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Development Project 
Planning 
Overview of this session 
 What is Development Planning? 
 Project Cycle Management 
 Planning Tools 
o STAKEHOLDER ANALYSIS 
o LOGICAL FRAMEWORK ANALYSIS 
o MONITORING & EVALUATION 
 Comments on Project Planning 
“If you don’t know where you 
are going, any road will get 
you there” 
Development Planning Theory 
Some of the principles 
 What ‘just happens’ vs. intentional acts 
 Development as Vision 
 Positive or Negative 
 Development Administration/Management 
o Structure 
o Agency and Agencies 
o Institutions 
 Trusteeship 
 Reductionism: power and capacity 
Plans, Programmes, Projects 
 Plan: a statement of forward looking 
decisions, how they work together and the 
criteria used in making them 
 Programme: usually a long-term series of 
interventions, sometimes with no defined 
end point 
 Project: a discrete activity aimed at a 
specific objective with a defined budget and 
limited timeframe 
Aspects of 
Project Cycle Management 
 Credibility 
 “Ownership” 
 Efficiency 
 Monitoring and control 
 Formal contingency planning 
 Despite talk…the approach requires 
some form of “blueprint” to ensure 
adherence to budgets and timeframes 
‘Reductionist’ Project 
Approach 
 Scientific Management 
o Simplifies and reduces management to a series of 
inter-related and quantifiable components 
 Inputs 
Outputs 
Outcomes 
Defined processes and relationships 
 Has serious flaws, 
but used in all development work 
Generic Project Cycle 
Identification 
Appraisal 
Evaluation 
Implementation & 
Monitoring 
Negotiation and Approval
Generic Project Cycle 
Exercise: Who does each stage? 
Identification 
Appraisal 
Evaluation 
Implementation & 
Monitoring 
Negotiation and Approval 
Logical Framework Approach 
 ZOPP (Zielorientierte Projektplanung) 
o GOPP- Goal Oriented Project Planning 
 Planning, by a participatory process, 
 aimed at the needs of target groups, 
 the key parts of a project are agreed with 
those concerned 
Logical Framework Approach 
 Use a planning matrix – the logical 
framework – which: 
o summarises the main parts of a project, and 
o highlights logical linkages between 
 intended inputs, 
 planned activities and 
 expected results. 
ZOPP and the Project Cycle 
GTZ - 5 ZOPP Stages 
1. Pre-project planning 
2. Starting Appraisal 
3. Partner Negotiation 
4. Plan Finalization 
5. Implementation and Monitoring 
6. Evaluation 
1. Pre Project Planning: 
 Identification 
 Problem Analysis 
o Stakeholder consultations 
 Preliminary feasibility study 
o Identification of funding agencies 
o Consideration of possible approaches 
o Site consultation 
 Possible outputs 
o Concept note/paper 
o Proposal 
o Preliminary feasibility report 
Pre-project planning 
 In-house exercise by agency 
 Situation Analysis 
o Problem Identification: Problem Tree 
o Stakeholder Analysis 
o Objectives Analysis 
o Alternatives Analysis
Problem Tree May be upside down 
(Start with effects at top) 
Becomes: Objective Tree 
Funds Best Practice Water 
Administration 
Low Rate Disease 
Low Infant 
Mortality 
All Houses 
Connected 
High Productivity 
Incomes 
Adequate Clean 
WATER 
Sufficient Funds 
Good Water 
System 
Best Practice Water 
Administration 
Low Rate of 
Disease 
Low Infant Mortality High Productivity 
High Incomes 
MEANS 
DESIRABLE STATE 
ENDS 
If necessary, revise statements, delete 
objectives that appear unrealistic and add 
new objectives. 
Stakeholder Analysis 
1. Consider appropriate level for analysis 
2. Identify key stakeholders 
3. Analyse interests characteristics, 
circumstances 
4. Identify patterns of interaction between 
stakeholders 
5. Assess power (influence) and potential 
(importance)
Stakeholder Analysis 
Primary 
Secondary 
Influence Participation 
on project 
Importance to 
Project 
Key 
Interests 
Stakeholders 
Stakeholder Analysis 
Influential stakeholders but with 
less importance for achieving 
project purpose and outputs. 
They affect outcome of activities 
and need careful management 
The interests of these 
stakeholders should be 
monitored to ensure that they 
are not adversely affected 
Project Managers will need to 
develop good working 
relationships with these 
stakeholders to ensure effective 
mobilization of support for 
project activities 
May need special project 
initiatives if interests are to be 
projected. The Target Group 
should be in this category 
Low Influence 
High Influence 
High Potential/Significance/Importance 
Low Potential/Significance/Importance 
Exercise: Problem Tree 
& Stakeholder Analysis 
• Choose a problem in Ratanakiri 
• Divide in 2 groups 
1. Do a problem tree 
2. Do a stakeholder analysis 
2. Starting Appraisal: 
 Appraisal (ex-ante) 
o Full feasibility study 
o Baseline study, needs assessment 
 Possible outputs 
o Needs assessment report 
o Baseline data 
o Detailed set of indicators 
o Amended proposal 
o Project plan, Gantt chart etc. 
