Purpose only measure what is important. Purpose indicators have measures of quantity, quality, and time.
The Purpose indicators measure the expected results at the end of the project execution.
project-management-and-developmentFOCUS LOGICAL FOR PROJECT MANAGEMENT IN PAHO CONCEPTUAL BASES
MANAGEMENT FOR RESULTS
SCIENTIFIC METHOD
SYSTEMS APPROACH
AGREEMENTS CONTRACTUAL MANAGEMENT PARTICIPATORY
Logical Approach (Cont.)
OBJECTIVES
CLAROS / AGREEMENT
CAUSE / EFFECT
INDICATORS
ACHIEVABLE
quantity, quality, time (CCT)
RELATIONSHIP WITH EXPOSED EXTERNAL FACTORS LOGICAL
APPROACH (Cont.)
IDENTIFIES THE MANAGEMENT RESPONSIBILITY OF:
PRODUCING RESULTS (RE)
COMMITMENT WITH SUPERIOR OBJECTIVES (EFFECT / IMPACT)
CONTRIBUTES TO DETERMINE THE PROJECT EFFECTIVENESS, IMPROVE THE PROJECT DESIGN, Logical Approach (Cont.)
INCLUDES THE REQUIREMENTS FOR A GOOD
PROJECT MANAGEMENT
ESTABLISHES THE BASES FOR THE IMPLEMENTATION AND
EVALUATION
IS A PROCESS CONTINUOUS LEARNING
REDUCES TIME AND EFFORT IN THE LONG
TERM
logical framework
Bilateral agencies: Multilateral institutions:
United States (USAID) UNDP
Canada (CIDA)
Germany (GTZ) UNITED
UK (DFID) Others:
Scandinavia (NORAD,
DANIDA) Ministries / Governments
Japan (JICA) Corporations
Banks:
African Development NGOs
Asian Development Universities
World Bank
ANALYTICAL STAGE
WHAT IS A GOAL?
OBJECTIVES ARE THE SPECIFIC RESULTS THAT WE DESIRE
AN OBJECTIVE EXPRESSES AN ATTEMPT THAT
DESCRIBES A PROPOSED CHANGE WHICH
IS MEASURABLE AND OBSERVABLE ANALYTICAL
STAGE
OBJECTIVES
Use strong verbs to describe objectives
ANALYTICAL STAGE Objective
tree Exercise 3:
Review the problem tree.
Convert it into a goal tree
ANALYTICAL STAGE
SUMMARY: ANALYTICAL STAGE
(at the country level)
Prepare draft Situation Analysis
Meet with national counterparts
Problem
Analysis Stakeholder
Analysis Situation Analysis Update
Prepare draft TC Strategy
Meet with national counterparts
Update TC Strategy
Reason for project. Higher goal to which you contribute. Example: Changes in the National Health Situation.
PURPOSE - WHY?
The impact (immediate effect) of the Project.
Example: Changes in National Capacities.
EXPECTED RESULTS - WHAT?
Specific results (products) produced by the project. Management Responsibility. PAHO Listing 10.
ACTIVITIES SUCH AS?
Actions and resources that the project must execute to produce the result. Management Responsibility.
PLANNING STAGE
THE LOGIC OF A PROJECT:
A SET OF LINKED HYPOTHESES
PLANNING STAGE
EXAMPLE
- END
Diseases caused by contaminated water have been eliminated. - PURPOSE
The rural population has adopted hygienic practices
- PRODUCTS
1. Trained health workers
2. The community has been informed about water treatment techniques
- ACTIVITIES
1.1 Develop the curriculum
1.2 Take courses for health workers on water treatment
2.1 Disseminate water treatment techniques.
2.2 Hold workshops with the community
PLANNING STAGE
Objective Hierarchy
Exercise 4:
Identify PROJECT MANAGERS PAHO PERSONAL ENGAGEMENT responsibility
Identify PROJECT MANAGERS four levels of the CONTRACTUAL OBLIGATION project
PLANNING STAGE
Hierarchy of Objectives
Exercise 5:
Compare the hierarchy of objectives in your project with the four levels of the objective tree.
Using the list of types of results, review the expected results based on the list of 10.
Cooperation networks, Alliances
Monitoring and information systems
Norms and guidelines (standards)
Research and evaluation studies
Plans, projects and policies
Methods, models and technologies Training programs
Promotional campaigns and advocacy
Direct support Others
- MEASURE WHAT IS IMPORTANT IN A PROJECT:
Objective: Better houses have been built
Bad indicator: Red and white houses Better indicator: 500 3-bedroom houses
- MEASURES CHANGES ATTRIBUTABLE TO THE PROJECT:
Objective: Has improved
tax service administration
Bad indicator: Increase in collected taxes
- IT IS COST-EFFECTIVE: It involves the collection and analysis of simple data
NUMBER OF INDICATORS: THE MINIMUM NECESSARY TO CLARIFY THE TARGET
PLANNING STAGE
MILES (Intermediate Indicators) Indicator:
80% of the rural population in the province of Santa Clara with access to drinking water in two years
Baseline from the problem tree: Only 50% of the population has access to drinking water at the beginning of the project.
