Chapter VI: Glossary and abbreviations

Transcription

1 Chapter VI: and abbreviations CBM Christoffel Blind Mission Missi-

2 A Activity The actions that have to be taken/provided to produce the results. Actions summarise what will be undertaken by the project Activity schedule A Gantt chart, a graphic representation similar to a bar chart, setting out the timing, sequence and duration of project activities. It can also be used to identify milestones for monitoring progress, and assigning responsibility for achievement of milestones Analysis of objectives Identification and verification of future desired benefits which are the priotity to the target group. The output of the analysis is the objectives tree. Assumptions External factors, which can affect the progress or success of the project, but over which the project manager has no direct control. Assumptions are crucial for the undertaking of planned activities and the achievement of desired results. Audit The measure of a project against given financial and administrative standards. Audits mainly focus on compliance with rules and standards in relation to the implementation of projects, measuring the effective and efficient use of funds. B Baseline study A baselines study involves the systematic collection and presentation of data to give a clear picture of a particular situation at the beginning of a project related to the questions: What? Who? Where? When? Why? How? C Costs Are the translation of all identified resources into financial terms. 244

3 Critical path The critical path is the longest path of activities through your network diagram and describes the shortest possible duration of the project. All activities on this path have zero time available for any delays. E Effectiveness Effectiveness indicates the extent to which a project or programme has achieved its objectives. Efficiency Efficiency compares the resources (personnel, time and financial resources) with the achieved results (input output). Evaluation An evaluation is an assessment, as systematic and objective as possible, of an ongoing or completed project or policy, its design, implementation and results. The aim is to determine the relevance and fulfillment of objectives, efficiency, effectiveness, impact and sustainability. An evaluation provides information that is credible and useful, enabling the incorporation of lessons learned into the decision-making process. External evaluation External evaluations are conducted by external consultants, or staff from another part of the organisation, commissioned to carry out the evaluation. External evaluations tend to be used for larger and more complex evaluations or where it is considered necessary to prove that the results were evaluated impartially. Evaluation terms of reference The terms of reference (ToR) summarise and document the tasks to be undertaken, and outline a work plan and time schedule for the assignment, the required competence and composition of the evaluation team as well as the reports and other outputs that the evaluators should deliver. They serve as guidance to help instruct the evaluators in how the assignment should be carried out. 245

4 F Feasibility Assesses the issue whether the project objectives can be really achieved. Feasibility study A feasibility study, conducted during the appraisal phase, verifies whether the proposed project is well-founded and is likely to meet the needs of its intended target groups. The study should design the project in full operational detail, taking account of all policy, technical, economic, financial, institutional, management, environmental, socio-cultural, gender-related aspects. A feasibility study enables informed decision making whether to go into the planning of a project or not. Focus groups Focus groups involve organised discussion with a selected group of individuals (6-8 people) to gain information about their views and experiences of a topic. Through focus groups it is possible to obtain several perspectives about the same topic. G Gantt chart A Gantt chart provides a graphical illustration of a schedule that helps to plan, coordinate, and track specific tasks in a project. I Impact The term impact refers to the totality of all primary and secondary long-term effects of project initiatives on people, organisations, societies and physical environment brought about by a project or policy. Impacts are positive or negative, intended or unintended effects that the project cannot control. Impact monitoring Impact monitoring seeks to establish the impact of activities during the implementation. This allows the project management to respond to negative impacts and build on positive impacts. 246

5 Inception period The period from the project start up to the production of an inception report. In the inception period the project management and team review the project context and objectives and, if necessary, revise the implementation plan to fit with the current situation in context. Specific objectives should not change, but the means of achieving them (activities and activity schedule) may be adjusted to take into account the changes that have taken place since the project documents were drafted. Inception report The first report produced at the end of the inception period which updates the project design and or the terms of reference and sets the workplan for the rest of the project. Indicator An indicator is the operational description of objectives and the results of the project (in relation to quality, quantity, target group, location, and time) allowing to reliably measure the achievement with limited human and financial resources. Indicators can be quantitative, qualitative, direct and indirect and can be found at each level of the logical framework. Indicators need to be SMART (Specific, Measurable, Achievable, Realistic/Relevant, and Time-bound). L Logical framework The matrix in which the project s description / narrative, assumptions and risks, indicators and sources of verification are summarised. Often used in project planning, implementation, and monitoring and evaluation stages of the Project Cycle. Logical framework approach (LFA) The logical framework approach is a management tool used to improve the design of interventions. It is structured into stakeholder analysis, problem analysis, objective analysis and preparation of logframe matrix. It involves identifying strategic elements (inputs, outputs, outcomes and impact) and their causal relationships, indicators, and the assumptions and risks that may influence success and failure. It thus facilitates planning, execution, and evaluation of a development intervention. 247

