This document provides an overview of development project planning and management. It discusses various planning tools like stakeholder analysis, logical framework analysis, and monitoring and evaluation. It also outlines the typical stages of a project cycle including identification, appraisal, implementation, monitoring, and evaluation. Key aspects at each stage like needs assessment, baseline studies, work plans, budgets, and lessons learned are reviewed. Limitations of the rational planning approach are also acknowledged.

1. Development Project
Planning
Need: Flip Charts 2-3, Marker pens
Print: Basic Cycle slide 8, List of stages slide 17, (Included in
handouts doc)
Problem Tree, Stakeholder grid
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
Structure: the pattern or framework of relationships between
social institutions such as markets, families, classes and
political factions. It includes rules of behaviour associated with
moral norms and hierarchies
Agency: actions of individuals or groups and capacities to
influence events Institutions: laws and codes etc.
Trusteeship: acting on behalf of others to promote
improvements – to “develop” them
Reductionism: An attempt to explain complex phenomena or
structures by relatively simple principles Power: control of
resources, physical and cultural Capacity: western view vs IP
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
Plan Millennium Development Goals Programme: DFID, EU,
HU
Project: Novelty, Finite Duration and Budget, Clear
Objectives, Some Complexity
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

2. ‘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
PRINT THIS AS HANDOUT
Generic Project Cycle
Exercise: Who does each stage?
Identification
Appraisal
Evaluation
Implementation &
Monitoring
Negotiation and Approval
Group Discussion
Some examples of project
cycle methods
Here we have a generic project cycle, but this version shows
some iterations of steps – feed back lessons learned,
modify to suit the situation
Asian Development Bank Asian Development Bank Project Cycle

3. World Bank World Bank Project Cycle
International Fund for Agricultural Development
International Fund for Agricultural DevelopmentAWP&Bs =
Annual Work Plans & Budgets MTR Mid-term Review
PRA Participatory Rural Appraisal
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
Developed by USAID in 1960s to be developed by various UN
agencies, then adopted by GTZ in 1980s but now optional.
In widespread use by the larger donor organizations,
partially because of the orderly structuring and documentation
of information and its demand for more skill in use DFID
require it
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
Ex-Ante Appraisal: A. Outline funding mechanisms and
budget B. Define project PRINT THIS
AS HANDOUT
C. socio-economic context of the intervention D.
Analysis of the strengths, weaknesses, opportunities and
threats E. Take account of the success / failure of the past
programmes F. Means to attain the Objectives
G. Assessment the rationale and overall consistency of the
strategy
H. Quantify objectives (Output, and Impact indicators for each
measure)
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

4. Pre-project planning
 In-house exercise by agency
 Situation Analysis
o Problem Identification: Problem Tree
o Stakeholder Analysis
o Objectives Analysis
o Alternatives Analysis
Problem Tree The technique is an integral part of the ZOPP approach
assists in analysing an existing situation by identifying the
major problems and their main causal relationships
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)
Internal and External Primary and Secondary
Stakeholder Analysis
Primary
Secondary
Influence Participation
on project
Importance to
Project
Key
Interests
Stakeholders
May also use a ranking exercise
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
Primary stakeholders will usually be found in top two boxes
and secondary in lower two

5. 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
Ex Ante – before the event
Gantt chart – bar chart showing project schedule - see next slide
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
Helps to control scope creep
Logframe
Purpose
Outputs
Activities Milestones
(Inputs)
Assumptions
Risks
MOVs
Means of
Verification
OVIs
Objectively Verifiable
Indicators
Goal
More detail in the Logframe session
How do you fill in/prepare a logframe? This is the first
style of Logframe – activity oriented. Then introduced
results oriented

6. 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
Focussing on the PROCESS

7. Monitoring
(Performance Measurement )
 Levels of Indicators
o Strategic
o Sustainability
o Attainment
o Performance
Quality, Quantity, Time
Focussing on the PROCESS
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
External evaluator may be necessary (for donor) /
appropriate (for objectivity)
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
Focussing on the IMPACTS At evaluation level a
social cost-benefit analysis as well as cost-benefit
analysis is useful
Roche’s model assumes sustainability – generic
indicators Rights, Livelihoods, Knowledge,
Resources
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

8. Trade Offs: Too much project
planning?
Amount of planning
Cost
Too little planning costs, too much planning costs
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
Rondinelli