Strategic Planning and Monitoring of projects and programs Results –Based Management (RBM) Including LFA (The Logical Framework Approach) © Project Design.

Strategic Planning and Monitoring

of projects and programs

Results –Based Management (RBM)

Including LFA(The Logical Framework

Approach) © Project Design AB Sweden Ms. Kari Örtengren [email protected]

mailto:[email protected]

Which way is the best way?

Purpose of this seminar

• Increased knowledge on a strategic tool for planning, the LFA-method

• Tool to use in change projects • Improved strategic planning of change

projects • Long –term objective: To contribute to

strengthen the results of your change projects, sustainable effects

© Project Design AB Sweden K. Örtengren 2012

Planning well is crucial to reach results

Thera are many different tools for planning

Thera are many different tools for planning

Many different supporting methods to be used

in RBM • ROPS • Balanced scorecard • SWOT analysis • PROPS • Lean • The LFA method (the Logical Framework Approach)

Methods with different purposes- for planning or monitoring

Participatory approach

RBM in brief, a management strategy: o To manage the whole project cycle in a professional way o To plan correctly, with SMART objectives o Monitoring continuously - collecting data o Assessing/analysing results o Learning from results o Disseminating results o Managing and acting upon resultso Institutional learning to become better

Results-Based Management (RBM)- A Management Strategy

Project Cycle Management

LFAThe Logical Framework Approach

an efficient tool for planning

Result - Oriented Strategic Planning

LFA HISTORY LFA was developed in the 1960s

The method is in use world wide, by all international development organizations when assessing, monitoring and evaluating projects and programs.

The UN-system, EU, multilateral and bilateral development agencies all act to have their counterparts to use result oriented planning, the LFA method, when planning, implementing and evaluating projects and programs.

By using the LFA-method correctly the project/program reaches;

RELEVANCE FEASIBILITY SUSTAINABILITY COST EFFECIENCY

Why LFA?

The nine steps of an LFA analysis- the planning

process • 1. Analysis of project´s Context• 2. Analysis of Stakeholders• 3. Problem Analysis/Situation Analysis• 4. Objectives Analysis• 5. Plan of Activities• 6. Plan of Resources/Inputs• 7. Indicators and Source of Verification • 8. Risk Analysis and Risk Management • 9. Analysis of Assumptions

Step 1 Context Analysis

Background

Collect background information

Step 1. Context AnalysisBackground information

• Projects are part of a larger context - prior to start, collect relevant background information on the sector and on the relevant organizations to work with.

• Which environment will the project be situated in, the country, the region and the sector?

• Analysis of Context is made through studies (sector-, country- and /or regional studies etc.)

Step 2 Stakeholder Analysis

People with different knowledge, different background, different sex, different region

Listen and involve

© Project Design AB Kari Örtengren / [email protected] Mobil: 0733-795 568 www.kariortengren.se

http://www.kariortengren.se/

Step 2. Stakeholder Analysis

• Stakeholders, those who are influenced by and exert an influence on the project entity. Who will be influenced, positively or negatively, by the project.

• Stakeholder analysis - mapping of stakeholders and their respective roles, include gender, age, ethnic, regional and aspects of experience!

• Which stakeholders should be involved in planning and / or implementing the project – important to include a broad group – people with different knowledge on the sector!


Step 2 Stakeholder Analysis

Five main groups of stakeholders to involve: Beneficiaries/Target group Implementers Financing agents Decision makers Experts

One stakeholder may belong to several groups. The stakeholders all have important information to give to the future project group/ implementers. They provide a relevant picture of the situation in order to find relevant, feasible and sustainable solutions.


Step 3 Problem Analysis Situation Analysis

Effects Focal Problems

Causes

© Project Design AB Kari Örtengren / [email protected] Mobil: 0733-795 568

How to involve stakeholders and get an understanding of the situation

Step 3. Problem AnalysisSituation Analysis

• Problem analysis is helping us finding “the roots of the evil”

• Three parts in a problem analysis;The main problem to be solved, one focusThe causes, reasons to the focal problem The effects of the focal problem

• Discuss who owns the problem?

• A problem analysis should always be made by the local stakeholders, the owners of the problem.

