5 an Introduction to PCM

8/10/2019 5 an Introduction to PCM

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01/01/2015 Ton FARLA - ERI-SEE workshop 2

Welcome + agenda

Learning to know each other Locations of facilities (rooms)

Role of trainer + participants

Leonardo-Socrates examples/tasks

Three parts1. Introduction to PCM - 30 min

2. Logical Framework - 150 min

3. Your work and PCM - 30 min


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Objectives

Understand PCM as a tool for projectplanning, implementation and evaluation

Perform a stakeholder/problem analysis

Develop a problem/objective tree

Define project elements, test the logic

Prepare a draft Log frame matrix Relate PCM to your future/daily work


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Introduction

EU Action programmes/projects

Project management - features

Expectations project manager

Changing roles of managers

See figure next slide


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Changing roles of managers

Then NowControlling/Directing Empowering potential

Imposing norms Releasing creativity

Creating certainty Managing uncertainty

Telling Listening

Vertical/line authority Matrix/Project Management

Problem solving Opportunity creating

Manage within your area Collaboration/partners


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Exercise 1: Introduction

Your management perspective See hand-out - questionnaire

5 minutes - individually 10 minutes - plenary


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Introducing PCM what it means

PCM describes management activities anddecision making procedures used duringthe life time of a project.

(tasks, roles, responsibility, key docs, decision options)

The EC adopted PCM as its primary set of

project design and management tool basedupon the Logical Framework Approach.


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Key features of PCM projects:

Support the EU policy objectives

Support the national strategiesAddresses relevant problems recipients

Have feasible, achievable objectives

Benefits are likely to be sustainable

See figure next slide


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National &sector wise

policies

EC developmentpolicy & country

strategies

Governmentprogrammes Priorities and

programmesof non-state

actors

Project Project Project

Policies, programmes and projects


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PCM Requires:

Active participation of key stakeholders

Incorporation quality assessment (stage)

Quality key docs for decision making

Using the Logical Frame Work


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Programming

Implementation Formulation

Evaluation Identification

Financingdecision

Financingdecision

Project cycle


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PCM - Three common principles

1. Decision making criteria defined at each phase

2. The phases in the cycle are progressive

3. Project identification part of structured feedback

LFW - Project management tool

Identification,analyse situation, investigate relevance and identify objectives and strategies;

Formulation,preparation project plan, objectives, measurable results, defined levels of management responsibility;

Implementation, support contracting, operational work planning and monitoring; and

Evaluation/audit,summary record of what was planned (objectives, indicators and key assumptions)


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01/01/2015Ton FARLA - ERI-SEE workshop

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Main stages of the log frame

1. Analytical Phase 2. Planning phase

STEP l:STAKEHOLDER ANALYSIS

identify groups, people and institutions which are

likely to be affected by the project, identify the key

problems, constraints and opportunities they face

STEP 2:PROBLEM ANALYSIS

formulate problems; determine cause and effectrelationships and develop a problem tree

STEP 3: OBJECTIVE ANALYSIS

Objectives -develop objectives from the identified

problems; identify means to end relationships;

identify clusters of objectives and determine the

project strategy

Having analyzed the situation, the project should

now be ready for detailed planning

STEP 4:INTERVENTION LOGIC

define the project elements, test its internal logic,

and formulate objectives in measurable terms

STEP 5:ASSUMPTIONS and RISKS

identify the conditions which are likely to affect the

project's implementation but which are outside theproject management control

STEP 6:INDICATORS

identify ways to measure progress, formulate

indicators; define means of measurement

STEP 7: ACTIVITY SCHEDULE

determine sequence and dependency ofactivities; estimate duration, set milestones,

assign responsibilities

STEP 8:COST SCHEDULE

specify required inputs develop cost schedule;

prepare budget


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01/01/2015Ton FARLA - ERI-SEE workshop

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Step 1 The stakeholder analysis

Whose views + experience are relevant?

Who takes decisions about the project?

Who will act on these decisions?

Whose active support is essential

who has a right to be involved?

Who is likely to feel threatened

See example next slide


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Example stakeholder analysis setting up ITC

Stakeholder

Group

Tasks and

responsibilities

Expectation

for the project

Fear for the

project

Support for

project

Directorate for

VET (Ministry of

Education)

Personnel selection

Budgets + definition

of forms

Design of the VET

system

Improvement of

the equipment

Improvement of

coordination

Training of staff

New ideas

Change of the

socio-political

framework

Priorities set by

the donor

organisation

Supply of project

staff

Political support

of the project

Multiplicator for

project impacts

Industrial

Training Centre

(ITC)

