Social Welfare-Project Development and Management
NDP Notes
I. WHY WE DO PROGRAMS AND PROJECTS?
A. Importance of doing a program and a project
• We need projects because people have dreams,
aspirations, visions and strategies. They dare to
dream and projects make this possible.
Development is a basic human right.
“The right to development is an inherent, inalienable,
and universal human right granted by the Creator and
upheld by the community of nations in the Universal
Declaration of Human Rights, and the International
Covenant on Economic, Social and Cultural Rights, and
the UN declaration on the Right to Development” (p. 4).
Two main approaches used by development project
implementers in the country today.
1. Palliative approach
-addresses problems as they occur. It only focuses on
issues.
2. Liberative approach
- that addresses the system that creates the problem”
(Ferrer,1996, p.3).
- This uses community organizing and social
mobilization as tools to elicit genuine people’s
participation.
- It also strongly believes that people and communities
are partners in development and not just mere
recipients of development incentives.
Ferrer (1996) emphasized that the ultimate challenge of
development efforts:
1. Eradication of poverty
2. and the attainment of a better and improved quality
of life for each Filipino in an equitable and just
society.
Further, Ferrer strongly suggests that the vehicle out of
deprivation is participatory development that can
ultimately lead to community empowerment.
• 1990s was the decade when participatory
development became mainstreamed, with an
explosion of participatory methods across countries
and sectors, and the adoption of policies on
participation at all levels by governments, donors,
and agencies, both on rural development projects and
beyond to the larger issues of policy and governance
(World Vision Transformational Development
Peniero, Niña Dominique G. Project Dev & Management
Indicators Supplemental Program and Resource Guide
on Community Participation, 2006, p.1).
• Nowadays, in development work, the poor are no
longer considered receivers, beneficiaries,
respondents or at the periphery of the helping and
change processes. They are now considered partners
based on the belief that they have strengths,
resources, talents, ideas, manpower and insights to
contribute to the development process. This attitude
is very important for development implementers to
accept and adopt to sustain the process of authentic
participatory development.
• According to World Health Organization (WHO)
“community participation can be loosely defined as
the involvement of people in projects to solve their
problems. People cannot be forced to ‘participate’ in
projects which affect their lives but should be given
the opportunity where possible. This is held to be a
basic human right and a fundamental principle of
democracy.
• ”There different levels of participation in community
development (Appendix A) but the most empowering
is the level where people make the decisions, have
control over the resources and able to achieve their
dreams.
• Community participation or involvement can take
place in any of the following activities:
• Needs assessment
• Planning
• Mobilizing
• Training
• Implementing
• Monitoring
• Evaluation
http://www.worldbank.org/en/news/video/2018/05
/30/philippines-voices-of-the-poor
B. What is the difference between a
program and a project?
PROGRAM is …
• a collection of projects with a larger
development purpose than an individual project.
• a portfolio comprised of multiple projects that
are managed and coordinated as one unit with the
objective of achieving (often intangible)
outcomes and benefits for the organization.
Program management is …
• The centralized coordinated management of a
program to achieve the program’s strategic
objectives and benefits.
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 Social Welfare-Project Development and Management
• Projects within a program are related through the
common outcome or collective capability.
PROJECT is …
• An organization of people and resources over
time.
• Use to bring about planned change by the end of
the project period.
• For the benefit of a defined target group.
• An intervention to meet a need or to overcome a
problem.
Project Management is …
• “Project management is the application of
knowledge, skills, tools, and techniques to
project activities to meet the project
requirements.” (Source: PMBOK Guide)
• The application of knowledge, skills and
techniques to execute projects effectively and
efficiently and meet the project requirements
A DEVELOPMENT PROJECT
is a package of inputs, activities and outputs designed
to achieve a set of objectives within a given
timeframe to benefit the poor. This definition
suggests that a project according to the Log frame has
four elements (Mercado:2007)
(Note: We will be discussing the Logical Framework
or Log frame in another session)
Let us review the community development cycle to get a
clearer grasp of where projects can come in within the large
scope of community development.
› Potential for continuation of project benefits even after
› Capacity of target groups to continue to practice and
› Dynamism and responsiveness to the changing realities
(Source: US Peace Corps Community Development Manual)
Peniero, Niña Dominique G. Project Dev & Management
NDP Notes
C. Where do development projects come in?
What are the FOUR ELEMENTS of a Project?
ü Inputs – package of resources needed to carry out
activities
ü Outputs – products of activities needed to achieve
the objectives
ü Objectives – psychological effects, organizational
outcomes and impacts of the project
The Project Management Life Cycle has four phases:
1) Initiation - it involves starting up a new project. You
can start a new project by defining its objectives,
scope, purpose, and deliverables to be produced.
You'll also hire your project team, setup the Project
Office and review the project, to gain approval to
begin the next phase.
2) Planning – involves creating the project plan and
other activities; optimum use of resources to obtain
maximum results, integrate gender perspective and
joint responsibility with target partners and
stakeholders; considers sustainability in the design
3) Execution - is the third phase in the project life
cycle. In this phase, you will build the physical project
deliverables; is usually the longest phase in the
project life cycle and it typically consumes the most
energy and the most resources.
4) Closure - is the fourth and last phase in the project
life cycle. In this phase, you will formally close your
project and then report its overall level of success to
your sponsor.
Sustainability
the termination of the project.
apply what they have learned from the projects even
without continued interventions.
and anticipated conditions
Elements
• Participation, involvement, empowerment
• Financially sufficient
• Culturally and spiritually appropriate
• Socially just
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 Social Welfare-Project Development and Management
ü Activities – sets of related tasks needed to produce
the outputs
D. Assessments
Get a sample project proposal and project plan. It can be
an implemented project, on-going project or for
implementation. Critically critique the project using the
following questions?
1. Is your document a program, project or development
project proposal or plan? Why do you say so?
2. What are the reasons for implementing or proposing
the said project or program?
3. How does this project relate to your present work?
4. Are the four elements of the project found in your
project documents? If yes, what are these and
describe them. If not, why are they not found or why
are they lacking?
5. Is there evidence of partner groups or community’s
participation in crafting the project proposal or
project plan? If yes, why do you say so? If no, why do
you think there was none?
(When you submit your critique, please attach the
project document for my reference in reviewing your
paper. You can write marginal notes in your project
documents as you review and critique it.)
Levels of Community Involvement or Participation
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NDP Notes
II. NEEDS ASSEMENT
A. Importance of Needs Assessment
• A needs assessment is a systematic process that
examines what criteria must be met in order to
reach a desired outcome.
• A needs assessment provides community with a
snapshot of local policy, systems, and
environmental change strategies currently in
place and helps to identify areas for
improvement.
• A needs assessment helps you determine what
needs to be accomplished to reach your project
goals.
• This assessment of needs then informs a project's
overall plan and approaches by helping you
identify targeted strategies and prioritize
resources.
• A community health needs assessment serves as
the starting point to address a rural community's
needs.
• A community health assessment gives
organizations comprehensive information about
the community's current health status, needs,
and issues. This information can help develop a
community health improvement plan by justifying
how and where resources should be allocated to
best meet community needs.
What is the most important in needs assessment?
The most important element of a needs analysis
is deciding which needs have the highest priority.
What is the purpose of a community assessment?
• A community needs assessment identifies the
strengths and resources available in the community
to meet the needs of children, youth, and families.
The assessment focuses on the capabilities of the
community, including its citizens, agencies, and
organizations.
• A community needs assessment identifies the
strengths and resources available in the community
to meet the needs of children, youth, and families.
What is the focus of needs assessment?
Needs Assessment focuses on the ends (i.e., outcomes) to
be attained, rather than the means (i.e., process).
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 Social Welfare-Project Development and Management
What information can we gain from a needs assessment?
A needs assessment can help identify current conditions
and desired services or outcomes. It can identify the
strengths of a program and the challenges faced in
meeting the service needs of those served.
I. Community Needs Assessment Steps
Step 1: Plan for a community needs assessment. Identify and
assemble a diverse community team
• Define Your Community
Step 2: Conduct the needs assessment
• Identify Your Assets
• Collect Community Data
Step 3: Review and rate the data
• Compile a Community Needs Assessment
Report
Step 4: Record and review consolidated data
• Review the result
Step 5: Develop a community action plan
• Create an Action Plan
See Needs Assessment Tool Template
III. PARTICIPATORY APPROACHES TO PROJECT
MANAGEMENT
You have been introduced to the rudiments of program and
project management. Now, we will explore the critical if
not the most important step in project design which is
situational analysis or problem identification that includes
inventory of resources. If the situation and problems are
not well defined, for sure, the project will be failure as it
will not address the authentic problem and its root causes.
Again, it is emphasized that the process should be