PROBLEM TREE

Focal Problem

Causes

EffectsEffekr

EXAMPLE on a PROBLEM TREE

High number of bus accidents

Careless busdrivers

Buses in poor condition

Roads in poor condition

People die and get injured

Buses are delayed

Disabled people

High cost for hospital care Effekr

Bus company gets a bad reputation

Stress

Tight schedule

Bad traffic situation

Too few drivers and buses

Poor maintenance

No maintenance routines

Old buses Poor maintenace

Corruption Weak knowledge on manintenace

Alcoholabuse

Weak management capacity at the bus company

Step 4 Objective Analysis

Formulating Objectives

Three/four levels of objectives


Why a Problem Tree?

Objective TreeOverall objectives

Project Objective

Expected results

Activities

Problem TreeEffects

Focal problem

Causes

Objectives vs. Activities There is a difference between objectives and activities.Objectives should describe; Which is the changed situation to acheive What to acheive when the project is completed. What the activities are aiming at

Whlle, an activity is a mean to acheive the objective Example on an objective: Enhanced competence on trade facilitation among ITP participants Example on an activity: Arrange a seminar on trade facilitation

Step 4. Objectives AnalysisThree levels

1. Long-term: Overall Objectives, Development Objectives: Often Governmental level, long term perspective, vision e.g. social welfare, economic growth... Time frame: Long term. Several different projects often aiming at the same overall objectives. Sometimes also called goals.

2. Medium-term: Project Objective, Project Purpose : The main objective that the intervention/project should be able to achieve. Solution to the focal problem. The very reason for implementing a project. Time frame: Medium term (the length of the project). Purpose should be “SMART (Specific, Measurable, Approved, Realistic and Time-Bound”)

3. Short-term: Expected results, immediate objectives: The results describe the services to be produced by the project. What services do the beneficiary get access to? Short term objectives. Directly after the project activities. Time frame: After the activities have been implemented. Results should be “SMART”.

Make it logic when planning, Example

© Project Design ABK. Örtengren 2012

Overall objectives: The project will contribute to increased trade and increased GDP in country X

Project objective: Increased efficiency in the customs service in country X

Expected results: 1.Enhanced competence on custom related trade facilitation mesures among customs service staff2.Strengthened management capacity in the Customs service 3.Improved customs clearence routines

Expected Outputs:1.500 staff members trained on trade facilitation 3. New manuals for customs clearance developed

Activities: Ex. some activities 1.1 Develop a training , 1.2 Implemeted a pilot training for 20 staff , 1.3 Evaluate the training

“SMART” project objective & results (short-term objectives)

• Specific

• Measurable

• Approved

• Realistic

• Time bound

Writing objective statementsObjective hierachyOverall objectives

(long term)---------------------------------Project objective

(mid-term): ----------------------------------Expected Results:

(Short term objectives)

-------------------------------Activities:

Example of how to write objectives To contribute to increased GDP in country X

------------------------- Improved service from the state sector to

exporting companies in country X ---------------------------------------- 1.Enhanced knowledge among officials on Trade

facilitation and Rules of Origin 2. Improved trade standards established and effectively enforced in the country.

-------------------------------------Activities for expected result 1: 1:1 Conduct a baseline survey of the vocational training and a need

assessment (knowledge gaps) 1:2 Analyse the findings of the study 1:3 Make a curriculum for trainings based on the findings 1:3 Prepare tender documents for new training programs 1.4 Select trainers /providers of the vocational trainings 1:5 Implement pilot trainings 1.6 Follow-up /monitor of the trainings , analyze results and

if needed change the trainings 1:7 Run a full scale training program for health care staff 1:8 Evaluate the program after 3 years, and analyze, if needd repeat

part of the training program


Different terminology for objectives used by different projects

and donors, choose what’s best for you Objectives

Think of the time – line, the logic

DFID (Great Britain)

EU RBM (Results-Based

Management)

