DESIGNING A PROJECT: FROM ACTIVITY BASED TO RESULTS / QUALITY BASED MANAGEMENT
Jan 09, 2016
DESIGNING A PROJECT: FROM ACTIVITY BASED TO RESULTS / QUALITY BASED
MANAGEMENT
DAY ONE
ASSESSMENT
DAY TWO
DESIGN
DAY THREE
MONITORING
MORNING
Intro. Training
Intro. Assessment
Intro. Design Intro. Monitoring
Assessment process and components
Relevance of the design (activity vs. result/ quality)
Activity based management => RBM
Monitoring an intervention
Components of monitoring
AFTERNOON
Analyzing problems (problem tree)
Designing a Log-frame
Monitoring content and process in CCA
Conclusion
The assessment process in CCA
Conclusion
The project design in CCA
Conclusion
Training closure
The Project cycle
ASSESSMENT
IMPLEMENTATION AND
MONITORING
REVIEWAND
EVALUATION
DESIGN
MONITORING
THE PROJECT CYCLETHE PROJECT CYCLE
MAIN CHARACTERISTICS
OF AN INTERVENTION
MAIN CHARACTERISTICS OF AN INTERVENTION
An intervention is a mechanism to solve ‘a problem’. Its main characteristics are:•Has clear objectives•Has a deadline, a date and timeframe …•Takes advantage of existing opportunities of the context and local capacities …•Has a specific amount of resources …•Benefits a specific group …•Is carried out by a team / has a team leader
ETHICAL RESPONSIBILITY
ETHICAL RESPONSIBILITYETHICAL RESPONSIBILITY
Reasons of project’s failure
• There is lack of relevance
• Technical problems
• Lack of assessment
• Sustainability
• Reduced impact…
MORE THAN 50%
More than 50% of the interventions fail !!!
In the sense that they : • do not achieve all their objectives, or • do not deliver all the promised products or
services, or • sacrifice the predefined quality, or • are not completed in the given time
schedule, or • use more resources than originally planned,
or• promised products or services were delivered
but needs still persist.
• What is project design?
• Who is in charge of the design in CCA? And what does he do?
• What informations do we need to design a project?
• What are the main objectives of project‘s documents?
• What are the main constraints of the design phase?
Group exercice: Answer the following questions
What is project design?Based on good data from the assessmentDesign = lots of meaning in generalSpecific activities to solve assessed problems Assessement = base for design Outline of the project (what? How? Where?)Who is in charge of the design in CCA? And what does he do?Mr Hussaini in CCA is in charge of project design CWS helps CCA in the design phase (how is the field team involved?)Done by CCA director, the regional manager, the admin and finance and programme manager in the HQCCA’s director and the donors and the field team (sent from the field in many pieces)What informations do we need to design a project? We go to the field to collect the data(we define the problems and establish people’s priorities)Informed by the assessment done on the fieldInformations collected during the assesment What are the main objectives of project‘s documents? (proposal, working plan, budget, LFA)Documents for donors to explain the activities that we will implement and explain the results A reference for other stakeholders (other NGOs)Getting funds from donorsFinding solutions and explain whyA base for monitoring and a source for evalution (no mention of indicators?)To serve as a point of reference for the staff (yes!!!)What are the main constraints of the design phase?Lack of usefull data from the assesmentLack of experience of the staff to design ProjectLack of team coordination and consensusLack of identification of the area (targetting?)Lack of expatriate (knowledge to design a project)Lack of understanding from the donorsLack of local people agreement (question relevance)Lack of cooperation from the staffInsecurity Implementor’s limitation (lack of staff, expertise in certain areas)Lack of contacts with the people
A project
PRESENT SITUATIONPRESENT SITUATIONPRESENT SITUATIONPRESENT SITUATION DESIRED SITUATIONDESIRED SITUATIONDESIRED SITUATIONDESIRED SITUATION
PROJECT
EXTERNAL SUPPORTEXTERNAL SUPPORTFrom NGOSFrom NGOS
EXTERNAL SUPPORTEXTERNAL SUPPORTFrom NGOSFrom NGOS
PRESENT - FUTUR
PROJECT DESIGN
• The aim of the design of a project is to organize the plans/ ideas based on the assessment’s results into a series of documents that are linked (proposal, LFA, Work plan, budget…)
“CCA built 3 women shelter … ““250 food aid kits were distributed in March 2002 to 250 IDP households”=>focus on activities and not on the results that these activities can have on the population.
“5000 women around Mazar can safely access a shelter if they are suffering from long lasting domestic violence. ““250 IDP households have access and consume at least 2,400 Kcal/day without selling their economic assets that are essential to their return.”
=>focus on people’s situation.
From activity based management to RESULT based management
THE RESULT CHAIN
Resources/ Inputs
Activities Outputs Outcomes Impact
THE RESULT CHAIN
Results
OUTPUTS
Outputs
The products, capital goods (i.e. tools) and services which result from an intervention; including changes resulting from the intervention which are relevant to the achievement of outcomes.
100 Farmers’ groups have increased their food production by 25% during the next agro season.
OUTCOMES
Outcomes
The likely or achieved medium-term effects of an intervention’s outputs.
2000 households are able to meet their food needs in quantity and quality.
IMPACTS
Impacts
Positive and negative, primary and secondary long-term effects produced by an intervention, directly or indirectly, intended or unintended.
The population of dar-e-shash village is able to meet its essential needs in a sustainable way.
FROM PROBLEM TO OBJECTIVES
OBJECTIVE TREE
COREPROBLEM
IMPACTS
OUTPUTS
OUTCOME
PROBLEM
ACTIVITIES
Distribution of
100 sheeps
Training on milk processing
5 green houses are built
100 kg of seeds distributed
100 women can produce 5 kg of krut/ month
100 women can produce 5 kg of vegetables during 6 months
Women’s GA increase
100 HH are able to meet their food requirements
100 HH are able to generate food surpluses that they can sell
FS is improvedWomen are empowered
LOG FRAME 1
Impacts
Outcome
Outputs
Activities
pecificeasurable
chievableelevant
ime bound
SM
AR
T
Writing objectives
SMART
• RBM (Results-Based Management) introduces a structured management approach designed to keep an organization clearly focused on its expected results throughout the management process.
• RBM is a common sense idea: plan, measure, and manage what you do with a clear focus on the results you want to achieve.
• According to this definition, an activity is valuable if iit contributes to a result.
• This concept helps the teams focus not simply on realise activities or control the budget
RBM LOGIC•Assess – What is the current situation?
•Think - What caused it, who is involved, what are we going to achieve?
•Plan - How are we going to do it? With Whom? When? Resources?
•Do - Get it done
How is it going? Do we need to adapt?
•Review - What went well / badly? What can we learn for next time?
.
Evaluation of the second day of training
• All the informations were new• Outcomes /outputs• Activity based management vs Results based management • « If you focus on results you will be more flexible » • « We learnt what is important in a LFA, « • We learnt that we need to better organize our work in the future?• We realized the proposals in the past were not good and we
understood why• LFA and proposals should be coherent• It would be very useful to have more training on design• More informations of what are the differences between ABM and
RBM would be needed