Wednesday 1 May 2013

Project Cycle Management

The Japanese version of the Project Cycle Management (PCM) was introduced to us during  the BBEC project in Sabah. PCM is one of the management methods used in planning, implementing and evaluating stages of development projects. From the cycle we will then produced the project design matrix (PDM) of the whole project. The vertical logic of the PDM consist of Overall goal, project purpose, outputs, activities and important assumptions. While in the horizontal logic of the PDM consist of objectively verifiable indicators, means of verification, inputs and preconditions.



 In the planning stages they used the participatory development or participatory approach. Involvement and active participation from various agencies or key stakeholders aims to promote local ownership. This is where we contributed our ideas. Usually, to make sure all of us involved in this activity, in a workshop, they will provide us with a sticker note and asked us to write our ideas in that note. Then, we stick the note on the wall. After all the participants had contributed their ideas, a facilitator will then commented each ideas on the wall, whether or not it is practical to implement.

During the planning all problem relating to conservation and biodiversity were listed and sorted. This is called a problem tree. Formulation of the problem is also useful for articulating the broad and specific objectives of conservation by reviewing the relationships between variables. During this time, an objective tree is then formed. In the end a project summary table (a PDM)  from an objective tree (a diagram demonstrating possible solution) will then utilized in planning, implementation, monitoring and evaluation. 

To make it clearer, there are 8 steps for developing PDM in PCM:
1. Stakeholder analysis

    Stakeholder is any individual, groups, organization or community who are interested in the project / program. Before starting any projects, feedback from the stakeholders are needed. The stakeholders need to know the benefit of the project, what is the potential, challenges, output, input etc...
 
2.  SWOT Analysis

      SWOT analysis is a tool for institutional appraisal and brainstorming exercise in which the representatives of the organization will participate fully.

3. Problem Analysis

    Problem Analysis visually shows the causes and effects of the existing problems in the project area, in a form of Problem Tree. It clarifies the relationship among the identified problems. An example of a problem tree is shown in the picture.


4. Objective Analysis

    Objective analysis clarifies the means-end relationship between the desirable situation that would be attained and the solution for attaining it. This stage requires an objective tree. A simple way to do this is to convert the negative statement in the problem tree, to a positive statement. This tree will then be the objective tree. Instead of causes and effect, it will then be means and end relationship, with means at the bottom and ends on top. The objective tree is the solution to the problems listed. Simple is it!

5. Project Selection

    Project selection is in which specific project strategies are selected among the objectives and means in the Objective Analysis. So, only some of the strategies that will be implemented.

6. Project Design Matrix (PDM)

     The PDM is formed through elaborating the major project components and plans based on the approach selected. The format of PDM is similar to Logical Framework.

7. Workplan

    The workplan or the plan of operation (PO) is prepared by the project implementers, based on the PDM and other information. The PO is an effective tool for project implementation and management and provides important data for monitoring and evaluation.

8. Monitoring and Evaluation

Monitoring usually done every 3 months. This will helps us determine what works well and what needs to be improved. It will provides information for effective management, strengthens accountability and transparency.


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