participatory. Thus, this module is all about participatory
approaches to project management that can be applied
both at the organizational/institutional and community
levels.
These tools are exciting to use when done properly
and liberating because of its iterative nature and
Peniero, Niña Dominique G. Project Dev & Management
NDP Notes
its ability to harness creative and critical thinking
skills of the participants and facilitators.
A. Problem/Preference Ranking
Problem/Preference Ranking is a participatory
technique that allows analyzing and identifying
problems or preferences stakeholder share to
implement adequate improvements and solutions in
their community and area. First, the stakeholders
must decide which the most important problems they
face in their community are. Afterwards, the
participants must rank these problems/preferences
regarding their importance. The result of this method
provides the starting base for discussions on possible
solutions to the priority problems.
Advantages:
· Helps to quickly get a good idea of what people think are
the priority problem or preferences
· It is probably the easiest method to use and to learn more
about commonly shared problems and priorities
· The criteria developed out of the ranking can be used for
the community action plan of the area
Disadvantages:
· It requires time and some logistic efforts to bring all
relevant stakeholders together to rank the preferences and
problems.
· It may not be possible to react to all the problems
discussed
How Do You Conduct a Problem/Preference Ranking?
Choose the theme of the ranking, depending on the area of
investigation.
1. Ask the participants to select about six of the
most important problems or alternatives
related to the theme.
2. Note down each of the six
problems/preferences on a separate card —
use pictures or symbols instead of text, where
possible.
3. Place two of the cards in front of the
interviewee and ask him or her to choose the
bigger problem and to give reasons for the
choice. Mark down the response in the
appropriate box in the priority-ranking
matrix.
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 Social Welfare-Project Development and Management
4. A preference matrix has two identical lists of
problems or alternatives, one across the top
(x-axis) and the other down the left side (y-
axis). Each open box or cell in the matrix
represents a paired comparison of two items
or alternatives (Refer to Appendix A).
5. Present a different pair and repeat the
comparison.
6. Repeat until all possible combinations have
been considered.
Advantages:
7. List the problems in the order in which the •
interviewee has ranked them by sorting the
cards in order of priority.
8. Check with the interviewee whether any
important problems have been omitted from •
the list. If there are any, place them in the
appropriate position in the ranking.
9. Repeat the pairwise-ranking exercise with
other individuals and tabulate their responses
(Appendix B).
10. If appropriate, use the ranking to begin a •
discussion about potential solutions to the
priority problems.
• The shared technique, used to generate information
B. Ten (10) Seed Technique (TST)
The 10 seed technique is a modified Participatory
Learning and Action (PLA) tool that is extremely
versatile because it lends itself to easy modification.
How do you conduct TST?
1. After initial rapport building with the group, explain
that the purpose of the exercises is to understand and
learn about their community from their perspective.
The facilitators of the exercise should then explain
the purpose of the specific subject that they propose
to explore with them.
2. To initiate discussion for a community-wide needs
assessment, ask the group to imagine all the problems
and needs that are faced by the community as a
whole. Active participation can be enabled by giving
everyone an equal chance to share views.
The 10 seed technique enables probing deeply into
different dimensions of an issue, for carrying out what is
referred to as "opening up" the information. This
essentially involves going deeper into an issue after
starting at the absolute basic level.
Peniero, Niña Dominique G. Project Dev & Management
NDP Notes
C. Problem Tree Analysis
A problem tree analysis is a pictorial representation of a
problem, its causes and its consequences. This analysis
tool helps the project team get a quick glance of how a
range of complex issues contribute toward a problem and
how this problem branches out into a set of
consequences. Both causes and consequences are fitted
into the diagram on a hierarchical preference basis.
Provides in-depth information on the problem in question,
leading to a better understanding of all the
interconnected issues, and providing a solid platform for
strategizing and initiating problem solving measures.
The analysis helps closely examine the problem by
dissecting it into manageable pieces and establishing links
between these pieces. With a clear idea of how and how
much each cause contributes toward the problem and
what and how severe will be the consequences, the
project team is in a better capacity to organize and
prioritize the remedial actions.
It can help in developing a multi-pronged strategy to deal
with the different aspects of the problem and thus ensure
absolute success.
during a problem tree analysis, ensures that every aspect
of the problem is taken into consideration, irrespective of
its relative importance. This means the chances of the
problem solving plan falling back are nearly negligible.
Steps in Problem Tree Analysis
1. Begin with a brainstorming session to identify the
major problems affecting the project. For each
problem you will have to carry out a separate problem
tree analysis.
2. Divide your board or the paper you’re using to record
the analysis into three vertical sections, and write the
problem in the middle section. The left side can be
reserved for the causes and the right side for the
consequences.
3. Discuss with the team the possible causes that can be
held responsible for the problem situation. From this,
list and identify the ones which have a direct
relationship with the problem. These direct causes
can be listed on the extreme right hand side of the
section reserved for the causes. The causes which
lead to these direct causes can be listed to the left of
this list. Relational arrows can also be used to
demonstrate the cause and effect relationship among
the causes.
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 Social Welfare-Project Development and Management
4. When you’re done with the causes, move on to the
consequences. When listing the consequences, list
the direct ones on the extreme left of the •
consequences section. The consequences that result
from these causes can be listed to right of this list.
Finally when a comprehensive list of causes and
consequences have been developed and the related
causes and consequences have been linked respectively,
you’re ready to display the information pictorially.
For this you can use a sketch of a tree (like shown in
Appendix C) and write down the problem on the tree
trunk, the causes along the roots and the consequences
along the branches. Alternatively, a bock diagram, like
the one shown in the image below, can be used to present
the problem tree analysis in a more organized and
professional manner.
D. Community Mapping
Community Mapping, also called Public Participatory
Geographic Information Systems (PPGIS), is a tool that can be
used to tell a story about what is happening in our
communities.
During community mapping events, community members
come together and collect field data. The data collected,
whether it be an inventory of health centers, restaurants,
pedestrian infrastructure, toxic emissions, or health
conditions can be used to improve things.
Community mapping can be used to identify “hot spots” which
can be extremely useful in targeting interventions.
Community Mapping can empower the public by providing
opportunities to have a lasting, positive influence on their
community. The maps that are generated can be used to S.W.O.T- Strength, Weakness, Opportunities, Threats
document community needs to and assist with consensus-
building and decision-making for improving program design
and public policies aimed at improving conditions and
decreasing disparities. • Explore possibilities for new efforts or solutions to
E. Social Diagram
• Also known as Social Network Analysis, social diagram •
facilitates discussions with communities to learn about
groups and formal and informal leaders in a village and to
gain a general understanding of how a community is
socially organized.
• The tool helps outsiders to understand which groups and
individuals are most socially connected and respected –
Peniero, Niña Dominique G. Project Dev & Management
NDP Notes
those influencing social networks and the spread of ideas
and attitudes – to help make decisions about which groups
and people with whom they could work with.
A core part of exercises in the tool involves an innovative
variation of community mapping, which focuses on
learning about community social dynamics and
organization.
F. Fish Bone Analysis
The fishbone diagram or Ishikawa diagram is a cause-
and-effect diagram that helps managers to track
down the reasons for imperfections, variations,
defects, or failures.
The diagram looks just like a fish’s skeleton with the
problem at its head and the causes for the problem
feeding into the spine. Once all the causes that
underlie the problem have been identified, managers
can start looking for solutions to ensure that the
problem doesn’t become a recurring one.
G. S.W.O.T Analysis
SWOT analysis is a strategic planning technique used
to help a person or organization identify strengths,
weaknesses, opportunities, and threats related to
business competition or project planning.
Change is an inevitable part of community organizing.
If you know how to take stock of the strengths,
weaknesses, opportunities, and threats, you are more
likely to plan and act effectively.
SWOT provides a tool to explore both internal and
external factors that may influence your work.
When do you use SWOT?
problems.
• Make decisions about the best path for your initiative.
Identifying your opportunities for success in context of
threats to success can clarify directions and choices.
Determine where change is possible. If you are at a
juncture or turning point, an inventory of your strengths
and weaknesses can reveal priorities as well as
possibilities.
• Adjust and refine plans mid-course. A new opportunity
might open wider avenues, while a new threat could close
a path that once existed.
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 Social Welfare-Project Development and Management
• The importance or quality of the impact each resource
SWOT also offers a simple way of communicating about your
initiative or program and an excellent way to organize
information you've gathered from studies or surveys.
Ask participants to answer these simple questions: what are
the strengths and weaknesses of your group, community, or
effort, and what are the opportunities and threats facing it?
NDP Notes
has on the community is shown by the size its circle and
its distance from the community. Interesting differences
will emerge if men and women draw and develop separate
Venn diagrams about the same issue.
J. Transect Mapping

