1. GTZ Project Management IFAD-Workshop Nov.2000 Factors for changes at GTZ (1995-2000) policy of our main client BMZ new concepts for service- delivery new top management decreasing budget for devt. aid Changes: decentralisation client-orientation impact-orientation self-image programmes learning from experiences country + sector concentration political TC tax-payers dissatisfaction with results of devt. aid QM/ client- orientation self-evaluation new business- culture

2. GTZ Project Management IFAD-Workshop Nov.2000 Changes in the use of logframe/ZOPP First application of LFA Development of ZOPP with new steps: - participation analysis - problem analysis - objectives analysis - interdisciplinary workshops with all affected groups ZOPP becomes a standard procedure - all project management instruments are made compatible Criticism of ZOPP: - schematic ritualisation - artificial workshop situations - instrument of power for GTZ: “zopping people” - rigid problem-orientation Development of PCM - flexibilisation of project preparation - new procedures for project planning (PRA) Redefinition of ZOPP - ZOPP = framework for the quality of planning - logframe (PPM) structuring element for offers - deregulisation of all organisational project directives 1980-81 1983-87 from1990 1992-95 1996-98

3. GTZ Project Management IFAD-Workshop Nov.2000 Project management: Overview

4. GTZ Project Management IFAD-Workshop Nov.2000 Clarify context Define system of objectives Clarify context Define system of objectives Elaborate project design Help ensure decision in favour of project implementation Elaborate project design Help ensure decision in favour of project implementation The Project Cycle Model informplanmotivatesteerinformplanmotivatesteer Project plan Identification phaseDesign phase Implementation phases agree on objectives decideorganiseagree on objectives decideorganisemonitor Project idea Project system of objectives Project system of objectives Objective achieved End of project Objective achieved End of project Operationalise planning Implement,adjust and update planning End project Operationalise planning Implement,adjust and update planning End project

5. GTZ Project Management IFAD-Workshop Nov.2000 GTZ-Instruments for the project cycle Design phase Identification phase Implementation phase(s) Commission Use of instrument: Final evaluation phase Situation analysis Target group analysis Offer (project design) Report on results of preparations Plan of operations Problems and potentials analysis Project progress reports Project progress review Participants analysis Final report Internal Offer (project design)

6. GTZ Project Management IFAD-Workshop Nov.2000 Direct benefit Inputs Maximum aggregated development progress Activities Utilisation of outputs Outputs Attribution gap Possible indirect impacts of the project Monitoring and self-evaluation in the projects Project-independent evaluation As a rule, projects monitor their results only up to the level of direct, empirically verifiable benefits. More highly aggregated development results, to which the project might have contributed, but which can no longer be reliably identified using the normal monitoring and self-evaluation methods, are identified and assessed using a project-independent evaluation procedure. GTZ’s Impact Model

7. GTZ Project Management IFAD-Workshop Nov.2000 BMZ Evaluation GTZ Impact monitoring - company as a whole - operational units Project level Project progress reviews and monitoring Federal Audit Office Audits Overall development-policy strategy Project steering Country portfolio, Country strategies Corporate portfolio Corporate strategy The GTZ’s Evaluation System

8. GTZ Project Management IFAD-Workshop Nov.2000 leadership: guidance and appreciation human resources development concepts and mental models Relevant factors for management-performance feedback from clients culture and space conducive for learning procedures and instruments management performance in the core-process