6 M Midterm review The purpose of a Mid Term Review (MTR) is to analyse information collected through monitoring, reflect on implications and progress, make informed decisions and replan the forward project when necessary. Milestone A milestone is a significant event in the project, usually completion of a major deliverable. Milestones facilitate the measurement of achievements throughout the project rather than just at the end of the project. They indicate when decisions should be made or actions should be finished and provide the basis for management and monitoring of the implementation. Mixed evaluation A mixed evaluation is where there is a combination of external consultants and internal project staff on the evaluation team. Monitoring Monitoring continuously tracks performance against what was planned by collecting and analysing data on the indicators established. It provides continuous information on whether progress is being made toward achieving results (results, outcomes, and overall objectives) through record keeping and regular reporting systems. Monitoring looks at both project processes and changes in conditions of target groups and institutions. It also identifies strengths and weaknesses in a project. The performance information generated from monitoring enhances learning from experience and improves decision-making. N Needs analysis Needs analysis is a systematic process to collect and examine accurate information on the needs of different stakeholder groups and utilise data to determine priorities of identified needs. Needs analysis aids decision makers to determine whether there is any particular course of action required before going into the planning process. The results of needs analysis support planning teams in determining the purpose of the intervention. 248

7 Network diagram A graphical diagram with boxes connected by lines that shows the sequence of development activities and the interrelationship of each task with another. Network diagrams are used in conjunction with a Gantt chart. O Objective Description of the aim of a project. In a generic sense the term objective refers to activities, results, specific objective and the overall objective. Objectives tree The objectives tree is a transformation of the problem tree into a hierarchy of objectives where each problem identified in the problem hierarchy is reformulated into a positive statement, an objective. The objectives tree is the diagrammatic representation of the situation in the future once problems have been remedied. The objective tree shows the means and end relationship of the overall objective, specific objective and results. Observation Observation (direct or indirect) is a method of research when the researcher participates in the lives of the target groups over a period of time. It entails observing the subject over short periods and using the data collected for analysis. Outcomes Outcomes are the likely or achieved short-term and medium term effects of a project s results. Overall objective An overall objective explains how the project contributes towards the achievement of overarching goals, such as policy, sectoral/ regional/organisational or departmental strategies. The overall objective defines the direction to which the single project contributes. P Participation Participation denotes the active involvement of those with a stake in a project. By adopting a participatory approach to development, organisations ensure that they are 249

8 looking at relevant issues and that the key stakeholders and the target group generate ownership in project initiatives which ultimately increases the sustainability of project activities. By applying a participatory approach, the project management is able to 1) learn about local conditions and local people s perspectives and priorities to design more appropriate intervention 2) identify problems and create strategies to deal with these during project implementation 3) provide knowledge and skills to empower poor people and 4) enhance learning. There are different degrees of participation of stakeholders in a project, ranging from consultation to participation in decision making depending on how far the stakeholder is affected by the problem, their age, capacity and status. Phasing down Phasing down is a gradual reduction of project activities, utilising local organisations to sustain project benefits while the original sponsor (or implementing agency or donor) deploys fewer resources. Phasing down is often a preliminary stage to phasing over and/or phasing out. Phasing out This refers to a sponsor s withdrawal of involvement in a project without handing it over to another institution for continued implementation Phasing over Phasing over is a type of exit strategy where a sponsor transfers project activities to local institutions or communities. During project design and implementation, emphasis is placed on institutional capacity development so that the services provided can continue through local organisations Problem Problems are states of affair or facts that cause difficulties and discomfort. The perception of problems depends on the view of the respective stakeholders. Problem analysis Problem analysis, in conjunction with situation analysis and stakeholder analysis, helps to structure the problems identified and focuses the project team on the key problems of the target area that should be addressed. Problem analysis identifies underlying issues that may affect the long term sustainability of the project. It feeds directly into an analysis of objectives which is a key stage at the planning phase. 250

9 Problem tree The problem tree is a visual problem-analysis tool that can be used to specify and investigate the causes and effects of a problem and to highlight the relationship between them. It is a tool which forms the basis for formulating solutions and objectives. The tool resembles a tree. The roots of the tree, in the lower part of the drawing, metaphorically represent the causes of the main problem and the branches the effects. Programme A programme is a group of individual projects. The group can be defined on a geographical basis (e.g. country programme) or a thematic basis (e.g. trachoma control programme). Latter definition is the definition commonly used by CBM. Project implementation Project implementation is the mobilisation, utilisation and management of resources and the realisation of planned activities within the defined project remit in order to achieve the desired results and contribute to an overall objective. During the project implementation, progress is assessed (monitoring) to enable adjustment to changing circumstances. At the end of implementation, a decision is taken to close or extend the project. Project A project is a series of activities aimed at bringing about clearly specified objectives and tangible results with limited resources (time, budget, and human resources). Project cycle The project cycle follows the life of a project from the initial idea through to its completion, covering the analysis, planning, implementation and evaluation phase of a project. It provides a structure to ensure that stakeholders are consulted, and defines key decisions, information requirements and responsibilities at each phase so that informed decisions can be made at each phase of the life of a project. It draws on evaluation to build the lessons of experience into the design of future projects and programmes Project Cycle Management (PCM) PCM is a methodology that includes the project analysis, planning, implementation, monitoring and evaluation of projects and programmes, based on the integrated approach of the logical framework. Project scope The scope describes the boundaries of what your project aims to achieve what is feasible and what is not feasible. 251

