Project,

PCM, PDM

Md. Abdul Aziz

Lecturer
Department of Civil Engineering
Port City International University
Chittagong, Bangladesh.

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 What is Project?
 An understanding for the purpose of achieving
established objectives, within a given budget and
time period.
 It must has:
 Specific objective.
 Definite start and end.
 A series of activities.
 It may be Soft or Hard project:
 Soft project: Arrange a wedding or class party.
 Hard project: Construction of a flyover or a building.

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 What is Project Cycle?
 Project identification
 Project formation
 Appraisal
 Implementation
 Monitoring
 Plan revision
 Evaluation
 Feedback

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Project Cycle Management (PCM)

Project
Design
Matrix
(PDM)

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 Why Project Cycle Management?
 Result oriented, not activity driven.
 Consistency.
 Logically sets objectives and actions.
 Participatory stakeholder involvement.
 Transparency.
 Shows whether objectives have been achieved.
 Framework for assessing relevance, feasibility and
sustainability.
 Describes external factors that influence the project’s
success: assumption and risks.

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 Project Design Matrix (PDM)
Narrative Objectively Means of Important
summary verifiable verification Assumptions
indicators
Overall goal

Project
purpose
Outputs

Activities Inputs Pre-conditions

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 PDM Vertical Logic
 Overall Goal
Direction that project should take next.
 Project purpose
Objectives that the project should achieve within the project duration.
 Outputs
Strategies for achieving the project purpose.
 Activities
Specific actions taken to produce outputs.
 Important assumptions
Conditions important for project success, but that cannot be controlled by
the projects. Whether these conditions develop or not is uncertain.

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 PDM Horizontal Logic
 Objective verifiable indicators
Standards for measuring project achievement.
 Means of verification
Data sources from which indicators are derived.
 Inputs
Human resource, materials, equipment's, facilities and funds
required by the project.
 Preconditions
Conditions that must be fulfilled before a project gets
underway.

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 8 steps for PDM in PCM
1. Stakeholder analysis.
2. SWOT analysis.
3. Problem analysis.
4. Objective analysis.
5. Project selection.
6. Project design matrix (PDM).
7. Work plan.
8. Monitoring and evaluation.

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 8 steps for PDM in PCM (Contd.)
1. Stakeholder analysis
 Stakeholder is any individual, group or organization,
community, with an interest in the outcome of a program
or project.

2. SWOT analysis
 It is a tool for institutional appraisal and a brainstorming
exercise in which the representatives of the organization
participate fully.
 This is to assess the performance and capacity of the units
or divisions of a organization.

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8 steps for PDM in PCM (Contd.)
3. Problem analysis
 It visually shows the causes and effects of existing
problems in the project area, in the form of a problem
tree.
 It clarifiers the relationships among the identified
problems.

4. Objective analysis
 It clarifies the means-ends relationship between the
desirable situation that would be attained and the solution
for attaining it.
 This stage also requires an objective tree.
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8 steps for PDM in PCM (Contd.)
5. Project selection
 It is a process in which specific project strategies are
selected from among the objectives and means raised in
objective analysis, based upon selection criteria.

6. PDM
 It is formed through elaborating the major project
components and plans based on the approach selected.
 The format of PDM is similar to that of the Logical
Framework, and therefore can be commonly used
worldwide.

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8 steps for PDM in PCM (Contd.)
7. Work plan
 The plan of operation is prepared by the project implementers,
based on the PDM and other information.
 It is an effective tool for implementation and management, and
provides important data for monitoring and evaluation of the
project.

8. Monitoring and evaluation

 Strengthens accountability and transparency.
 Provides information for effective management.
 Helps determine what works well and what requires
improvement.
 Builds knowledge.
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