Below is an example on how to structure your SWOT. You may

also refer to Appendix G for other forms of structuring. • A transect map, accomplished through a transect walk, is
a tool used by a group undertaking observation-based
Internal External community improvement, which should include informed
community members and people with the technical skills
Strengths Weaknesses Opportunities Threats
to identify and propose solutions to issues that are visibly
manifested on a walk through the community.

• Transect walks can supplement formal maps and data,

but in cases where these do not exist, they are an
excellent tool for creating a record of environmental
H. Cartesian Graph conditions: those arising in the natural, built and
experienced environments.
• This technique is a group evaluation of a program or
organization • The walk can take 1-3 hours, but advance planning is
important to identify objectives and methods. You will
• A graph with two axes is drawn. The vertical axis is need several large sheets of construction paper and
labelled “what we have” on top and “we don’t have” on markers, then:
the bottom.
Process
• The horizontal axis is labelled “what we want” on the
right side and “we don’t want” on the left 1. Explain the purpose of a transect to the people. In
consultation with the community members, define
• In brainstorming fashion, different aspect of the entity the list of indicators that will be analyzed during the
being evaluated are called out by the participants and walk. Involve them in the decision-making process
placed on the graph through consensus regarding the transect path you should take.

• Desirable aspects are placed more to the right;
undesirable ones closer to the left
• Existing ones closer to the top and non-existing ones
closer to the bottom
2. Let the people show you their village by following the
transect path that was agreed upon. Do not hesitate
to make modifications if it is required. Also carry the
list of parameters and preferably the resource map
for the walk. It is a useful reference during
observation and discussions en route.

I. Stakeholder Analysis using Venn Diagram 3. Observe the surroundings. Encourage people to
explain things as you move. Take detailed notes.

• A stakeholder can be anyone who has interests in or is
affected by the activities involved.
• A Venn diagram can help visualize relationships between
individual, community, and organizational or institutional
resources.
• These maps usually show the community in the center
with circles representing different resources within the
community. Organizations, agencies, and institutions that
affect the community rest on the border or outside the
community.
4. If necessary, stop at certain locations for detailed
discussions on emerging issues. Use this opportunity
to clarify issues emerging from the social map,
resource map and other methods.
5. Collect and bring some leaves, grass, etc. which you
find interesting but are not familiar with. It helps to
refer to them in discussions that will follow and also
in documentation.
6. After returning, draw the transect on a large sheet of
paper. Let the local people take the lead in drawing
the transect diagram. Use your notes and the notes of

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 Social Welfare-Project Development and Management
NDP Notes
other members of the transect team while making the IV. PROJECT PLANNING
diagram. AND THE LOGICAL FRAMEWORK
7. Show the transect to others in the locality and ask
them to give their opinion.

8. Triangulate the findings and thank the participants Participatory Approaches to project management
for their active involvement. was provided to introduce the menu of
participatory tools that you can use to facilitate
the analysis of situation and identification of
K. Appreciative Inquiry problems of your target groups, communities, or
organizations.

You have used these tools as required. Having

• Appreciative Inquiry is a strengths-based approach to
identified a priority problem that be answered
creating change. Although it is often discussed in the
through the creation of a project, it is now suitable
context organizational change, Appreciative Inquiry can
time to craft a plan. This module will introduce you
be applied in a range of contexts.
to project planning and the use of the Logical
Framework in project management.
• Appreciative Inquiry is an approach to organizational
change which focuses on strengths rather than on
At the end of the discussion, students should be able
weaknesses - quite different to many approaches to
to create a project plan with a Log frame.
evaluation which focus on deficits and problems.
Watch this video:
• "Appreciative Inquiry (AI) is a group process that inquiries
https://www.youtube.com/watch?v=L8n4PwpFsHc
into, identifies and further develops the best of “what is”
in organizations in order to create a better future. Often
used in the organization development field as an A. Steps in Project Management
approach to large-scale change, it is a means for
addressing issues, challenges, changes and concerns of an
organization in ways that builds on the successful,
Before we sit down and plan, let us first review the steps
effective and energizing experiences of its members.
in project management and see where planning comes in.
Underlying AI is a belief that the questions we ask are
critical to the world we create."
Before the Project
(Preskill & Catsambas 2006 p2)
› Problem Identification
Processes of Appreciative Inquiry
› Conduct situation analysis (operating
1. DISCOVER: What gives life? What is the environment)
best? Appreciating and identifying processes that › Causes clarification
work well. The identification of organizational – Conduct problem analysis
processes that work well. › Needs assessment
› Conduct role analysis
2. DREAM: What might be? What is the world calling › Project Design:
for? Envisioning processes and results, and how › Develop goals and objectives
things might work well in the future. › Develop activities and outputs
› Indicator Setting (develop indicators)
3. DESIGN: What should be--the ideal? Co-constructing › Define outputs strategies and activities
- planning and prioritizing processes that would work
well. Project Implementation

4. DESTINY (or DELIVER): The implementation › Interventions (services and activities) are carried
(execution) of the proposed design. How to out.
empower, learn and adjust/improvise? Sustaining › Regular assessments are done to ensure that the
the change. project is on track

End of Project

› End of interventions
› Project achievements are assessed

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 Social Welfare-Project Development and Management
After Project
• In the late 1970s, its usage almost stopped because it was
› Benefits/impact of the project on the lives of the
people are assessed
Impact
› Sustainable changes in human conditions of the
target groups
› Measured after the project life
Note:
80% of a project is planning
20% is implementation
B. Systems Approach to Definition of a Project
The more recent systems approach defines a project as a set
of interrelated inputs, activities, outputs, and objectives.
This definition recognizes that a project has four basic
elements:
• Inputs or resources needed to carry out the activities
• Activities or process that should be carried out to
produce the outputs
• Outputs or results that should be produced to achieve
objectives
• Objectives or purposes of a project that should be
achieved to solve a certain problem or need.
C. The Logical Framework
What is a Logical Framework (Logframe) Approach?
• It is a systematic planning procedure for complete
project cycle management
• It is a problem solving approach which takes into
account the views of all stakeholders
• It also agrees on the criteria for project success and
lists the major assumptions
History
• LogFrame was first introduced by USAID in 1970 and was
widely used in 1971 through trainings conducted by the
USAID staff all over the world.
• In the late 1970s, its usage almost stopped because it was
adversely used to (1) control the “project managers” and
(2) there was no continuity in the training and re-training
of staff regarding this.
Peniero, Niña Dominique G. Project Dev & Management
NDP Notes
adversely used to (1) control the “project managers” and
(2) there was no continuity in the training and re-training
of staff regarding this.
Uses of Logframe
A. Project Design Tool
It is a means by which agreements of project
stakeholders (management, staff, and clients) are
reached and integrated at the end of the planning
process. The whole plan of the project is incorporated
into a brief document.
B. Project Implementation Tool
Because it contains the plan of the project, the
LogFrame can serve as a guide in the implementation of
project activities.
C. Project Monitoring and Evaluation Tool
It can also serve as a basis to determine if the project
is being implemented smoothly in accordance with the
plan and in the long run, to determine if the project was
able to address the problem or need it was supposed to
solve or meet.
D. Formulation of Objectives
Through the LogFrame, the project objectives are
clearly presented from the simplest or lowest to the more
complex or higher (hierarchical). More importantly, the
LogFrame helps make the organization of objectives
logical.
E. Definition of Indicators of Success
Because it is required that the details of the
objectives are clearly presented, the LogFrame will
define whether or not the objectives have been
accomplished through defined indicators.
F. Identification of Means of Verifying Project
Accomplishments
The LogFrame requires that statements on where to find
and how to measure indicators of success be explicitly
defined.
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 Social Welfare-Project Development and Management
NDP Notes
Intervention Logic

• Goal
• The higher-level objective towards which the
project is expected to contribute (mention target
groups)

• Purpose
• The effect which is expected to be achieved as
the result of the project.

