Pcm Trainer's Mannual - Mch Chdp

Project Cycle Management (Logical Framework Approach) Two Day Primer Workshop

- Course work Compiled from



Aid Delivery Methods – Volume 1, Project Cycle Management Guidelines, European Union, 2004 ROOTS – 5: - Project cycle management, Tearfund

- Compiled by Abraham Dennyson K [email protected] Manager, MCH – Community Health & Development Programmes Madhepura Christian Hospital, Emmanuel Hospital Association, Madhepura, Bihar - 852113

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Table of Contents INTRODUCTION ............................................................................................................................................ 6 What is a project? ..................................................................................................................................... 6 Project cycle management (PCM)............................................................................................................ 6 The project cycle ....................................................................................................................................... 6 IDENTIFICATION.................................................................................................................................... 7 DESIGN .................................................................................................................................................... 7 IMPLEMENTATION................................................................................................................................. 7 EVALUATION .......................................................................................................................................... 7 LESSON LEARNING ................................................................................................................................ 7 EXERCISE 1: ................................................................................................................................................... 7 Give examples of projects; Examples of projects could include:.............................................................. 7 THE LOGICAL FRAMEWORK APPROACH............................................................................................ 8 TWO MAIN PHASES...................................................................................................................................... 8 Analysis Phase .......................................................................................................................................... 8 Planning Phase ......................................................................................................................................... 8 STAKEHOLDERS ........................................................................................................................................... 9 PRIMARY STAKEHOLDERS ................................................................................................................... 9 SECONDARY STAKEHOLDERS ............................................................................................................. 9 EXERCISE 2................................................................................................................................................... 10 Identify the different stakeholders........................................................................................................... 10 STAKEHOLDER ANALYSIS ...................................................................................................................... 11 1. Stakeholder analysis matrix – how affected by the general problem or opportunity? .................. 11 Stakeholder analysis Matrix.................................................................................................................... 11 2. Stakeholder.................................................................................................................................... 12 EXERCISE 3................................................................................................................................................... 12 SWOT ANALYSIS......................................................................................................................................... 13 SWOT Matrix .......................................................................................................................................... 13 PROBLEM ANALYSIS................................................................................................................................. 14 METHOD OF CONSTRUCTING A PROBLEM TREE ........................................................................... 14 STEP 1 .................................................................................................................................................... 14 STEP 2 .................................................................................................................................................... 14 STEP 3 .................................................................................................................................................... 15 EXERCISE 4: ................................................................................................................................................. 15 Group Work:- Establish a problem tree with the main problem as Shortage of Drinking water ........... 15 STEP 4: ................................................................................................................................................... 16 ANALYSIS OF OBJECTIVES ..................................................................................................................... 17 OBJECTIVES TREE..................................................................................................................................... 17 EXERCISE 5: ................................................................................................................................................. 18 Group Work: - Establish an Objective Tree from the ‘lack of income’ problem tree ............................. 18 LOGICAL FRAMEWORKS (LOG FRAMES) .......................................................................................... 19

