PROJECT MANAGEMENT
Agus WijayantoPRESENTATION OUTLINE
Result Based Management
Project Cycle Management
Logical Framework Approach
RESULT BASED MANAGEMENT
LEARNING FROM FAILURE
8/8/2017 PARAMADINA 4
https://www.youtube.com/watch? v=HGiHU-agsGY
THINKING AND WORKING POLITICALLY
Lesson from experience:
Progressive change usually involves local
political processes of contestation and
bargaining among interest groups, and that
development programs can significantly
improve their impact by understanding and
responding to these dynamics.
TWC APPROACH
Three core principles:
1.
Strong political analysis, insight and understanding;2. Detailed appreciation of, and response to, the local context; and
3. Flexibility and adaptability in program design and implementation.
RESULTS-BASED MANAGEMENT
- WHAT IS IT?
Managing for results involves a change in mindset – from
starting with the planned inputs and actions and then
analysing their likely outcomes and impacts, to focusing on the desired outcomes and impacts (for example on poverty reduction) and then identifying what inputs and actions are needed to get there (DAC).
SDG’s
Country Strategies/
Long or Medium Term Development Plans
Sectoral strategies and programs
Programs
INTERNATIONAL DEVELOPMENT
GOALS
Millennium Development Goals (2000-2015):
Agreed 8 MDG’s with targets and indicators
Sustainable Development Goals (2015-2030):
RESULTS-BASED MANAGEMENT
- WHY?
The public wants better services
Donors want efficient and effective aid
The agencies, ministries and NGOs want to perform more efficiently and effectively
RESULTS PERFORMANCE
The focus of traditional approach
The focus of the current approach RBM and
Management for Development Results
Inputs Activities Outputs Outcomes Impact
Results:
RESULTS PERFORMANCE
Input Activities Outputs Outcomes Impact
Results:
Analytical point of departure
OUTPUT
Immediate, visible, concrete deliverables that is the tangible consequence of project activities (inputs)
Should capture quality dimensions (not only a completed activity)
OUTCOME
Medium-term effects
Effect of a series of achieved outputs
Should capture the changes for the beneficiaries
Start taking place during the life of project/strategy
Formulated in terms of: 1. Use by beneficiaries
2. Benefit for beneficiaries
IMPACT
Vision or long-term development goal
Happens after the project life – and therefore project not responsible for measuring results at impact level -evaluation
We alone cannot bring about
“Wider socio-economic / cultural changes, intended or unintended, positive or negative, brought about by the intervention, for the beneficiaries and, usually, a wider group of people”
PROJECT CYCLE MANAGEMENT
WHAT IS PCM?
PCM
Is a methodology for the preparation, implementation and evaluation of projects.
It describes management activities and decision-making
procedures used during the life cycle of a project (key tasks, roles and responsibilities, key documents and decision
options)
Logframe-USAID in 1960s, ZOPP-GTZ in 1980s, PCM-EU in 1990s
PROJECT CYCLE MANAGEMENT
8/8/2017 PARAMADINA 20 Policy Setting Contracting/ Commitment Identification Formulation Appraisal Final Evaluation Implementation Monitoring Mid-Term Evaluation8/8/2017 PARAMADINA 21 PROJECT IDENTIFICATION AND DESIGN PROJECT SET UP END OF PROJECT TRANSITION
LOGICAL FRAMEWORK
APPROACH
LOGFRAME: FORMAT
IMPACT
OUTCOME
OUTPUTS
Activities Means Costs
Preconditions
Intervention Logic
LOGFRAME FORMAT
IMPACT INDICATORS SOURCE OF VERIFICATION ASSUMPTIONS OUTCOME OUTPUTS ACTIVITIES PRECONDITIONS 29
LFA & PROJECT DESIGN
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.
LF Matrix - defining project structure, testing its internal logic & risks,
formulating measurable indicators of success
Activity scheduling – when will the
activities be carried out?
Resource scheduling – what
resources will be needed?
PLANNING STAGE
LFA & PROJECT IMPLEMENTATION
EVALUATION IMPLEMENTATION
Indicators which provide management
information (monitoring and regular review)
Assumptions which support risk
management
Updated activity schedules linked to
results
Updated resource schedules and
budgets linked to results
A clear situation/problem analysis to help evaluate relevance
Objective structure and indicators against which to evaluate impact and
effectiveness
Activity and resource schedules to assist in evaluating efficiency
STAKEHOLDER ANALYSIS
Stakeholders are any group of people who have
an interest/role in addressing identified problems
or achieving desired solutions relevant to the
project.