• Outputs
• The results that the project management should
be able to guarantee (mention target groups)

Components of A Logframe • Activities

• The activities that must be undertaken by the
A. Hierarchy of Objectives/Narrative Summary project to produce outputs.

This is the first column of the LogFrame matrix.

This contains the objectives of the project
including the major activities needed to be
accomplished in order to realize the objectives.
Usually, it is composed of four sections: goal,
purpose, outputs and activities.

B. Objectively Verifiable Indicators (OVI)

This is the second column of the LogFrame Matrix.

This includes the indicators which show that the
objectives have been achieved. The four hierarchy
of objectives should have an OVI. The OVI have
three elements – quantity, quality, time (QQT).

C. Means of Verification (MOV)

Example of Hierarchy of Objectives
This is the third column of the LogFrame matrix. The (Refer to Appendix for more examples)
MOVs will state where to find and how to measure the
OVIs. Core Concept of LOGFRAME MATRIX: Means and End
Logic
D. Assumptions
• The main concept underlying the Logical
This is the fourth column of the matrix contains the
Framework is means and end. The better the
factors that could not be controlled or the project
means and end linkages between each level of
chose not to control, which can affect the project.
aims, the better the program design.

B. What are Objectives? • Each program has a “if-then” or “means-and-

• ACTIVITIES + RESOURCES = RESULTS
• Objectives are the specific results we desire
• An objective expresses an intent, describing a
proposed change which is:
end” logic embedded in it. If we produce certain
results under certain conditions, then we can
expect to achieve certain other outcomes.
(Refer to Appendix)
C. Observable Verifiable Indicators (OVI)

Measurable • The quantitative, qualitative, and time-bound

Observable measures that constitute evidence of the extent to
which the aims have been met at the four levels of
the hierarchy.

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 Social Welfare-Project Development and Management
NDP Notes
• Assist to refine and clarify aims Example:

• Facilitate monitoring and take remedial actions if

required

• Facilitate end of program evaluation to determine

delivery of outputs and progress made in achieving
goal and purpose.

• Are conditions that signal success

• Define the quality standards

• Provide an objective basis for monitoring and

evaluation

• Two kinds of indicators:

Quantitative indicators can be specified in terms
of quantity and time.
For example: number of new NGOs created
Qualitative indicators are used to assess changes
that are not easily quantified.
For example, the degree of popular participation or
organizational structure
• The best indicators combine measures of Quantity,
Quality, Time (QQT)
• Indicators must be targeted
• Levels of achievement must be specifically designed:
How Much? (QUANTITY)
How Well? (QUALITY)
By When? (TIME)
D. Means of Verification (MOV)
¡ The specific sources from which the status of each of the
indicators can be ascertained
§ Decisions about indicators and data should be taken based
on available and potential sources.
§ In making decisions about data sources, consider these
questions:
§ Is it available from normal sources?
§ Is special data collection required?
§ Who will pay for it?
§ Who will implement it?
§ How much data do we really need?
§ How much can we really use?
Example:

• REMEMBER QQT

Two kinds of indicators:

¡ Direct (usually monitoring indicators).

For example,” cultivation of farms per hectare; use of

fertilizers in tons; or percentage of trainees using a new
technique.

¡ Indirect or proxy indicator (usually impact E. Assumptions

indicators) where direct measurement is not feasible
or cost effective. ▪ Conditions I cannot or choose not to control
▪ They lay outside the project
For example: weight to height ratio as measure of child health ▪ Essential to project success: necessary and sufficient
status. conditions
▪ Define the system environment and sustainability issues.
▪ Steps for managing Assumptions. /Risks

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 Social Welfare-Project Development and Management
▪ Identify key important assumptions/risks
▪ Refine assumptions/risks that are too general
▪ Analyze the importance and probability
▪ Decide how to manage then/what to do
Example:
F.Reminders
1. Core Concepts of the Logframe
The foundation of the LogFrame is the concept of ¡
“cause and effect”.
It examines whether there is logical connection
between the hierarchy of objectives (vertical logic) ¡
and if there is a logical link between the different
hierarchy of objectives and the OVIs, MOVs and
assumptions (horizontal logic). The words “if” – “and”
– “then” are used in the said examination.
2. Pre-conditions of a Logframe
The internal goals and objectives of the organization
are clear
There has been an effective process of community ¡
planning.
3. Team Approach
It is suggested that the LogFrame be accomplished by a group
or team composed of management and staff from all levels of
the organization. It will also be beneficial if the organization
will get opinions outside the organization before finalizing the
project design.
4. Iterative Process
While the LogFrame matrix is being done, the group will §
discover things that will force the group to return and re-
examine the finished parts of the LogFrame. This is normal.
It is expected that the process will be ongoing even if the §
projects is already being implemented.
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NDP Notes
V. PROJECT MONITORING AND EVALUATION
On earlier topics, you were introduced to the
Logical Framework. You have created a Logframe
Matrix of your proposed project.
Essential components of a project are monitoring
and evaluation. Monitoring provides information
on the progress of goal and objective attainment
and overall ‘health’ of your project. Evaluation
measures results and impacts of the project.
This topic will guide you on the basics of making a
project monitoring and evaluation plan.
A. Why Monitor and Evaluate?
¡ Monitoring and Evaluation System (MES) serves as
feedback system of programs and projects, it updates us
about the state of health of project before it reaches an
unmanageable level.
Monitoring measures program/project efficiency or
whether the project inputs, activities and/or outputs are
delivered on schedule.
Evaluation measures program/project effectiveness or
whether the project effects, outcomes and/or impacts
are achieved.
¡ Monitoring data are used for decision making during the
implementation process.
¡ Evaluation data are used for adjusting the
program/project plan at the middle and/or end of the
project.
Monitoring and evaluation data tell us objectively
whether the program/project has failed or succeeded.
¡ Monitoring and evaluation can be used to detect and
prevent graft and corruption on the use of
program/project resources.
B. What formulating M&E plan is?
§ Is a process of developing a clear plan for monitoring and
evolution of a project.
M&E plan concerns setting up the systems and processes
to project goal and objectives.
It provides the information needed to assess and to guide
the project strategy.
12
 Social Welfare-Project Development and Management
Why is it important to formulate and M & E plan?
NDP Notes
are the ones who use, conduct and produce the three
elements. The specific things that are monitored are the
ingredients under each of the three elements as
mentioned earlier. Shown next page are the ingredients
that could be monitored under the three elements.

§ When the manpower for monitoring of the three elements

is not adequate, it is practical to monitor only the
outputs. After all, the outputs, according to the
Logframe, could not be achieved without the inputs and
the activities. Additionally, the outputs are physical and
therefore easier to measure than the activities which are
intangible.

Types of Monitoring

• The three basic types of monitoring are

• Output
• Activity
• Input

C. Monitoring In practice, activity monitoring is the most commonly used

due to force of habit. However, the better and easier to
use is the output monitoring
Definition

§ Monitoring is that stage in project management which

determines if the project inputs, activities and outputs
are delivered according to plan.