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General Sequence of completion............................................................................................................. 20 Link between Logframe and indicator/ Evidence Terminology .............................................................. 20 Example of Indicators & sources of verification .................................................................................... 20 Intervention Logic................................................................................................................................... 21 Relationship between assumption and objective hierarchy .................................................................... 21 EXERCISE 6: ................................................................................................................................................. 22 Group Work:- Prepare a log frame for a project to Decrease incidence and impact of diarrhoeal disease..................................................................................................................................................... 22 ACTIVITY SCHEDULE (KNOWN AS A GANTT CHART) ................................................................... 23 EXERCISE 7: ................................................................................................................................................. 23 Group Work - Prepare a log Gantt chart for the above project (Decrease incidence and impact of diarrhoeal disease) ................................................................................................................................. 23 MONITORING, REVIEWING & EVALUATION .................................................................................... 24 Comparison............................................................................................................................................. 24 Assessment & Hierarchy of Objective relationship ................................................................................ 25 How to complete the summary reports?.................................................................................................. 25 GLOSSARY .................................................................................................................................................... 29 Activities.................................................................................................................................................. 29 Analysis of Objectives ............................................................................................................................. 29 Activity Schedule..................................................................................................................................... 29 Appraisal................................................................................................................................................. 29 Assumptions ............................................................................................................................................ 29 Commitment ............................................................................................................................................ 29 Evaluation............................................................................................................................................... 29 Evaluation Phase .................................................................................................................................... 29 Factors Ensuring Sustainability.............................................................................................................. 29 Feasibility Study...................................................................................................................................... 30 Gantt Chart ............................................................................................................................................. 30 Hierarchy of Objectives .......................................................................................................................... 30 Identification Phase ................................................................................................................................ 30 Formulation Phase.................................................................................................................................. 30 Implementation Phase............................................................................................................................. 30 Indicative Programmes........................................................................................................................... 30 Integrated Approach ............................................................................................................................... 30 Intervention Logic................................................................................................................................... 30 Logframe................................................................................................................................................. 31 Logical Framework Approach (LFA) ..................................................................................................... 31 Means...................................................................................................................................................... 31 Milestones ............................................................................................................................................... 31 Monitoring .............................................................................................................................................. 31 Objective ................................................................................................................................................. 31 Objective Tree......................................................................................................................................... 31 Objectively Verifiable Indicators (OVI).................................................................................................. 31 Overall Objective (also called ‘Goal’) ................................................................................................... 31 Pre-Conditions........................................................................................................................................ 31 Prefeasibility Study ................................................................................................................................. 32 Problem Analysis .................................................................................................................................... 32 Programming Phase ............................................................................................................................... 32 Project..................................................................................................................................................... 32 Project Cycle........................................................................................................................................... 32 Project Purpose 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Recurrent Costs....................................................................................................................................... 32 Resource Schedule .................................................................................................................................. 32 Results..................................................................................................................................................... 32 Risks, Constraints & Assumptions .......................................................................................................... 33 Sources of Verification............................................................................................................................ 33 Stakeholders............................................................................................................................................ 33 Strategy Analysis..................................................................................................................................... 33 Sustainability .......................................................................................................................................... 33 SWOT Analysis ....................................................................................................................................... 33 Terms of Reference ................................................................................................................................. 33 Workplan................................................................................................................................................. 33

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PCM Training (Logical Framework Approach)

Objective By the end of the workshop, participants will understand: 1. the role of the project cycle, and key activities to be undertaken at each stage 2. the principles of Project Cycle Management & the Logical Framework Approach (LFA) 3. the role of the log frame in project monitoring & evaluation

Participants





Project officers (EHA) Project Assistants (EHA) Volunteers (EHA) Junior Field Officers (EFICOR)

Schedule 06 Oct 2009

07 Oct 2009

0900 – 0930

(Analysis Phase) Introduction to PCM

(Planning Phase) Logical frameworks

0930 – 1030

Introduction to LFA

1030 – 1100

Tea Break

Tea Break

1100– 1145

Stakeholder Analysis & Matrix

Log Frame Exercise

1145 – 1230

SWOT Analysis

1230 – 0130

Lunch

Lunch

0130 – 0230

Problem Analysis & Problem Tree

Activity Schedule

0230 – 0245

Tea Break

Tea Break

0245 – 0345

Analysis of Objectives & Objective Monitoring & Reviewing Tree Reflection time Evaluation

0345 – 0430

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Introduction What is a project? A project is a series of activities aimed at bringing about clearly specified objectives within a defined time-period and with a defined budget

Project cycle management (PCM) PCM is the term given to the process of planning and managing projects, programmes and organisations. It is used widely in the business sector and is increasingly being used by development organisations. Development projects sometimes fail because they are badly planned and do not take account of some important factors, particularly the needs and views of stakeholders. PCM is based around a project cycle, which ensures that all aspects of projects are considered.

The project cycle The process of planning and managing projects can be drawn as a cycle. Each phase of the project leads to the next.

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IDENTIFICATION To identify what a project will focus on, we need to find out who should benefit and what their needs are. A ‘needs assessment’ will give an overview of community problems. A ‘capacity assessment’ will help identify which problem the project should address.

