Introduction to Project Cycle Management
- Historical Overview of Project Cycle Management (PCM)
- The Concepts of Project and Project Cycle Management
- The Principles and Actors of PCM Method
- Components of Project Cycle Management
- The Limitations of PCM Instruments and Procedures
- Definitions of Key PCM Terms and Concepts
- PCM Assignment 1
Project Design and Analysis Tools - The Logical Framework Approach
Using the Logical Framework to Develop Activity and Resource Schedules
Using the LFA to Assess Project Proposals
Project Review and Evaluation
Implementing, Monitoring, and Reporting on the Project
Definitions of Key PCM Terms and Concepts
Evaluation – A systematic way to improve and account for project actions at outcome level
Goal – The wider development purpose to which a project or programme should contribute. The goal is expressed as a statement of intended or hoped for change in relation to the key-issue or problem that is addressed.
Impact – Changes that the project may bring about or contributes to among the target group and others, usually at the level of the overall objective (goal)
Impact assessment – The systematic analysis of the lasting or significant changes – positive or negative, intended or not – in people’s lives, brought about by an action or a series of actions.
Indicator – A measure or signal of progress or change
Log frame – The logical framework (log frame) is a set of related concepts that the most important aspects of an intervention in the form of a matrix describes in an operational way
Monitoring – A continuous assessment performance measures at input, output, and outcome levels
Multi project management – A form of portfolio management to control simultaneously, a number of projects, which do not necessarily have any relevant connection with respect to content. The common factor of the projects is that they are executed on behalf of one supporting organisation (the principal).
Output – End result of activity
Performance management – Those processes (including performance measurement) that use results of performance measurement to make improvements in strategic objectives or the way things are done.
Performance measurement – Process used to measure predetermined objectives and outcomes
Programme – A group of related projects and/or (ongoing) activities managed in a coordinated way and aiming at achieving a set of predetermined or programme objectives. Programmes usually include an element of ongoing activity.
Programme management – A form of portfolio management of a variety of projects and/or programmes selected, planned and managed in a co-ordinated way, which together achieve a set of defined objectives
Project – An intervention that consists of a set of planned, interrelated activities designed to achieve defined objectives within a given budget and a specific/specified period of time.
Results Based Management – An approach to public sector management that focuses on results
Stakeholders – Persons/organizations having an interest in the project
Strategic planning – Proactive, long term /multi year planning focusing on the big picture or vision, and predetermined goals and objectives.
Sustainability – According to the DAC, a development programme (or project) is sustainable when it is able to deliver an appropriate level of benefits for an extended period of time after major financial, managerial, and technical assistance from an external donor is terminated.