World Bank

Long-term objectives

Goals Overall

Objectives

Impact Impacts/

Development Objectives

Medium-term

objective

Project Purpose

Project Objective

Outcome Project

Outcome

Short-term

Objectives

Immediate objectives

Expected Results

Outputs IntermediateOutcomes

Terminology differs, depends on the project owners

When selecting objectives, bear in mind…

• “SMART” objectives (Specific, Measureable, Approved, Realistic and Time bound) o Mandate of your Ministry/agency/NGO o The resources available for implementation o The problem to be solved (study the problem

analysis, see step 3 in LFA) o The target group o Diplomacy


Step 5 Plan of Activities Plan of Operation


Step 5. Activities/ Plan of Operation/Plan of Activities

• Activities are means to achieve the objectives, not the objectives. Activities tackle the causes to the focal problem (see problem analysis, step 3)

• Activities should be clearly specified and expressed as an action. They explain how to achieve the expected results of the project (the short term objectives).

• Activities should be connected to the expected results , the short-term objectives (Expected result 1: activities 1:1,1:2, 1:3… etc.)


Step 5. Activities/ Plan of Operation/ Plan of Activities

Activities should always be connected to the expected results/short-term objectives e.g.

Result 1: Improved knowledge among decision-makers at ministerial level on efficient trade facilitation measures Activity: 1:1 Make a need assessment among staff in Ministries and relevant authorities 1:2 Develop a training program, a curricula, and training material for trainings 1:3 Print training material 1:4 Train 15 teachers/trainers (ToT )1:5 Implement the training program for 25 persons, a pilot training 1:6 Follow-up of the training program, review evaluations, if needed make changes in the training curricula1:7 Complete the training program 1:8 Evaluation and dissemination of the results of the trainings 1:9 Integrate the program in to existing services

Specified plans of activities make it easier to implement, to monitor and much easier to make a realistic planning of resources (budget, manning schedule and time schedule etc.) . © Project Design AB /Sweden K. Örtengren 2012

Step 6 Planning of Resources

Staff Budget

Equipment Time


Step 6. Inputs/Resource planning

• Experts and personnel (human resource management, project group, reference group, which knowledge & capacity is needed?)

• Financing (loans, grants, funds, cost sharing, who is financing what? Future long term financing?)

• Equipment, equipment should be adapted to local conditions (Are spare parts and maintenance available?)

• Premises (office, training facilities, is there a contract for the premises?)

• Time (make a realistic time schedule, e.g. GANTT-schedule)


Example GANTT schedule Time Schedule / Gantt Chart

Microsoft Project Professional

Step 7 Indicators &

Sources of verifications

To monitor results


Step 7. IndicatorsMeasure achievements

• Are the objectives achieved? Any positive results?

• The process of setting up indicators shows whether the objectives are vague and unrealistic.

• Indicators should be set for all expected results and for the project purpose (short-term objectives and medium-term objective).

• Indicators should state the quantity and the quality


Examples of indicators, quantity and/or quality,

Indicators for a management training e.g.: 1. Number of persons participating in the training

(SoV: List of participation) (quantity) 2. Number of occasions when knowledge among the trained

personnel has been used (Source of verification (SoV): Number, interviews) (quality)

3. Number of persons passing the test after the training (SoV: The test results from the training)

4. Examples of changes made in the organization after the training (SoV: Organizational study )

5. Staff recognition/comments 6 months after the management training ( SoV: Interviewing staff on management at the authority)

Indicator for service: e.g. Number of satisfied customers (SoV: statistics, interviews %) (measures quality).

Step 7. IndicatorsMeasure achievements

• A baseline study, input data is needed, in order to be able to measure the final results, to be able to compare. (E.g. how many custom clearances per year when we start our project)

• Each indicator should be connected to a Source of Verification (SoV), answering the questions how the information on the indicator should be collected, when/how it will be collected (e.g. SoVs interviews, exams, at the statistical office, questionnaires etc.)

Step 8 Risk Analysis and Risk Management

Continuous risk analysis & risk management

important to reach sustainability

Step 8. Risk Analysis & Risk Management

• Analysis of factors which may influence the implementation of the project and hence the achievement of the objectives.

• Internal and External risks

• Make a risk management plan – mitigation of risks, new activities.

• Killing factors? Important threats, threatening the whole implementation e.g. the political situation, corruption etc.


