Positive or Negative
 Development Administration/Management
o Structure
o Agency and Agencies
o Institutions
 Trusteeship
 Reductionism: power and capacity
Plans, Programmes, Projects
 Plan: a statement of forward looking
decisions, how they work together and the
criteria used in making them
 Programme: usually a long-term series of
interventions, sometimes with no defined
end point
 Project: a discrete activity aimed at a
specific objective with a defined budget and
limited timeframe
Aspects of
Project Cycle Management
 Credibility
 “Ownership”
 Efficiency
 Monitoring and control
 Formal contingency planning
 Despite talk…the approach requires
some form of “blueprint” to ensure
adherence to budgets and timeframes
‘Reductionist’ Project
Approach
 Scientific Management
o Simplifies and reduces management to a series of
inter-related and quantifiable components
 Inputs
Outputs
Outcomes
Defined processes and relationships
 Has serious flaws,
but used in all development work
Generic Project Cycle
Identification
Appraisal
Evaluation
Implementation &
Monitoring
Negotiation and Approval

2. Generic Project Cycle
Exercise: Who does each stage?
Identification
Appraisal
Evaluation
Implementation &
Monitoring
Negotiation and Approval
Logical Framework Approach
 ZOPP (Zielorientierte Projektplanung)
o GOPP- Goal Oriented Project Planning
 Planning, by a participatory process,
 aimed at the needs of target groups,
 the key parts of a project are agreed with
those concerned
Logical Framework Approach
 Use a planning matrix – the logical
framework – which:
o summarises the main parts of a project, and
o highlights logical linkages between
 intended inputs,
 planned activities and
 expected results.
ZOPP and the Project Cycle
GTZ - 5 ZOPP Stages
1. Pre-project planning
2. Starting Appraisal
3. Partner Negotiation
4. Plan Finalization
5. Implementation and Monitoring
6. Evaluation
1. Pre Project Planning:
 Identification
 Problem Analysis
o Stakeholder consultations
 Preliminary feasibility study
o Identification of funding agencies
o Consideration of possible approaches
o Site consultation
 Possible outputs
o Concept note/paper
o Proposal
o Preliminary feasibility report
Pre-project planning
 In-house exercise by agency
 Situation Analysis
o Problem Identification: Problem Tree
o Stakeholder Analysis
o Objectives Analysis
o Alternatives Analysis

3. Problem Tree May be upside down
(Start with effects at top)
Becomes: Objective Tree
Funds Best Practice Water
Administration
Low Rate Disease
Low Infant
Mortality
All Houses
Connected
High Productivity
Incomes
Adequate Clean
WATER
Sufficient Funds
Good Water
System
Best Practice Water
Administration
Low Rate of
Disease
Low Infant Mortality High Productivity
High Incomes
MEANS
DESIRABLE STATE
ENDS
If necessary, revise statements, delete
objectives that appear unrealistic and add
new objectives.
Stakeholder Analysis
1. Consider appropriate level for analysis
2. Identify key stakeholders
3. Analyse interests characteristics,
circumstances
4. Identify patterns of interaction between
stakeholders
5. Assess power (influence) and potential
(importance)

4. Stakeholder Analysis
Primary
Secondary
Influence Participation
on project
Importance to
Project
Key
Interests
Stakeholders
Stakeholder Analysis
Influential stakeholders but with
less importance for achieving
project purpose and outputs.
They affect outcome of activities
and need careful management
The interests of these
stakeholders should be
monitored to ensure that they
are not adversely affected
Project Managers will need to
develop good working
relationships with these
stakeholders to ensure effective
mobilization of support for
project activities
May need special project
initiatives if interests are to be
projected. The Target Group
should be in this category
Low Influence
High Influence
High Potential/Significance/Importance
Low Potential/Significance/Importance
Exercise: Problem Tree
& Stakeholder Analysis
• Choose a problem in Ratanakiri
• Divide in 2 groups
1. Do a problem tree
2. Do a stakeholder analysis
2. Starting Appraisal:
 Appraisal (ex-ante)
o Full feasibility study
o Baseline study, needs assessment
 Possible outputs
o Needs assessment report
o Baseline data
o Detailed set of indicators
o Amended proposal
o Project plan, Gantt chart etc.
o Project Planning Matrix - Logframe
Gantt Chart
Project Planning Matrix (PPM)
 Logframe, Logical Framework (Analysis),
LFA
 4x4 matrix
o Ensures clear statement of objectives
(distinction between purpose and objectives)
o Introduces indicators of progress
o Focuses attention on the assumptions and
risks involved
Logframe
Purpose
Outputs
Activities Milestones
(Inputs)
Assumptions
Risks
MOVs
Means of
Verification
OVIs
Objectively Verifiable
Indicators
Goal
More detail in the Logframe session

5. 3. Partner Negotiation:
 Negotiation with finance provider
 Possible outputs
o Project memorandum
o Signed contract
4. Plan Finalisation:
 work plans,
 staff structures, ToR’s
 budgets
5. Implementation and
Monitoring :
 Team selection and startup
o Person specification/job allocation
o Interviews and selection
o Terms of engagement
o Lines of responsibility
o Briefing
5. Implementation and
Monitoring :
 Do the work
o Implementation of project management
regime
o Regular reports, meetings, workshops
o Monitoring: systematic documentation of
performance - indicating whether project is
performing as intended
Monitoring
(Performance Measurement )
 Monitoring
o Inputs
o Outputs
o Outcomes (Results Based Management )
o Logical framework approach
 Tools:
o Progress reports
o Team meetings, team briefing reports
o Mid term review
Monitoring
(Performance Measurement )
 Levels of Indicators
o Strategic
o Sustainability
o Attainment
o Performance
Quality, Quantity, Time
6. Evaluation and Closure:
 Obtain “sign off” from project participants
 Project evaluation (Ex-post )
o When possible to assess full effects
o External evaluator may be
necessary/appropriate
o Record lessons learned
o Formulate recommendations for next phase
 Submission of completion report and evaluation
o Donors may reserve right to demand concluding
activities
Evaluation:
Impact Assessment
 Approach
o Baseline and End of Project
o Impact from beneficiaries’ point of view
o What do they think is significant?
o To whom is it important?
 Criteria
o Efficiency – relate inputs to outputs
o Effectiveness- extent to which achieved objectives
o Consistency- methods/approaches with objectives
o Impact – change to lives/environment
Evaluation: Feedback
 Lessons Learned
o Used to replan the project
o Used to plan the next project
 Most useful in development of LFA
Limits to Rational Planning
and Systematic Management
Trade Offs: Too much project
planning?
Amount of planning
Cost

6. Things that Limit using the
process
 Costly and ineffective analysis
 Full planning vs. flexible interaction
 Inflexibility and unnecessary constraints on managers,
 Delegation to experts and inappropriate intervention
 No involvement of intended beneficiaries in planning
and management
 Reluctance to engage in evaluation and error detection
Constraints
(that limit effectiveness)
 Difficulty in precise definition of objectives
and goals
 Lack of appropriate or adequate data
 Not understand social and cultural activities
 Weak ways to guide behaviour
 Low administrative capacity