Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

Project Design and Planning

Sequence of Systematic

Project Design

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

Problem Analysis

Objectives Analysis

Alternatives Analysis

The sequence of Objectives-Oriented Project Planning (OOPP)

Participants Anal.

1.1.2.2.3.3.

Log. Framework

Plan of OperationsPlan of Operations

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

Visualization in Participatory Project Planning (VIPP)

• Make your plan: Visible Readable Changeable Movable

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

PCM Workshop-House Rules

1. Write your own idea on a card.

2. Write only one idea on a card.

3. Describe in a clear and brief sentence.

4. Stick to the facts, and avoid abstraction and generalizations.

5. Write your ideas on the cards before beginning discussion.

6. Obtain a consensus when removing cards from the board.

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

ANALYSISSTAGE

Problems

Analysis

Objectives

Analysis

Stakeholders

Analysis

Alternative Analysis

PLANNINGSTAGE

PDM Plan of Operation

(PO)

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

Problem Analysis

• Analyze existing situation

• Identify important problems

• Define core problem

• Draw cause effect relationship Why?

• Why?– Why?

» Why?» Why?

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

Problem Tree

Visual representation of the causes and effects of existing negative conditions in the project area and/or sector, in the form of a Problem Tree

1. Select the core problem (focal problem).

2. Identify the direct causes of the core problem.

3. Develop the problem tree downwards (add causes).

4. Identify the direct effects of the core ploblem.

5. Develop the problem tree upwards (add effects).

6. Ensure that “cause-effect” relationships are maintained in the

problem tree.

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

Direct Effects

Core Problem

Direct Causes

CORE PROBLEM

CAUSES

EFFECTS

Problem Tree

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

Example: Problem Tree

HouseholdIncome

decreases.

FarmersHave to worklong hours.

Rice productivity is low.

Arable land is very limited

Irrigation systemDoes not work

properly

TraditionalFarming methods

are used..

Main facilities are not

well maintained

TerminalFacilities

Are not wellmaintained

FarmersDo not want

To Applyfertilizers

FarmersCannot afford

To buy modern equipment

CAUSES

EFFECTSCore Problem

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

SWOT Analysis

• A SWOT analysis is a subjective assessment of data which is organized by the SWOT format into a logical order that helps understanding, presentation, discussion and decision-making. The four dimensions are a useful extension of a basic two heading list of pro's and con's

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

ST

RE

NG

TH

S

W E A K N E S S E S

INVEST ++Clear matches of strengths and opportunities lead to comparative advantage

DEFEND + -Areas of threat matched by areas of strength indicate a need to mobilize resources either alone or with others.

DECIDE - +Areas of opportunity matched by areas of weakness require a judgement call: invest or divest; collaborate.

DAMAGE CONTROL - -Areas of threat matched by areas of weakness indicate need for damage control or divest.

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

Strengths

• Advantages of proposition? • Capabilities? • Competitive advantages? • USP's (unique selling points)? • Resources, Assets, People? • Experience, knowledge, data? • Financial reserves, likely returns? • Marketing - reach, distribution, awareness? • Innovative aspects? • Location and geographical? • Price, value, quality? • Accreditations, qualifications, certifications? • Processes, systems, IT, communications? • Cultural, attitudinal, behavioural? • Management cover, succession?• Philosophy and values?

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

Weaknesses

• Disadvantages of proposition? • Gaps in capabilities? • Lack of competitive strength? • Reputation, presence and reach? • Financials? • Own known vulnerabilities? • Timescales, deadlines and pressures? • Cashflow, start-up cash-drain? • Continuity, supply chain robustness? • Effects on core activities, distraction? • Reliability of data, plan predictability? • Morale, commitment, leadership? • Accreditations, etc? • Processes and systems, etc? • Management cover, succession?

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

Opportunities

• Market developments? • Competitors' vulnerabilities? • Industry or lifestyle trends? • Technology development and innovation? • Global influences? • New markets, vertical, horizontal? • Niche target markets? • Geographical, export, import? • New USP's? • Tactics: eg, surprise, major contracts? • Business and product development? • Information and research? • Partnerships, agencies, distribution? • Volumes, production, economies? • Seasonal, weather, fashion influences?

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

Weaknesses

• Political effects? • Legislative effects? • Environmental effects? • IT developments? • Competitor intentions - various? • Market demand? • New technologies, services, ideas? • Vital contracts and partners? • Sustaining internal capabilities? • Obstacles faced? • Insurmountable weaknesses? • Loss of key staff? • Sustainable financial backing? • Economy - home, abroad? • Seasonality, weather effects?

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

translating SWOT issues into actions under the six categories

Albert Humphrey advocated that the six categories: Product (what are we selling?) Process (how are we selling it?) Customer (to whom are we selling it?) Distribution (how does it reach them?) Finance (what are the prices, costs and investments?) Administration (and how do we manage all this?)

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

Environment-Value-ResourcesAnalysis

The Analysis of the external environment in which the institution operates. The result: What programs/services we MIGHT DO, might expand, might try, or might drop ?

– The clarity of vision, values, formulation of mission statement, and development of culture and priorities. “WHAT WE WANT TO DO”

– The analysis of the internal organization, the institution itself its strengths and weaknesses “WHAT WE CAN DO AND CANNOT DO.

– The weighing of these analyses and outputs against each other and the making of strategic decisions and action plans. WHAT WE SHOULD DO.

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

Agree on Priorities

• Congruence with the purpose and mission of the organization

• Supports analysis from the SWOT grid

• Ability to draw on existing skills in the organization

• Ability to share resources and coordinate activities with other programs

• Increases organization’s visibility

• Increase network potential

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

Participants/Stakeholder Analysis

• Identify Key Persons, groups, institutions, organizations, etc.

• Form categories, beneficiaries, implementors, partners, etc.

• Analyze the groups

• Identify consequences of project

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd

Pro

ject

Man

age

me

nt

Le

arn

ing

Pro

gra

m14

-25

July

200

8, M

eko

ng

Inst

itu

te, K

ho

n K

aen

, Th

aila

nd