Project Cycle Management Training Handbook - CFCU

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26 Project Cycle Management Training Handbook Overall Objectives level Project Purpose level Results level Activities level Infant & maternal mortality rates reduced Rates of infection among babies & infants reduced Increased no. of babies & infants vaccinated Attendance at rural clinics by mothers increased Increased & regular coverage by clinics Clinic vehicles operational Management & control of funds improved Increased/earlier diagnosis of birth complications Staffing levels increased Add your own notes here… Figure 15: Specifying Assumptions IN OUT Reduced incidence of acute birth complications Increased no. assisted births Village birth attendants identified & trained New procedures developed for… Rates of postpartum & neo-natal infection reduced Standards of hygiene & patient care improved Improved staff skills Sufficient drugs available Staff trained in… Nutritional status of babies & infants improved Mothers willing to attend clinics Increased proportion of babies breast-fed Seasonal availability of high protein foods increased Pre-conditions differ from assumptions in that they must be met before a project can commence. For example, without the implementation of certain policy measures by the partner, the project rationale may be undermined. The probability and significance of these conditions being met should be estimated as part of assessing the riskiness of the project. Some will be critical to project success, and others of marginal importance.
Project Cycle Management Training Handbook Beware of 'killer' assumptions! Figure 16: The Role of Assumptions Critical Assumptions ➱ Define the systems environment and sustainability issues ➱ Factors which project management cannot, or chooses not to control ➱ Outside the project’s interventions ➱ Essential to project success: necessary conditions ➱ Results-to-purpose assumptions are the critical success factors A useful way of assessing the importance of assumptions is with the algorithm in Figure 17. Once assumptions have been identified, they are stated in terms of the desired situation. In this way they can be verified and assessed. Figure 17: The Assumptions Algorithm Assessment of Assumptions Will it be realised? Almost certainly Likely Unlikely Redesign the project by adding activities or results; reformulate the Project Purpose if necessary 3.3.4 Factors Ensuring Sustainability Is external factor important? Yes No Yes Do not include in logframe Do not include in logframe Include as an assumption Is it possible to redesign the project in order to influence the external factor? No The project is not feasible A project can be said to be sustainable when it continues to deliver benefits to the project beneficiaries for an extended period after the main part of the donor assistance has been completed. Too often in the past it has been found that projects have failed to deliver sustainable benefits because they did not take sufficient account of a number of critical success factors. Experience has demonstrated that the longer-term sustainability of project benefits depends on the following factors: 27
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Project Cycle Management Training Handbook - CFCU

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