DESIGN Once it is decided to go ahead with the project, we can start to think about the detail. This involves carrying out further research into the people affected by a problem and how they are affected by it. We also need to consider the risks to the project and how we will measure the project’s performance.

IMPLEMENTATION During the implementation of the project it is important to monitor and review the progress of the project and any outside changes that affect it. The project plans should be adjusted where necessary.

EVALUATION Evaluation should be carried out at or after project completion. Evaluation could be carried out a few months or years after the project has finished in order to assess its longterm impact and sustainability.

LESSON LEARNING While the project cycle is a useful way of outlining the stages of a project, it has one drawback: it makes it look as though one tool follows another. In fact, many of the planning tools can be used at any stage of the project. They should be repeated throughout the project’s life to ensure that any changes that might affect project success are accounted for. Findings should also be used for organisational learning and to improve other projects.

Exercise 1: Give examples of projects; Examples of projects could include:





A sanitation project to reduce people dying of diarrhea in 5 villages costing 10 Lakh rupees over one year. A health service reform and expansion project, implemented primarily by the Ministry of Health of the partner government and with financial support of other donors, costing Rs. 300 Crore over 10 years; An emergency relief project, coordinated by the UN and implemented through NGOs, costing Rs. 5 crore over one year; A road and bridge building project, using a contracted project manager, costing Rs 3 Crore over 5 years;

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The Logical Framework Approach The Logical Framework Approach (LFA) is a core tool used within Project Cycle Management.
It is used during the identification stage of PCM to help analyse the existing situation, investigate the relevance of the proposed project and identify potential objectives and strategies;
During the formulation stage (Design & Planning), the LFA supports the preparation of an appropriate project plan with clear objectives, measurable results, a risk management strategy and defined levels of management responsibility;
During project/programme implementation, the LFA provides a key management tool to support contracting, operational work planning and monitoring; and
During the evaluation and audit stage, the Logframe matrix provides a summary record of what was planned (objectives, indicators and key assumptions), and thus provides a basis for performance and impact assessment.

Two Main Phases Analysis Phase







Planning Phase

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.

Developing Logical Framework matrix - defining project structure, testing its internal logic & risks, formulating measurable indicators of success Activity scheduling – determining the sequence and dependency of activities; estimating their duration, and assigning responsibility Resource scheduling - from the activity schedule, developing input schedules and a budget

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The project should come out of what people say they want and not from assumptions that we make. Organise and participate in consultations with key stakeholders throughout different phases (e.g. partner government institutions, nonstate entities, civil-society groups, other donors, etc), and ensure their active involvement in decision making.

Stakeholders Any individuals, groups of people, institutions or firms that may have a significant interest in the success or failure of a project (either as implementers, facilitators, beneficiaries or adversaries) are defined as ‘stakeholders’. It is important that stakeholder analysis take place at an early stage in the identification and appraisal phases of a project / program. Stakeholders can be divided into two main types:

PRIMARY STAKEHOLDERS who benefit from, or are adversely affected by, an activity. This term describes people whose well-being may be dependent on a resource or service or area (e.g. a forest) that the project addresses. Usually they live in the area or very near the resources in question. They often have few options when faced with change, so they have difficulty adapting. Primary stakeholders are usually vulnerable. They are the reason why a project is carried out – the end users.

SECONDARY STAKEHOLDERS include all other people and institutions with an interest in the resources or area being considered. They are the means by which project objectives can be met, rather than an end in themselves.

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Exercise 2 Identify the different stakeholders Study the picture below. Villagers are concerned about a new dam which has been proposed in their valley. The dam will help provide drinking water for the city. It is decided that the project should focus on ensuring that the views of villagers are listened to so that their livelihoods are not adversely affected. Identify the different stakeholders of the proposed dam, saying whether they are primary or secondary.

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Stakeholder analysis 1. Stakeholder analysis matrix – how affected by the general problem or opportunity? An example of a stakeholder analysis matrix format is shown in Figure below. The type of information collected, analysed and presented in the columns of such a matrix can be adapted to meet the needs of different circumstances. For example, additional columns could be added to specifically deal with the different interests of women and men. Also, when analyzing potential project objectives in more detail (at a later stage in project planning), greater focus should be given to analyzing the potential benefits and costs of a proposed intervention to different stakeholder groups.

