Project Cycle Management (PCM) 1

Project Cycle Management
(PCM)
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Contents of this Presentation
1. Mission
2. What is the Project?
3. What is the Project Cycle
Management (PCM)?
4. Why the PCM?, its history ?
5. Project Design Matrix (PDM)
6. 8 Steps for PDM in PCM
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Our Mission and Promise in 6 Sessions
“We will get SKILLs to develop
a Project Design Matrix (PDM)
by Project Cycle Management
(PCM) approach”
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What is Project？
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Objective
Activities ⇒ Outputs
Duration
Budget（Input)
Resources (Input)
An Undertaking for the purpose of achieving
established objectives, within a given
budget and time period.
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What is Project Cycle ?
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Project identification
Project formation
Appraisal
Implementation
Monitoring
Plan revision
Evaluation
Feedback
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Project Cycle Management
Evaluation
(See)
Plan (Idea)
PDM
Implementation
(Do)
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Why Project Cycle Management ?
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Results-oriented – not activity driven
Consistency
Logically sets objectives and actions
Participatory stakeholder involvement
Transparency
Shows whether objectives have been achieved:
Indicators (for M&E)
Framework for assessing relevance, feasibility and
sustainability
Describes external factors that influence the project’s
success: assumptions and risks
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History of PCM Method
• Late 1960s
Logical Framework (USAID)
➢ International Agencies introduce the Logframe
• Early 1980s
ZOPP (GTZ)
Objectives-Oriented Project Planning
➢ European countries adapt the ZOPP
• Early 1990s
PCM(FASID/EC)
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Project Design Matrix（PDM）
Narrative Objectively
Summary Verifiable
Indicators
Overall
Goal
Project
Purpose
Outputs
Activities
Means of
Important
Verification Assumptions
Inputs
Pre-conditions
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PDM Vertical Logic
• Overall Goal
Direction that the project should take next
• Project Purpose
Objectives that the project should achieve within the
project duration
• Outputs
Strategies for achieving the Project Purpose
• Activities
Specific actions taken to produce Outputs
• Important Assumptions
Conditions important for project success, but that cannot be
controlled by the projects. Whether these conditions develop or not
is uncertain.
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PDM Horizontal Logic
• Objectively Verifiable Indicators
Standards for measuring project achievement.
• Means of Verification
Data sources from which indicators are derived.
• Inputs
human resource, materials, equipments, facilities and
funds required by the project.
• Preconditions
Conditions that must be fulfilled before a project gets
underway
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8 Steps for PDM in PCM
1.
2.
3.
4.
5.
6.
7.
8.
Stakeholder Analysis
SWOT Analysis
Problem Analysis
Objective Analysis
Project Selection
Project Design Matrix (PDM)
Workplan
Monitoring and Evaluation
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STEP1 Stakeholders Analysis
Stakeholder is any individual, group or
organization, community, with an
interest in the outcome of a
programme/project.
Key Question
Whose problems or opportunities are
we analyzing? Who will benefit or
loose-out, and how, from a potential
project intervention?
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STEP2 SWOT Analysis
SWOT analysis is a tool for institutional
appraisal and a brainstorming exercise in
which the representatives of the
organization participate fully.
This is to Assess the performance and
capacity of the units or divisions of a
organization
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STEP3 Problems Analysis
Problems Analysis visually shows the
causes and effects of existing problems
in the project area, in the form of a
Problem Tree. It clarifies the relationships
among the identified problems.
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STEP4 Objectives Analysis
Objective Analysis clarifies the meansends relationship between the desirable
situation that would be attained and the
solution for attaining it. This stage also
requires an Objective Tree.
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STEP5 Project Selection
Project Selection is a process in which
specific project strategies are selected
from among the objectives and means
raised in Objectives Analysis, based upon
selection criteria.
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STEP6 Formation of the PDM
The project design Matrix (PDM) is formed
through elaborating the major project
components and plans based on the approach
selected. The format of PDM is similar to that of
the Logical Framework, and therefore can be
commonly used worldwide.
Narrative
Summary
Objectively
Verifiable
Indicators
Means of
Verification
Important
Assumptions
Overall
Goal
Project
Purpose
Outputs
Activities
Inputs
Pre-conditions
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STEP7 Workplan / Plan of Operations
The Plan of Operation is prepared by the
project implementers, based on the PDM
and other information. It is an effective
tool for project implementation and
management, and provides important data
for monitoring and evaluation of the project.
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STEP 8 Monitoring and Evaluation
WHY DO WE HAVE TO DO THIS?
 Strengthens accountability and
transparency
 Provides information for effective
management
 Helps determine what works well and what
requires improvement
 Builds knowledge
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