o Project Planning Matrix - Logframe 
Gantt Chart 
Project Planning Matrix (PPM) 
 Logframe, Logical Framework (Analysis), 
LFA 
 4x4 matrix 
o Ensures clear statement of objectives 
(distinction between purpose and objectives) 
o Introduces indicators of progress 
o Focuses attention on the assumptions and 
risks involved 
Logframe 
Purpose 
Outputs 
Activities Milestones 
(Inputs) 
Assumptions 
Risks 
MOVs 
Means of 
Verification 
OVIs 
Objectively Verifiable 
Indicators 
Goal 
More detail in the Logframe session
3. Partner Negotiation: 
 Negotiation with finance provider 
 Possible outputs 
o Project memorandum 
o Signed contract 
4. Plan Finalisation: 
 work plans, 
 staff structures, ToR’s 
 budgets 
5. Implementation and 
Monitoring : 
 Team selection and startup 
o Person specification/job allocation 
o Interviews and selection 
o Terms of engagement 
o Lines of responsibility 
o Briefing 
5. Implementation and 
Monitoring : 
 Do the work 
o Implementation of project management 
regime 
o Regular reports, meetings, workshops 
o Monitoring: systematic documentation of 
performance - indicating whether project is 
performing as intended 
Monitoring 
(Performance Measurement ) 
 Monitoring 
o Inputs 
o Outputs 
o Outcomes (Results Based Management ) 
o Logical framework approach 
 Tools: 
o Progress reports 
o Team meetings, team briefing reports 
o Mid term review 
Monitoring 
(Performance Measurement ) 
 Levels of Indicators 
o Strategic 
o Sustainability 
o Attainment 
o Performance 
Quality, Quantity, Time 
6. Evaluation and Closure: 
 Obtain “sign off” from project participants 
 Project evaluation (Ex-post ) 
o When possible to assess full effects 
o External evaluator may be 
necessary/appropriate 
o Record lessons learned 
o Formulate recommendations for next phase 
 Submission of completion report and evaluation 
o Donors may reserve right to demand concluding 
activities 
Evaluation: 
Impact Assessment 
 Approach 
o Baseline and End of Project 
o Impact from beneficiaries’ point of view 
o What do they think is significant? 
o To whom is it important? 
 Criteria 
o Efficiency – relate inputs to outputs 
o Effectiveness- extent to which achieved objectives 
o Consistency- methods/approaches with objectives 
o Impact – change to lives/environment 
Evaluation: Feedback 
 Lessons Learned 
o Used to replan the project 
o Used to plan the next project 
 Most useful in development of LFA 
Limits to Rational Planning 
and Systematic Management 
Trade Offs: Too much project 
planning? 
Amount of planning 
Cost
Things that Limit using the 
process 
 Costly and ineffective analysis 
 Full planning vs. flexible interaction 
 Inflexibility and unnecessary constraints on managers, 
 Delegation to experts and inappropriate intervention 
 No involvement of intended beneficiaries in planning 
and management 
 Reluctance to engage in evaluation and error detection 
Constraints 
(that limit effectiveness) 
 Difficulty in precise definition of objectives 
and goals 
 Lack of appropriate or adequate data 
 Not understand social and cultural activities 
 Weak ways to guide behaviour 
 Low administrative capacity
3 proj plan handouts

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3 proj plan handouts

  • 1. Development Project Planning Overview of this session  What is Development Planning?  Project Cycle Management  Planning Tools o STAKEHOLDER ANALYSIS o LOGICAL FRAMEWORK ANALYSIS o MONITORING & EVALUATION  Comments on Project Planning “If you don’t know where you are going, any road will get you there” Development Planning Theory Some of the principles  What ‘just happens’ vs. intentional acts  Development as Vision  Positive or Negative  Development Administration/Management o Structure o Agency and Agencies o Institutions  Trusteeship  Reductionism: power and capacity Plans, Programmes, Projects  Plan: a statement of forward looking decisions, how they work together and the criteria used in making them  Programme: usually a long-term series of interventions, sometimes with no defined end point  Project: a discrete activity aimed at a specific objective with a defined budget and limited timeframe Aspects of Project Cycle Management  Credibility  “Ownership”  Efficiency  Monitoring and control  Formal contingency planning  Despite talk…the approach requires some form of “blueprint” to ensure adherence to budgets and timeframes ‘Reductionist’ Project Approach  Scientific Management o Simplifies and reduces management to a series of inter-related and quantifiable components  Inputs Outputs Outcomes Defined processes and relationships  Has serious flaws, but used in all development work Generic Project Cycle Identification Appraisal Evaluation Implementation & Monitoring Negotiation and Approval
  • 2. Generic Project Cycle Exercise: Who does each stage? Identification Appraisal Evaluation Implementation & Monitoring Negotiation and Approval Logical Framework Approach  ZOPP (Zielorientierte Projektplanung) o GOPP- Goal Oriented Project Planning  Planning, by a participatory process,  aimed at the needs of target groups,  the key parts of a project are agreed with those concerned Logical Framework Approach  Use a planning matrix – the logical framework – which: o summarises the main parts of a project, and o highlights logical linkages between  intended inputs,  planned activities and  expected results. ZOPP and the Project Cycle GTZ - 5 ZOPP Stages 1. Pre-project planning 2. Starting Appraisal 3. Partner Negotiation 4. Plan Finalization 5. Implementation and Monitoring 6. Evaluation 1. Pre Project Planning:  Identification  Problem Analysis o Stakeholder consultations  Preliminary feasibility study o Identification of funding agencies o Consideration of possible approaches o Site consultation  Possible outputs o Concept note/paper o Proposal o Preliminary feasibility report Pre-project planning  In-house exercise by agency  Situation Analysis o Problem Identification: Problem Tree o Stakeholder Analysis o Objectives Analysis o Alternatives Analysis