Stakeholder analysis Matrix

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2.









Stakeholder Table List all the possible stakeholders in the project. Divide these into primary stakeholders and secondary stakeholders. Remember to include supporters and opponents, user groups, vulnerable groups and sub-groups that are relevant to the project. In the second column, write down the interests of each stakeholder in relation to the project and its objectives. These interests might be obvious. However, there might be some hidden interests, so assumptions might need to be made about what these are likely to be. Remember that each stakeholder might have several interests. In the third column, write down the likely impact of the project on each stakeholder’s interests. This will enable us to know how to approach the different stakeholders throughout the course of the project. Use symbols as follows: i. + Potential positive impact on interest ii. Potential negative impact on interest iii. +/– Possible positive and negative impact on interest iv. ? Uncertain In the fourth column, indicate the priority that the project should give to each stake holder in meeting their interests. Use the scale 1 to 5, where 1 is the highest priority.

Exercise 3: Complete a stakeholder table for the stakeholders identified for the proposed dam.

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SWOT analysis SWOT analysis (strengths, weaknesses, opportunities and threats) is used to analyse the internal strengths and weaknesses of an organization and the external opportunities and threats that it faces. It can be used either as a tool for general analysis, or to look at how an organization might address a specific problem or challenge. The quality of information derived from using this tool depends (as ever) on who is involved and how the process is managed – it basically just provides a structure and focus for discussion. SWOT is undertaken in three main stages, namely: 1. Ideas are generated about the internal strengths and weaknesses of a group or organization, and the external opportunities and threats; 2. The situation is analysed by looking for ways in which the group/organisation’s strengths can be built on to overcome identified weaknesses, and opportunities can be taken to minimize threats; and 3. A strategy for making improvements is formulated (and then subsequently developed using a number of additional analytical planning tools). An example of a SWOT matrix, further analyzing the capacity of Fishing Cooperatives to represent members’ interests and manage change, is shown in Figure below:

SWOT Matrix

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Problem Analysis Problem analysis identifies the negative aspects of an existing situation and establishes the ‘cause and effect’ relationships between the identified problems. Problem trees enable stakeholders to get to the root of their priority need and to investigate the effects of the problem. It involves three main steps: 1. Definition of the framework and subject of analysis; 2. Identification of the major problems faced by target groups and beneficiaries (What is/are the problem/s? Whose problems?); and 3. Visualisation of the problems in form of a diagram, called a “problem tree” or “hierarchy of problems” to help analyse and clarify cause–effect relationships. The analysis is presented in diagrammatic form (see Figure) showing effects of a problem on top and its causes underneath. The analysis is aimed at identifying the real bottlenecks which stakeholders attach high priority to, and which they wish to overcome. A clear problem analysis thus provides a sound foundation on which to develop a set of relevant and focused project objectives.

METHOD OF CONSTRUCTING A PROBLEM TREE STEP 1 Main Problem Agree on the main problem, usually the one identified during project identification. Write it on a post-it note or piece of card and place it in the middle of the wall or floor. There might be other problems identified by the community that could be explored. Draw separate problem trees for these and compare them later when starting to think about exactly what the project will address.

STEP 2 CAUSES: Identify the causes of the main problem by asking ‘But why?’ until we can go no further. Write each cause on a separate post-it note or piece of card. Some problems might have more than one cause. For example:

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STEP 3 EFFECTS: Identify the causes of the main problem by asking ‘But why?’ until we can go no further. Write each effect on a separate post-it note or piece of card. Some problems might have more than one effect. For example:

Exercise 4: Group Work:- Establish a problem tree with the main problem as Shortage of Drinking water

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STEP 4: Construct a problem Tree: Copy the problem tree onto a sheet of paper. Draw in vertical links to show the relationship between the causes or effects. Draw horizontal lines to show where there are joint causes and combined effects.

