Project Cycle Management is a well-established and proven management method assuring proper identification, formulation, implementation and evaluation of projects and programmes.
The trainers / moderators associated to PROJECTS for CHANGE (before called PCM Group) have been involved in the development and dissemination of the Project Cycle Management method since 1992.
* Project / Programme Cycle Management (PCM) is a management method introduced by the European Commission (1992) for ‘steering’ the identification, formulation (appraisal), implementation and evaluation of projects and programmes. It aims at assuring quality through a consistent approach to all phases of the intervention cycle, ensuring beneficiary-orientation (relevance), a comprehensive perspective on interventions (feasibility and sustainability) and effective monitoring and evaluation.
The key instruments for PCM are the Terms of Reference (ToR) to launch specific phases and the Quality Appraisal or assessment techniques used after each phase. ToR instructs the use of the LFA procedure (and not PCM) while the Quality Appraisal technique checks with the use of the same LFA procedure whether all the required information is available and the right participatory processes have been used.
Results Based Management (RBM) particularly focuses on organizational structures, culture and mechanisms steering monitoring and reporting and consequently corrective action in projects and within institutions by assessing Actual Results versus Planned Results and its implications. A regular and institutionalized M&E system will need to gather information about achievement of objectives at all levels in the Logical Framework Matrix (Outputs, Outcomes, Purpose & Overall Objectives). RBM further interlinks LESSONS LEARNT with a regular Feedback and Adjustment system.
LFA (Logical Framework Analysis)
* The fundamental tool of PCM and RBM is the LFA method (Logical Framework Analysis).
LFA is step-by-step procedure applying specific techniques in a participatory workshop setting for creating ownership among stakeholders, better focus on beneficiaries, realistic and measurable result-oriented objectives, quick decision-making, transparency of proposals and reporting, and easier management, monitoring and evaluation during the implementation of projects and programmes.
The key strength of LFA is that when WELL FACILITATED it enables effective communication among stakeholders in a structured way, thereby stimulating each stakeholder’s input. Visualization techniques are used to anchor the issues discussed and decisions made. The Logical Framework MATRIX, offers a framework within which alterations can be made depending on the type of project or programme, the phase in the project cycle and the complexity of the issues to be resolved between the stakeholders.
The LFA PROCESS provides information on:
= WHO (for who and by whom: end-users & institutions),
= WHY (which problems in which context – ‘RELEVANCE’),
= WHAT (will be done and achieved under which assumptions – ‘FEASIBILITY’) in the form of a MATRIX and
= HOW (will the implementing agencies organise the implementation: Capacity Building – ‘SUSTAINABILITY’) also in the form of a MATRIX, but a different one from the WHAT matrix.
LFA is an Analysis and Planning instrument or procedure to generate clarity, information and commitment among stakeholders and which takes place ‘in the field’, while PCM and RBM are a Quality Assurance management system to instruct and check whether such clarity, information and commitment is available and which takes place ‘in the office of an organisation or donor managing several projects’.
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Characteristics of the phases
“Programming“
During this phase the roles of the project cycle manager(s) are:
- Organise an internal discussion on policy and strategies of both the recipient country and the donor organization.
- Organise a participatory workshop to weigh as against to the policy objectives the different sectors and their specific problems justifying support.
- Collect evaluation findings on the sectors selected.
- Develop a strategy and criteria of how to comply with the strategy.
- Estimate a budget framework;
“Identification”
During this phase the roles of the project cycle manager(s) are:
- To verify the cohesion of the idea and the policy and strategy framework.
- To verify whether the project idea is relevant to the beneficiaries.
- To see to it that the beneficiaries are clearly specified and their perception listened to.
- To initiate and verify the quality of the identification of the real existing pressing problems and their causes.
- Assure that no pre-conceived solution is accepted without having verified the relevance to the beneficiaries.
- To launch a proper identification process if in doubt about the quality of the existing information.
- Draft the Terms of Reference for the identification process.
- If found opportune to identify and contract a moderator to guide the participatory workshop with the key stakeholders.
- Ensure the verification and incorporation of relevant lessons from evaluations (from different donors).
- To assess the pre-feasibility study document and check the presence and quality of all the required information.
- To ensure an agreement of principle on a possible project by decision makers on the choice of the project idea and the beneficiaries
“Formulation”
During this phase the roles of the project cycle manager(s) are:
- To verify whether the identification has been properly done.
- If not yet done in the previous phase, to assess the pre-feasibility study document and check the presence and quality of all the required information.
- To ensure an agreement of principle on a possible project by decision makers on the choice of the project idea and the beneficiaries.
- To formulate the Terms of Reference of the feasibility study.
- To select the team of consultants with the right technical, social, cultural, environmental, financial, economic, and managerial expertise to carry out the feasibility study and formulate the project proposal.
- To monitor the proper implementation of the feasibility study.
- To receive and assess the quality of the feasibility study and the attached project proposal (the design of the project presenting the objectives and the WHAT should be done by the project, is to be summarized in the form of a Logical Framework matrix, and the HOW the implementation is going to be organized internally by the implementing agencies is to be presented in separate Management Matrixes for each of the agencies as well as for the project management providing support to the respective agencies).
- Request for a letter of commitment from the recipient authorities and intended implementing agencies.
- To transpose the information presented in the feasibility study and attached draft project proposal into the required format of the proposal.
- Have the budget and technical design verified by external expertise.
- Present the project proposal to the decision makers.
“Financing”
During this phase the roles of the project cycle manager(s) are:
- Identify the budget allocation.
- Initiate and follow-up the tendering process – select consultants or / and implementing agencies.
- Negotiate the pre-conditions and assumptions with the recipient authorities.
- Prepare the financing agreement with the recipient authorities.
“Evaluation”
During this phase the roles of the project cycle manager(s) are:
- Discuss the design of the evaluation with the implementing agencies (verification of objectives and indicators).
- Draft the Terms of Reference of the evaluation.
- Tender / contract the team of evaluators.
- Initiate the selection of national evaluators to join the team (joint evaluation).
- Identify and propose resource persons to be consulted.
- Insist on the presentation of the evaluation plan (deadlines).
- Facilitate the official introduction of the team at the recipient authorities (mandate).
- Organise intermediary meetings with the evaluation team on progress and preliminary findings.
- Monitor the execution of the evaluation with the project staff and recipient authorities.
- Insist on the delivery of draft reports and a final version.
- Initiate the preparation of a summarized “sexy version” of “lessons” for dissemination.
- Organise information sessions to have the findings of the evaluation presented to decision makers and stakeholders.
- Ensure the dissemination of the report to stakeholders.
- Ensure the recording of the findings in an evaluation data-base.
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Frequently Asked Questions/Glossary on LFA and PCM