Risk value Risks Probability

1-5 Consequence 1-5

Risk value Risk management /mitigation

1.Brain-drain 5 4 20 a. Train more staff b. Develop manuals for

training c. Develop an internal

long term training module

d. Avoid dependence on one person, share responsabilities

2.Delayed deliveries

2 1 2 None

Step 9 Analysis of Assumptions

Important problems to be solved by others

Step 9. Analysis of Assumptions

• Assumptions describe situations and conditions which are necessary for project success, problems needed to be solved, but which are largely beyond the control of the project group to solve (due to the resources of the project group, their mandate and knowledge etc.)

• An assumption, is a problem the project group realistically can assume that other projects/ authorities/actors will handle

Why different steps in LFA in the planning procedure?

• Relevance Step 1 – 4 The Context, the Stakeholder-, the Problem- and the Objectives analysis. Logical links between problems and solutions? Ensure that the problems of the target group are solved by the project.

• Feasible Step 5 – 7 Plan of Activities, Resources/inputs and Indicators. Are the activities and resources sufficient to achieve the objectives? (Resources: Personnel, time, funding, equipment)

• Sustainable Step 8 – 9 Risk analysis, Risk Management and Analysis of the Assumptions. If the project is sustainable, will the effects of the project remain without external assistance?

The nine steps of an LFA analysis - why?

1. Analysis of project´s Context 2. Analysis of Stakeholders 3. Problem Analysis/Situation Analysis RELEVANCE 4. Objectives Analysis

6. Plan of Resources/Inputs 5. Plan of Activities FEASIBILITY 7. Indicators/measurements

8. Risk Analysis and Risk Management 9. Analysis of Assumptions SUSTAINABILITY

GROUP ACTIVITY 1. PROBLEM: Identify one focal problem, e.g. You decided, but some proposals

a) Weak efficiency in the customs service b) Little knowledge in the trade sector on rules of origin (RoO)

c) Weak support from the state to the export industry

2. STAKEHOLDER ANALYSIS: Identify stakeholders in the sector (Beneficiaries/target group, Implementers, local financing agents, decision makers) List them.

3. PROBLEM ANALYSIS: Identify reasons/causes to the focal problem and effects. Make a brief problem tree, write notes.

4. OBJECTIVES: Set at least two expected results (short-term objectives), one project objective and two overall objectives. Formulate them “SMART” .

5. ACTIVITIES: Find solutions/activities to achieve result 1-3. Number the activities (1:1, 1:2, 1;3 etc.) and connect them to each expected result.


Overall Objectives Project Purpose Expected Results Activities

Indicators Indicators Indicators Resources

Sources of Verifications Sources of Verifications Sources of Verifications

Assumptions Assumptions

LFA matrix / Log Frame – a way to summarize a project plan

Preconditions

INTERVIEWS and/or WORKSHOPSParticipatory approach

© Project Design AB Sweden , Ms K. Örtengren 2010

Two main types of project planning workshops

1.Initial planning workshop (GOPP or LFA workshop. WHY a project ? and WHAT a project aims at?). Initial workshop is step I. Enhances engagement from a broad group of stakeholders – facilitates the future planning and implementation, listen to stakeholders! Participatory approach! Report after workshop handed over to the project management team.

2. Management workshop

(HOW a project should be implemented, details ), detailed planning, specification. Planning meetings for the project management team.



LFA steps in an LFA workshop

STAKEHOLDER ANALYSIS PROBLEM ANALYSIS!! ANALYSIS of OBJECTIVES (proposal) OVERALL ACTIVITY PLANNING (proposal) RISK ANALYSIS (overall , proposal) (ANALYSIS of ASSUMPTIONS, proposal)

Proposals from the stakeholders to

the project group

LFA/GOPP WORKSHOP answers WHY a project and WHAT a project will handle, not HOW

LFA summaryProject Planning

• Structured the project planning procedure in 9 steps

• Relevant, Feasible and Sustainable projects/programs

– leads to success!• Involve local stakeholders – listen to the target group • LFA correctly used, strengthen local participation

& local ownership!

