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Factors for changes at GTZ (1995-2000)

Factors for changes at GTZ (1995-2000). new top management. Changes: decentralisation client-orientation impact-orientation self-image programmes. policy of our main client BMZ. new business- culture. country + sector concentration political TC. new concepts for service-

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Factors for changes at GTZ (1995-2000)

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  1. Factors for changes at GTZ (1995-2000) new top management Changes: • decentralisation • client-orientation • impact-orientation • self-image • programmes policy of our main client BMZ new business- culture country + sector concentration political TC new concepts for service- delivery decreasing budget for devt. aid learning from experiences QM/ client- orientation tax-payers dissatisfaction with results of devt. aid self-evaluation IFAD-Workshop Nov.2000

  2. Changes in the use of logframe/ZOPP First application of LFA Development of ZOPP with new steps: - participation analysis - problem analysis - objectives analysis - interdisciplinary workshops with all affected groups ZOPP becomes a standard procedure - all project management instruments are made compatible Criticism of ZOPP: - schematic ritualisation - artificial workshop situations - instrument of power for GTZ: “zopping people” - rigid problem-orientation Development of PCM - flexibilisation of project preparation - new procedures for project planning (PRA) Redefinition of ZOPP - ZOPP = framework for the quality of planning - logframe (PPM) structuring element for offers - deregulisation of all organisational project directives 1980-81 1983-87 from1990 1992-95 1996-98 IFAD-Workshop Nov.2000

  3. Project management: Overview IFAD-Workshop Nov.2000

  4. inform plan motivate steer inform plan motivate steer Identification phase Designphase Implementationphases Projectidea Projectplan Objective achievedEnd of project Project system of objectives agree on objectives decide organise monitor agree on objectives decide organise The Project Cycle Model Operationalise planningImplement,adjust and update planningEnd project Clarify context Define system of objectives Elaborate project design Help ensure decisionin favour of projectimplementation IFAD-Workshop Nov.2000

  5. GTZ-Instruments for the project cycle Identification phase Final report Situation analysis Final evaluation phase Participants analysis Offer (project design) Problems and potentials analysis Project progress review Report on results of preparations Project progress reports Design phase Plan of operations Target group analysis Implementation phase(s) Offer (project design) Internal Use of instrument: Commission IFAD-Workshop Nov.2000

  6. As a rule, projects monitor their results only up to the level of direct, empirically verifiable benefits. More highly aggregated development results, to which the project might have contributed, but which can no longer be reliably identified using the normal monitoring and self-evaluation methods, are identified and assessed using a project-independent evaluation procedure. GTZ’s Impact Model Maximum aggregated development progress Possible indirect impacts of the project Project-independent evaluation Attribution gap Monitoring and self-evaluation in the projects Direct benefit Utilisation of outputs Outputs Activities Inputs IFAD-Workshop Nov.2000

  7. Overall development-policy strategy BMZ Evaluation Federal Audit Office Audits Corporate portfolioCorporate strategy GTZ Impact monitoring - company as a whole - operational units Country portfolio, Country strategies Project level Project progress reviews and monitoring Project steering The GTZ’s Evaluation System IFAD-Workshop Nov.2000

  8. Relevant factors for management-performance concepts and mental models procedures and instruments feedback from clients management performance in the core-process human resources development leadership: guidance and appreciation culture and space conducive for learning IFAD-Workshop Nov.2000

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