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Analysis of Objectives Analysis of objectives is a methodological approach employed to:
Describe the situation in the future once identified problems have been remedied;
Verify the hierarchy of objectives; and
Illustrate the means-ends relationships in a diagram.
The ‘negative situations’ of the problem tree are converted into solutions, expressed as ‘positive achievements’ The main steps in the process are summarised below First. Reformulate all negative situations of the problems analysis into positive situations that are:
desirable
realistically achievable Second. Check the means-ends relationships to ensure validity and completeness of the hierarchy (cause-effect relationships are turned into means-ends linkages) Third.

If necessary:
revise statements
add new objectives if these seem to be relevant and necessary to achieve the objective at the next higher level
delete objectives which do not seem suitable or necessary

Objectives tree An objectives tree is similar to a problem tree, except that it looks at objectives rather than problems. An objectives tree can be developed without first identifying problems, but the easiest way to develop an objectives tree is to convert a problem tree. To do this, turn each of the causes in the problem tree into positive statements. For example, ‘poor yields’ would become ‘yields increased’. This will result in an objectives tree. Check the logic. Will one layer of objectives achieve the next? Add, delete or change objectives if necessary.

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Focus Area: If we try to address all of the objectives we have identified, we will find we have a very expensive and lengthy project. It is therefore necessary to focus on one or a few areas of the objectives tree. If more than one objectives tree has been drawn, we will need to decide which of these to focus on for the project Ask the following questions:
Which objectives should we address?
Which combination of objectives are most likely to bring about the most positive change? Issues to consider are:
cost
benefits to primary stakeholders
likelihood of achieving the objectives
risks (see page 45)
whether other organisations are already addressing the problem
sustainability
environmental impact. Look at the objectives tree and identify the branches that the project could address. For example, for the objectives tree above, it might be decided to address the right-hand branch (circled). It is a good idea to come back to the objectives tree later when starting to think of project assumptions. All the objectives that are left in the objectives tree can be viewed as constraints which could affect project success.

Exercise 5: Group Work: - Establish an Objective Tree from the ‘lack of income’ problem tree

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Logical frameworks (log frames) The log frame is a tool used to help strengthen project design, implementation and evaluation. Although it is constructed during the planning stage of a project, the log frame is a living document, which should be consulted and altered throughout the project’s life cycle. The log frame is a table of four rows and four columns, where all the key parts of a project can be inserted as a clear set of statements: the project goal, purpose, outputs and activities, with their indicators, evidence and assumptions. It shows the project’s structure and describes the project logically. The log frame asks a series of further questions:
Where do we want to be? (GOAL, PURPOSE)
How will we get there? (OUTPUTS, ACTIVITIES)
How will we know when we have got there? (INDICATORS)
What will show us we have got there? (EVIDENCE or SOURCE of VERIFICATION)
What are the potential problems along the way? (ASSUMPTIONS)

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General Sequence of completion

Link between Logframe and indicator/ Evidence Terminology

Example of Indicators & sources of verification

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Intervention Logic

The logic is tested and refined by analysis of assumptions in the fourth column of matrix

Relationship between assumption and objective hierarchy

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Exercise 6: Group Work:- Prepare a log frame for a project to Decrease incidence and impact of diarrhoeal disease

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Activity schedule (known as a Gantt chart) The activity schedule enables us to consider when our activities will happen and for how long. This will help us to think about when would be appropriate to carry out the different activities. Timing will depend on things such as:
seasonal weather patterns
availability of trainers
availability of materials. The activity schedule helps us to look at the sequencing of activities because some activities will depend on others being completed first. Use the activity schedule during the project to monitor progress. Ask questions like:
Why are these activities not happening to schedule?
What will be the effect of this on other project activities?
How can we catch up? The activity schedule should be viewed as a flexible document and can be altered if new circumstances arise. The lines in the chart indicate the time span for each activity. Make some lines thicker if the activity is intense, and so avoid planning too many intense activities at the same time. Put the initials of the member of the team who is responsible for the activity above each line. The chart format can be altered if we want to indicate activities on a week-by-week basis. Example:

Exercise 7: Group Work - Prepare a log Gantt chart for the above project (Decrease incidence and impact of diarrhoeal disease) 23

Monitoring, Reviewing & Evaluation Many people think of monitoring, reviewing and evaluation as the same thing, but they are different. One of the main differences is that they are carried out at different stages of the project:




MONITORING is done continuously to make sure the project is on track, for example, every month. REVIEWING is done occasionally to see whether each level of objectives leads to the next one and whether any changes need to be made to the project plans, for example, every six months. EVALUATION is usually done at the end of the project to assess its impact.

