1. Project Cycle Management
Recall of Basics

2. The training approach will not:
The training will:
The training approach will not:
Build on participant experience and interests
Explain key PCM and IB principles and analytical tools
Provide opportunities to learn through practical exercises and team tasks
Focus on Process as well as Method
Assume the trainer has all the answers
Use all PCM tools, or use each of them completely
Focus on lectures and extensive reading

3. What you Have Already Learned
The project
and
Principles of project cycle management

4. Why Projects ?

5. The Situation we face

6. What is a project? A project should always … And have …
Be consistent with, and supportive of, broader policy and programme objectives, but
Create/develop something ‘new’, rather than simply support ongoing activities
And have …
clearly defined objectives which address identified needs
a clearly identified target group(s)
clearly defined management responsibilities
a start and finish date
a specified set of resources and budget

7. Examples of Projects Examples of projects include:
·    Developing a new product or service.
·     Effecting a change in structure, staffing, or style of an organisation.
·     Designing a new transportation vehicle.
·     Constructing a building.
·     Running a campaign for political office.
·     Implementing a new business procedure or process.

8. Policy, Programme, Project
EC projects should form part of, and be consistent with:
National development policies (including Poverty Reduction Strategies);
EC Policies
Sector programmes or strategies (e.g in health, tourism)
National & sector policies
EC Policy
Non state actors
Govt. programmes
Project
Project
Projects

9. Why Projects Can Fail
not linked to broader programme or policy framework
set rigid targets and processes (inflexible)
set optimistic goals to attract finance - false expectations
can encourage authoritarian style of interaction
end abruptly and usually too short term
‘driven’ by aid professionals and not locally owned
induce insecure state of ‘project culture’
force relationships to be contractual
do not encourage experiential learning - through trial and error

10. But there are other reasons...
Institutional
organisational.
Organisations are weak, cannot formulate or implement:
policies, programmes and projects
Hence need for building up institutional capacity…
sectorally (ie in specific areas)
horizontally (ie public administration reform)

11. Institutional Change Then … A challenge for Phare
The subject of many Phare projects
Now…. A new challenge for Structural Funds
The subject of future “administrative capacity”, ESF projects, TA projects and certain other “capacity-building” projects.

12. Our Approach Use PCM to go beyond the “project”
Use PCM to identify, formulate, implement, monitor and manage a process of institutional change… that is made up of:
many actions and projects (not one)
spread over time
governed by objective
seeks results

13. Our Approach Accepts that people:
find institutional change difficult to grasp
often cannot “visualise” the changed situation
cannot give specification to results
cannot measure progress
cannot co-ordinate the different elements and projects.
We want to use PCM principles to reinforce PCM effectiveness in the wider “process” of institutional change.

14. The Project Cycle

15. PCM Principles
Project cycle phases - structured & informed decision-making, and feedback from evaluation
Partner / stakeholder ownership - involvement of stakeholders in decision-making, including emphasis on teamwork and communication
Logframe planning - comprehensive & consistent analysis
Integrated documentation - standardised documentation and assessment criteria
Can be applied to both projects and programmes

16. Elements consistent with PCM/LFA
Coherence with programming documents (policy/country strategy)
Assessment of sector policy and lessons learned
Initial stakeholder analysis
Initial problem analysis
Objectives and strategy analysis
Outline of options for implementation and workplan/calendar for the formulation phase

17. Importance of Team Work
The success of project cycle management depends on effective team-work between stakeholders:
Projects are about “Change Management”
Respecting different knowledge, skills and roles
Establishing responsibilities of different team members
Giving adequate time to the process, while still focusing on results
Communicating clearly