1. Folie 1 Sarajevo, October 2009 Stefan Friedrichs Managing Partner Public One // Governance Consulting Project Management in the Public Sector Monitoring and Reviewing Activities, Resources and Results

2. Folie 2 The truth about Project Management

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4. Folie 4 Project Cycle Management

5. Folie 5 Typical structure of a Logframe Matrix

6. Folie 6 Writing objective statements

7. Folie 7 Objectively Verifiable Indicators ¬Overall objective ¬Measures (direct or indirect) to verify to what extent the goal is fulfilled. ¬Purpose ¬Measures (direct or indirect) to verify to what extent the purpose is fulfilled. ¬Results ¬Measures (direct or indirect) to verify to what extent the outputs are produced. ¬Activities (Inputs) ¬Goods, people and services necessary to undertake the activities

8. Folie 8 SMART Indicators

9. Folie 9 Indicators & Logframe

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12. Folie 12 From the Logfame to Resources & Activities

13. Folie 13 The structure of project

14. Folie 14 Critical Path Analysis

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19. Folie 19 Preparing an Activity Schedule ¬Step 1 – List Main Activities ¬Step 2 – Break Activities Down into Manageable Tasks ¬Step 3 – Clarify Sequence and Dependencies ¬sequence _ in what order should related Activities be undertaken? ¬dependencies _ is the Activity dependent on the start-up or completion of any other Activity? ¬Step 4 – Estimate Start-up, Duration and Completion of Activities ¬Step 5 – Summarise Scheduling of Main Activities ¬Step 6 – Define Milestones ¬Step 7 – Define Expertise ¬Step 8 – Allocate Tasks Among Team

20. Folie 20 Example of indicative Activity Schedule - prepared during the Formulation Stage

21. Folie 21 Example: Twinning Project Ukraine

22. Folie 22 Activitiy Schedule

23. Folie 23 Example: Project Plan

24. Folie 24 Preparing resource and cost schedules ¬Cost estimates should be based on careful and thorough budgeting. ¬They will have significant influence over the investment decision at project appraisal and subsequently on the smooth implementation of the project if the go-ahead is given. ¬Again, the list of Activities should be copied into a Resource Schedule pro-forma. ¬Each Activity should then be used as a checklist to ensure that all necessary resources/inputs required under that Activity are provided for. ¬Budgeting of management activities should not be forgotten at this stage.

25. Folie 25 Preparing resource and cost schedules 1. Copy Activities From Activity Schedule 2. Specify Inputs 3. Put Inputs Into Cost Categories 4. Specify Units 5. Specify Quantity 6. Estimate Unit Cost 7. Identify Funding Source 8. Allocate Cost Codes 9. Schedule Costs 10. Calculate Total 11. Estimate Recurrent Costs fixed / variable costs personnel / equipment costs direct / indirect costs

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28. Folie 28 Preparing resource and cost schedules

29. Folie 29 Example Calculation: Excel Sheet

30. Folie 30 Example Calculation: Excel Sheet

31. Folie 31 Definition of Monitoring, Evaluation & Audit

32. Folie 32 Link between Logframe objectives & monitoring, review, evaluation and audit

33. Folie 33 Principles of good practice ¬Keep the users of information clearly in mind ¬Build on local information systems and sources ¬Collect only the minimum amount of information required ¬Triangulate ¬There must be a plan against which performance can be assessed

34. Folie 34 MONITORING Monitoring should focus on collecting and analysing information on: ¬Physical progress (input provision, activities undertaken and results delivered) and the quality of process (i.e. stakeholder participation and local capacity building); ¬Financial progress (budget and expenditure) ¬The preliminary response by target groups to project activities (i.e use of services or facilities and changes in knowledge, attitudes or practices) ¬Reasons for any unexpected or adverse response by target groups, and what remedial action can be taken

35. Folie 35 Checklist for planning a short monitoring visit

36. Folie 36 Key steps in developing a project based monitoring system There are six main stages that need to be covered when developing a project based monitoring system. These are: 1. Clarify project scope – stakeholders, institutional capacity, project objectives and resources 2. Understand the nature of organizational relationships, management arrangements and capacity constraints 3. Determine the information needs of project implementers and other key stakeholders 4. Review existing information collection systems and procedures 5. As appropriate, develop and document monitoring system guidelines and formats 6. Provide training and resources to support systems development and implementation

37. Folie 37 Project Monitoring – Cockpit Function

38. Folie 38 Riskmanagement

39. Folie 39 Regular Reviews Regular reviews provide the opportunity for project implementers and other key stakeholders to further analyse information collected through monitoring, reflect on the implications, make informed decisions and take appropriate management action to support effective implementation. The main purpose of reviews is to share information, make collective decisions and re-plan the forward programme as appropriate.

40. Folie 40 Review Meetings

41. Folie 41 Evaluation Evaluation can be distinguished from monitoring and regular review by: Its scope (broader – being concerned with whether or not the right objectives and strategies were chosen) Its timing (less frequent – usually at completion or ex-post) Those involved (will usually involve ‘external/independent’ personnel to provide objectivity); and The users of the results (including planners and policy makers concerned with strategic policy and programming issues, rather than just managers responsible for implementing the tasks in hand).

42. Folie 42 Principles underpinning the approach to Evaluation ¬Impartiality and independence of the evaluation process from the programming and implementation functions; ¬Credibility of the evaluation, through use of appropriately skilled and independent experts and the transparency of the evaluation process, including wide dissemination of results; ¬Participation of stakeholders in the evaluation process, to ensure different perspectives and views are taken into account; and ¬Usefulness of the evaluation findings and recommendations, through timely presentation of relevant, clear and concise information to decision makers.

43. Folie 43 Evaluation Criteria Used by the European Commission

44. Folie 44 Evaluation Criteria

45. Folie 45 Outline of an Evaluation Report

46. Folie 46 Audit Audit can be distinguished from monitoring, regular review and evaluation by: Its objectives (to provide independent assurance) Its scope (financial focus or focus on the efficiency, economy and effectiveness of activities) Those involved (qualified independent auditors); and The users of the results (for the EC and other donors, partner country authorities and senior project managers)

47. Folie 47 Basic data analysis to generate performance information

48. Folie 48 Basic data analysis to generate performance information

49. Folie 49 Participation & Facilitation of Stakeholders Information sharing. This is the minimal level of ‘participation’ and often consists of little more than keeping people informed – i.e a one way flow of information. Consultation. Consultation means that there is a two-way flow of information – a dialogue. However, this dialogue may not necessarily impact on decision making. Decision making. Participation reaches a higher level when it involves individuals or groups (particularly those who are usually excluded) in actually making decisions. They have the authority and responsibility to take action. Initiating action. The highest level of participation is achieved when people take it on themselves to initiate new actions. To do so indicates a significant level of self-confidence and empowerment and the establishment of organisational and management capacity.