10 Q Quality criteria Quality criteria/attributes help to assess the quality of project implementation, to ensure that the project is effective, well managed and delivers the anticipated benefits on a sustainable basis. Quality criteria look at the ownership by target groups, policy support, economic and financial factors, socio-cultural aspects, gender, appropriate technology, environmental aspects, and institutional and management aspects. R Rapid appraisal Rapid appraisal methods are a quick, low cost way to gather the views and feedback of target groups and other stakeholders. They tend to focus on a specific issue or problem for assessment, in a holistic manner that balances out indigenous and expert views, and/or scientific and cultural aspects of the issue at hand. Many different techniques and tools exist such as key informant- and community group-interviews, focus group discussions, observation and mini-surveys being common respective examples. Results Results are the outputs, outcomes and impact achieved by the activities. The combined outputs will lead to the achievement of the outcomes. In the logical framework (narrative), the results are the products or outputs of the project activities undertaken. Resources Resources are physical and non-physical inputs that are necessary to carry out the planned activities and manage the project (e.g. human or material resources). Resource schedule A resource schedule is a breakdown of the project budget. Relevance Relevance is the appropriateness of project objectives to the real problems, needs and priorities of the target groups that the project addresses and to the physical and policy environment within which it operates. 252

11 Risks Risks are threatening external and internal factors and events over which the project manager has no direct control and that could affect the progress and success of a project in a negative way. In the logical framework, risks are formulated in a negative as they endanger the progress and success of your projects. S Self evaluation Self evaluation examines the internal sphere of responsibility. A self evaluation is conducted by the project staff who directly work on the project. An external moderator can be drawn upon. A self-evaluation (sometimes also called auto-evaluation) encourages operational staff and target groups to assess their own activities. It presents an internally derived assessment as part of the data collection. Situation analysis A situation analysis provides a snapshot of the current state of affairs, and facilitates understanding of the context and broader environment within which the project will take place Sources of verification Sources of verification indicate where and in what form information about the achievement of the overall objective, specific objective, results and activities can be found. Sources of verification always relate to the indicators chosen. Specific objective The specific objective is the state the partner organisation aims to reach at the end of the project implementation and describes the tangible benefits that the project stives to achieve on a sustainable basis. The specific objective must address the core problem identified during the problem analysis. It is the core responsibility of the partner organisation to reach the specific objective. Stakeholder A stakeholder is any person, group or institution that has an interest in a development activity, project or programme and is likely to play a role in the project or be affected by its actions. This definition includes intended target groups and intermediaries,those who are positively or negative impacted, and those involved or excluded from decision-making processes. 253

12 Stakeholder analysis A stakeholder analysis provides the identification and assessment of all stakeholder groups likely to be affected (either positively or negatively) by the proposed intervention, the identification and analysis of their interests, problems, and potentials. The stakeholder analysis also assesses their importance and type of involvement in the project. The conclusions of the stakeholder analysis are built into the project design. Sustainability Sustainability is the likelihood of a continuation of the benefits produced by the project after the period of external support has ended. SWOT analysis A SWOT is the analysis of a project/organisation s Strengths, Weaknesses, Opportunities and Threats: SWOT analysis can be used during all phases of the project cycle. T Target group The group/entity who will be directly and indirectly affected by the project at the specific objective level. Terms of reference The terms of reference (ToR) summarise and document tasks to be undertaken, and outline a work plan and time schedule for an assignment, the required competence and composition of a team as well as the reports and other outputs that a team should deliver. They serve as guidance to help instruct how an assignment should be carried out. Triangulation Triangulation is the use of multiple concepts and methods to study a single phenomenon. Triangulation is a commonly used approach to increase the quality of the data by confirming findings using different methods. 254

13 Abbreviations CAB Community Advisory Board DAC Development Assistance Committee MA Member Association MTR Mid-term review NGO Non-governmental organisation OECD Organisation for Economic Cooperation and Development PCM Project Cycle Management PRA Participatory Rural Appraisal RA Rapid Assessment SMART Specific measurable achievable realistic/relevant - time-bound SWOT Strengths Weaknesses Opportunities Threats TOR Terms of References Abbreviations 255

14 Consultancy (alphabetically): Matthew Crump, The PARC, editing, Sadie Watson, The PARC, consultancy content and editing Authors (alphabetically): Stefanie Heil (CBM e.v., WANAEU) Markus Hesse (CBM e.v., Director Corporate Development) Thomas Hochgesang (CBM e.v., Head of Co-funding Department) Tanja Kern (Regional Director WANAEU) Winston Miller (CBMI-Canada, Director Programme Department) Petra Uhl (CBM e.v., Co-funding Department) Annika Unterpertinger (CBM e.v., Project Management PCM Handbook, Corporate Development Department) Rachel Witton Davies (CBM e.v., Africa Desk) Tita Schürer (CBM e.v., Regional Office WANAEU) 256 Abbreviations

15 The cbm Project Cycle Management Handbook cbm Nibelungenstraße Bensheim Germany Telephone: +49 (0)