Milestones:
- 60% after the first year
- 80% after the second year
The indicators help us to refine and clarify what we want to say in the objective
The usefulness of the indicator depends on the availability and validity of the data
PLANNING STAGE
INDICATORS AND MEANS OF VERIFICATION
Exercise 6:
Review the indicators and means of verification for the End, the Purpose and the Expected Results in the project Add milestones, when necessary.
- QUANTITY, QUALITY AND TIME
- MEDIA CHECK AVAILABLE
- COST MINIMAL
STAGE OF PLANNING
ASSUMPTIONS
ASSUMPTIONS ON FACTORS
OUTSIDE ALSO BE
EXPLICIT
PLANNING STAGE
necessary and sufficient conditions
EACH LEVEL OF THE PROJECT MUST IDENTIFY THE CONDITIONS NECESSARY AND SUFFICIENT TO ACHIEVE IMMEDIATELY HIGHER LEVEL
PLANNING STAGE
NECESSARY AND SUFFICIENT CONDITIONS PLANNING
STAGE
ALLEGED KEY IDEAS:
A GOOD PROJECT DESIGN MUST INCLUDE
ALL NECESSARY AND SUFFICIENT CONDITIONS TO ACHIEVE THE OBJECTIVES OF THE PROJECTS.
THE ASSUMPTIONS MUST INCLUDE THE
CONDITIONS / FACTORS TO THE
PROJECT
INTERNAL / EXTERNAL
(Hypothesis Project) / (Assumptions / Risks)
STAGE OF PLANNING
ASSUMPTIONS
ARE THE CONDITIONS TO EXIST FOR THE SUCCESS OF THE
PROJECT BUT ARE BEYOND THE CONTROL OF THE PROJECT
LIKELIHOOD
STAGE PLANNING
HOW TO HANDLE CRITICAL ASSUMPTIONS
DO NOTHING: RISKS AND BENEFITS
CHANGE PROJECT DESIGN: ADD ANOTHER EXPECTED OUTCOME AND / OR ACTIVITIES
ADD A NEW PROJECT
ABANDON THE PROJECT: IMPLICATIONS?
MONITOR ASSUMPTIONS AND USE INFLUENCES
MAKE A DECISION
PLANNING STAGE
THE IMPORTANCE TO CLARIFY THE ASSUMPTIONS
IMPROVING COMMUNICATION AMONG ALL STAKEHOLDERS
IDENTIFY WHAT IS BEYOND THE CONTROL OF THE MANAGER OF THE PROJECT IS
PROVIDED BY TRIAL SHARED ON THE
LIKELIHOOD OF SUCCESS OF THE PROJECT
PLANNING STAGE
EXERCISE ASSUMPTIONS
review and / or identify External assumptions important for achieving the objectives of your project
IF AND THEN
Concentrate mostly on Activities with
Expected Results and Expected Results on Purpose
PLANNING STAGE
BUDGET
Regular and extrabudgetary
funds Budgeting necessary funds to execute the activity
If the funds are not sufficient, modify the activity, expected result and indicators and possibly the purpose
Negotiation with others who share the same heading
Budgeting human resources
PLANNING STAGE
Exercise 8: BUDGET
Review and update the cost of activities
Update the project if the funds are not sufficient
Pay attention to the Expected Results indicators
Review staff assignments
PLANNING STAGE
Review of the Project Process (PRP) Extrabudgetary Projects
To ensure:
That the project is related to national priorities for Technical Cooperation Technical
feasibility
Adequate financing: PSC and Country Office costs
Schedule for execution
Legal review
Opportunities for coordination PRP
PLANNING STAGE
(Cont.)
Extrabudgetary projects begin only when:
The Director has approved
The Agreement has been signed Funds were received
PLANNING STAGE
SUMMARY: STEPS IN THE PLANNING STAGE (COUNTRY LEVEL)
1. Select four levels from the objective tree
2. Review cause and effect between the four levels
3. Establish data baseline
4. Define indicators and milestones
5. Identify means of verification
PLANNING STAGE
SUMMARY: STEPS IN THE PLANNING STAGE (COUNTRY LEVEL) (Cont.)
