Cross-cutting Issues. And other things your project document must include. The design matrix addresses…. Results: goal, purpose, specific objective(s), outputs Activities Inputs, including costs → budget Indicators & means of verification Pre-conditions, assumptions, risks.
And other things your project document must include
Results: goal, purpose, specific objective(s), outputs
Inputs, including costs → budget
Indicators & means of verification
Pre-conditions, assumptions, risks
Background, setting, trends (context/situation analysis)
Justification of the project – why have one?
Process of project formulation – who was involved
Identification & analysis of stakeholders
Details of approach % methodology
Institutional / organisational setting, including institutional network
Proposed management structure
Personnel qualification requirements / CVs
Reporting and feedback … more?
Gender implications and effects
Likely impact on the environment
Climate change aspects
Implications for organisations and institutions
Impact on poverty, poverty reduction
Post-project period sustainability – organisational, financial, technical
What is important to the decision-makers
What will appeal to the financiers
What will get support of beneficiaries & losers
What will make the project easier to implement and manage
Relevance: Are we doing the right thing?
Feasibility: Are we doing things right?
Sustainability: Will the results last?
Direction for internal (departmental) projects
Terms of Reference: direction for external projects
Direction for research: response to calls for proposals
Tenders: proposals for executing others’ projects.
Tune your focus & emphasis according to type.
Often do not need major attention on background & justification – the leadership already knows this;
Be very clear on the information on situation before, during and after introducing change;
Emphasize benefits in terms of better work processes, happier employees, more satisfied clients;
Emphasize higher productivity & efficiency to leadership.
Make background and expected results VERY CLEAR
Make sure you have clear statements about personnel requirements – not number but functional qualifications
Make consultant-client-financier relationships very clear
Make sure you have understood the expected results;
Give clear description of approaches and methodologies;
Show how proposed staff meet required competence levels;
Show clearly how the client and beneficiaries will be involved throughout;
Have clear communication strategy.