This document provides an overview of development project planning and management. It discusses key concepts like the project cycle, stakeholder analysis, logical framework analysis, and monitoring and evaluation. The project cycle typically involves identification, appraisal, negotiation, implementation, monitoring, and evaluation stages. Tools like stakeholder analysis and logical frameworks are used during planning to design clear objectives and ensure stakeholder participation. Regular monitoring tracks project performance, while evaluation assesses overall impact and lessons learned. Managing the trade-offs between comprehensive planning and flexibility is also discussed.

1. Project Planning 1: Development Project Planning Overview

2. Overview of this session What is Development Planning? Project Cycle Management Planning Tools STAKEHOLDER ANALYSIS LOGICAL FRAMEWORK ANALYSIS MONITORING & EVALUATION Comments on Project Planning

3. “ If you don’t know where you are going, any road will get you there”

4. Development Planning Theory Development Planning has become a special field of study Lets look at some of the ideas and concepts of modern Development Planning

5. Development Planning Theory Some of the ideas What ‘just happens’ vs. intentional acts  a planned process Development as Vision Can be Positive or Negative Trusteeship (act for other people)

6. Development Planning Theory Some of the ideas Development Administration & Management Structure of the country social, cultural, political relationships Agency the ability of people and groups to influence events Agencies (organisations at all levels) Institutions (laws, codes)

7. Development Planning Theory Some of the ideas All this is done by simplifying – called ‘Reductionism’: to look at complex systems with simple principles examples power capacity

8. 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

9. Aspects of Project Cycle Management Credibility “ Ownership” Efficiency Monitoring and control Formal contingency planning Participatory, flexible, … but … you need some form of rule book to keep to budgets and timeframes

10. ‘Reductionist’ Project Approach Scientific Management Simplifies and reduces management to a series of inter-related and quantifiable components Inputs Outputs Outcomes Defined processes and relationships Has serious problems, but used in all development work

11. Generic Project Cycle Identification Appraisal Negotiation and Approval Implementation & Monitoring Evaluation

12. Generic Project Cycle Exercise: Who does each stage? Identification Appraisal Negotiation and Approval Implementation & Monitoring Evaluation

13. Some examples of project cycle methods

15. Asian Development Bank

16. World Bank

17. International Fund for Agricultural Development

18. Logical Framework Approach ZOPP (Zielorientierte Projektplanung) GOPP - Goal Oriented Project Planning OOPP - Objective 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

19. Logical Framework Approach Use a planning matrix – the logical framework – which: summarises the main parts of a project, and highlights logical lines between intended inputs, planned activities and expected results .

20. ZOPP and the Project Cycle GTZ - 5 ZOPP Stages Identification Appraisal Partner Negotiation - Plan Finalization Implementation and Monitoring Evaluation

21. Identification: Identify need Problem Analysis Stakeholder consultations Preliminary feasibility study Identification of funding agencies Consideration of possible approaches Site consultation Possible outputs Concept note/paper Proposal Preliminary feasibility report

22. Pre-project planning In-house exercise by agency Participatory Action Research Situation Analysis Problem Identification: Problem Tree Stakeholder Analysis Objectives Analysis Alternatives Analysis Strategies Analysis

23. Problem Tree A process of putting a lot of problems on cards, and then sorting causes effects By sorting these you will find a natural focal point (or points) – the core problem Note: this is different to Visualisation in Participatory Processes where the core problem has already been identified

24. Example: Problem Tree Sufficient Funds Best Practice Water Administration Low Rate of Disease Low Infant Mortality High Productivity High Incomes Low Infant Mortality High Incomes High Productivity Low Infant Mortality High Incomes Low Rate of Disease High Productivity Low Infant Mortality High Incomes Low Rate of Disease High Productivity Low Infant Mortality High Incomes Low Rate of Disease High Productivity Low Infant Mortality High Incomes Best Practice Water Administration Few Houses Connected Low Rate of Disease High Productivity Low Infant Mortality High Incomes Best Practice Water Administration No Access to CLEAN WATER Low Rate of Disease High Productivity Low Infant Mortality High Incomes Not Enough Works Funds Broken Down Water System Bureaucratic Water Administration Too much Disease Low Worker Productivity High Infant Mortality Low Incomes CAUSES EFFECTS CORE PROBLEM

25. Stakeholder Analysis Consider appropriate level for analysis Identify & list key stakeholders Look at their needs, characteristics, circumstances Identify relationships between stakeholders Assess power (influence) and potential (importance) Create a Matrix

26. Stakeholder Analysis: List Secondary Primary Participation Influence on project Importance to Project Key Interests Stakeholders

27. Stakeholder Analysis: List Example: School Attendance May be high Medium – depends on approach High – implementers? Their job, role, respect Teachers Maybe small High – control children Have authority over the children Child’s future Parents Involved at various stages Small – they do what they are told The target group Get work School Age Children Participation Influence on project Importance to Project Key Interests Stake-holders

28. Stakeholder Analysis: Matrix Low Influence High Influence High Potential Significance or Importance Low Importance Influential stakeholders but with less importance for outputs. They affect outcome of activities and need careful management The interests of these should be monitored to ensure that they are not negatively affected Project Managers will need good working relationships with these stakeholders to ensure support for project activities May need special initiatives if needs are to be met. The Target Group should be here

