PROJECT MANAGEMENT Agus Wijayanto 1
LEARNING FROM FAILURE
8/8/2017 PARAMADINA 4
https://www.youtube.com/watch?v=HGiHU-agsGY
THINKING AND WORKING POLITICALLY
Lesson from experience:
Progressive change usually involves localpolitical processes of contestation andbargaining among interest groups, and thatdevelopment programs can significantlyimprove their impact by understanding andresponding to these dynamics.
8/8/2017 PARAMADINA 5
TWC APPROACH
Three core principles:
1. Strong political analysis, insight and
understanding;
2. Detailed appreciation of, and response to, the local context; and
3. Flexibility and adaptability in program design and implementation.
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RESULTS-BASED MANAGEMENT- WHAT IS IT?
Managing for results involves a change in mindset – from starting with the planned inputs and actions and then analysing their likely outcomes and impacts, to focusing on the desired outcomes and impacts (for example on poverty reduction) and then identifying what inputs and actions are needed to get there (DAC).
SDG’s
Country Strategies/
Long or Medium Term Development Plans
Sectoral strategies and programs
Programs
Projects
INTERNATIONAL DEVELOPMENT GOALS
Millennium Development Goals (2000-2015):
Agreed 8 MDG’s with targets and indicators
Sustainable Development Goals (2015-2030):
17 SDGs with targets and indicators
RESULTS-BASED MANAGEMENT- WHY?
The public wants better services
Donors want efficient and effective aid
The agencies, ministries and NGOs want to perform more efficiently and effectively
Accountability towards tax-payers
RESULTS PERFORMANCE
The focus of traditional
approach
The focus of the
current approach
RBM and
Management for
Development Results
Inputs Outputs ImpactOutcomesActivities
Results:
Analytical point of departure
RESULTS PERFORMANCE
Input Outputs ImpactOutcomesActivities
Results:
Analytical point of departure
Development intervention Development effects
OUTPUT
Immediate, visible, concrete deliverables that is the tangible consequence of project activities (inputs)
Should capture quality dimensions (not only a completed activity)
Direct control over turn-out
OUTCOME
Medium-term effects
Effect of a series of achieved outputs
Should capture the changes for the beneficiaries
Start taking place during the life of project/strategy
Formulated in terms of:
1. Use by beneficiaries
2. Benefit for beneficiaries
3. Change in behaviour of beneficiaries
IMPACT
Vision or long-term development goal
Happens after the project life – and therefore project not responsible for measuring results at impact level -evaluation
We alone cannot bring about
“Wider socio-economic / cultural changes, intended or unintended, positive or negative, brought about by the intervention, for the beneficiaries and, usually, a wider group of people”
WHAT IS PCM?
PCM Is a methodology for the preparation, implementation and evaluation of projects.
It describes management activities and decision-making procedures used during the life cycle of a project (key tasks, roles and responsibilities, key documents and decision options)
Logframe-USAID in 1960s, ZOPP-GTZ in 1980s, PCM-EU in 1990s
PROJECT CYCLE MANAGEMENT
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Policy Setting
Contracting/Commitment
Identification
FormulationAppraisal
Final Evaluation
ImplementationMonitoring
Mid-Term Evaluation
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PROJECT
IDENTIFICATION
AND DESIGN
PROJECT
SET UP
END OF
PROJECT
TRANSITION
MONITORING, EVALUATION AND CONTROL
LOGFRAME: FORMAT
IMPACT
OUTCOME
OUTPUTS
Activities Means Costs
Preconditions
Intervention
LogicOVIs SoV Assumptions
LOGFRAME FORMAT
IMPACT INDICATORS SOURCE OF
VERIFICATION
ASSUMPTIONS
OUTCOME
OUTPUTS
ACTIVITIES
PRECONDITIONS
29
LFA & PROJECT DESIGN
Stakeholder analysis - identifying & characterising potential major stakeholders; assessing their capacity
Problem analysis - identifying key problems, constraints & opportunities; determining cause & effect relationships
Objective analysis - developing solutions from the identified problems; identifying means to end relationships
Strategy analysis - identifying different strategies to achieve solutions; selecting most appropriate strategy.
LF Matrix - defining project structure, testing its internal logic & risks, formulating measurable indicators of success
Activity scheduling – when will the activities be carried out?
Resource scheduling – what resources will be needed?
PLANNING STAGEANALYSIS STAGE
LFA & PROJECT IMPLEMENTATION
EVALUATIONIMPLEMENTATION
Indicators which provide management information (monitoring and regular review)
Assumptions which support risk management
Updated activity schedules linked to results
Updated resource schedules and budgets linked to results
A clear situation/problem analysis to help evaluate relevance
Objective structure and indicators against which to evaluate impact and effectiveness
Activity and resource schedules to assist in evaluating efficiency
STAKEHOLDER ANALYSIS
Stakeholders are any group of people who havean interest/role in addressing identified problemsor achieving desired solutions relevant to theproject.
IMPORTANCE-INFLUENCE
A.
Special
initiatives needed
to protect
stakeholder interests
C.
Limited/no
involvement
low priority
B.
good working
relationship
must
be created
D.
