Project Cycle Management (PCM) 1 Contents of this Presentation 1. Mission 2. What is the Project? 3. What is the Project Cycle Management (PCM)? 4. Why the PCM?, its history ? 5. Project Design Matrix (PDM) 6. 8 Steps for PDM in PCM 2 Our Mission and Promise in 6 Sessions “We will get SKILLs to develop a Project Design Matrix (PDM) by Project Cycle Management (PCM) approach” 3 What is Project？ • • • • • Objective Activities ⇒ Outputs Duration Budget（Input) Resources (Input) An Undertaking for the purpose of achieving established objectives, within a given budget and time period. 4 What is Project Cycle ?         Project identification Project formation Appraisal Implementation Monitoring Plan revision Evaluation Feedback 5 Project Cycle Management Evaluation (See) Plan (Idea) PDM Implementation (Do) 6 Why Project Cycle Management ?         Results-oriented – not activity driven Consistency Logically sets objectives and actions Participatory stakeholder involvement Transparency Shows whether objectives have been achieved: Indicators (for M&E) Framework for assessing relevance, feasibility and sustainability Describes external factors that influence the project’s success: assumptions and risks 7 History of PCM Method • Late 1960s Logical Framework (USAID) ➢ International Agencies introduce the Logframe • Early 1980s ZOPP (GTZ) Objectives-Oriented Project Planning ➢ European countries adapt the ZOPP • Early 1990s PCM(FASID/EC) 8 Project Design Matrix（PDM） Narrative Objectively Summary Verifiable Indicators Overall Goal Project Purpose Outputs Activities Means of Important Verification Assumptions Inputs Pre-conditions 9 PDM Vertical Logic • Overall Goal Direction that the project should take next • Project Purpose Objectives that the project should achieve within the project duration • Outputs Strategies for achieving the Project Purpose • Activities Specific actions taken to produce Outputs • Important Assumptions Conditions important for project success, but that cannot be controlled by the projects. Whether these conditions develop or not is uncertain. 10 PDM Horizontal Logic • Objectively Verifiable Indicators Standards for measuring project achievement. • Means of Verification Data sources from which indicators are derived. • Inputs human resource, materials, equipments, facilities and funds required by the project. • Preconditions Conditions that must be fulfilled before a project gets underway 11 8 Steps for PDM in PCM 1. 2. 3. 4. 5. 6. 7. 8. Stakeholder Analysis SWOT Analysis Problem Analysis Objective Analysis Project Selection Project Design Matrix (PDM) Workplan Monitoring and Evaluation 12 STEP1 Stakeholders Analysis Stakeholder is any individual, group or organization, community, with an interest in the outcome of a programme/project. Key Question Whose problems or opportunities are we analyzing? Who will benefit or loose-out, and how, from a potential project intervention? 13 STEP2 SWOT Analysis SWOT analysis is a tool for institutional appraisal and a brainstorming exercise in which the representatives of the organization participate fully. This is to Assess the performance and capacity of the units or divisions of a organization 14 STEP3 Problems Analysis Problems Analysis visually shows the causes and effects of existing problems in the project area, in the form of a Problem Tree. It clarifies the relationships among the identified problems. 15 STEP4 Objectives Analysis Objective Analysis clarifies the meansends relationship between the desirable situation that would be attained and the solution for attaining it. This stage also requires an Objective Tree. 16 STEP5 Project Selection Project Selection is a process in which specific project strategies are selected from among the objectives and means raised in Objectives Analysis, based upon selection criteria. 17 STEP6 Formation of the PDM The project design Matrix (PDM) is formed through elaborating the major project components and plans based on the approach selected. The format of PDM is similar to that of the Logical Framework, and therefore can be commonly used worldwide. Narrative Summary Objectively Verifiable Indicators Means of Verification Important Assumptions Overall Goal Project Purpose Outputs Activities Inputs Pre-conditions 18 STEP7 Workplan / Plan of Operations The Plan of Operation is prepared by the project implementers, based on the PDM and other information. It is an effective tool for project implementation and management, and provides important data for monitoring and evaluation of the project. 19 STEP 8 Monitoring and Evaluation WHY DO WE HAVE TO DO THIS?  Strengthens accountability and transparency  Provides information for effective management  Helps determine what works well and what requires improvement  Builds knowledge 20