29. Stakeholder Analysis: Matrix Low Influence High Influence High Potential Significance or Importance Low Importance Elders Monks Women’s Association Teachers Dept of Education Children

30. Objectives Analysis Change the Problem Tree into an Objectives Tree Change the negative problems into positive outcomes “ no staff in clinic’ becomes “fully staffed clinic”

31. Example: Problem Tree Sufficient Funds Best Practice Water Administration Low Rate of Disease Low Infant Mortality High Productivity High Incomes Low Infant Mortality High Incomes High Productivity Low Infant Mortality High Incomes Low Rate of Disease High Productivity Low Infant Mortality High Incomes Low Rate of Disease High Productivity Low Infant Mortality High Incomes Low Rate of Disease High Productivity Low Infant Mortality High Incomes Best Practice Water Administration Few Houses Connected Low Rate of Disease High Productivity Low Infant Mortality High Incomes Best Practice Water Administration No Access to CLEAN WATER Low Rate of Disease High Productivity Low Infant Mortality High Incomes Not Enough Works Funds Broken Down Water System Bureaucratic Water Administration Too much Disease Low Worker Productivity High Infant Mortality Low Incomes CAUSES EFFECTS CORE PROBLEM

32. Becomes: Objective Tree Sufficient Funds Best Practice Water Administration Low Rate of Disease Low Infant Mortality High Productivity High Incomes Low Infant Mortality High Incomes High Productivity Low Infant Mortality High Incomes Low Rate of Disease High Productivity Low Infant Mortality High Incomes Low Rate of Disease High Productivity Low Infant Mortality High Incomes Low Rate of Disease High Productivity Low Infant Mortality High Incomes Best Practice Water Administration All Houses Connected Low Rate of Disease High Productivity Low Infant Mortality High Incomes Best Practice Water Administration Adequate Clean WATER Low Rate of Disease High Productivity Low Infant Mortality High Incomes Sufficient Funds Good Water System Best Practice Water Administration Low Rate of Disease High Productivity Low Infant Mortality High Incomes MEANS ENDS DESIRABLE STATE If necessary, revise statements, delete objectives that appear unrealistic and add new objectives.

33. Exercise: Problem Tree & Stakeholder Analysis Choose a problem in our work area Divide into groups 1. Do a problem tree 2. Do a stakeholder analysis

34. Take a Break

35. Exercise: Problem Tree & Stakeholder Analysis Share 1. problem tree 2. stakeholder analysis

36. 2. Starting Appraisal: Appraisal ( ex-ante ) Full feasibility study Baseline study, needs assessment Possible outputs Needs assessment report Baseline data Detailed set of indicators Amended proposal Project plan, Gantt chart etc. Project Planning Matrix - Logframe

37. Gantt Chart

38. Project Planning Matrix (PPM) Logframe, Logical Framework (Analysis), LFA 4x4 matrix Ensures clear statement of objectives (distinction between purpose and objectives) Introduces indicators of progress Focuses attention on the assumptions and risks involved

39. Logframe More detail in the Logframe session Milestones Activities (Inputs) Outputs Purpose Assumptions Risks MOVs Means of Verification OVIs Objectively Verifiable Indicators Goal

40. 3. Partner Negotiation: Negotiation with finance provider Possible outputs Project memorandum Signed contract (or go back and redesign)

42. Plan Finalisation: Detail of the activities work plans, staff structures, terms of reference budgets

43. 4. Implementation and Monitoring : Team selection and startup Person specification/job allocation Interviews and selection Terms of engagement Lines of responsibility Briefing

44. 4. Implementation and Monitoring : Do the work Implementation of project plan Regular reports, meetings, workshops Monitoring: systematic documentation of performance - indicating whether project is performing as intended

45. Monitoring (Performance Measurement ) Monitoring – of the Process Inputs Outputs Outcomes ( Results Based Management ) Logical framework approach Tools: Progress reports Team meetings, team briefing reports Mid term review

46. Quick Exercise List all the forms of monitoring used in your project Share

47. Take a break

48. Monitoring (Performance Measurement ) Levels of Indicators Strategic Sustainability Attainment Performance Quality, Quantity, Time

49. 5. Evaluation and Closure Obtain “sign off” from project participants Project evaluation ( Ex-post ) When possible to assess full effects External evaluator may be necessary/appropriate Record lessons learned Formulate recommendations for next phase Submission of completion report and evaluation Donors may demand closing activities

50. Evaluation: Impact Assessment Approach Baseline, (midterm?) and End of Project Impact from beneficiaries’ point of view What do they think is significant? To whom is it important? Criteria Efficiency – relate inputs to outputs Effectiveness- extent to which achieved objectives Consistency- methods/approaches with objectives Impact – change to lives/environment

51. Evaluation: Feedback to Planning Lessons Learned Used to replan the project Used to plan the next project Most useful in development of LFA Discussion: How we use feed back When? Method? Who? Lessons learned

52. Limits to Rational Planning and Systematic Management

53. Trade Offs: Too much project planning? Amount of planning Cost

54. 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

55. 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

56. Discussion Questions and follow ups Feedback

57. Thank you GrKuN

58. Produced by Tony Hobbs Health Unlimited, Ratanakiri, Cambodia www.healthunlimited.org With the support of Australian Volunteers International www.australianvolunteers.com © 2009 HU. Use with Acknowledgement