Source of risk,
need for
careful monitoring
and
management
INFLUENCELOW HIGH
HIGH
PROBLEM TREE
Rendahnya Kesadaran
masyarakat tentang hukum
TINGGINYA TINDAK PIDANA DI MASYARAKAT
Masyarakat tidak
taat hukum
Masyarakat tidak aktif menjaga
keamanan lingkungannya
sendiri
Polisi tidak melibatkan
masyarakat sbg mitra
isi kurikulum pendidikan/pe
latihan kepolisian
tidak relevan dan out of
date
Kompetensi dan profesionalitas Anggota Polisi sangat rendah
Kurangnya sosialisasi dan
pendidikan masyarakat soal pentingnya taat
hukum
Sistem rekrutmen
calon anggota polisi sarat KKN
Kualitas siswa akademi
kepolisian rendah
Kualitas pendidikan/pelatihan kepolisian rendah
Masyarakat tidak mendukung polisi
untuk memberikan
informasi awal terkait kejahatan
Tingginya kegagalan polisi dlm mencegah kejahatan
Kualitas pengajar
dan pelatih di akademi kepolisian
masih rendah
Fasilitas dan peralatan
pendidikan /pelatihan kepolisian
sangat terbatas
Penegakan hukum oleh kepolisian tidak berjalan baik
Tingginya tingkat
kemiskinan di masyarakat
Terbatasnyalapangan kerja &
kesempatanwirausaha
Rendahnya Keterampilan &
pendidikan
Rendahnya keaman-an di
lingkungan masyarakat
Masyarakat tidak
percaya sistem
penegakan & peradilan
Sistem penegakan &
peradilan tidak fair dan transaksional
OBJECTIVE TREE
Tingkat kemiski-nan di
masyara-kat menurun
Kesadaran masyarakat
tentang hukum meningkat
TINDAK PIDANA DI MASYARAKAT MENURUN
Masyarakat Lebih taat
hukum
Masyarakat lebih aktif menjaga
keamanan lingkungannya sendiri
Polisi lebih melibatkan
masyarakat sbg mitra
isi kurikulum pendidikan/p
elatihan kepolisian
relevan dan up to date
Kompetensi dan profesionalitas Anggota Polisi meningkat
sosialisasi dan pendidikan
masyarakat soal pentingnya taat
hukum lebih banyak
Sistem rekrutmen
calon anggota polisi tidak sarat KKN
Kualitas siswa akademi
kepolisian beik / tinggi
Kualitas pendidikan/pelatiha
n kepolisian lebih baik/tinggi
Masyarakat lebih mendukung polisi
untuk memberikan informasi awal
terkait kejahatan
polisi lebih berhasil dlm mencegah kejahatan
Kualitas pengajar
dan pelatih di akademi kepolisian lebih baik
Fasilitas dan peralatan
pendidikan /pelatihan kepolisian
lebih memadai
Penegakan hukum oleh kepolisian berjalan lebih baik
lapangan kerja & kesempatan
usaha lebih baik
Keterampilan & pendidikan lebih
baik
Keamanan diling-
kungan masyarakat meningkat
Masyarakat lebih percaya
sistem penegakan &
peradilan
Sistem penegakan &
peradilan lebih fair dan tidak transaksional
STRATEGY ANALYSIS
Tingkat kemiski-nan di
masyara-kat menurun
Kesadaran masyarakat
tentang hukum meningkat
TINDAK PIDANA DI MASYARAKAT MENURUN
Masyarakat Lebih taat
hukum
Masyarakat lebih aktif menjaga
keamanan lingkungannya sendiri
Polisi lebih melibatkan
masyarakat sbg mitra
isi kurikulum pendidikan/p
elatihan kepolisian
relevan dan up to date
Kompetensi dan profesionalitas Anggota Polisi meningkat
sosialisasi dan pendidikan
masyarakat soal pentingnya taat
hukum lebih banyak
Sistem rekrutmen
calon anggota polisi tidak sarat KKN
Kualitas siswa akademi
kepolisian beik / tinggi
Kualitas pendidikan/pelatiha
n kepolisian lebih baik/tinggi
Masyarakat lebih mendukung polisi
untuk memberikan informasi awal
terkait kejahatan
polisi lebih berhasil dlm mencegah kejahatan
Kualitas pengajar
dan pelatih di akademi kepolisian lebih baik
Fasilitas dan peralatan
pendidikan /pelatihan kepolisian
lebih memadai
Penegakan hukum oleh kepolisian berjalan lebih baik
lapangan kerja & kesempatan
usaha lebih baik
Keterampilan & pendidikan lebih
baik
Keamanan diling-
kungan masyarakat meningkat
Masyarakat lebih percaya
sistem penegakan &
peradilan
Sistem penegakan &
peradilan lebih fair dan tidak transaksional
CRITERIA TO CHOSE STRATEGIES
Priority of the beneficiaries
Importance and urgency to be achieved
Capacity, experience and mandate of organization
Duration of the project
Resources availability
Contribution to overall development goals
Possibility of successful implementation
RISK MANAGEMENTRisks are factors that affect or are likely to affect the successful implementation and achievement of interventions’ results
Risk management consists of identification, analysis and mitigation of risks (risk formulation)
Frequent
Possible
Seldom
Very
seldom
Improbable
Unimportant Small Noticeable CriticalExistence-
threatening
Probability of
occurrence
Harm potential
Small risk, no
measures
necessary
Average risk,
Monitor
High Risk,
measures to
minimize risk
necessary
Unacceptable
risk, don’t
continue before
dealing with
risk
RISK MATRIX
ASSUMPTIONSAn assumption is a condition : required for project success;
which is not under the control of project management; and
which will need to be monitored
ASSUMPTION (DIAGONAL) LOGIC
Pre-Conditions
Intervention Logic Assumptions
Activities
OUTPUTS
Assumptions
OUTCOME
Assumptions
IMPACT
Assumptions
LOGFRAME IN THE LFA PROCESS
The logframe matrixPESTLE analysis
Stakeholder analysis
SWOT analysisStrength Weaknesses
Opportunities Threats Problem analysis
Objective analysis
Strategy analysis
Schedules
Reports
Project
strategy
Objectively
verifiable
indicators
Sources of
VerificationAssumptions
Overall
Objectives
Purpose
Results
Activities Means Cost
PRE CONDITION