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Project-Cycle Management > Formulation > Flashcards

Formulation Flashcards

1
Q

What does the preparation of a budget have to ensure?

A
  1. realistic projections and cost estimates
  2. sufficient budget to implement all the activities and measure the indicators
  3. adequate staff and office costs
  4. coherence/consistency with activities outlined in the narrative or logframe
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2
Q

Standard needs in budget

A
  • risks, best estimates of costs of monitoring and management of risk factors
  • monitoring and reporting mechanisms
  • Evaluation, 5% of budget
  • Baseline/Needs assessment, if there is insufficient up-to-date research or info about the needs of the beneficiaries
  • Data collection
  • IT
  • Project-specific security costs
  • Stakeholder meetings; training, travel, daily subsistence allowance
  • Project launch and visibility activities
  • Procurement
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3
Q

Criteria for eligibility of costs

A
  1. be incurred by the beneficiary during the duration of the action, except for costs for final reports and audit certificates
  2. be indicated in the estimated overall budget of the action attached to the grant agreement
  3. be necessary for the implementation of the action
  4. be identifiable and verifiable, especially being recorded in accounting records, with accounting standards of the country in question
  5. comply with requirements of tax and social legislation
  6. be reasonable, justified and comply with principle of sound financial management in regarding economy and efficiency
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4
Q

Non eligible costs

A
  • Debt, debt service charges
  • Excessive or reckless expenditure
  • Currency exchange losses
  • Deductible VAT
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5
Q

What are direct costs?

A

The eligible direct costs for the action are those costs which, provided that they satisfy the criteria of eligibility, are identifiable as specific costs directly linked to the performance of the action and which can therefore be attributed to it directly. E.g. staff costs, travel, accommodation, subsistence allowance, cost of services, administration costs.

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6
Q

Operational costs

A

Any costs directly related to the implementation of project activities. Excl. staff and office costs. Reported separately.

The ratio between staff and office costs vs operational costs is determined mostly by project type, some donors have standard percentages.

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7
Q

Staff costs

A
  • Basic remuneration; payment for employees normal work + project participation
  • social security contributions
  • taxes

Must exclude arbitrary bonuses
External experts not included in staff, but under services

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8
Q

Admin costs

A

equipment, rental of office + supplies, electricity etc, rental of meeting rooms, rental of interpretation booths, costs for external audits, financial costs for bank guarantee etc, consumables and supplies assigned to the action

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9
Q

What is a project-related overhead?

A

A percentage of the overall cost charged to each project to cover indirect administrative costs necessary for project support, eg at Headquarters (legal, administrative, management, oversight, security)

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10
Q

What should the budget template include

A

Costs/description of the thing that costs (human resources, train kiev - simferopol - kiev, etc etc)
Unit, e.g. month or each or per item
# of units
Unit value or cost: cost of unit, e.g. one month salary. For salary, it must be the price for one month’s full salary
Total costs

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11
Q

What to do when budget includes multiple years?

A

Column F: provide the same unit as in column A
Column G: provide the number of units to be used during the first 12 months of implementation according to action plan
Column H: provide the same unit price as in column B
Column F: Summarize costs for the first 12 months

Add other year if the project is longer than 1 year

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12
Q

Why do projects fail?

A 
Objectives are confused with activities
Stakeholders not involved in design and implementation
The context is not properly analysed
Risks are miscalculated
Monitoring is based only on effiency
Sustainability is not analysed
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13
Q

What is the history of the Logical Framework Approach?

A

It was developed in the 60s, to assist the US Agency of International Development to improve its project planning and evaluation system. Thereafter adopted by most multilateral and bilateral dev. agencies. The EU requires it since 1993.

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14
Q

Benefits of LF

A

It clearly defines objectives which can be used to monitor and evaluate
Makes management responsibilities clear
Creates a common agreement on what the project is really trying to achieve
Design stronger interventions, use it to appraise options
Useful monitoring tool to manage delivery
Communication and accountability tool
Evaluation & Reviews

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15
Q

Steps in the LFA

A
  1. Analysis phase:
    - Stakeholder analysis
    - Problem analysis
    - Objective analysis, developing solutions from the identified problems, means-to-end
    - Strategy analysis, strategies to achieve solutions
  2. Planning phase
    - Developing LF matrix
    - Activity scheduling
    - Resource scheduling
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16
Q

Stakeholder analysis

A
  1. understand their interests, problems, expectations, capacities
  2. identify potential risks, conflicts, constraints
  3. explore and develop opportunities for partnerships
  4. identify and involve vulnerable, disadvantages, marginalized groups
  5. identify stakeholders who are likely to be the most important influential
  • Identify - assess attributes (power, legitimacy, urgency) - assess importance and influence - likely level of involvement
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17
Q

Stakeholder matrix

A

Used to identify:

  • the stakeholders
  • Their interests in the project idea
  • their capacity and motivation to bring change
  • potential strategies for addressing the interest, promoting cooperation and removing obstacles

When analysing interactions consider the following questions:

  • potential for conflict and cooperation
  • competition
  • opportunities for partnership
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18
Q

importance and influence matrix

A
  1. High importance/low influence stake holders
    2- High importance, high influence
  2. Low importance, low-influence
  3. low-importance, high-influence
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19
Q

Participation ladder

A
  1. receiving information
  2. passive information gathering
  3. consultation
  4. collaboration
  5. self-mobilization
20
Q

Problem analysis

A
  • Problem tree; identifying problems, cause-effect, hierarchy of problems. What is the issue. What is causing this to happen. Why has it happened.
  • Clear, precise, measurable
  • Choose most specific problem
  • ## Involve stakeholders
21
Q

Solution tree - objective analysis

A

Turn problem tree to solution tree
Convert statements into positive statements
cause-effect into means-ends relation; action carried out for the purpose of achieving something

Those solutions will eventually become the result statements of the project

Clearly articulated
Desirable and realistically achievable

22
Q

Strategies analysis - questions to ask

A

After the problem- and solutions analysis, a strategies analysis is needed:

  • Should all identified problems and or objectives be tackled?
  • What are the positive opportunities that can be built on?
  • What combination of interventions are more likely to bring about the desired results and promote sustainability?
  • How is local ownership of the project best supported, including development of the capacity of local institutions?
  • What are the likely capital and recurrent costs implications of different possible interventions and what can be afforded?
  • Most cost effective option?
  • Which strategy will impact most positively on the needs of the poor and vulnerable groups?
  • How can negative environmental impacts best be mitigated or avoided?
23
Q

Key criteria for strategy selection

A
  • Expected contribution to key policy objectives
  • Benefits to target groups
  • Complementarity with other ongoing or planned initiatives
  • Cost implications, local ability to meet recurrent costs
  • Financial and economic cost-benefit
  • Technical feasibility
  • Environmental impact
24
Q

Typical structure of Logframe Matrix

A

Project description: Overall objective - Purpose - Results - Activities
Indicators - For each aspect of the Project description. How is the objective/purpose/result measured? Including Quantity, Quality and Time.
Source of Verification: How will the information (for the indicators) be collected, when and by whom.
Assumptions: If Purpose is achieved, what assumptions must hold true to achieve the overall objective? If Results are achieved, what assumptions must hold true to achieve the the purpose? If Activities are completed, what assumptions must hold true to deliver the results?

25
Q

Challenges of LF

A
  • Mechanistically, bureaucratic box-filling
  • Used as a means of top-down control, too rigid
  • Can alienate staff not familiar with the key concepts
26
Q

How to fill the first column of the LF? Objective setting.

A

The overall objective is the broad development impact to which the project contributes, while the purpose is the development outcome at the end of the project. Results are the direct results (goods and services) that the project delivers, under project’s management control. And activities are the tasks/work programme that need to be carried out.

Once the problem and objective trees are designed and possible strategies are identified - the project’s objectives (overall and specific) have to be chosen and properly defined. Result and activities must be filled out. Then, when specific objective + relevant strategy are chosen, the means-end relation must be analysed again.

Requires systematic analysis of problems. Cause and effect.
Places project within a broader context, overall objective and purpose.

But difficult getting consensus on priority problems, objectives, to reduce objectives to a simplistic linear chain and find a balanced level of detail.

27
Q

Objective

A

The most significant, realistic goal to which the project can contribute. It seeks to align to a broader, longer-term strategy, whether internal or external.

  • Addresses the political, economic or social conditions of society as a whole.
  • Objective statements are formulate to indicate changes in these conditions over long term.
  • Key challenge: find the right level.
28
Q

SMART

A 
Specific
Measurable
Attainable
Realistic (or relevant, in case of indicators)
Timed

Who/what
Change/desired effect
In what
By when

29
Q

Outcomes

A

The intended change in institutional performance, individual or group behaviour or attitudes, or the political, economic, or social position of the beneficiaries.

The project does not have full control over the outcomes. Cannot guarantee achievement. But they should lie within the sphere of the project’s influence and should be reasonably expected to occur in the medium term.

So:
Change in behaviour or attitude, or position.
Change which the project is more likely to influence rather than control
Change which will occur in the medium term after the implementation (e.g. 3 months - 1 year)
Direct causal link between this statement and the objective?

30
Q

Output

A

Most often, a single outcome statement is underpinned by several outputs.
Outputs are the intended changes in SKILLS or ABILITIES, or the availability of new products or services, as a result of project activities.
Tangible deliverables.
P.M. exerts the highest control
Happens during the period of project implementation
Causal link between this statement and an outcome

31
Q

Activities

A

E.g. coordination, tech assistance, training, production, delivery, transportation and other tasks that are organized and executed under the project.

