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P roject P erformance M anagement S ystem (PPMS)

P roject P erformance M anagement S ystem (PPMS). Results-focused Design and Management of Projects Phnom Penh Plan (April 2010). What is Management for Development Results (MfDR)?. Management for Development Results is a management strategy focusing on performance

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P roject P erformance M anagement S ystem (PPMS)

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  1. Project Performance Management System (PPMS) Results-focused Design and Management of Projects Phnom Penh Plan (April 2010)

  2. What is Management for Development Results (MfDR)? Management for Development Results is a management strategy focusing on performance and on achievement of outputs, outcomes and impacts.

  3. Why MfDR? • Moves the focus of managing and decision-making from “backward-looking” to “forward-looking” • Helps create a “learning culture” through feedback loops and opportunities for improvement

  4. Activities Outputs Outcomes Impacts Inputs MfDR (1)Planning (Defining desired results) (2)Measure performance (Monitoring and evaluation) (3)Use performance information (Feedback-loop)

  5. Sector Road Maps Programs, Projects, TAs Managing for Development Results Overall Development Effectiveness GLOBAL International Agreements and Commitments (MDGs etc.) Development Impact National Poverty Reduction Strategy COUNTRY Development Outcome/ Outputs PROJECT

  6. Programs, Projects, TAs Development Outcome Design and Monitoring Framework Design Manage- ment Evaluation Reporting Post Evaluation Components of PPMS

  7. Design and Monitoring Frameworks are a tool only! • Using the appropriate Process improves prospects for achieving results during implementation.

  8. Objectives Analysis • Alternatives Analysis • Project Strategy The Process Situation Assessment • Stakeholder Analysis • Problem Analysis Solution Development

  9. Design Design Summary Design Summary Design Summary Performance Targets Performance Targets Performance Targets Data Sources Data Sources Data Sources Assumptions & Risks Assumptions & Risks Assumptions & Risks IMPACT IMPACT IMPACT A & R A & R A & R Alternatives A & R A & R OUTCOME OUTCOME OUTCOME A & R Objectives OUTPUT OUTPUT OUTPUT A & R A & R A & R Problem analysis ACTIVITIES & MILESTONES ACTIVITIES & MILESTONES ACTIVITIES & MILESTONES INPUTS INPUTS INPUTS The Result Design and Monitoring Framework

  10. Project Preparatory Technical Assistance Paper Project Concept Paper Draft Project Design Report Report and Recommendation of the President PAM PPR Stakeholder Analysis Problem Analysis Objectives Analysis Alternatives Analysis Paper Flow and Design Process Situation Analysis Solution Development Design and Monitoring Framework

  11. Stakeholder Analysis Problem Analysis Objectives Analysis Alternatives Analysis The Design Process Situation Analysis Solution Development Design and Monitoring Framework

  12. Project defined…. An intervention to create positive change in an existing situation

  13. Think about this….. • All projects bring about CHANGE • People and institutions make change succeed or fail Who are the persons behind the achievements and difficulties in your project?

  14. Project management needs to constantly- • Identify • Understand • Engage, involve and • Coordinate best efforts of….. Key stakeholders at all stages of project design and implementation

  15. Projects call for continuous… • Consultation & Communication (for ownership) • Participation in the Process of Decision-making (for involvement and commitment) • Checking for Consensus that Project’s changes outweigh Risks (for sustainability)

  16. Change Drivers • Who are most concerned about outcomes? STAKEHOLDERS • What justifies this investment of public funds over other competing needs ? BENEFITS • What endangers this justification? RISKS • What sustains the attractiveness of the change? STRATEGIES (correctly crafted, addresses the stakeholders’ problems, effectively implemented)

  17. Stakeholder Analysis A diagnostic tool to • identify key stakeholders • clarify their interests • comprehend their perception of the problem • specify their resources (supportive and destructive) • outline their mandate Stakeholder analysis is a continuous process

  18. Helpful Stakeholders to enlist…. • ADVOCATES – Idea creators, designers • CHAMPIONS - to lead the change • SUPPORTERS - “critical mass” • DECISIONMAKERS(to approve the activation of critical change enablers – policies, funds, people) • OPINION LEADERS - decision-swayers,special interest groups that sustain people’s awareness of the need for change (lobby groups, media)

  19. Strategic Analysis of Stakeholders Assess: Aspirations, interests (share the vision?) Problem Perception (each one sees different aspects of the same problem – which aspect?) Resources, mandate (capable and motivated to participate and contribute?) Ways to enlist participation in the project (How to involve them in the project so that envisioned changes can happen?) Analysis is done & checked at various points in project design and implementation!!

  20. Stakeholder Table Strongly encouraged for use of TA and project design

  21. Stakeholder Table: Public Transport Ex.

  22. CASE STUDY • Read the Case Study • Identify 3 of the most important STAKEHOLDERS • Analyze the Stakeholders using the Stakeholder Table

  23. More tips for use of meta cards: • Write your own statement on a card. • Write only one idea on a card. • Express your statement in a concise sentence using no more then 3 lines. • Make your sentence specific. • Stick to the facts and avoid abstractions and generalizations. • Write your cards before you begin discussion.

