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INTRODUCTION TO PROJECT PLANNING LFA Miloda Compressed
INTRODUCTION TO PROJECT PLANNING LFA Miloda Compressed
RMP Ratnayake
Director
External Resources Department
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TOPICS TO BE DISCUSSED
Overview –selecting the best projects for
implementation
Commercial Hub
Knowledge Hub
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NATIONAL DEVELOPMENT VISION, GOALS &
OBJECTIVES
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Policies to actions
Policy Framework of the Policy and strategy are closely
Government
interlinked. Policy is the decision
and statement of direction.
SECTORAL POLICIES Strategy is how to reach the
Agriculture desired direction.
HRD
Industry E.g. Policy objective: to preserve
Economic infrastructure and maintain archeological sites
Poverty alleviation satisfactorily in the long-run
Services etc
Strategy: Provision of necessary
resources for cost effective
Strategies (route to achieve maintenance.
policy objectives)
Inadequate preparation
Lackof data, out dated information, inadequate
background information
Too many objectives, vague objectives
Unrealistic time targets
Unrealistic assumptions- labour cost
Poor feasibility studies- no ownership
Inadequate supervision & monitoring
Natural causes
Projects link policy
initiatives at a higher National Policy?
level (eg national or
sectoral) with a specific
problem faced by a
target group of local-
level stakeholders or
organizations.
My problem?
Linking projects to national policy
Activities
How?
inputs
Project conceptuel model
Outcomes
Activities
Impacts
Outputs
Inputs
• These may be
broken down into
Identification more detailed
activities
Implementation
Project Cycle
Pre feasibility
Post evaluation
Feasibility
Identification
Design
Appraisal
Approval
Supervision
Implementation Funding
& Monitoring
Project Cycle
Project cycle is used as a management tool to help plan &
implement better development Projects, It helps to-
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Project Identification
Projects are proposed and prepared by concerned ministries/
departments. Projects can be identified using different methods
1. Review Government Priorities / Plan Documents-
40% Renewable
Inadequacy of Transmission and Energy
Distribution 30%
Thermal,
Hydro
20%
High cost and price of electricity Hydro,
10%
High debt burden of the electricity sector
0% Year
2010 2020
High price of petroleum products
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3. Special policy Directives
4. New Ideas/Areas of
Investment
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Feasibility study
Deciding the necessity
Implementing Vs abandoning – which is more beneficial?
Types of feasibility
Technical
Financial Economic
Social Feasibility
Environmental
Comparing alternatives
Feasibility study
Objectives:
To find out if the project can be done:
...is it possible?...doability
...is it justified?....value for investment
To suggest possible alternative solutions.
To provide management with enough information to know:
Whether the project can be done
Whether the final product will benefit its intended users
What the alternatives are (so that a selection can be made in
subsequent phases)
Whether there is a preferred alternative
5. Possible alternatives
…including ‘do nothing’.
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Feasibility study contents
6. Criteria for comparison
definition of the criteria
7. Analysis of alternatives
description of each alternative
evaluation with respect to criteria
cost/benefit analysis and special implications.
8. Recommendations
what is recommended and implications
what to do next;
E.g. may recommend an interim solution and a
permanent solution
9. Appendices
to include any supporting material.
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Case study – Road sector
Government policies demand that cost effective and innovative
techniques of design, construction, maintenance & rehabilitation
Potential for private investors to construct new infrastructure
Unreliable estimates- vehicle operating cost
Failure to address institutional performance issues
Wrong pricing mechanisms & cost recovery
Adverse environmental impacts
Failure to recognize correct socio cultural factors
Attention should be given to factors that influence demand
Construction cost and standards need to be appropriate
Match the local institutional capacity and economic capacity to
operate, maintain and replace the facilities in future.
Distribution of benefits
Project formulation….the process
Situation Assessment
Stakeholder analysis
Problem analysis
Solution Development
Objective Analysis
Project Strategy
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Steps in project formulation
• Initial Project idea
• Submission
Stakeholder analysis
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Objective analysis
Objective analysis
Assume: there is consensus on the problem analysis,
the next step is an objectives analysis.
The problem analysis identifies problems in a cause/
effect relationship. The objectives analysis organizes the
solutions in direct relation to the problems.
Reformulate each problem into a solution: that is, the
desired future situation.
The solution shows how things will be, once the situation
has improved.
At the level of the main cause, the potential solution
describe possible ways of solving the key problem.
Problem to objectives
Change the Problems to
objectives Ends
Develop an OBJECTIVE
TREEE
Means
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Objective
tree
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Objective
tree
In this way,
causes and
effects are turned
into solutions or
objectives.
