IFAD-Workshop Nov.2000 GTZ Project Management 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
Factors for changes at GTZ (1995-2000). new top management. Changes: decentralisation client-orientation impact-orientation self-image programmes. policy of our main client BMZ. new business- culture. country + sector concentration political TC. new concepts for service- - PowerPoint PPT Presentation
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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
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1992-95
1996-98
IFAD-Workshop Nov.2000
GTZ Project Management
Project management: Overview
IFAD-Workshop Nov.2000
GTZ Project Management
Clarify context
Define system of objectives
Clarify context
Define system of objectives
Elaborate project design
Help ensure decisionin favour of projectimplementation
Elaborate project design
Help ensure decisionin favour of projectimplementation
The Project Cycle Model
inform plan motivate steer inform plan motivate steer
Projectplan
Projectplan
Identification phase Designphase
Implementationphases
agree on objectives
decide organiseagree onobjectives
decide organise monitor
Projectidea
Projectidea
Project system of objectives
Project system of objectives
Objective achievedEnd of project
Objective achievedEnd of project
Operationalise planning
Implement,adjust and updateplanning
End project
Operationalise planning
Implement,adjust and updateplanning
End project
IFAD-Workshop Nov.2000
GTZ Project Management
GTZ-Instruments for the project cycle
Design phase
Identification phase
Implementation phase(s)
CommissionUse 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)
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.