PART I

SOCIAL
WELFARE
What is
PROJECT?
A set of organized
From the
activities, that utilize
definition, we can

PART I Project Management and

Development
resources, undertaken over
derive the five
a specific period of time,
basic elements of
that results in output
a project, simply
towards achieving a
what a project
specific purpose.
must have.
 well defined set of
activities/interv
ACTIVITIES
ention in logical activities utilizes resources,
sequence or these can be human,
order RESOURCE
knowledge & skills,
S

What is
financial, logistics, time,
etc.

PROJECT? activities are undertaken over a

PART I Project Management and Development

specific period of time, every
TIMELINE activity has its won start and
these are measurable end dates
deliverables which are OUTPUTS
immediate result of the reason for undertaking the
activities done
PURPOS project; is to address a
need,
E to exploit opportunities to
benefit a selected target
group
WHAT IS
PROGRAM? • A PROGRAMME will have
a range of strategies
working towards
In social welfare, this is defined outcomes. It
can include a
the term used for the set
collection of

PART I Project
Management and Development
of projects that are interrelated projects
usually grouped activities, with a variety
together because of of methods of
intervention. It may be
their similarity in a mixture of
function, purpose and development, relief,
social relevance. advocacy, networking
and capacity building,
A PROGRAM is more • A PROJECT is a more discrete

PART I Project
Management and Development
comprehensive, involving undertaking, usually focused
a series of interlocking on some aspect of the overall
activities or projects for program
the achievement of key
organizational goals or
strategic objectives.
Projects based on INITIATOR:
a. donor driven (supply based)
b. community driven (demand TYPOLOGY
based) OF
Projects based on OUTCOME: SOCIAL

PART I Project Management and

Development
a. Residual
b. Developmental c. transformative WELFARE
PROJECTS
Projects based on GOALS:
a. economic c. cultural
b. political d. environmental e. social
Part II
PROJECT/PROGAM
MANAGEMENT
APPROACHES
 PROJECT MANAGEMENT IN SOCIAL
DEVELOPMENT
• Community development has been identified as
part of the social and community services sector.
The social and community services sector grew
out of the traditional welfare approach to issues of
poverty and disadvantage.
 Project Management is one of the tools that we can
use to try to meet these challenges as the
methodology offers the opportunity to:
• Engage with stakeholders to gain acceptance of change.
• Utilize the creativity & innovation available in the
organization by focusing efforts and communication on a
specific issue for a limited period of time.
• Provide a controlled and useful structure and process to
respond to the environment they operate in.
• Use resources as effectively as possible to manage change.

• Help the organization to be more ‘efficient’ by ending poorly

performing project earlier rather than waiting for them to come to
their natural end.

• Enable the volunteers to ensure that their skills and expertise are used
appropriately for the improvement of services within an organization.

• And enable/develop the volunteers to clearly demonstrate their own

skills and development as of their career development.
• Provide a range of challenges and opportunities , leading the
volunteers to demonstrate leadership and actively be
engaged in developments.

• Offer the individual an opportunity to influence the future

direction of the service or organization.
RELATED CONCEPTS IN SOCIAL
DEVELOPMENT AND SOCIAL
WORK
SOCIAL JUSTICE AND HUMAN
RIGHTS • A Society in which groups of
people are oppressed, excluded
or disadvantage, and in which
there is inequality of power and
resources, is one in which social
justice is denied.
• Commitment to powerless people and social
justice requires that community development
practitioners always respect the people in the
communities with which they are working, even
when they might not agree with all the views of
community members. Respect is a very important
part of community development.
A commitment to powerless people can also be
linked with the notions of citizenship and human
rights. This perspective is an acknowledgement of
the equality of on people with equal rights. The
following are four district social development
issues under the human rights umbrella:

• Accountability of governments , services, and interventions

ensure transparency and fulfilment of obligation in realizing
human development
• It is based on development factors accountability in protecting
and delivering those rights
• Gender inequality is a significant factor in poverty and
gender inequity.

• Unequal power relations affect people’s ability to fully

access resources, services, and institutions and power
that lead to human development.

• Special consideration should be extended to

children, adolescents and older people in the
realization of human development.
• Socially excluded group experience discrimination and
in ability to access services and institutions.