  • 3. Problem Tree May be upside down (Start with effects at top) Becomes: Objective Tree Funds Best Practice Water Administration Low Rate Disease Low Infant Mortality All Houses Connected High Productivity Incomes Adequate Clean WATER Sufficient Funds Good Water System Best Practice Water Administration Low Rate of Disease Low Infant Mortality High Productivity High Incomes MEANS DESIRABLE STATE ENDS If necessary, revise statements, delete objectives that appear unrealistic and add new objectives. Stakeholder Analysis 1. Consider appropriate level for analysis 2. Identify key stakeholders 3. Analyse interests characteristics, circumstances 4. Identify patterns of interaction between stakeholders 5. Assess power (influence) and potential (importance)
  • 4. Stakeholder Analysis Primary Secondary Influence Participation on project Importance to Project Key Interests Stakeholders Stakeholder Analysis Influential stakeholders but with less importance for achieving project purpose and outputs. They affect outcome of activities and need careful management The interests of these stakeholders should be monitored to ensure that they are not adversely affected Project Managers will need to develop good working relationships with these stakeholders to ensure effective mobilization of support for project activities May need special project initiatives if interests are to be projected. The Target Group should be in this category Low Influence High Influence High Potential/Significance/Importance Low Potential/Significance/Importance Exercise: Problem Tree & Stakeholder Analysis • Choose a problem in Ratanakiri • Divide in 2 groups 1. Do a problem tree 2. Do a stakeholder analysis 2. Starting Appraisal:  Appraisal (ex-ante) o Full feasibility study o Baseline study, needs assessment  Possible outputs o Needs assessment report o Baseline data o Detailed set of indicators o Amended proposal o Project plan, Gantt chart etc. o Project Planning Matrix - Logframe Gantt Chart Project Planning Matrix (PPM)  Logframe, Logical Framework (Analysis), LFA  4x4 matrix o Ensures clear statement of objectives (distinction between purpose and objectives) o Introduces indicators of progress o Focuses attention on the assumptions and risks involved Logframe Purpose Outputs Activities Milestones (Inputs) Assumptions Risks MOVs Means of Verification OVIs Objectively Verifiable Indicators Goal More detail in the Logframe session
  • 5. 3. Partner Negotiation:  Negotiation with finance provider  Possible outputs o Project memorandum o Signed contract 4. Plan Finalisation:  work plans,  staff structures, ToR’s  budgets 5. Implementation and Monitoring :  Team selection and startup o Person specification/job allocation o Interviews and selection o Terms of engagement o Lines of responsibility o Briefing 5. Implementation and Monitoring :  Do the work o Implementation of project management regime o Regular reports, meetings, workshops o Monitoring: systematic documentation of performance - indicating whether project is performing as intended Monitoring (Performance Measurement )  Monitoring o Inputs o Outputs o Outcomes (Results Based Management ) o Logical framework approach  Tools: o Progress reports o Team meetings, team briefing reports o Mid term review Monitoring (Performance Measurement )  Levels of Indicators o Strategic o Sustainability o Attainment o Performance Quality, Quantity, Time 6. Evaluation and Closure:  Obtain “sign off” from project participants  Project evaluation (Ex-post ) o When possible to assess full effects o External evaluator may be necessary/appropriate o Record lessons learned o Formulate recommendations for next phase  Submission of completion report and evaluation o Donors may reserve right to demand concluding activities Evaluation: Impact Assessment  Approach o Baseline and End of Project o Impact from beneficiaries’ point of view o What do they think is significant? o To whom is it important?  Criteria o Efficiency – relate inputs to outputs o Effectiveness- extent to which achieved objectives o Consistency- methods/approaches with objectives o Impact – change to lives/environment Evaluation: Feedback  Lessons Learned o Used to replan the project o Used to plan the next project  Most useful in development of LFA Limits to Rational Planning and Systematic Management Trade Offs: Too much project planning? Amount of planning Cost
  • 6. Things that Limit using the process  Costly and ineffective analysis  Full planning vs. flexible interaction  Inflexibility and unnecessary constraints on managers,  Delegation to experts and inappropriate intervention  No involvement of intended beneficiaries in planning and management  Reluctance to engage in evaluation and error detection Constraints (that limit effectiveness)  Difficulty in precise definition of objectives and goals  Lack of appropriate or adequate data  Not understand social and cultural activities  Weak ways to guide behaviour  Low administrative capacity