Use

§ As mentioned earlier, monitoring measures efficiency. It

is useful for determining periodically whether the
project management and staff follow the timely delivery
of inputs, activities and outputs

On the other hand, the project staff are in direct control of

the:

• Activities
• Outputs

• Thus, logically, the project management and the staff

should serve as respondents in monitoring because they

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 Social Welfare-Project Development and Management
NDP Notes
D. Evaluation
By Timing

Definition • Benchmark – conducted before project

implementation
§ Evaluation is that stage in project management which
determines if the project effects, outcomes and/or • Mid-term Evaluation – conducted at the middle of
impacts are achieved as planned. project implementation

Use of Evaluation • Terminal Evaluation – conducted at the end of the

project
§ Evaluation measures effectiveness. It is useful for
determining the project effects, outcomes and/or • Expost Evaluation – conducted long after the end of
impact at the middle and/or end of the project. the project

Factors to Evaluate By Scope

The things to evaluate in a project are the expected: • Project Evaluation – assessment of a whole project

§ Effects • Sectoral Evaluation – assessment of a sectoral

§ Outcomes component of a program, e.g., education or health
§ Impact
• Thematic Evaluation – assessment of, say, gender
The effects are usually personal psychological changes such component of a project
as gain in:
• Program Evaluation – assessment of a package of
• Awareness interrelated projects
• Knowledge
• Attitude By Data
• Skill
• Practice • Qualitative evaluation simply tells us all the possible
answers, but does not tell us the most common and
The outcomes are usually organizational changes such as: least common answers.

• Efficiency • Quantitative evaluation tells us about trends or the

• Effectiveness most common and the least common responses.
• Productivity
• Quality
• Profitability Evaluation is more particular about method, design, tool and test
than monitoring because the former measures qualitative data
while the latter detects quantitative data. In general, qualitative
The impacts are usually societal changes such as increased or
data could not be seen, but could be felt. On the other hand,
reduced: quantitative data could be seen and could be touched. Thus,
qualitative data are more difficult to measure than quantitative
• Employment rate data. Example of quantitative data is number of participants;
• Per capita income while knowledge of participants is an example of qualitative data.
• Mortality rate
• Fertility rate Methods
• Life expectancy
• Gross national product The methods used in gathering data on the effects or impacts
• Gross domestic product of a project could be divided into two:

Types of Evaluation • Qualitative methods

There are three general types of evaluation. • Quantitative methods

By Agent Qualitative methods

• Internal Evaluation – conducted by project staff Participant observation – when the evaluator simply observes
• External Evaluation – conducted by independent and writes down his observation without asking questions.
researchers

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 Social Welfare-Project Development and Management
NDP Notes
• In-depth interviews – where the evaluator uses guide
questions (open-ended questions) in gathering data from key
respondents.

• Focus group discussion – where the evaluator asks a group

of stakeholders to arrive at a consensus or certain issues.

Quantitative Methods

Survey – where the evaluator uses a questionnaire or

interview schedule in gathering data from hundreds or
thousands of respondents.

Experiment – where the evaluator uses a questionnaire or

interview schedule in determining cause and effect
relationship such as the effect of training on the
E. How to formulate M&E plan?
knowledge, attitude and/or skill of the subjects. The use
of these methods is summarized in the tables that follow
There are nine steps:

Step 1: Develop project intervention and framework:

v Project goal
v Project objectives
v Project outputs
v Project activities
v Inputs

See example on Appendix

Step 2: Develop SMART

Ø Input indicators
Ø Activities indicators
Ø Output indicators
Ø Outcome Indicators
Ø Impact Indicators

See example in Appendix

Step 3: Identify information

Step 4: Identify informants
Step 5: Identify data collection methods
Step 6: Identify responsible persons and time
Step 7: Identify data analysis methods
Step 8: Identify report writing process

See example in Appendix

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 Social Welfare-Project Development and Management
Refer to Appendix for Sample of M & E Plan implementation
using Gantt Chart
IV. PROJECT PROPOSAL MAKING
A good project proposal is a sure way to catch the attention
of approving authorities, supporters, and funding agencies.
Competition is stiff for limited and restricted funding.
It is therefore a must that your project proposal has all the
elements needed and is truly responsive to the felt needs
of your target participants or beneficiaries with efficiency
and effectiveness in mind.
A. What is a Project Proposal
A project proposal outlines your project’s core value
proposition. It sells value to both internal and external
stakeholders. The intent of the proposal is to grab stakeholder
and project sponsor attention. Once you have people’s
attention, the next step is getting them excited about the
project.
Questions to Consider When Writing a Project Proposal
• Triple Constraint:
How can we address the triple constraints of scope, Why Proposals are Rejected
schedule, and cost?
• Core Problem:
What is the core problem we’re trying to solve?
• Resources:
What resources will be available?
Peniero, Niña Dominique G. Project Dev & Management
NDP Notes
• Timeline:
What timeline are we working within?
• Budget:
What budget do we have to work with? How
does this affect our goal setting?
• Strategic Goals:
What are the strategic goals of our client,
and how does our proposal align with those goals?
• Responsible Parties:
Who are the people responsible for the
project? What are their goals and motivations?
• Client Benefit:
How will the client benefit from the
completion of our project? What is their primary
goal?
• Project Deliverables & Success:
How will success of the project be measured?
What deliverables do our stakeholders expect to see
at closure?
b. How to present strong proposals to compete
effectively
Criteria for a good project proposal
• About 2-4 pages
• Be direct and straightforward
• Be free of spelling and typing errors
• All the Important/particular requirements for the areas
of work have been covered in the proposal
• Communicate well
• Be in good, simple, and clear English
• Be well organized
• Be referenced enough, current, relevant references
• Good paragraphs should be SHORT
• Requirements for equipment or personnel are
unrealistic
• It appears that other responsibilities would prevent
devotion of sufficient time and attention to this
research
• The institutional setting is unfavorable
• Project grants to the proponent, now in force, are
adequate in scope and amount to cover the proposed
project
16
 Social Welfare-Project Development and Management
NDP Notes
Total Project Costs- Total project costs covering the external
C. Proposal Writing Checklist
financing and domestic financing
8. CURRENT SITUATION (PROBLEMS AND NEEDS)
ü Identify the problem that you want to solve/address ž Give a brief description of the situation, problems and
ü Whether you will work on the project on your own or needs that the project would address
with the support of a group of people or an ž Append any report, surveys and feasibility studies,
organization economic or financial appraisals
ü You have ensured your availability to commit to the ž State whether this project is in anyway related to or
project, and your ability to take part in a period is an extension of another project
ü You have considered and can handle the limitations (completed/ongoing/planned) in the same area.
of grant funding 9. JUSTIFICATION AND BENEFITS
ž The project justification should include the rationale
Proposal Structure for the project and how the project will address the
problems mentioned in section 8 and meet the
1. Executive Summary objectives stated in section 10.
2. Problem/Need Statement 10. PROJECT OBJECTIVES
3. Proposal Description ž State the objectives of the project indicating clearly;
– Objectives (a) the relationship to national development objectives,
– Staffing and Administration (b) sectoral objectives, and
– Evaluation (c) immediate objectives, which are quantifiable and
– Sustainability constitute the basic performance indicators for
4. Budget monitoring and evaluation.
5. Information about your Organization 11. PROJECT DESCRIPTION / MAIN COMPONENTS
ž Describe the main components of the project.
12. PROJECT MANAGEMENT AND ORGANISATION
D. Project Proposal Format
ž The organisational arrangements for project
implementation including the role and
1. PROGRAMME / PROJECT TITLE responsibilities of the implementing agency
13. EXPECTED ENVIRONMENTAL IMPACTS
A brief title that characterizes the project ž Briefly explain the possible impact on the
environment
2. LOCATION / TARGET POPULATION 14. MONITORING AND EVALUATION
ž Describe project-monitoring arrangements, for e.g.,
The area or region where the physical activities of the project Quarterly monitoring reports requirement
are to be implemented ž Any additional monitoring reports requirement
15. COST RECOVERY AND SUSTAINABILITY
2. IMPLEMENTING AGENCY ž Under cost recovery explain any strategies for cost
recovery including user charges etc.
The agency responsible for carrying out the project activities ž Explain the financial and operational sustainability of
the project. (Operational costs of the first year after
4. EXECUTING AGENCY completion of the project)
ž The operational sustainability can be explained in
The agency responsible for financial management and terms of adequate organizational management and
coordination of the project human resources capacity
16. Terms of Reference
5. START DATE For the consultants/interns/volunteers

The expected start date of the project activities

6. DURATION

The total duration of the project in months / years

7. PROJECT COST

External Financing Requirement- Proposed budget

requested for external financing

Domestic Financing Requirement- Proposed budget

requested for domestic financing (government contribution)

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 Social Welfare-Project Development and Management
NDP Notes
E. TWELVE PARTS OF A PROPOSAL

ž Cover Letter
ž Proposal Summary
ž Introduction
ž Problem Statement
ž Target Population
ž Goal
ž Objectives
ž Methods
ž Evaluation
ž Budget
ž Future Funding
ž Supporting Material

Content and format of a project proposal vary depending on

the need(s)/ requirements of the sponsor or funding agency.
All project proposals, however, should contain the following VI. CHALLENGES OF PROJECT MANAGEMENT
minimum information.