• Ethnic minorities, people with disabilities and isolated

rural location experience both individual and structural
disadvantages, which restrict their ability to realize their
rights and human development (kenny & connors, 2017)
 Sustainability
• It is development that meets the needs of the present
without compromising the ability of future generation to
meet their own needs. It addresses the essential needs of
the poor with the aim of improving the quality of life but
conscious of the limitations of the environment’s ability
to meet present and future needs.
 Sustainable Human Development
• It is a multidisciplinary perspective pursuing both the
development of the human person and society but also
preserving the natural environment for future generations. A
long-range perspective in social development is to look into the
effect of development approaches on the environment and
consequently on future generations.
 Empowerment and Self- Determination
• Community development practitioner is committed to
the collective empowerment of ordinary people and to
changing and transforming social structures , relations
and processes.
 PARTICIPATION
• One at the defining features of community development is that
it is a bottom-up, participatory form of development.
Participatory processes have been developed for instrumental
purposes such as to obtain ‘buy-in’ to policy changes, or to bring
about satisfactory outcomes in a planning process but they are
also ends in themselves. (Taylor & Mayo , 2008)
 PARICIPATION AS PARTICIPATION AS PARTICIPATION AS
PARTICIPATION AS SELF-
MANIPULATION CONSULTATION PARTNERSHIP
MOBILISATION

Agendas and plans Agendas and plans

Communities take
Communities
are set extremely are set extremely
the initiative
initiate and own
proposing a the
process
Tokenistic Authorities allow for program and work
communication comment but have with government
with the community no obligation to and business to
respond develop it

Participation can involve self mobilisation and ownership of the whole process by
those more affected.
 Bottom- up development

• People who are affected by decisions about

their future should be empowered to
collectively control or influences such
decision.
 Social planning
• It is a process of forecasting social goals or targets and
then preparing a plan to address them.
• Critically looking into the present and use it as the basis
for future planning, by defining ways to reach the
destination. Matching plans and needs with resources
available to realize them is very crucial in this process.
 Social policy development
• Community development workers are involved in policy making at a
number of levels. First, all community organisations have some sort of
policy about how they operate. Second, at a higher level.

• Community organisation and community development workers are

influenced by government policies that frame what they do, such as
policies about government-community partnership or social policies,
and those concerned with social inclusion.
• Finally , community development workers can
influence the policies of other organisations
and institutions, such as business
corporations, funding bodies and local, state
and federal governments
 PROJECT
MANAGEMENT
the application of processes, methods,
knowledge, skills and experience to achieve

PART II project/program management approaches

the project objectives. (Association of Project
Management)
"the application of knowledge, skills,
tools and techniques to a broad range of
activities in order to meet the requirements
of a particular project (Project Management
Institute) NOTE: A key factor that distinguishes project management
from just 'management' is that it has this final
deliverable and
a finite timespan, unlike management which is an ongoing
 PROJECT
MANAGEMENT
the practice of initiating, planning,

PART II project/program management approaches

executing, controlling, and closing the
work of a project team to achieve specific
goals and meet specific success criteria at
the specified time (Project Management Institute)

NOTE: A key factor that distinguishes project management

from just 'management' is that it has this final
deliverable and
a finite timespan, unlike management which is an ongoing
 PROJECT CYCLE
MANAGEMENT (PCM)
PCM is an approach to manage multiple projects/programmes
and to improve the quality of projects over time by learning from

PART II
project/program management approaches
one project and applying the lessons in the following ones.

The approach was introduced by the World Bank in the 1980,

and spread throughout the development world in the 90s, when it
was picked up by the European Commission (EC).

Following an evaluation on Aid Efficiency, the EC introduced

PCM as its main approach to manage and evaluate development
project proposals.
 PROJECT CYCLE
MANAGEMENT (PCM)
PCM uses the idea of a continuous learning
cycle and incorporates logical framework

PART II project/program
management approaches
analysis to guarantee that the beneficiaries are
involved in the project's design.

Another benefit of PCM, both from the

management point of view and the quality
improvement point of view, is that it presents a
standardised approach with standardised tools.
 PROJECT CYCLE
MANAGEMENT (PCM)
One of the main tools of PCM, apart from the
overall cycle, is the LOGICAL FRAMEWORK.

PART II project/program
management approaches
With its emphasis on participation from both partners
and beneficiaries, PCM incorporated the logical
framework approach (LFA) and added two main
elements:
The link between the long term policies or the
strategic framework of the organisation and their
execution in the form of projects (or programmes)

Learning from experiences: PCM puts a heavy

emphasis on monitoring and evaluation.
 LOGICAL
FRAMEWORK
APPROACH

PART II project/program management

approaches
The LFA was developed in the US during in
1970s as a project planning method of
USAID. The LFA is based on the concept of
‘Management by objectives’.
 LOGICAL
FRAMEWORK APPROACH
It is a project design methodology based on systematic
analysis of development situation, looking into key

PART II
project/program management approaches
development problems, and the options for addressing those
problems. It is both a planning and evaluation tool for project
management.
“ LFA is a quality-based understanding of planning.. based on a
participatory and transparent planning process, aimed towards
the needs of partners and target groups, in which the key
elements of a project are agreed on step by step, in teams, with
those concerned, and recorded transparently” (GTZ, 2005)
 LOGICAL
FRAMEWORK The LOGICAL FRAMEWORK OR LOGFRAME is a project
management tool, that can be used to design,
APPROACH implement, monitor and evaluate a project.

