This document provides an overview of project management for social impact projects. It discusses that project management is important for social impact projects to increase productivity, efficiency, meet deadlines, and achieve goals on time and on budget. It then describes the key phases of the project cycle management approach, including programming, identification, appraisal and financing, implementation, and evaluation. It also discusses the logical framework approach tool used for project planning and management.

1. Project Management for
Social Impact
Anas Talalqa
Sr. PM and Human Rights Advisor
Introduction
Project Management for
Social Impact
Anas Talalqa
anas_talalqa@yahoo.com

2. What we are going to learn ?
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3. Why project management?
• Increasing productivity
• Boosting efficiency
• Making the most of every resource
• Making sure that deadlines are met
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4. What project management helps you to
achieve
• Plan tasks in project
• Avoid dependencies problems
• Reduce risks
• Track progress accurately
• Organize project process and timeline
• Improve stakeholder - staff communication
• Improve management of stakeholders’ expectations
• Complete within budget and on time
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5. Project success factors
• Stakeholder involvement
• Executive management support
• Clear statement of requirements
• Proper planning
• Realistic expectations
• Smaller project milestones
• Competent staff
• Ownership
• Clear vision and objectives
• Hard working and focused staff
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6. What is a Project?
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A temporary endeavor undertaken to create a unique
product, service or result
A series of activities aimed at bringing about clearly specified objectives
within a defined time period and with a defined budget
(EU Aid delivery methods)
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.

7. “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.
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8. Projects differ in size, 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
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9. 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.
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structure
structure
structure

10. The EU Project Cycle
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.
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11. PCM Phases
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 Key decisions, 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.

12. The Programming Phase
Programming refers 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.
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13. The Programming Phase
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14. The Programming Phase
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15. The Programming Phase
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16. The Identification Phase
Target groups and beneficiaries analysis
Problem Analysis
Objectives Analysis
Stakeholders (relevant projects and partners to address these problems) analysis
Provide initial structure of the project
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17. 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.
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18. The Implementation Phase
Project management 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
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19. The Implementation Phase
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20. The Evaluation Phase
Types of Evaluation
1. Mid-term evaluation
2. final evaluation
3. Ex-post evaluation
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Criteria for Evaluation
1. Relevance
2. Impact
3. Efficiency
4. Effectiveness
5. Sustainability

21. The Evaluation Phase
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22. PCM-LFA
© European Commission

23. Logical Framework Approach “LFA”
The LFA is an analytical process and set of tools used to support project planning and
management. It provides a set of interlocking concepts which are used as part of an iterative
process to aid structured and systematic analysis of a project or programme
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24. Logical Framework Approach “LFA”
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25. PCM-LFA
Horizontal Logic
VerticalLoic

26. Sequence of completion
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27. Intervention Logic
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28. Project Design

29. Project Design

30. PCM and LFA
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PCM
Decision-making
Implementation
LFA
Planning
Managing
Evaluating

31. 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?
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32. Project Management for Social Impact
Social Impact
Vs
Traditional businesses
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33. COMPLEX STAKEHOLDERS
In a traditional 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.
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- Kamal Kanti Biswas,
Ipas, Bangladesh

34. 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.
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- Ali Kamal,
Oxfam, Peru

35. Most common types of 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
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36. The Skills of Project 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
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37. The Skills of Project 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.
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38. The Phases of Project Management
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Design
Set Up
Planning
Implementation
Mentoring and
Evaluation

39. Session 1
completed
Thank you