The root causes
become root
solutions, which
determine the
project’s entry
points.
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Objective
tree
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SELECTING THE MOST VIABLE
ALTERNATIVE
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Selecting the most viable alternative
The alternative options should be considered in relation to
the following criteria:
Total cost, Benefits to priority groups
Probability of achieving objectives, Social risks
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Transferring objective tree to design
& monitoring format
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Logical Framework Analysis
LFA
Intervention Means of
Indicators Assumption
strategy Verification
Impact Sources of
Goal Assumption
indicators information
Outcome Sources of
Purpose Assumption
indicators information
Output Sources of
Outputs Assumption
indicators information
Sources of
Activities Means Assumption
information
Pre -
conditions
LFW-
LFW-
LFW-
Ensure that
The indicators of the specific objective will measure the
desired changes or outcomes.
The indicators for development objective, specific
objective and outputs are SMART. Specific, Measureable
Actionable, Relevant & Time-framed
The ‘means of verification’ column identifies the source of
information needed to verify each indicator.
The assumptions are clearly spelled out and no
assumptions at the output and activity levels are likely to
be ‘killer’ assumptions.
Goal & impact indicators
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Project Interventions
Specific objective
Activity 3.5
Preparing an activity plan
Step Activity Considerations
1 List all project Develop a single list of all activities planned.
activities
2 Break activities Break activities first into sub-activities and then into
into manageable tasks. Each task is assigned to an individual who
tasks and sub- assumes it as a short-term goal. The main
activities consideration is getting the level of detail right. The
most common mistake is to break activities into too
many details. Planners should stop breaking the
activities down any further as soon as they have
sufficient detail to estimate the resources required.
3 Clarify sequence Relate activates to each other in order to determine
and dependence their sequence and dependence. Is the activity
dependent on the start-up or completion of any other
activity? For example, building a house consists of a
number of separate, but inter-related actions: first
comes digging and laying the foundation, then the
walls are erected, etc.
Preparing an activity plan
Step Activity Considerations
4 Draw up a Each task should be given a start-up date, a duration
timeline for each and a completion date. The schedule should then be
task followed as closely as possible.
Time frame
2007 2008 Responsib
Output Activity Resources
ility
Q Q
Q1 Q2 Q3 Q4 Q1 Q2 3 4
Activity
Output 1 1.1 Mr. A
Activity
1.2
Activity
Output 2 2.1 Ms. B
Activity
2.2
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Action Plan
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Budget
The next step is to identify the inputs – human resources,
equipment, facilities, expendables, spare parts, financial
resources, time, etc – required to carry out each activity.
Since the project budget will be derived directly from
these inputs, their type, quality, quantity and unit cost
should be clearly indicated for each activity in the master
budget table.
The degree of detail in the inputs should make it
possible to draw up an accurate and transparent budget.
Details
Total budget of the project
Detailed budget by activities and cost types
Rate and form of own contribution
Potential funders and sources of income
Expenditure Projections
Description Amount
yr1 yr2 yr3 yr4 Total
Recurrent Financing
1. Salaries
2. Fuel
3.
Capital Financing
1.
2.
3.
Total
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Funding Sources
Description Amount
yr1 yr2 yr3 yr4 Total
Financing Sources
1. Central Government
2. Provincial Government
3. NGOs
4. Other
Total
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Project cost
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Financing methods
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Resource Plan
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Understanding the Budget Estimate
POLICY
PROGRAMME
PROJECT
OBJECT CODE
Finance Code
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Project Assumptions, Risks &
Sustainability
Assumptions
The success of a project depends upon a number of
factors that can be controlled by the project
management, as well as upon a number of external
assumptions.
Goal
Purpose Assumption
Outputs Assumption
Activities Assumption
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Assumptions
Assumptions are very important in the chain of project
results. When an important assumption does not valid, the
chain breaks. Assumptions might reflect:
Unpredictable natural conditions, such as for successful
plantation establishment: There will be sufficient rainfall
at the time of seedling establishment.
Unpredictable socio-political upheavals, such as those
required before a project can start: the negotiations to
end the war will be successfully concluded by the end of
2009. This is a ‘killer’ assumption because the project will
not start if the conflict does not end.
Favourable situations and factors needed for success,
such as for a project on timber export promotion: timber
prices on the international market will remain stable.
Assumptions
Monitor- Mitigate -
Medium Monitor consider Prepare
Mitigating Plan
Monitor-
Low Ignore Monitor consider
Mitigating
Technical
Sustainability
Analysis
New
Environmental Project
Financial
Analysis Proposal Analysis
Institutional
Economic
Analysis
Analysis
Social/ political
Analysis
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Thank You
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