We will review project management and focus on the

various roles of a project manager including his or her
qualities and attributes. We will also dwell on the various
challenges the project manager or initiator face in project
management.

A. Introduction

Discussion Points:

Watch this video:

https://www.youtube.com/watch?v=alOczlnWl1Q

• After the video presentation, what struck you most about

the video? What realization do you have?

• Project managers are described to be ‘band leaders’ or

orchestra conductors. Why is this so?

• Project management is as much about ‘people

management’ as it is about ‘project management.
• A project terminates after attaining its objectives.
Operational work continues indefinitely to sustain the
business or project.

P Project Process Groups:

1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closure

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 Social Welfare-Project Development and Management
NDP Notes
2. Planning
Knowledge Areas of Project Management Create the following:
a) Project plan
b) Resource plan
c) Financial plan
d) Quality plan
e) Risk plan
f) Acceptance plan
g) Communications plan
h) Procurement plan
i) Contract the supplier
j) Perform phase review

3. Executing
• The Project Execution Phase is the third phase in
the project life cycle. In this phase, you will build the
physical project deliverables and present them to
your customer for signoff.

• The Project Execution Phase is usually the longest

phase in the project life cycle and it typically
consumes the most energy and the most resources.
To enable you to monitor and control the project
during this phase, you will need to implement a
range of management processes. These processes
help you to manage time, cost, quality, change,
risks and issues. They also help you to manage
procurement, customer acceptance and
communications.

B. Four Phases of Project Management Life Cycle
1. Initiating
The Project Initiation Phase is the 1st phase in
the Project Management Life Cycle, as it involves
starting up a new project. You can start a new
project by defining its objectives, scope, purpose
and deliverables to be produced. You'll also hire
your project team, setup the Project Office and
review the project, to gain approval to begin the
next phase.
Overall, there are six key steps that you need to take
to properly initiate a new project. These are:
a) Develop a business case
b) Undertake a feasibility study
c) Establish a project charter
d) Appoint a project team
e) Setup a project office
f) Perform phase review
a) Build deliverables
b) Monitor and Control
c) Perform:
a. Time Management
b. Cost Management
c. Quality Management
d. Change Management
e. Risk Management
f. Issue Management
g. Procurement Management
h. Acceptance Management
i. Communications Management
4. Closing
• The Project Closure Phase is the fourth and last
phase in the project life cycle. In this phase, you will
formally close your project and then report its overall
level of success to your sponsor.
• Project Closure involves handing over the
deliverables to your customer, passing the
documentation to the business, cancelling supplier
contracts, releasing staff and equipment, and
informing stakeholders of the closure of the project.
• After the project has been closed, a Post
Implementation Review is completed to determine
the project’s success and identify the lessons
learned.

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 Social Welfare-Project Development and Management
C. Causes of Project Failure and Success
Failure:
• Scope creep
• Poor requirements gathering
• Unrealistic planning and scheduling
• Lack of resources
Success
• Customer requirements satisfied/exceeded
• Completed within allocated time frame
• Completed within allocated budget
• Accepted by the customer
D. The Project Manager
Individuals specifically designated to coordinate the
implementation team and manage & monitor the project •
process at various phases
Project Manager Attributes:
• Leader & manager
• Facilitator, coordinator
• Communicator
• Credibility: Technical/ Administrative
• Work under pressure
• Goal-oriented
• Innovator
• Versatile
• Knowledgeable about the organization
• Political sensitivity
• Conflict: sense, confront, resolve
• Can deal with stress, chaos, ambiguity
• Planning and follow-through
• Can manage ethical dilemmas
Responsibilities of Project Managers
• Establishes goals
• • Sets priorities
• Identifies activities & tasks
• Identifies and quantify project resources
• Prepares budgets
• Reports to senior management
• Manages people
• Coordinates
• Communicates with users
• Controls budget budgets
• Sets project time frame
• Set expectations
• Obtains and allocates resources
• Monitors project progress
Peniero, Niña Dominique G.
NDP Notes
• Controls risks
• Verifies whether goals and objectives were achieved
• Delivers results
Accidental Manager
• Many individuals find themselves undertaking project
management responsibilities with little or no preparation.
Referred to as "accidental project managers", they have
no training or experience and must often manage projects
from the side of their desks.
• Unlike traditional project-based industries, such as
aerospace and construction, which use professional
project managers, the public sector is appointing
untrained staffers to manage projects whenever there is
an unexpected need for project management.
• Respondents of the survey also indicated a high level of
management support, but most indicated an absence of
project management tools and
83% acknowledged that there was no project management
methodology in place. Only 41 per cent of respondents
indicated that their department see project management
as a core competency.
• The relatively high level of management support indicates
a willingness or enthusiasm for project management but
the lack of methodologies and tools implies a lack of
preparedness and a lack of sound project management
foundation from which to achieve successful project
outcomes.
• Without these project management tools, they say, an
organization does not have a strong foundation from
which to build skilled project managers, an organizational
culture of project management, and ultimately, better
business outcomes.
• While they expected that the accidental project manager
would be close to extinction, the survey results suggest
the opposite – the accidental project manager is alive and
kicking in the public sector.
E. Your Working Style
Working Styles Assessment (Source:www.mehaf.org)
• Teams are made up of individuals with different work
experience and backgrounds, each with his or her own
particular working style. There are many different
working styles to think about, and every person’s
individual working style plays a key role in the team’s
development and success.
Project Dev & Management 20
 Social Welfare-Project Development and Management
NDP Notes
• “The most important thing to remember is this: To be • How fast a team moves through each stage will depend
ready at any moment to give up what you are for what on the team members, their individual skills, the work
you might become.” (W.E.B. DuBois) they are expected to do, and the type of leadership
available to the team. - Shirley Fine Lee
Purpose of the Assessment
What are the Qualities of an Effective Team?
The purpose of this brief questionnaire is to get some idea of
your preferred or dominant working style. Clear Purpose Informality
Participation Listening
Outcome Civilized disagreement Consensus decisions
Open communication Clear roles and work
There are no right or wrong answers and you may find that
assignments
several choices appeal to you because you prefer a
combination of styles. Shared leadership External relations
Style diversity Self assessment
Instructions

• Complete the questionnaire on found in Appendix. Prerequisites for an Effective Team

• Read each statement and order your responses with the (Krietner and Kinicki, 2001)
numbers “1,” “2,” “3” or “4,” with “1” being the
response that BEST describes you and “4” being the Cooperation Individual efforts are systematically
response that LEAST describes you. Use whole numbers integrated to achieve a collective
only (no fractions or decimals). objectives
• You have approximately 15 minutes to complete the Trust “Trust begets trust”
questionnaire. It is the reciprocal (give-and-take) faith
• Once you have completed the questionnaire, transfer the in others’ intention and behavior
results to the score sheet provided for (Appendix B).
• Refer to Appendix C for details about your working style Cohesiveness It is a process by which a sense of “we-
• Appendix D will give you information about using your ness” emerges to transcend individual
style with other style. differences and motives.
Members of the group stick together.
Assignment:

Answer the Working Style Questions found in Appendix . G. Some Tools for Project Management

F. Team Work
A. Gantt charts

What is a Team? • provide a way to track and manage project timelines,

progress, and deliverables. Vertical lines or bars are used
A team is a small group with complementary skills who hold to visualize each task, and each Gantt chart includes
themselves mutually accountable for common purpose, goals resources, milestones, tasks, and dependencies.
and approach .(Krietner and Kinicki, 2001) •
• Resources: Project managers must have insight into what
Stages of Team Development resources are needed for tasks outlined in a Gantt chart, in
order for each to be completed on time.

