Project formulation
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Project Formulation
Stella Clara Massawe
ReSAKSS-ECA, ILRI
Workshop on Strengthening Capacity for Strategic Agricultural Policy
and Investment Planning and Implementation in Africa
Safari Park Hotel, Nairobi on 25th- 26th June 2012
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A project
• activities aimed at bringing about clearly specified objectives within a defined time-period and with a defined budget
• Hierarchy of objectives (inputs, activities, outputs, purpose and goal) & assumptions
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A programme
• Series of several projects
• Projects that strategically combined to achieve a common program objective
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Five stages of project life cycle
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Situation Analysis and Project Design
• Three main components:
– Stakeholder analysis
– Problem analysis
– Objectives/Strategies Analysis
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Who is a Stakeholder? ….(1)
• Any individual, community, group or organization with an interest in the outputs/outcomes of a project,
• Either as a result of being affected by it positively or negatively, or by being able to influence project activities.
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Who is a Stakeholder? …(2)
• Key stakeholders: Those who can significantly influence or are important to the success of an activity.
• Primary stakeholders: Those who are ultimately affected by an activity.
• Secondary stakeholders: All other stakeholders than Primary stakeholders.
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The importance of Stakeholder Analysis
• To Know: – Those around a project, who may affect or be affected
by a project
– Opportunities and relationships to build upon in implementing a project to help make it a success
– Who should be encouraged to participate in a project
– Potential conflicts and risks that could jeopardize a project, etc.
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Problems Analysis
• is a central tool for the project design, showing issues which need to be dealt with
• Problems Tree Analysis: an effective technique used for Problems Analysis
• In the Problems Tree, problems are connected by “cause-effect” logic.
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From a problem to strategic intervention (1)
Identify problems faces and the causal linkage among them
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Objectives/Strategies Analysis
• Is a tool to understand what objectives to address
the problems identified in Problems Analysis.
• It also shows what strategies will be taken to solve the problems identified in Problems Analysis.
• In Objectives Tree, objectives/strategies are connected by “if-then” logic.
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From a problem to strategic intervention (2)
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From a problem to strategic intervention (3)
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Project Formulation
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Link to the thinking about impact pathways & result chain
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Logic model…
• Is a systematic and visual way to present and share your understanding of the relationships among the resources you have to operate your program
• The activities you plan, and the changes or results you hope to achieve
• Input and activities = Your planned work
• Output, outcome and impacts=Your intended results
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Prepare project Management Plan
• Need to prepare a detailed project management plan which specifies the key tasks, targets and timescales
• Logical Framework (Logframe)/ Project Design Matrix (PDM)
• A four-by-four matrix which shows the design of a project and functions as a base of management after the project commencement
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Log frame
Narrative Objectively
Verifiable
Indicators (OVI)
Means of
Verification
(MOV)
Important
Assumptions
Goal
Indicators and
target values
Sources of
Information
Project Purpose
Outputs
Activities
Inputs External factors
and preconditions
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Learning from the past agricultural projects
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Framework for reviewing the case studies
SPATIAL
VARIATION
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Factors for success of the reviewed interventions
• Problem definition
• Community Participation
• Choice of commodity
• Gender consideration
• Project/ programe Design-strategy
• Complimentary investments &partnerships
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Factors for success of the reviewed interventions
• Capacity building
• Sustainability
• Well organized groups
• Timing & conditioning factors
• Leadership and Dedication
• Financial resources: access to credit, rural finance
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Key messages: factors to consider in designing agricultural interventions (1)
• Demand for the intervention, not only at the national level but also at the local level as well as enabling environment;
• Stakeholder/beneficiary participation;
• Impact on the beneficiaries;
• Quality design arising from quality technical assistance and feasibility study;
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Key messages: factors to consider in designing agricultural interventions (2)
• Quality of implementation
• Government support and commitment
• Performance of the executing agency and effective quality control system
• Exogenous factors.
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THANK YOU
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Exercise 1
Constructing and Using a Theory of Change Task objective: to enable the participants practice how to develop a theory of change for their
programme Estimated time: 30 minutes
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Task 1
• Consider a programme you are currently working with or one which you are familiar but not directly involved. Develop a graphic showing of the theory of change for this programme or project.
• Be sure to identify the assumptions underlying the programme or project
• Use simple theory of change template (please only include a few outputs and activities)
• Reference pages 150-171