They generate the products and services that are described by the output statements.

Specific: Build, engage, train, facilitate, distribute, assist.

Right level of definition. Organize a training is sufficient, it does not need to be broken down.

32
Q

Assumptions

A

The necessary and positive conditions that allows for a successful means-ends relationship between different levels of results. If unfulfilled, the means-ends relation may not hold true and the project’s intended results may not be achieved.

33
Q

What is a horizontal logic?

A

A graphic model.

Activity + assumption
--> lead to output
output + assumption
--> outcome
outcome + assumption
--> objective
34
Q

Results chain

A

Inputs –> Activities –> Outputs –> Outcomes –> Impact

35
Q

Difference between output, outcome, impact

A

Output: in control of the project - attributable to the project - what the project will do - what we deliver

Outcome: what we want to change - who will benefit - within client control - contribution - why we deliver

Impact: long term goal - contribute to wider benefit - no control - no attribution

36
Q

Indicators

A
  • The qualitative or quantitative factors or variables to measure achievement or to reflect expected changes.

Monitoring tool. But can also help compare progress between projects.

Can be qualitative
Quantitative
Binary
Proxy

37
Q

Defining indicators

A

Impact: long term goal to which the project contributes - e.g. MDG indicators, poverty reduction, ec. development.
Outcome: who are the beneficiaries, what will change (behaviours/perceptions/systems), e.g. # of people using improved water source.
Output: the services or facilities delivered to the target groups, e.g. # of water points constructed

Always: Achievable and Relevant

38
Q

Types of indicators

A

Quantitative: how many, how often, how much, how long - numerical values (absolute figures, percentage, rate eg birth rate, ratio eg sex ratio)
Qual: Used to demonstrate, describe or measure things that are subjective, such as experiences, opinions, perceptions. E.g. measure perceptions on the changes in the compliance of officials to a new policy or personal experiences with quality of services provided to vulnerable population
Binary: yes or no, usually only used at output level
Proxy: In case the real result can’t be measured. E.g. # of women in positions of authority as proxy for perceptions of gender equality

39
Q

Different levels of indicators

A

Objective: describe changes to political, economic, or social conditions of the beneficiaries at the national or international level, e.g. % of migrants seeking reparations through the justice system
Outcome: Progress made in achieving the specific outcomes, e.g. # of new laws or legislative amendments passed to protect the rights of migrants
Output: Progress made in achieving the outputs, e.g. #of officials trained

40
Q

Source of verification & collection methods

A

A source of information to verify each indicator should be identified.
Data sources: e.g. documents, datasets, records, people (project reports, gov. publications, national census, sign n sheets fort raining, beneficiaries, stake holders, gov officials etc)
Data collection: document review, interviews, registration sheet, post-workshop tests,

Reliability, availability, cost, accessibility needs to be taken into account.
Should be relevant - valid (accurate methods used) - reliable (stable and consistent methods) - available - timely.

41
Q

How to measure change

A
  1. Set the baseline; before the project starts
  2. Set targets; the desired end point for each indicator. Must be included when baseline data is available. Must be realistic. Achievable. Disaggregated where relevant. SMART.
  3. Set milestones. The desired trajectory from baseline to target. Realistic. Output should be annual, outcome may not be available annually.
42
Q

Project management

A

…is the application of methods, tools, techniques and
competencies to a project. Project management includes the
integration of the various phases of the project life cycle…
[and] … is performed through processes. The processes
selected for performing a project should be aligned in a
systemic view. Each phase of the project life cycle should
have specific deliverables. These deliverables should be
regularly reviewed during the project to meet the
requirements of the sponsor, customers and other
stakeholders.

43
Q

Responsibilities of P.M.

A
  • overall project implementation
  • monitoring and evaluation (incl. activities, results, budget, risks)
  • human and financial resources (ethical, efficient, effetive)
  • Changes in the proejct
  • communication within the implementing organization + project partners
  • information collection, analysis and dissemination to donors, partners
44
Q

Which are the main monitoring tools?

A
  • Detailed work plan
  • Result monitoring framework
  • budget monitoring tool
  • risk management matrix
  • procurement plan
  • communication plan
  • information management system
45
Q

Results monitoring framework

A

The LF is the starting point for this.
A Results monitoring framework should include:
1. Results to be filled with the objective, outcome and output statements as per the results matrix
2. Indicators to be filled.
3. Data source and collection method
4. Data analysis: description of how data will be analysed
5. Frequency: how often data will be collected
6. Responsible person for data collection, analysis and storage
7. Baseline
8. Target
9. Achieved: to be filled with info that indicated the progress being made towards reaching the target

46
Q

Data collection methods

A 
Document review
Survey
Interview
Key informant interview
On site or direct observation
Focus group
Community meeting
Case study
Laboratory testing
Pre- and post-training assessment

Project-Cycle Management (3 decks)

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