Download Project Cycle Management - United Nations University Fisheries

Objective- and Strategic Analysis
Project Cycle Management
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A short training course in project cycle management for
subdivisions of MFAR in Sri Lanka
MFAR, ICEIDA and UNU-FTP
Ministry of Fisheries and
Aquatic Resources (DFAR)
Icelandic International
Development Agency (ICEIDA)
United Nations University Fisheries
Training Programme (UNU-FTP)
Sri Lanka
Iceland
Iceland
Content
• The purpose of objective analysis
• How to build a objective analysis using post
harvest losses case study
• The purpose of strategy analysis
• How to use objective analysis to assist
development of strategic analysis
• The purpose of strategic analysis in formulating
the first column in the logical framework
Learning objectives
• After this lecture participants will understand:
– the purpose of objective- and strategic analysis
– how to formulate and build objective- and strategy
analysis using post harvest losses case study
Analysis of objectives
• The objectives tree ensures validity and
completeness of the hierarchy of objectives (the
means–end relationships)
• It might be necessary to revise statements or to
add new objectives in case they seem to be
relevant and necessary to achieve the objective
at the next higher level
• Some problems cannot simply be reformulated,
as they cannot be easily influenced (e.g. heavy
rainfalls, insufficient budgets made available,
etc.)
How to build a objective tree
Objective analysis for
post harvest losses
Step 1
• Reformulate all negative situations of the
problems analysis into positive situations that
are
– Desirable
– Realistically achievable
Step 1
Reformulate
Causes
Means
Quality loss in
transportation
Quality loss in
transportation
is reduced
Building objective
objective tree
Building
tree
Step 2
• Check the means-ends relationship to ensure
validity and completeness of the hierarchy
(cause-effect relationship are turned into meansends linkages
Building objective tree II
Step 3
If necessary
• Revise statements
• Add new objectives if these seem to be relevant
and necessary to achieve the objective at the
next higher level
• Delete objectives which do not seem suitable or
necessary
Objective analysis for post harvest losses
Strategy Analysis
Strategy analysis
• The aim of strategy analysis is to divide the
objectives tree into more consistent smaller subunits that may compose the core for a project
• Each of the sub-units of the objective tree can
represent an alternative strategy for the future
project
• The project objectives set the framework for the
strategy of the project
Strategy analysis
• Analysis the identified (potential) objectives in
relation to a set of ‘feasibility’ criteria
• Selects an appropriate strategy for project
implementation
• Decision is based on policy priorities, budget,
human resources, urgency, social acceptability,
etc
• Part of the objective tree is possibly not a part of
the project but should be considered in the
analysis of assumptions and risk
Strategy analysis
• During the process of stakeholder analysis,
problem analysis and the identification of
potential project objectives, views on the
potential merits or difficulties associated with
addressing problems in different ways will have
been discussed
• These issues and options then need to be more
fully scrutinized to help determine the likely
scope of the project before more detailed design
work is undertaken
Criteria for selection
of the project strategy
1. RELEVANCE: the strategy corresponds to the needs of
the stakeholders
2. EFFECTIVENESS: the lower level objectives of the
strategy will contribute to achievement of the project
purpose
3. EFFICIENCY: cost-effectiveness of the strategy in
transforming the means into results
4. CONSISTENT with policies
5. SUSTAINABILITY of the project
6. ASSUMPTIONS and RISKS
Selection of a project strategy
• Having selected a project strategy the different
levels of objectives (immediate objective and
development goal) can be identified, which will
later on be transposed into the logical framework
matrix
Some questions to be
asked and answered
• Should all the identified problems and/or
objectives be tackled, or a selected few?
• What are the positive opportunities that are most
likely to bring out the desired results and
promote sustainability of benefits?
• What is the combination of interventions that are
most likely to bring about the desired results and
promote sustainability of benefits?
EC Guidelines
Some questions to be
asked and answered
• How is local ownership of the project best
supported, including development of the
capacity of local institutions?
• What are the likely capital and recurrent costs
implications of different possible interventions,
and what can realistically be afforded?
• What is the most cost effective option(s)?
EC Guidelines
Some questions to be
asked and answered
• Which strategy will impact most positively on
addressing the needs of the poor and other
identified vulnerable groups?
• How can potential negative environmental
impacts best be mitigated or avoided?
EC Guidelines
Analyzing strategic choices
• This analytical stage is in some respects the most
difficult and challenging, as it involves synthesizing a
significant amount of information then making a complex
judgment about the best implementation strategy (or
strategies) to pursue
• A number of compromises often have to be made to
balance different stakeholder interests, political demands
and practical constraints such as the likely resource
availability
Strategy analysis
Strategy selection
• The selected strategy will then be used to help
formulate the first column of the Logical
Framework, particularly in helping to identify the
project Overall Objective, Purpose and potential
Results
References
• European Commission (2004). Project Cycle
Management Guidelines. Downloaded 1st March from:
http://ec.europa.eu/europeaid/qsm/documents/pcm_man
ual_2004_en.pdf