Wherever possible, primary stakeholders should take part in monitoring, reviewing and evaluation. This is to ensure that they have strong ownership of the project so that benefits are achieved and sustained.

Comparison The table below looks at some other differences between the three terms.

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Assessment & Hierarchy of Objective relationship Monitoring, reviewing and evaluation each assess indicators at different levels in the hierarchy of objectives as the log frames shown below.

How to complete the summary reports?





Copy the summary and indicators from the log frame into the first two columns. Report against each indicator in the progress column. Add any unplanned activities that have been carried out underneath. Comment against each indicator and make recommendations where appropriate. Note unexpected outcomes in the comments and recommendations column and the extent to which the assumptions are being met. In the ratings column, place a number to show whether, at the current time, the objective is likely to be achieved or not. 25

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Glossary Activities The specific tasks to be undertaken during a project’s life in order to obtain results.

Analysis of Objectives Identification and verification of future desired benefits to which the beneficiaries attach priority. The output of analysis of objectives is the objective tree.

Activity Schedule A Gantt chart, a graphic representation similar to a bar chart, setting out the timing, sequence and duration of project activities. It can also be used to identify milestones for monitoring progress, and to assign responsibility for achievement of milestones.

Appraisal Analysis of a proposed project to determine its merit and acceptability in accordance with established criteria. This is the final step before a project is agreed for financing. It checks that the project is feasible against the situation on the ground, that the objectives set remain appropriate and that costs are reasonable.

Assumptions See “risks and assumptions”

Commitment A commitment is a formal decision taken by the funding agency to set aside a certain amount of money for a particular purpose. No expenditure can be incurred in excess of the authorized commitment.

Evaluation A periodic assessment of the efficiency, effectiveness, impact, sustainability and relevance of a project in the context of stated objectives. It is usually undertaken as an independent examination of the background, objectives, results, activities and means deployed, with a view to drawing lessons that may guide future decision-making.

Evaluation Phase The sixth and final phase of the project cycle during which the project is examined against its objectives, and lessons are used to influence future actions.

Factors Ensuring Sustainability Factors that are known to have had a significant impact on the sustainability of benefits generated by projects in the past, and which should be taken into account in the design of future projects.

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Feasibility Study A feasibility study, conducted during the formulation phase, verifies whether the proposed project is well-founded, and is likely to meet the needs of its intended beneficiaries. The study should design the project in full operational detail, taking account of all technical, economic, financial, institutional, management, environmental and socio-cultural aspects. The study will provide the European commission and partner government with sufficient information to justify acceptance, modification or rejection of the proposed project for further financing.

Gantt Chart A method of presenting information graphically, often used for activity scheduling. Similar to a bar chart.

Hierarchy of Objectives Activities, results, project purpose, overall objectives as specified in the intervention logic.

Identification Phase The second phase of the project cycle. It involves the initial elaboration of the project idea in terms of objectives, results and activities, with a view to determining whether or not to go ahead with a feasibility study.

Formulation Phase The third phase in the project cycle. It involves the establishment of the details of the project on the basis of a feasibility study, followed by an examination by EC staff to assess the project’s merits and consistency with sectoral policies.

Implementation Phase The fifth phase of the project cycle during which the project is implemented, and progress towards achieving objectives is monitored.

Indicative Programmes These are prepared by the European Commission in coordination with partner country governments. They provide general guidelines and principles for cooperation with the European Union. They specify focal sectors and themes within a country or region and may set out a number of project ideas.

Integrated Approach The consistent examination of a project throughout all the phases of the project cycle, to ensure that issues of relevance, feasibility and sustainability remain in focus.