6 Analyze assumptions
7. Identify critical assumptions
8. Budget regular and extrabudgetary funds as well as human resources
9. Review PSC funds and direct costs
10. Develop a management project
EXECUTION STAGE
COMMON FACTORS FOR SUCCESS IN PROJECT EXECUTION
STAGE OF EXECUTION
COMMON FACTORS FOR SUCCESS
Management
- Leadership
- Work plan
- Productive work environment
- Orientation for results
- Conclusion of tasks
- Delegation of authority and responsibilities
- Organization
- Motivation
STAGE OF EXECUTION
COMMON FACTORS FOR SUCCESS
Control
- Work
progress
- Costs - Project environment
- Calendars, dates limits
- Project assumptions
- Productivity
- Information for decision making
- Evaluations
EXECUTION STAGE
COMMON FACTORS FOR SUCCESS
Communication
A: National counterparts Project Team
Management
Financial Institutions / Donors
About: Progress
Achievements
Problems and recommendations
Via: Formal reports
Non- formal mechanisms
EXECUTION STAGE
RESPONSIBILITIES OF THE PROJECT MANAGER
Manage all the resources
Produce the RE - management contract
Monitor that the RE contribute to Purpose and End
personal commitment
Overseeing the Assumptions
IMPLEMENTATION STAGE
PROJECT MANAGER RESPONSIBILITIES
Advise senior management when:
the achievement of the ER is uncertain problems threaten the project purpose there are changes in the assumptions / project environment
Recommend corrective actions
Developing project team members
EXECUTION STAGE
Suggestion for Complex Projects:
OPERATIONAL PLAN
Project: Eliminate diseases caused by impurities in water.
STAGE PERFORMANCE
MONITORING AND EVALUATION: AN ONGOING
MONITORING
COMPARE INPUTS AND RE (evaluation process)
REGISTERING THE PROGRESS OF WORK TO
EXPLAIN DISCREPANCY
REPORT ON THE STATE OF PROGRESS TO
FACILITATE THE EVALUATION
STAGE PERFORMANCE
MONITORING (Cont.)
Monitoring the implementation of:
Tasks and activities
ER achievement (indicators and milestones)
Know the project environment (assumptions) Immediate effect (impact) of the ER on the purpose
EXECUTION STAGE
MONITORING (Cont.)
Report to higher levels
- Problems in the project
- Problems in the environment (assumptions)
- Suggestions to solve the problems
IMPLEMENTATION STAGE
PROJECTS TECHNICAL COOPERATION AMONG COUNTRIES (TCC)
ROLE OF PAHO
- PROMOTION
- FINANCIAL SUPPORT
- CATALYTIC
- FOCAL POINT FOR TCC
implementation stage
TCC (cont)
PERSONNEL PAHO should promote TCC
FUNDS SPECIAL REGIONAL
(REQUIRED APPROVAL OF THE DIRECTOR) PWR MUST ASSURE COMMITMENT TO:
NATIONAL AUTHORITIES
OTHER OFFICES COUNTRY
implementation stage
TCC (cont)
USE FOCUS LOGICAL TO
DEVELOP PROPOSALS TCC
PROPOSED TCC
JUSTIFICATION
AGREEMENT STAKEHOLDER
CONTRIBUTION OF PARTICIPANTS
SUMMARY: Assessment and monitoring
Phase designing a project Appraisal Ex-ante
phase Execution of a project Monitoring Follow-up
Evaluation phase of a project Evaluation Ex-post evaluation
UNTIL WHERE THE RESPONSIBILITY OF THE PROJECT MANAGER COMES
* RESPONSIBILITY OF
MEMBER COUNTRIES OR
RESPONSIBLE INSTITUTIONS
PURPOSE
OUTCOME
RESPONSIBILITY OF
THE PROJECT MANAGER
ACTIVITIES
* However, the project manager should commit to the purpose and purpose. PROJECT
DESIGN CHECKLIST The End is clearly stated. End indicators are verifiable in terms of quantity, quality and time. The project has a single Purpose. The Purpose is clearly stated.
The Purpose indicators are not a summary of the Components, but an independent way of measuring the achievement of the Purpose. Purpose indicators only measure what is important.
Purpose indicators have measures of quantity, quality, and time.
The Purpose indicators measure the expected results at the end of the project execution.
The Components (Results) of the project are clearly expressed.
The Components are expressed as results.
All Components are necessary to fulfill the Purpose.
The Components include all the items for which the project management is responsible.
Component indicators are verifiable in terms of quantity, quality and time.
The Activities include all the actions necessary to produce each Component.
The Activities identify all the actions necessary to collect information on the indicators.
Activities are the tasks for which costs are incurred to complete the Components.
The relationship between Activities and the budget is realistic.
The if / then relationship between the Purpose and the End is logical and does not omit important steps.
The relationship between the Components and the Purpose is realistic.
The vertical logic between
Activities, Components, Purpose and End is realistic in its entirety.
The Purpose, together with the assumptions at that level, describe the necessary conditions, even when they are not sufficient, to achieve the End.
The Components, together with the assumptions at that level, describe the necessary and sufficient conditions to achieve the Purpose.
Assumptions at the Activity level do not include any actions that have to be carried out before Activities can begin. (The preceding conditions are detailed separately).
The means of verification column identifies where the information can be found to verify each indicator.
The logical framework defines the information necessary for the evaluation of the project (eg, completion, expost).
SUMMARY
Concepts of the Logical Approach
- Analyze the problems
- Analyze the stakeholders
- Identify objectives
- Establish hierarchy of objectives
- Define indicators and milestones SUMMARY (cont)
- Define means of verification
- Analyze and identify critical assumptions
- Budget resources
- Responsibilities of the Project Manager
- Types of Evaluation