• Connection problems and objectives – relevant solutions

• LFA during all phases of the project cycle, LFA planning sets the basis for efficient monitoring

How the LFA method works depends on its users

BRIEF on MONITORING


STEPS in MONITORING/ FOLLOW-UP of a PROJECT

CONTINUOUS MONITORING of OBJECTIVES (monitoring means using indicators & sources of verifications)

ANNUAL PROGESS or INTERIM REPORTS ANNUAL REVIEW MEETINGS ANNUAL WORK PLANS FINANCIAL REPORTS COMPLETION or FINAL REPORT AUDIT FOLLOW –UP MEETINGS WITH STAKEHOLDERS (incl. target group)

Narrative reporting and financial reporting

Every step in monitoring needs efficient planning

CONTINUOUS MONITORING of OBJECTIVES (monitoring means using indicators & sources of verifications)

ANNUAL PROGESS or INTERIM REPORTS ANNUAL REVIEW MEETINGS ANNUAL WORK PLANS FINANCIAL REPORTS COMPLETION or FINAL REPORT AUDIT FOLLOW –UP MEETINGS WITH STAKEHOLDERS (incl. target group)

Narrative reporting and financial reporting

Every step in monitoring needs efficient planning

MONITORING PLAN!

Make a monitoring plan for your project by deciding : WHAT to monitor (which objectives does your

project have )

HOW to monitor (Define Indicators & Sources of Verifications, SoVs such as interviews, studies, tests etc.)

WHO will collect the data (disseminate responsibilities for monitoring)

WHEN to monitor (when will you collect the data/the results)

Make a communication plan for your organisation to disseminate results to efficiently recieve sustainable results, Communication plan by defining the following:

WHO will/should receive the data on the results from the project, who needs it

WHY communicate to different stakeholders, the purpose with the communication

WHICH data is needed for different stakeholders

HOW to disseminate/communicate results WHEN to disseminate data

COMMUNICATION PLAN

LFA & RBM TERMINOLOGY TERMIOLOGY FOR PLANNING & MONITORING

LFA terminology use when planning

OVERALL OBJECTIVES (long-term)

PROJECT OBJECTIVE (medium-term)

EXPECTED RESULTS (short-term)

EXPECTED OUTPUTS (direct result from activities)

RESOURCES

RBM terminology , use when measuring performance, during implementation and evaluation

IMPACT

MEDIUM-TERM OUTCOME •

SHORT-TERM OUTCOMES

OUTPUTS

INPUTS

LEVELS of MONITORINGTERMIOLOGY IN MONITORING

1. IMPACT (Overall objectives)

2. MEDIUM-TERM OUTCOME (project objective)

3. SHORT-TERM OUTCOMES (expected results)

4. OUTPUTS

5. INPUTS

1. IMPACT (Overall objectives)

2. MEDIUM-TERM OUTCOME (project objective)

3. SHORT-TERM OUTCOMES (expected results)

4. OUTPUTS

5. INPUTS

1. Long term effects on life changes and living standards (e.g. Increased trade and/or improved GDP)

2. Medium term effects- access usage and satisfaction of users (E.g. Improved Efficiency in Customs Service in region X )

3. Short term effects, services produced (e.g. a. Improved technical administrative solutions in custom service in region X, b. Strengthened knowledge among administrative staff in Customs Service in Region X )

4. Very short-term results, direct effect of the

activities, such as 150 staff trained, 20.000 manuals printed etc.

5. Financial, staff, time input needed to implement project (e.g. 200 USD, 45 man months and 3 years)

1. Long term effects on life changes and living standards (e.g. Increased trade and/or improved GDP)

2. Medium term effects- access usage and satisfaction of users (E.g. Improved Efficiency in Customs Service in region X )

3. Short term effects, services produced (e.g. a. Improved technical administrative solutions in custom service in region X, b. Strengthened knowledge among administrative staff in Customs Service in Region X )

4. Very short-term results, direct effect of the

activities, such as 150 staff trained, 20.000 manuals printed etc.

5. Financial, staff, time input needed to implement project (e.g. 200 USD, 45 man months and 3 years)

Capacity development To achieve sustainable results, analyse capacity

development needs at different levels in the society.

© Project Design AB Sweden K. Örtengren 2011Kari.ortengren2telia.com+46-733-795 568

Institutional framework

System of organizationsOrganization

Unit within organiz.

