![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](https://image.slidesharecdn.com/finalsession1-200926204525/85/PMSI-Session-1-25-320.jpg)
PMSI Session 1
- 1. Project Management for SocialImpact Anas Talalqa Sr. PM and Human Rights Advisor Introduction Project Management for Social Impact
- 2. What we aregoing to learn ? PCM-LFA
- 3. What is aProject? 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 insize, 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 ProjectCycle 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 Keydecisions, 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.
- 10. The Programming Phase Programmingrefers 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.
- 12.
- 13.
- 14. The Identification Phase Targetgroups 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 Projectmanagement 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 Typesof 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 HorizontalLogic VerticalLogic
- 19.
- 20.
- 21.
- 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 forSocial Impact Social Impact Vs Traditional businesses PMSI
- 24. COMPLEX STAKEHOLDERS In atraditional 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 theprivate 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 typesof 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 ofProject 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 ofProject 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 ofProject Management PMSI Design Set Up Planning Implementation Mentoring and Evaluation
- 30. Project Management for SocialImpact Anas Talalqa Sr. PM and Human Rights Advisor Project Design for Social Impact
- 31. Project Design InBangladesh, 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 socialimpact project starts in the same way: someone notices a problem and decides to do something about it. ProjectDesign
- 33. Problems & Solutions "IfI 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 Thecommunity'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 Constructinga 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 Keepin 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 Aftermy 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 • Step1: Write your problem on a sticky note. ProjectDesign
- 40. Problem Tree • Step2: Write down the effects of your problem. What issues does this problem cause? Place them above the problem. ProjectDesign
- 41. Problem Tree • Step3: Write the causes of the problem on sticky notes. Place them beneath the problem. ProjectDesign
- 42. Problem Tree • Step4: Where did the causes come from? What are the causes of the causes? ProjectDesign
- 43. Problem Tree There isno one “correct” tree – there can be many perspectives and different problems between different people and groups! ProjectDesign
- 44.
- 45. The Objectives Analysis Compilinga 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.
- 49.
- 50. Identifying scope Imagine abuilder, 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: theproducts, 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 THESCOPE 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 THESCOPE 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 • Anonprofit 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 SocialImpact 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 isthe 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 mightgo wrong? Project change log What changes have been made to the original project design? Project governance Who is in charge? ProjectSetUp
- 60.
- 61.
- 62.
- 63.
- 64.
- 65.
- 66.
- 67.
- 68.
- 69.
- 70.
- 71.
- 72.
- 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 RealGoal 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.