  24. Stakeholder Analysis Problem Analysis Objectives Analysis Alternatives Analysis The Design Process Situation Analysis Solution Development Design and Monitoring Framework

  25. I’ve been bitten by a mosquito and exposed to malaria so I need chloroquine urgently “Doctor, doctor!” Limited information Diagnosis without participation Jumping to conclusions Instant prescriptions and solutions

  26. Problem Tree • A diagnostic tool to • analyse the existing situation surrounding a given problem context • identify major problems associated with the stated negative condition • visualize cause-effect relationships and interrelationships Strongly encouraged for use of TA and project design

  27. How to state problems…. • Negative condition • Owned by a stakeholder/group (whose problem is it?) • Specific and clear Example: Wrong – “Poor quality of products” Better – “Processed wool does not meet international quality standards”

  28. Problem Tree: Public Transport Starter Problem

  29. Low economic growth Lower than desired employment Starter Problem High transmission losses Insufficient power stations Poor maintenance practices Poor planning by central power authority Insufficient investment in upgrading equipment No accountability by public monopoly Politically depressed user charges Another Example Low private sector investment Industries lack access to power

  30. Starter Problem Another example Young people are not employed in formal and informal (village) sectors Samoan Education Graduates’ skills are not adequate for informal sector Other causes Students dropping out ? Poor quality of Education Overcrowding in key schools Curriculum lacks practical skills trng Inadequate teacher skills Inefficiently managed schools Curriculum not linked to employment sectors’ needs Ineffective school committees Inadequate facilities at alternative schools Insufficient in- service training Vague Standards Trained teachers leaving the system Outdated curriculum Inadequate planning Unclear roles SC cannot raise funds Education Dep’t lacks mgmt capability to address policy etc

  31. Activity in Progress

  32. Case Study Tasks • Read the background • Construct a problem tree • Use the cards and pin boards • Can use your own experience to go beyond available information • Present back to the Group

  33. Doesn’t matter what form it takes as long as it helps us understand the problem

  34. Stakeholder Analysis Problem Analysis Objectives Analysis Alternatives Analysis The Design Process Situation Analysis Solution Development Design and Monitoring Framework

  35. Objectives Tree • Gives a picture of the “changed or desired situation” • Helps stakeholders imagine what will be required to achieve the change and maintain more control over planning the change • Facilitates the formulation of success indicators that are realistic, acceptable, and owned by the stakeholders

  36. Objectives Tree – How? • Process involves converting problem into a ‘positive condition’ then checking – • Does the objective statement make sense as an “improved condition?” [realistic? possible?] • Have we left out anything in our problem analysis that will need to be addressed to achieve this desired “improved condition?” • What do stakeholders think or how might they react? • What might be possible risks and assumptions?

  37. Objectives Tree Starter Problem Starter Objective

  38. Case Study • Break into the same groups as before • Refer to your Problem Tree • Develop an Objective statement for each problem (don’t skip any!) • Present back to the group

  39. Stakeholder Analysis Problem Analysis Objectives Analysis Alternatives Analysis The Design Process Situation Analysis Solution Development Design and Monitoring Framework

  40. Preparatory Steps forScoping the Project • Validate the positive conditions in the Objectives Tree with those knowledgeable (stakeholders themselves) and other projects (development experts) • Check whether these changes are attainable and wanted by those who need to make these changes? (Conduct stakeholder workshops with those who are directly involved in the changes) 3. Motivate Stakeholders to try out the change with the help of models and testimonials

  41. “Results Chains” • Helps in assisting stakeholders “own” the project by analyzing their “part” in the Objectives Tree • Clarifies the changes that stakeholders aspire to have and checks on their willingness and readiness to carry these out

  42. How to do a Results Chain • Identify the owners of means-end chains in the Objectives Tree • Have each stakeholder-owner assess the feasibility of achieving their means-end chain before deciding whether this should be included in the project design External Consultants and Experts should share their experiences to encourage stakeholders to consider the change

  43. RESULTS CHAINS PUBLIC WORKS Starter Objective Starter Problem SBC COMPANY POLICE

  44. Helpful criteria in deciding on Results Chains • Desirable? • Less risk? • Faster or slower implementation? • Less or more cost? • Greater or lesser chance of sustainability? • Acceptability of the change to members of the group? to • the institutions’ culture? AVOID Bias in solutions? EA Consultants ADB Community

  45. Results Chain 1: Stakeholder - Police (Law Enforcement Agency) SBC provides reliable and safer public transport services Bus accidents are rare Can we minimize corruption? Drivers obey traffic rules Adequate traffic management Will we have enough traffic enforcers to manage traffic? Can we implement this? Will it be accepted? Special bus driving licenses introduced Police apply adequate traffic control plan

  46. Results Chain 2: Stakeholder - SAFARI Bus Company SBC provides reliable and safer public transport services Bus schedule and utilization optimized Can we sustain this? And for how long? Can we fund the investment by increasing bus fares? NO. Mayor will not approve this idea! Bus fleet functions well Can we find trainable mechanics? Bus replacement schedule implemented Bus maintenance improved Can we import the needed spare parts? Skilled mechanics maintain buses SBC is financially self-sufficient Spare parts are available

  47. Results Chain 3: Local Government (Public Works, Mayor & Council of Arusha) SBC provides reliable and safer public transport services Can Public Works Dept maintain road network? Road network is well-maintained Public Works Dept budget is insufficient to maintain roads. Budget for maintenance is sufficient Can Council convince Mayor to cut SBC subsidy and increase fares to fund road maintenance? NO City Council focuses on road maintenance

  48. Value of Analyzing Results Chains • Stakeholders make known their willingness to implement the change defined in their “results chain” • They define ways to measure success of the change (indicator), and the extent of what is realistically achievable (target) • They identify accompanying objectives and conditions to make this change possible

  49. PUBLIC WORKS NO Starter Objective Starter Problem SBC COMPANY YES to Maintain NO to Replace POLICE YES!

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