Milestones: Along your timeline, there will likely be

milestones, both small and large, that must be hit in order to
keep your project on track. A milestone is an important goal,
event, or deliverable in your project, such as a kickoff
meeting or major deadline. Using milestones in your project
plan can help you monitor progress and identify potential
delays.

• Tasks: There are specific things that need to be completed

along the way of your project

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 Social Welfare-Project Development and Management
NDP Notes
• Dependencies: Tasks on your Gantt chart will be related to
each other. A dependency links tasks together to ensure work
gets done in the right order.

The main goal of a Gantt chart is to track the timeline

and completion of a project. It’s especially helpful for
project managers who need to keep team momentum
going
Refer to Appendix for samples of Gantt Charts

B. PERT Charts

A PERT chart is a project management tool that provides a

graphical representation of a project's timeline. The Program
Evaluation Review Technique (PERT) breaks down the
individual tasks of a project for analysis. PERT charts are
considered preferable to Gantt charts because they identify
task dependencies, but they're often more difficult to
interpret.

How do PERT Charts Work?

• A PERT chart uses circles or rectangles called nodes to

represent project events or milestones. These nodes are
linked by vectors or lines that represent various tasks.
• Dependent tasks are items that must be performed in a
specific manner. For example, if an arrow is drawn from
Task No. 1 to Task No. 2 on a PERT chart, Task No. 1 must
be completed before work on Task No. 2 begins.
• Items at the same stage of production but on different
task lines within a project are referred to as parallel
tasks. They're independent of each other, but they're
planned to occur at the same time.

Refer to Appendix E for sample PERT Chart

http://www.relatably.com

http://betterbusinesslearning.com

www.mehaf.org

https://blog.hubspot.com/marketing/gantt-chart-example

https://www.teamgantt.com/blog/gantt-chart-example

https://www.investopedia.com/terms/p/pert-chart.asp

USPF Master’s Degree Handouts and Modules

AD Majorem Dei Gloriam

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Social Welfare-Project Development and Management
NDP Notes

APPENDICES

Peniero, Niña Dominique G. Project Dev & Management 23

Project Participatory
Approaches to
Project Management
 Appendix A
Sample Preference/Problem Ranking Matrix

(Source: https://sswm.info/sswm-solutions-bop-markets/improving-water-and-sanitation-services-
provided-public-institutions-2/problem-%26-preference-ranking)

Pairwise ranking matrix from problem ranking of reasons for girls not attending school in a village in
Gambia. This graph compares the different problems and shows which of the problems are of greatest
importance. For example, pregnancy is a more important reason for not going to school than a lack of
facilities. The table below summarises the results of this table. Source: RIETBERGEN-MCCRACKEN et
al. (1998).
 Appendix B
Sample Tabulation Table of Preference/Problem Ranking

(Source: https://sswm.info/sswm-solutions-bop-markets/improving-water-and-sanitation-services-
provided-public-institutions-2/problem-%26-preference-ranking)
 Appendix C
Problem Tree Image

(Source: https://www.brighthubpm.com/project-planning/118441-problem-tree-a-comprehensive-analysis-
tool/)
 Appendix D
Samples of Community Map

Source: https://www.youtube.com/watch?v=r8UPn5boko0

(Source: https://childreninemergencies.org/2016/08/16/community-mapping-with-children/)
 Appendix E
Samples of a Social Map

Problem: Children at Risk for Special Health Care Needs

Problem: Substance Abuse

Source: https://www.google.com/search?q=images+of+social+diagram+in+community+problem+analysis
 Appendix F
Samples of Fishbone Analysis Diagram

Source:

https://www.usaidassist.org/resources/cause-and-effect-analysis

Source: https://methods.sagepub.com/reference/encyclopedia-of-action-research/n131.xml
 Appendix G
SWOT Structuring

Source: https://ctb.ku.edu/en/table-of-contents/assessment/assessing-community-needs-and-
resources/swot-analysis/main
 Appendix H
Cartesian Graph

(Source: Local Governance Performance Management System – LGPMS)

What we have

What we do not want What we want

What we do not have

 Appendix I
Sample of Venn Diagram

Bantay
D agat
Municipal
Agricultur e
O ffice
UPV

Pahinungod
Municipal
Government
of N V
BD C
Lapaz
Fishers’
Assoc. D EN R

Pat * Cooper ative

Legend - more important institution - indicates community

- less important institution

- overlap of membership - outside the community but w ith

some local influence
- influence betw een institutions - based outside the community but
w ith some presence or act ivities
- coordinate w ith each ot her w ithin the community

Institutions involved in CRM, Sitio Luzaran, Lapaz, Nueva Valencia, Guimaras, Philippines
Source: “80 Tools for Participatory Development by Frans Geilfus, ICAA, Belgium (n.d.)
 Appendix J
Sample Transect Map
Source: Raut, Kumar Sandeep. Participatory Rural Appraisal (PRA) as a Tools & Techniques and Situation
Analysis. Town & Country Planning Organisation Ministry of Housing & Urban Affairs.
 Appendix K
Appreciative Inquiry Process

The four (or five) D cycle is a process that is often used in Appreciative Inquiry. By starting with strengths,
assets and what is already working it is an example of a strengths-based approach.

Source: https://sustainingcommunity.wordpress.com/2013/11/21/what-is-appreciative-inquiry/
Project Planning and
the Log Framework
 Appendix A
Hierarchy of Objectives Matrix
 Appendix B
Cause-and-Effect Relationships of Logframe
 Appendix C
Short Exercise on Linked Hypothesis

(Instruction: Arrange the statements logically using the if-and-then logic of cause-and-effect
relationship. Indicate the cause-and-effect relationships by labelling them 1,2,3,4 and so on
beginning with the first cause.)

1.
• Toxic waste clean-up projects
implemented.
• Toxic wastes reduced.
• Conduct studies to identify potential
toxic waste clean-up sites.
• Design waste clean-up program.
5.
• Wheat production increased.
• Increased per capita income of small
farmers.
• Distribute the seeds.
• Standard of living in rural areas
increased.

2. 6.
• Total Quality Management Program • National health care plan is
(TQM) implemented. formulated.
• Agency delivers more efficient and • Regional health-care programs
effective services. established.
• Baseline customer satisfaction survey • Improved health and well-being of
conducted. population.
• Customers are more satisfied with • Provide healthcare to all at
services. reasonable cost.

3.
• Defense budget proposed and passed
by Congress.
• U.S. strategic interests defined.
• National security maintained.
• Conduct study determine and
prioritize threats to U.S. strategic
interests.
• Adequate defense capability
established.
4.
• Establish clean needle exchange
program in targeted cities.
• Design program.
• Reduced spread of HIV.
• Reduced use of contaminated needles
7.
• Comprehensive nuclear test ban
treaty signed.
• Draft U.S. nuclear test ban treaty
articles are developed.
• Proliferation of nuclear weapons
reduced.
• Congress ratifies test ban treaty.
• Negotiation forum (participants and
location) selected.
• Develop general nuclear test ban
strategy.
• U.S. promotes draft treaty articles to
international negotiation body.
• Gain interagency support for
proposed test ban strategy.
 Short Exercise on Hierarchy of Objectives

Instruction: For each example determine the hierarchy of project objectives by placing a “1”
next to the first cause, a “2” on the next level of effect and so on.

1.
• Productivity per hectare increased.
• Instruct farmers in use of fertilizer.
• Agricultural revenues of farmers
increased.
• Use of fertilizers increased.
5.
• Provide management training to local
NGOs
• Assess capabilities of local NGOs
• Increased participation of citizens in
political and economic life of region.
• Local NGOs provide more responsive
services to clients.

