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7/27/2019 Effective Project Cycle Management - PowerPoint Presentation.pdf
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Effective Project Cycle
Management:verv ew, es gn an mp emen a on
Hawassa, Ethiopia
7-10 March 2011
Session Objectives
Understand the ro ect c cle and discussprocesses and outputs related to each stage.
Focus on two common implementationchallenges: USAID quarterly reporting and finalevaluations.
Exercises
2.1Project Cycle Design
2.2Quarterly Report Review
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The Project Cycle
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Common Project Cycle Elements
InitiatingClosing
Planning
Executing
o n tor n gandControlling
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Cathol ic Relief Services Project Cycle
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The Project Cycle: Planning
Processes:
Stakeholder Analysis
Performance Management
Planning
Outputs:
Performance Management
Plan
o Results Frameworko Performance Indicator
Reference Sheets
o Performance Data Table
o Calendar of
Performance
Management Tasks
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The Project Cycle: Implementation
Processes :
Daily management
Data collection
Data analysis
Communication & Reporting
Outputs:
Project Deliverables Internal Reports
Quarterly Donor Reports
Annual Reports and Action
Plans
Financial Reports
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The Project Cycle: Mid-term Evaluation
Process:
Mid-Term Evaluation
Output:
Evaluation Report
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The Project Cycle: Final Evaluation & Close Out
Processes:
Final Evaluation
Communication &
Reporting
Project Closeout
Outputs:
Final Evaluation Report
Final Donor Report
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The Project Cycle
Advantages Disadvantages
Facilitates planning Displays events as sequential,
even when they are not
Aligns with donor expectations Has little relevance for
beneficiaries
Links learning from one project
Advantages Disadvantages
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Exercise 2.1Project Cycle Design
Objective: Reflect on the cycle of operations within your organization and identify
ways to use this cycle to drive improvements in overall program quality.
Instructions: Using the materials provided, sketch a diagram of your
organizations project cycle. Label the key stages. Make sure your diagram reflects
the current reality of project management in your organization.
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Focus Area 1: Quarterly Reports
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How does having a robust quarterly reporting
system improve overall program quality?
1. Provides a structure that facilitates regular reflection:
Evaluates actual project performance against plans
Refines project model as it evolves
2. Promotes regular communication with project
stakeholders
Shares information back down to the field level
3. Improves efficiency of later stage project documentation,such as annual reports, workplans, final evaluations and
future project designs
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Five Tips for Outstanding Reporting
1. Do not be afraid to tell the truth.
There will be unforeseen challenges.
Use reports to demonstrate your ability
to analyze and solve problems.
AOTRs are on your side; let them
help troubleshoot problems.
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Five Tips for Outstanding Reporting
2. Develo a re ort in calendar and t imel ine.
Review reporting requirements and create a checklist of
deliverables and deadlines.
Ensure that all staff and any subrecipients are aware of the
timeline, due dates and their responsibilities.
Consider the reporting schedule when planning key reflection
events, staff meetings and field visits.
,
developing the reporting schedule.
Factor in time for several rounds of reviews.
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Five Tips for Outstanding Reporting
3. En a e subreci ients earl .
Allow time for subrecipients to provide meaningful input.
Take the time to build capacity in self-reflection aspects of
reporting.
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Five Tips for Outstanding Reporting
4. Tell a consistent stor across all of our re orts.
Ensure consistency between financial and performance reports.
Use your workplan and budget as baseline data sources.
Remember that your reports tell a story over the life of the project,
and they are the formal record of your work.
Preview your next workplan.
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Five Tips for Outstanding Reporting
5. Do not sur rise our AOTR or A reement Officer.
Reports are not the primary means of communication with your
donor.
Discuss major challenges first with your AOTR, then document
them in your report.
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Quarterly Reporting Dos and Donts
Do
Submit reports on time.
Explain deviations from budgets and workplans.
Include photos and success stories if possible.
Do Not
, ,
equipment purchases, etc.).
Ask questions of the donor or AOTR.
Introduce crises or critical issues.
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Exercise 2.2Quarterly Report Review
Objective: To facilitate dialogue between AOTRs and DGP Grantees around
quarterly reporting and identify ways to strengthen those reports.
Instructions: Please review your most recent quarterly report at your tables in
collaboration with your AOTR. Use the suggested reflection questions in the
handouts to guide the review process.
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Focus Area 2: Final Evaluations
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USAIDs New Evaluation Policy
the validity and transparency of our evaluation
findings and the use of those findings to inform
decisions and improve the effectiveness of
development programs.
- Ruth Levine, Director of Evaluation, Policy Analysis
and Learning, January 28, 2011
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Key Features of the New Evaluation Policy
Distin uishes Performance Evaluation from Im act
Evaluation
In most cases, the evaluations will be external (i.e., a third-
party contractor or grantee, managed directly by USAID,
will evaluate projects)
Frequency of evaluations will vary by evaluation type
evaluations
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How will this new policy affect my organization?
The olic is new, and details will emer e as USAID
Missions begin implementing it.
Funding may be dedicated within a project design for
implementing partners to engage in evaluative work for
their own institutional learning or accountability purposes.
It appears to signal a tremendous influx in resources for
evaluations with the otential to benefit a multitude of
stakeholders.
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Suggested Guidelines for
Managing External Evaluations
Phase 1: Planning and Preparation
Identify evaluation team members.
Assemble, review and update project documents.
Ensure M&E data is valid, up to date and easily
accessible.
Conduct an evaluation stakeholder analysis.
Determine learning objectives. Lead or participate in drafting SOWs and workplans.
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Suggested Guidelines for
Managing External Evaluations
Phase 2: Implementation and Management
Closely monitor progress.
Manage evaluation anxiety.
Manage stakeholders.
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Suggested Guidelines for
Managing External Evaluations
Phase 3: Using an Evaluation
Communicate findings to stakeholders.
Actively respond to recommendations.
Leverage external evaluations to promote quality work.
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Summary
In this session we:
Learned about the project cycle.
Discussed processes and outputs related toeach stage of the project cycle.
Focused on two common implementationchallenges: USAID quarterly reporting and finalevaluations.
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Questions and Comments
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Acknowledgements:
an you
Implementation Guidance
The Essential NGO Guide to Managing Your USAID Award: Chapter5, Reporting: Requirements and Benefits
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