Project design techniques & Tools

1. PROJECT DESIGN TECHINQUES & TOOLSModule Code: 252 SW 032UNIT III Kassan Kaselema kkaselema@gmail.com

2. Logical framework approach • The logical framework approach (LFA) is a methodology mainly used for designing, monitoring, and evaluating development projects. • Variations of this tool are known as goal oriented project planning (GOPP) or objectives oriented project planning (OOPP). • Is a tool used to strengthen project design , implementation , monitoring and evaluation. • It is constructed during the actual planning stage of a project. Log frame is a living document which should be consulted and altered through out the project life cycle

3. Primary stakeholders should be involved in developing the log frame • The logical framework approach was developed in 1969 for the U.S. Agency for international development (USAID) Why use a log frame ? • Helps people to organize their thinking • Helps people to think logically • Helps to identify weaknesses and gaps in the project design . • Helps to identify key indicators of success in the project (from start) • Gives overview of the project

4. Components of logical framework • Summary • Goal • Purpose • Outputs • Indicators (objectively verifiable indicators ) • Activities • Evidence (means of verification)

5. Log frame asks series of questions and tries to assume answers • Where do we want to be ? ( goals , purpose) • How will we get there (outputs , activities) • How will we know we have reached there? (Indicators) • What will we show, we have got there? (Evidence ,MOV) • What are the potential problems along the way? (Assumptions)

6. Terminologies • Goal : refers to overall problem we are trying to address . it is referred to as a wider development objective .e.g. Improve farm productivity by small farmers • Purpose: Is the specific change that we want to see and contribute to the achievement of the goal • Outputs : are what we want to see as a result of our activities in order to fulfill the purpose • Activities : describe the tasks we will carry out e.g. Train lead farmers in conservation agriculture

7. Indicators: are signs which measure project performance against objectives and play important part in monitoring and evaluation e.g. # Of people trained , % of smallholder farmers adopted new farming techniques in malawi. • Means of verification /evidence: refers to source of information needed to measure performance e.g. Reports from ADD, field delivery reports (FDR) • Assumptions: refer to the conditions that could affect progress , success or long term sustainability of the project

10. STEPS OF LOGFRAME ACTIVITY

11. The LFA approach begins by analysing the existing situation and developing objectives for addressing real needs. • A situation analysis has as its core task to find out the actual state of affairs with respect to an issue to be analysed; it is focussed by problems and an attempt to understand the system which determines the existence of the problems. • The analysis phase is the most critical, yet most difficult, phase of the logframe approach. • The analysis phase consists of three stages; • I. Analysis of stakeholders • II. Analysis of problems • III. Analysis of objectives

12. Stakeholder Analysis • Projects are influenced by many actors. Their different interests, potentials, deficiencies and other characteristics play a role in the process of designing and implementing a project. • It has been a frequent experience in development that influential groups were not sufficiently considered in the planning, and hence caused disturbances in the implementation. • Thus it is usually necessary and expedient to analyse participants in a project as part of the planning process. • In using the LFA approach, the stakeholder analysis is an analysis of the problems, fears, interests, expectations, restrictions and potentials of all: • - important groups • - organisations and institutions • - implementing agencies • - other projects and • - individuals

13. II. The Analysis of Problems • The analysis phase usually begins with an analysis of problems. The problem analysis is undertaken by identifying the main problems and developing a 'problem tree' through an analysis of cause and effects. • It starts by focusing on the problems and as such it; • analyses only those issues which are identified to be problematic, be guided by problem view i.eWhich are the problems the project is addressing? • narrows the focus with respect to the scope of analysis and at the same time digging deep into these problems and their causing factors, i.e. What are the root causes of those problems? • In connection with the focus on problems is the system those problems exist in. A System’s understanding means one can • understand how the system (in which the problem and its causing factors occur) operates i.e. What is the larger picture in which those problems and their root causes exist? • widening the view with respect to analysing the interlinkages and feed-back mechanisms between components of the system i.e. - What are the links between the problems?

14. III. Objectives Analysis • An objectives’-analysis in a wide sense is a procedure for systematically identifying, categorising, specifying and - if required – balancing out objectives of all parties involved in a specific situation (for which those objectives apply). • The objectives-analysis and the problems-analysis influence each other: the more information one has about the problem situation, the more specifically one can formulate objectives; the kind and outline of the objectives analysed influence the perception of problems. • The problem tree is transformed into an objectives tree by restating the problems as objectives. • The objectives tree can be viewed as the positive mirror image of the problem tree. • It is usually necessary to reorder the position of objectives as you develop the tree.

15. The objectives tree can be considered as an 'ends - means' diagram. The top of the tree is the end that is desired and the lower levels are the means to achieving the end. • Based on this objectives tree, certain means are feasible and some are perhaps outside the scope of the problem. Strategy analysis • A strategy analysis or analysis of alternatives is a systematic way of searching for and deciding on problem solutions. • The strategy analysis phase involves the selection of a strategy to achieve the desired results. • The strategy comprises the clusters of objectives to be included in the project. • The main objective becomes the project purpose and the lower order objectives become the outputs or results and activities. • In addition to examining the logic, strategy analysis also looks at feasibility of different interventions. As such, it is a continual process throughout the life of the project.

16. VISIONING TREE USING PA • Visioning is a technique used to support a group of stakeholder develop a shared vision of the future. • Visioning gives people a sense of control and motivation, and offers a possibility for fundamental change. • It nurtures essential characteristics of powerful and effective groups like cohesion and common direction.

17. How to facilitate visioning group work? • 1. context • What will you show? • What achievements have been made? • 2. brainstorm • Individually, in groups and then share ideas in plenary. • 3. grouping ideas • 4. naming the vision elements • 5. reflect • Could we come up with a one sentence vision, or could we keep these separate elements of the vision as they are?

18. Team building skills • Goal setting and role assigning • Communicating • Listening • Reflecting • Matchmaking • Problem solving • Delegating • Giving and getting feedback • Organizing • Resolving conflict

19. Stakeholder Engagement Matrix • Overcoming Team Building Barriers