Implementation

Selection of staff

Training specialists

Implementation

modern training

programmes

Improvement of

educationTraining of staff

Insufficient staff

experience project

implementation

Insufficient own

financialresources

Staff highly

motivated

Provision of

venue

Link to otherstakeholders

Employers Provision of jobs

Setting frame-work

conditions for staff

Provision of social

security

Development of

technologies

Supply of highly

qualified staff

Improvement of

productivity

Improvement of

product quality

Improvement ofwork-flow

organisation

Competition

through

subsidised

production in

training centres

Low quality of

trainingTraining costs

partly covered by

companies

Provision of jobs

Provision of

internships

Collaboration in

the design of the

training

Collaboration inthe final exams

Youth General education

Social responsibility

Enhancement of

skills

employment

Lack of jobs, lack

financial

resources for

training fees

Application of

the new skills


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Exercise 2 - stakeholder analysis

1. Identify general development problem/opportunity

2. Identify groups having an interest in the project;

3. Investigate their roles, interests, relative power andcapacity to participate (strengths and weaknesses);

4. Identify the extent of cooperation or conflict in therelationships between stakeholders; and

5. Interpret the findings of the analysis and incorporaterelevant information into project design.

Using the case of Socrates hand-out 30 minutes in small working groups 15 minutes plenary


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Step 2 The problem analysis

Problem analysis is an important partof the stakeholder workshop

It involves two tasks:

1. Analysis of the identified problems facedby the stakeholders and

2. Development of a problem tree toestablish causes and effects

See example problem tree next slide


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EffectInsufficient qualified personnel for

modernisation of private industry

Core problemNational VET system is not adapted

to the new economic conditions

Low and outdated

technical

standards of

training

Inappropriatetraining

methodology is

applied

Budget ITC

inadequate toimplement and

sustain

appropriate

training

Qualification ofDepartment

personnel is

inadequate for new

tasks

Nationalstandards for

VET remain from

the old system

CausesTraining offered by ITC not

according to the needs of the

economy

CausesWeak Directorate for

Vocational training

An example of a problem tree


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Exercise 3 Develop a problem tree

1. Agree on 1 focal problem paste it on the wall with 1

related problem (cause/effect)

2. If the problem is a cause it goes on the level below

3. If the problem is an effect it goes above

4. It is neither a cause nor an effect it goes on thesame level

5. As the tree develops, remaining problems areattached in the same way.

Using the case of Socrates hand-out 30 minutes in small working groups 15 minutes plenary


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Step 3 Objectives analysis

Analysis of objectives involves reformulation ofproblems into objectives. Objectives should be:

Realistic- achievable within given financial and

physical resources, and the time-frame envisaged

Specific -so that any progress towards objectivecan be attributed to the project and not to someother cause

Measurable- at acceptable cost and acceptableeffort, so project's performance can be measured


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Impact

Sufficient qualified personnel provided toprivate industry

Project purposeNational VET system is adapted to

the new economic conditions

Technical

standard of

training is

improved

Appropriate

and modern

training

methodology is

applied

ITC renders

efficient

services which

cover part of

their budget

Department

personnel is

qualified for their

job

National

standards for

VET reflect the

needs of the

economy

OutcomesThe ITC offers training


economy

OutcomesThe Directorate for

Vocational Training is

strengthened

An example of an Objective tree


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Exercise 4- develop an objective tree

1. Develop an objective tree using the resultsof the problem tree in exercise 3

2. Positively mirroring the problem tree.

Using the case of Socrates hand-out

15 minutes in small working groups

5 minutes plenary


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Step 4Defining the intervention logic

Distinguish the LFA from the LFM (matrix)

LFA is a way of thinking, not a process ofmechanical engineering

LFM is an analytical coherent project design

LFM is a stakeholder presentational tool.

LFM helps to make visible the logicalrelationships between activities, outcomes,specific objectives and overall objective


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Structure of the LFM4 columns, 4 rows

The vertical logic identifies:

what the project intends to do, clarifies the causal relationships and Specifies the assumptions and uncertainties

Project

Narrative Indicators Measurement Assumptions

Overall goal

Project

purposeResults/outcomes

Activities


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Structure of the LFM4 columns, 4 rows

The horizontal logic relates to:

the measurement of the effects of, the resources used by, the project, specification of key indicators

the means how measurement will be verified.

Project

Narrative Indicators Measurement Assumptions

Overall goal

Projectpurpose

Results/outcomes

Activities


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Step 5-Specify assumptions + risks

External factors affect project implementation outside control Conditions to be met if the project succeed Mechanisms to deal with them or to monitor the effect Once assumptions identified, state in terms of desired situation.

ProjectNarrative Indicators Measurement AssumptionsOverall goal towhich projectcontributes.