IMPORTANCE-INFLUENCE
A. Special initiatives needed to protect stakeholder interests C. Limited/no involvement low priority B. good working relationship must be created D. Source of risk, need for careful monitoring and management INFLUENCE LOW HIGH HIGHSTRATEGY ANALYSIS
PROBLEM TREE
Rendahnya Kesadaran masyarakat tentang hukum
TINGGINYA TINDAK PIDANA DI MASYARAKAT Masyarak at tidak taat hukum Masyarakat tidak aktif menjaga keamanan lingkungannya sendiri Polisi tidak melibatkan masyarakat sbg mitra isi kurikulum pendidikan/pe latihan kepolisian tidak relevan dan out of date
Kompetensi dan profesionalitas Anggota Polisi sangat rendah
Kurangnya sosialisasi dan pendidikan masyarakat soal pentingnya taat hukum Sistem rekrutmen calon anggota polisi sarat KKN Kualitas siswa akademi kepolisian rendah Kualitas pendidikan/pelatiha n kepolisian rendah Masyarakat tidak mendukung polisi untuk memberikan informasi awal terkait kejahatan Tingginya kegagalan polisi dlm mencegah kejahatan Kualitas pengajar dan pelatih di akademi kepolisian masih rendah Fasilitas dan peralatan pendidikan /pelatihan kepolisian sangat terbatas
Penegakan hukum oleh kepolisian tidak berjalan baik Tingginya
tingkat kemiskinan di
masyarakat
Terbatasnya lapangan kerja &
kesempatan wirausaha Rendahnya Keterampilan & pendidikan Rendahnya keaman-an di lingkungan masyarakat Masyarakat tidak percaya sistem penegakan & peradilan Sistem penegakan & peradilan tidak fair dan transaksional
OBJECTIVE TREE
Tingkat kemiski-nan di masyara-kat menurun Kesadaran masyarakat tentang hukum meningkatTINDAK PIDANA DI MASYARAKAT MENURUN Masyarakat Lebih taat hukum Masyarakat lebih aktif menjaga keamanan lingkungannya sendiri Polisi lebih melibatkan masyarakat sbg mitra isi kurikulum pendidikan/p elatihan kepolisian relevan dan up to date
Kompetensi dan profesionalitas Anggota Polisi meningkat
sosialisasi dan pendidikan masyarakat soal pentingnya taat hukum lebih banyak Sistem rekrutmen calon anggota polisi tidak sarat KKN Kualitas siswa akademi kepolisian beik / tinggi Kualitas pendidikan/pelatiha n kepolisian lebih baik/tinggi Masyarakat lebih mendukung polisi untuk memberikan informasi awal terkait kejahatan polisi lebih berhasil dlm mencegah kejahatan Kualitas pengajar dan pelatih di akademi kepolisian lebih baik Fasilitas dan peralatan pendidikan /pelatihan kepolisian lebih memadai
Penegakan hukum oleh kepolisian berjalan lebih baik
lapangan kerja & kesempatan usaha lebih baik
Keterampilan & pendidikan lebih baik Keamanan diling-kungan masyarakat meningkat Masyarakat lebih percaya sistem penegakan & peradilan Sistem penegakan & peradilan lebih
fair dan tidak transaksional
STRATEGY ANALYSIS
Tingkat kemiski-nan di masyara-kat menurun Kesadaran masyarakat tentang hukum meningkatTINDAK PIDANA DI MASYARAKAT MENURUN Masyarakat Lebih taat hukum Masyarakat lebih aktif menjaga keamanan lingkungannya sendiri Polisi lebih melibatkan masyarakat sbg mitra isi kurikulum pendidikan/p elatihan kepolisian relevan dan up to date
Kompetensi dan profesionalitas Anggota Polisi meningkat
sosialisasi dan pendidikan masyarakat soal pentingnya taat hukum lebih banyak Sistem rekrutmen calon anggota polisi tidak sarat KKN Kualitas siswa akademi kepolisian beik / tinggi Kualitas pendidikan/pelatiha n kepolisian lebih baik/tinggi Masyarakat lebih mendukung polisi untuk memberikan informasi awal terkait kejahatan polisi lebih berhasil dlm mencegah kejahatan Kualitas pengajar dan pelatih di akademi kepolisian lebih baik Fasilitas dan peralatan pendidikan /pelatihan kepolisian lebih memadai
Penegakan hukum oleh kepolisian berjalan lebih baik
lapangan kerja & kesempatan usaha lebih baik
Keterampilan & pendidikan lebih baik Keamanan diling-kungan masyarakat meningkat Masyarakat lebih percaya sistem penegakan & peradilan Sistem penegakan & peradilan lebih
fair dan tidak transaksional
CRITERIA TO CHOSE STRATEGIES
Priority of the beneficiaries
Importance and urgency to be achieved
Capacity, experience and mandate of organization
Duration of the project
Resources availability
Contribution to overall development goals
RISK MANAGEMENT
Risks are factors that affect or are likely to affect the successful implementation and achievement of
interventions’ results
Risk management consists of identification, analysis and mitigation of risks (risk formulation)
Frequent Possible Seldom Very seldom Improbable
Unimportant Small Noticeable Critical Existence-threatening Probability of occurrence Harm potential Small risk, no measures necessary Average risk, Monitor High Risk, measures to minimize risk necessary Unacceptable risk, don’t continue before dealing with risk
RISK MATRIX
ASSUMPTIONS
An assumption is a condition :
required for project success;
which is not under the control of project management; and
ASSUMPTION (DIAGONAL) LOGIC
Pre-Conditions
Intervention Logic Assumptions
Activities OUTPUTS Assumptions OUTCOME Assumptions IMPACT Assumptions
LOGFRAME IN THE LFA PROCESS
The logframe matrix
PESTLE analysis
Stakeholder analysis SWOT analysis
Strength Weaknesses
Opportunities Threats Problem analysis
Objective analysis Strategy analysis Schedules Reports Project strategy Objectively verifiable indicators Sources of Verification Assumptions Overall Objectives Purpose Results
Activities Means Cost