2.
• Support communities and existing
organizations involved in
rehabilitation
• Persons with disabilities live as full a
life as possible
• Increased quality of rehabilitation
services
• Assess capabilities of current
rehabilitation service providers.
3.
• New forestry management schemes
are implemented by MOF
• Maintain biodiversity in region
• Institutional strengthening of MOF
• Reduced rate depletion of forest
area.
4.
• Math refresher courses provided to
primary schools
• Higher proportion of primary school
graduates enter secondary education
• Increase quality of math education at
primary level
• Design in-service teacher training.
6.
•
Rates of morbidity and mortality in
the camps are reduced
• Medical and teacher training
provided to refugee medics
• Refugee medics and healthattendants
provide better quality health care to
camp population
• Refugee medics provide
basicpreventive health training to
health attendants.
7.
• Improve quality of life for
disadvantaged women
• Identify poorest women in community
• Increased participation of women in
community decision-making
• Design project
• Improved quality of life under 5’s in
community
• Promote women’s groups and
awareness of women’s resources
• Conduct focus group to understand
women’s general situation in
community
Project Monitoring
and Evaluation
 Appendix A
Project Intervention Framework

Step 1 Develop a Project intervention framework

 Appendix B
Project Intervention Framework

Step 2: Develop SMART

v Input indicators
v Activities indicators
v Output indicators
v Outcome Indicators
v Impact Indicators
 Appendix C

Example of a Monitoring and Evaluation plan

Sample of an M & E Plan

Source:
https://www.albertahealthservices.ca/assets/info/res/mhr/if-res-mhr-eval-resources-plan-framework.pdf
 Appendix D
Sample Gantt Chart of an M&E Plan Implementation
Project Proposal
 Appendix A
Sample Project Proposal Format
Challenges of Project
Management
 Appendix A
Work Style Questionnaire

1. When performing a job, it is most important to me

A [ ] do it correctly, regardless of the time involved.

B [ ] set deadlines and get it done.
C [ ] work as a team, cooperatively with others.
D [ ] demonstrate my talents and enthusiasm.
2. The most enjoyable part of working on a job is

A [ ] the information you need to do it.

B [ ] the results you achieve when it’s done.
C [ ] the people you meet or work with.
D [ ] seeing how the job contributes to progress.
3. When I have several ways to get a job done, I usually

A [ ] review the pros and cons of each way and choose.

B [ ] choose a way that I can begin to work immediately.
C [ ] discuss ways with others and choose the one most favored.
D [ ] review the ways and follow my “gut” sense about what will work
the best.
4. In working on a long-term job, it is most important to me to

A [ ] understand and complete each step before going to the next step.
B [ ] seek a fast, efficient way to complete it.
C [ ] work on it with others in a team.
D [ ] keep the job stimulating and exciting.
5. I am willing to take a risky action if

A [ ] there are facts to support my action.

B [ ] it gets the job done.
C [ ] it will not hurt others’ feelings.
D [ ] it feels right for the situation.
 Appendix B
Score Sheet

Transfer the answers from the Working Styles Questionnaire onto the scoring grid
below by entering the number you chose for each letter. Next, total the columns
and record the answers in the space provided.
TOTALS A[] B[] C[] D[]
A[] B[] C[] D[]
A[] B[] C[] D[]
A[] B[] C[] D[]
A[] B[] C[] D[]
A[] B[] C[] D[]
Your LOWEST score is your preferred or dominant working style. In the case of a
tied score, you should pick the working style you feel is most like you.
A = Analytical
B = Driver
C = Amiable
D = Expressive
My preferred working style is
________________________________________________________________
 Appendix C
Working Style Characteristics

A–Analytical B–Driver
• Cautious actions and decisions • Takes action and acts decisively
• Likes organization and structure • Likes control
• Dislikes involvement with others • Dislikes inaction
• Asks many questions about specific details • Prefers maximum freedom to
• Prefers objective, task-oriented work manage self and others
environment • Cool and independent,
• Wants to be accurate and therefore relies too competitive with others
much on data collection • Low tolerance for feelings,
• Seeks security and self-actualization attitudes and advice of others
• Works quickly and efficiently by
themselves
C–Amiable D–Expressive

• Slow at taking action and making • Spontaneous actions and

decisions decisions, risk taker
• Likes close, personal relationships • Not limited by tradition
• Dislikes interpersonal conflict • Likes involvement
• Supports and “actively” listens to others • Generates new and innovative
• Weak at goal setting and self-direction ideas
• Demonstrates excellent ability to gain support • Tends to dream and get others
from others caught up
• Works slowly and cohesively with others in the dream
• Not good with follow-through • Jumps from one activity to another
• Works quickly and excitingly with
others
• Seeks security and inclusion

Using Your Style with Other Style
Analytical
Your Style
Other
Style
Analytical Establish priority
of tasks to be done.
Commit to firm time
frames for your work and
stick to them.
Driver Organize your work
around major themes;
prepare “executive
summaries” with
headings or bullets that
state the conclusions first
and supporting data and
analysis second.
Amiable Start off on a personal
note, gravitate to project
specifics and
expectations; emphasize
the greater good of the
project.
Expressive Jazz up your presentation;
try to think of the BIG
picture. Involve the
expressive in developing
the “vision” or marketing
of the plan.
Appendix D
Driver Amiable Expressive
Take a deep breath, Cut short the social Translate your vision
relax and slow down. hour and get right into specific tasks or
With analyticals, you down to the specifics. goals. Involve
need to demonstrate The more information analyticals in research
you have considered all you have to support and developing the
or most options or your position, details of the plan of
outcomes before the better. action.
moving ahead.
Remind each other of Don’t take anything Take time to think
your similarities and personally. Getting about what your
your need to adopt results is what counts vision really is;
qualities of the other with drivers; be translate it into
styles. decisive and dynamic. action steps with
Emphasize the objectives and
bottom line. timelines.
Spend time up front Laugh with each other Tell them how
gaining trust and about how important it important the team
confidence; be inclusive. is being relational. Then concept is to making
Be sure to be specific focus on what we really your vision a reality.
about deadlines, even need to accomplish Give amiables the job
when it seems obvious. here and do it. of team building to
make the dream
come true.
Be patient and try to Engage the expressive Remind each other of
work with a flip chart to with appreciation of your tendency to
harness creative spirits. their vision and generate a lot of
Emphasize time lines creativity. Harness this ideas without
and due dates. Build in energy to deal with thinking through how
flexibility to allow the pesky but important to implement them.
free rein of creativity. details only they can
address.
 Appendix E
Working Style Questions
 Appendix D
Sample Gantt Charts for Project Management

Project management is one of the most common verticals relying on Gantt charts. These charts help project
managers identify the tasks involved in each project, create a timeline for each task, and assign dates, tools,
and progress updates for each of the tasks within the project.
 Joint Workplan
UNICEF (Philippines) and NASWEI with DSWD

Result* Activities Timeframe (in Responsible

months)** Partner
0-3 4-6 7-9 10-12

Conduct of training needs analysis (TNA) NASWEI

Preparation of Training Modules NASWEI &

60 LGU Social DSWD
Workers trained on Organization of Training Management Team
NASWEI
case Management of
children in disaster Conduct of Training (Batch 1 and 2) incorporating the
situations Care for Care Providers module NASWEI, DSWD

Evaluate training NASWEI &

DSWD
60 selected Conduct of training needs analysis (TNA)
individuals from NASWEI
identified LGUs
Preparation of Training Modules NASWEI &
affected by T.
DSWD
Yolanda trained as
para-social workers Conduct training NASWEI &
DSWD
Evaluate training NASWEI &
DSWD
Trained LGU social Conduct of mentoring and coaching visits
workers are mentored NASWEI
and coached
Organize case conferences NASWEI
Knowledge products Writeshops NASWEI &
produced DSWD
Publication and Distribution NASWEI &
DSWD
Monitoring and Conduct of project meetings NASWEI &
Evaluation DSWD
Conduct of monitoring visits NASWEI
Conduct of Project Evaluation (internal and external
evaluations) NASWEI &
DSWD

Materials, Reproduction, Communications and Local NASWEI

Transportation
 Appendix E
Sample PERT CHARTS

Source: https://www.investopedia.com/terms/p/pert-chart.asp