For sustaining longterm objectives

Project purpose For achieving the

overall goalResults/outcomes

For achieving theproject purpose

Activities For achieving theresults/outcomes


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Step 6-Specify the indicators

Define indicator - e.g. Educational degreesSet quality - e.g. Nr of graduates in subject XSet quantity - e.g. Nr graduates increased from 500-1000Set time - e.g. Nr graduates increased 500-1000 by 2007

Project

Narrative Indicators Measurement AssumptionsOverall goal towhich projectcontributes.

overall goal isAchieved

For sustainingLong term objectives

Project purpose provingproject purpose

is achieved

For achieving theoverall goal

Results/outcomes

proving resultsare achieved


Activities Specificationinputs /costseach activity

For achieving theresults/outcomes


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Step 6 Specify the measurement

the format - e.g. progress reports, project records, statistics) who - whoshould provide the information how often - e.g. monthly, quarterly, annually etc.

ProjectNarrative Indicators Measurement Assumptions

Overall goal towhich projectcontributes.

overall goal isAchieved

Reports

Records

documents

For sustainingobjectives longTerm

Project purpose provingproject purposeis achieved

Reports

Records

documents

For achieving theoverall goal

Results/outcomes

proving resultsare achieved

Reports

Records

documents


Activities Specificationinputs /costseach activity

For achieving theresults/outcomes


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Step 7. Prepare activity schedule

List the main activities Break activities down into manageable tasks

Determine activity sequence /dependencies

Estimate the start-up, duration and completion Identify process indicators or milestones

Define expertise required to undertake activities

Allocate tasks among the project team


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Train trainers in use

new equipment

Carry out needs

analysis

Develop new

curricula

Train trainers in new

methodologies

Conduct training

Needs assessment

Prepare training

manuals in

identified areas

Formulate a

trainings training

programme

Conduct

workshops

Organise

venue

Inform

participantsContact

trainer

Organise

training aids

Example -work breakdown activities


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Step 8 - Specifying the inputs

Checklist for Preparing a Cost Schedule

List means required to undertake each activity

Put means into cost categories

Specify units, quantity and unit costs

Specify funding source

Allocate cost codes

Schedule costs

Estimate recurrent costs

Prepare cost summary tables


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Example full log frame - Project Support to ITC Centrenarrative indicators measurement assumptions

Overall goal to which

project contributes.

National VET system

adapted to new economic

conditions

Indicators that overall goal

is achieved

National employers

association evaluate

new VET system positive

Reports of round table

discussions

For sustaining objectives

long term

Reform policy towards market

economy Implemented

National VET standards

reflect economy needs

Project purpose

The ITC offers training


economy

Indicators prove purpose

is achieved

200 students trained 80%

graduates receive work

within 6 months after

graduation

Registration records survey

to be carried out by project

Government secures continued

VET support

The directorate for vocational

training is strengthened

Results/ outcomes

Technical standard of

training is improved

Modern training

methodology is applied

ITC renders efficient

services which cover part of

their budget

Indicators proving results

are achieved

Outdated equipment

replaced. Practical exercises

for students increased by

50%. 80% of training staff

apply new methodology.

20% of budget covered by

own return in project year 4

Assessment report

acquisition documents

Teachers' reports

Training evaluation

report

Accounting books

For achieving the project

purpose

Employers co-operate with the

project. Existing staff stays with

training centre. No competing

training centre exists. Semi-

autonomous status granted by

VET Department

Activities

Carry out assessment of

equipment and needs

analysis for new equipment

Purchase and install new

equipment. Train trainers in

new methodologies

Specification inputs /costs

each activity

1 person/Month short term

consultant. Equipment

300.000 . Training Trainer

course 1 Month short term

expert

For achieving the

results/outcomes

Appropriate technology

available. Students and trainer

collaborate in the development

of new curricula. Services are

demanded by private clients


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Exercise 5 Prepare a draft LFM

1.Start preparing the LFM using the results of the previous

exercises and Socrates case

2.Process information by working vertically down the firstcolumn, once first column is sound, complete the fourthcolumn

3.The second and third columns should then be completed.Next - find the activities to be carried in order to producethe outcomes.

4.List for later discussion with your superiors and yourabsent colleague 5-7 important project elements orassumptions that you feel are perhaps doubt full, if not

wholly unjustified, unnecessary or even dangerous forthe successful implementation of the project.

45 minutes in small working groups

20 minutes plenary


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Exercise 6 PCM to your future work

List the strength

List the weakness


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Strength and weaknesses LFA

The strength:

LFA encourages people to consider expectationsand how to achieve the objectives

Checks internal logic of the plan ensuringactivities, outcomes and objectives are linked.

It forces planners to identify critical

assumptions /risks affecting project success,

Indicators of achievements/progress, plannersthink about how to monitor and evaluate


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Strength and weaknesses LFA

The weakness

Powerful tool; but not a comprehensive tool foreither planning-management

Time consuming, requires a thoroughunderstanding of logic and concept of LFA.

Problems can be compounded by too rigid

application of the LF (changing environment)

LFA should be supported by technical,economic, social and environmental analysis

5 an Introduction to PCM

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