Bahan Workshop “Executive Program for Sustainable Partnership (EPSP)” | lppm.ut.ac.id

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PROJECT MANAGEMENT

Agus Wijayanto

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PRESENTATION OUTLINE

Result Based Management

Project Cycle Management

Logical Framework Approach

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RESULT BASED MANAGEMENT

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LEARNING FROM FAILURE

8/8/2017 PARAMADINA 4

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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.

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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.

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RESULTS-BASED MANAGEMENT

- WHAT IS IT?

Managing for results involves a change in mindset – from starting with the planned inputs and actions and then

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SDG’s

Country Strategies/

Long or Medium Term Development Plans

Sectoral strategies and programs

Programs

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INTERNATIONAL DEVELOPMENT

GOALS

Millennium Development Goals (2000-2015):

_{Agreed 8 MDG’s with targets and indicators}

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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

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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:

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RESULTS PERFORMANCE

Input Activities Outputs Outcomes Impact

Results:

Analytical point of departure

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OUTPUT

 Immediate, visible, concrete deliverables that is the tangible consequence of project activities (inputs)

 Should capture quality dimensions (not only a completed activity)

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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

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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

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PROJECT CYCLE MANAGEMENT

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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)

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PROJECT CYCLE MANAGEMENT

Policy Setting

Contracting/ Commitment

Identification

Formulation Appraisal Final Evaluation

Implementation

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PROJECT IDENTIFICATION

AND DESIGN

PROJECT SET UP

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LOGFRAME: FORMAT

IMPACT

OUTCOME

OUTPUTS

Activities Means Costs

Preconditions

Intervention

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LOGFRAME FORMAT

IMPACT INDICATORS SOURCE OF VERIFICATION

ASSUMPTIONS

OUTCOME

OUTPUTS

ACTIVITIES

PRECONDITIONS

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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

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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

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STAKEHOLDER ANALYSIS

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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

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STRATEGY ANALYSIS

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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 &

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OBJECTIVE TREE

Tingkat kemiski-_{nan di}

masyara-kat menurun

Kesadaran masyarakat tentang hukum

meningkat

TINDAK 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

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STRATEGY ANALYSIS

Tingkat kemiski-_{nan di}

masyara-kat menurun

Kesadaran masyarakat tentang hukum

meningkat

TINDAK 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

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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

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RISK MANAGEMENT

Risks are factors that affect or are likely to affect the successful implementation and achievement of

interventions’ results

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Frequent

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

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ASSUMPTIONS

An assumption is a condition :

 required for project success;

 which is not under the control of project management; and

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ASSUMPTION (DIAGONAL) LOGIC

Pre-Conditions Intervention Logic Assumptions

Activities OUTPUTS

Assumptions OUTCOME

Assumptions IMPACT

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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

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