Intervention Logic The strategy underlying the project. It is the narrative description of the project at each of the four levels of the ‘hierarchy of objectives’ used in the logframe.

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Logframe The matrix in which a project’s intervention logic, assumptions, objectively verifiable indicators and sources of verification are presented.

Logical Framework Approach (LFA) A methodology for planning, managing and evaluating programmes and projects, involving problem analysis, analysis of objectives, strategy analysis, preparation of the logframe matrix and activity and resource schedules.

Means The inputs required in order to do the work (such as personnel, equipment and materials).

Milestones A type of OVI providing indicators for short-term objectives (usually activities) which facilitate measurement of achievements throughout a project rather than just at the end. They also indicate times when decisions can be made.

Monitoring The systematic and continuous collecting, analysing and using of information for the purpose of management control and decision-making.

Objective Description of the aim of a project or programme. In its generic sense it refers to activities, results, project purpose, overall objectives and goals.

Objective Tree A diagrammatic representation of the proposed project interventions planned logically, following a problem analysis, showing proposed means, resources and ends.

Objectively Verifiable Indicators (OVI) Measurable indicators that will show whether or not objectives have been achieved at each level of the logframe hierarchy. OVIs provide the basis for designing an appropriate monitoring system.

Overall Objective (also called ‘Goal’) Objective in the wider sectoral and national sector, to which the project is designed to contribute.

Pre-Conditions Pre-conditions (if any) attached to the provision of aid which must be met before the project can commence.

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Prefeasibility Study The prefeasibility study, conducted during the identification phase, ensures that all problems are identified and alternative solutions are appraised, and selects a preferred alternative on the basis of sustainability criteria. The study will provide the European commission and partner government with sufficient information to justify acceptance, modification or rejection of the proposed project for further formulation.

Problem Analysis A structured investigation of the negative aspects of a situation in order to establish causes and their effects.

Programming Phase The first phase of the project cycle during which the Indicative Programme is prepared.

Project A project is a series of activities aimed at bringing about clearly specified objectives within a defined time-period and with a defined budget.

Project Cycle The project cycle follows the life of a project from the initial idea through to its completion. It provides a structure to ensure that stakeholders are consulted, and defines the key decisions, information requirements and responsibilities at each phase so that informed decisions can be made at key phases in the life of a project. It draws on evaluation to build the lessons of experience into design of future programmes and projects.

Project Purpose The central objective of the project in terms of sustainable benefits to be delivered to the project beneficiaries. It does not refer to the services provided by the project (these are results), nor to the utilisation of these services, but to the benefits which project beneficiaries derive as a result of using project services.

Recurrent Costs Costs which are incurred for operation and maintenance that will continue to be incurred after the implementation period of the project.

Resource Schedule The project budget.

Results The outputs produced by undertaking a series of activities. The results are what the project will have achieved by its completion date.

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Risks, Constraints & Assumptions External factors which could affect the progress or success of the project, but over which the project manager has no direct control.

Sources of Verification The means by which the indicators or milestones will be recorded and made available to project management or those evaluating project performance.

Stakeholders Any individuals, groups of people, institutions or firms that may have a relationship with the project/programme are defined as stakeholders. They may – directly or indirectly, positively or negatively – affect or be affected by the process and the outcomes of projects or programmes. Usually, different sub-groups have to be considered.

Strategy Analysis Critical assessment of the alternative ways of achieving objectives, and selection of one or more for inclusion in the proposed project.

Sustainability A key requirement for a successful project. Sustainability is the ability to generate results after the external support has been discontinued. While a project is limited by time, the benefits should continue and the activities should be developed long after the project has ended, without the need for external inputs.

SWOT Analysis Analysis of an organisation’s Strengths and Weaknesses, and the Opportunities and Threats that it faces. A tool used for project appraisal.

Terms of Reference Terms of Reference define the tasks required of the contractor and indicate project background and objectives, planned activities, expected inputs and outputs, budget, timetables and job descriptions.

Workplan The schedule which sets out the activities and resources necessary to achieve a project’s results and purpose.

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