Contextual analysis

Individual/Profession

(competence)

Capacity Building

To ensure sustainability- Make an Exit Strategy /Continous Risk Management

To ensure sustainability- Make an Exit Strategy /Continous Risk Management

To reach sustainable results, important factors to plan for at an early stage (to make a risk management plan regarding):

1. Local Capacity for ownership of the process, depends on: a. Knowledge among staff b. Willingness to change c. Participation and responsibility d. Future financing, long term financing e. Available time2. Methods for implementation of the project, have to be adapted to

local conditions, to cultural-, instititutional- and to gender aspects, age and capacity.

3. The distribution/dissemination of the knowledge needs to be efficient within the organisation and to other organisations and regions.

4. Political will and political awareness on the issue. 5. Legislation and regulations

Monitoring and Evaluation Monitoring: the systematic and continuous assessment of progress over time by collecting and analysing information, and using that information to improve the project’s work. The periodic The periodic measurement of progress of a program/project . Monitoring focus on: measurement of progress of a program/project . Monitoring focus on: Project/program implementation process, tracking progress towards a Project/program implementation process, tracking progress towards a predetermined set of objectives, by using indicators and sources of predetermined set of objectives, by using indicators and sources of verifications. verifications.

Evaluation: the assessment at one point in time of the impact of a project and the extent to which objectives have been achieved.

Both are tools for identifying strengths and weaknesses and for making good and timely decisions to reach progress.

Monitoring: the systematic and continuous assessment of progress over time by collecting and analysing information, and using that information to improve the project’s work. The periodic The periodic measurement of progress of a program/project . Monitoring focus on: measurement of progress of a program/project . Monitoring focus on: Project/program implementation process, tracking progress towards a Project/program implementation process, tracking progress towards a predetermined set of objectives, by using indicators and sources of predetermined set of objectives, by using indicators and sources of verifications. verifications.

Evaluation: the assessment at one point in time of the impact of a project and the extent to which objectives have been achieved.

Both are tools for identifying strengths and weaknesses and for making good and timely decisions to reach progress.

Evaluation Criteria

Relevance: The appropriateness of the project objectives to the problems it addresses and to the physical and policy environment.

Efficiency: Results acheived at reasonable cost i.e how well inputs/means have been converted into results in terms of quality, quantity and time?

Effectiveness: An assessment of the contribution made by the results to achievement of the project purpose and how assumptions have affected project achievements.

Impact: The effect of the project on its wider environment. Its contribution to the objectives for the sector (overall objectives)

Sustainability: Likelihood of the benefits produced by the project to continue to flow after end of project with particular reference to ownership, environment, policy support, institutional capacity and financial support.

The nine steps of an LFA analysis - why?

1. Analysis of project´s Context 2. Analysis of Stakeholders 3. Problem Analysis/Situation Analysis RELEVANCE 4. Objectives Analysis 5. Plan of Activities 6. Plan of Resources/Inputs FEASIBILITY 7. Indicators/measurements

8. Risk Analysis & Risk Management 9. Analysis of Assumptions SUSTAINABILITY

1. Analysis of project´s Context 2. Analysis of Stakeholders 3. Problem Analysis/Situation Analysis RELEVANCE 4. Objectives Analysis 5. Plan of Activities 6. Plan of Resources/Inputs FEASIBILITY 7. Indicators/measurements

8. Risk Analysis & Risk Management 9. Analysis of Assumptions SUSTAINABILITY

o Good planning with an efficient tool such as the LFA o Planning is a process , a participatory approach o Define SMART objectives including monitoring

tools such as indicators & source of verificationso Specify activities oMake a risk analysis & risk management plan

o Set aside time, resources and skills for planning & monitoring

o Responsible monitoring persons o Analysing data & learning from results o Dissemination of results to relevant stakeholderso Good project management skills helps

Summary

How strategic planning and monitoring works

depends on its users, on us!

Strategic Planning and Monitoring of projects and programs Results –Based Management (RBM) Including LFA (The Logical Framework Approach) © Project Design.

Documents

lfa analysis

analysis of context

analysis of projects

management strategy

background information

project cycle management

lfa method

risk analysis