PART II
project/program management approaches
THE LOGFRAME MATRIX (see below) presents a
wealth of information related to your project in a 4x4
matrix.

THE LOGFRAME can help you reflect on the basic

elements of your project, such as its objectives, the
activities that you want to do, the resources that you're
going to need, how you are going to follow-up your
project's progress and results, and what risk could
threaten your project.
 LOGICAL
FRAMEWORK
APPROACH

PART II project/program
management approaches
It also provides information about
external elements that may influence
the project, called assumptions. Finally,
it tells you how the project will be
monitored, through the use of
indicators.
LOGICAL FRAMEWORK APPROACH

It can be used to plan individual projects. It

can also be used as a tool to plan, follow-up and

PART II
project/program management approaches
evaluate more complex programs that consist of
many different individual projects (or actions).

And it can be a tool in a complete

management approach for organisations. It
can be used to plan, or to report, or as a part of
a contract.
LOGICAL FRAMEWORK APPROACH

The logical framework or logframe is a

document that gives an overview of the

PART II project/program management

approaches
objectives, activities and resources of
a project.
 overall
Attained
LOGICAL
FRAMEWORK
goal
APPROACH
used for designing,
Purpose + Achieved
monitoring, and evaluating

PART II project/program management approaches

international development
projects.
The logical framework or
logframe is a document
Output + Produced
that gives an overview of
the objectives, activities
and resources of a project. Implemente
Workshops, Meetings
activities + d
deliver services, develop
products, curriculum,
Resources Number
trained,
Train, Facilitate, partner
Staff, Time, Money
input provided
sensitized, treated,

purchased,
equipment
built
Materials, Equipment
Structures,
Technology, Partners Conditions
facilities
Stakeholders, Among Others
developed,
policies,
products
RBM has its modern day roots in public sector
reforms in a number of countries in the 1980s and
1990s, in response to economic, social and political
pressures, social and political pressures, especially
budget deficits and globalization

PART II project/program
management approaches
A management strategy by which all actors
ensure that their processes, products and
services contribute to the achievement of
desired results (outputs, outcomes and higher
level goals or impact) (UNDP)
 “A management strategy focusing on
performance and achievement of outputs,
outcomes and impacts”.[Organization for
Economic Cooperation and Development
(OECD)]

PART II project/program
management approaches
“management strategy by which processes,
outputs and services contribute to the achievement
of clearly stated expected accomplishments and
objectives. It is focused on achieving results,
improving performance, integrating lessons learned
into management decisions and monitoring and
reporting on performance. [Office of Internal
Oversight Services (OIOS) ]
“aims at improving management effectiveness
and accountability by defining realistic expected
results, monitoring progress toward the
achievement of expected results, integrating
lessons learned into management decisions and
reporting on performance”. [Canadian International

PART II project/program
management approaches
Agency for Development (CIDA)]
Results-based management is a life-
cycle approach to management that
integrates strategy, people,
resources, processes, and
measurements to improve decision
making, transparency, and
THE “TRADITIONAL” SERVICE PROGRAM MODEL

INPUTS ACTIVITIES OUTPUTS

RESOURCES SERVICES PRODUCTS

PART II project/program management approaches

•staff •
classes taught
volunteers
• training  counseling
sessions

conducted
equipment  education 
educational

& supplies  counseling

materials
distributed
 hours
of service
budgets
 mentoring
delivered

participants served
 internships
CONSTRAINTS
regulations

laws

From: Measuring Program Outcomes: A Practical Approach (1996).

 PROGRAM/PROJECT
MODEL WITH RBM

INPUTS
ACTIVITIES OUTPUTS

PART II project/program management approaches

OUTCOMES
From: Measuring Program Outcomes: A Practical Approach (1996).

RESOURCES
SERVICES Products Benefits for

•classes People
•staff
• volunteers •
training taught new knowledge
•
education • counseling increased skills
• equipment
sessions changed attitudes
• supplies •
counseling

conducted or values
•
mentoring
• budget •
internships • educational

materials
CONSTRAINTS
distributed modified behavior
regulations
• hours of

service
•laws
improved condition

delivered

• participants altered status

served
 NOTE: RBM is not a tool; it is a mindset, a way of
working that looks beyond processes, activities,
products and services to focus on the actual
social and economic benefits of projects and

PART II project/program
management approaches
programmes at the level of beneficiaries. RBM is a
system, and like all systems its components must
work harmoniously and cohesively for it to be
effective.
RESULTS
are changes in a state or condition that
derive from a cause-and-effect
relationship. There are three types of such

PART II project/program management

approaches
changes (intended or unintended, positive
and/or negative) that can be set in motion
by a development intervention – outputs,
outcomes and impacts.
RESULTS
are changes in a state or
THE RESULTS CHAIN
condition that derive from a
cause-and-effect IMPACT Positive or negative, primary and
secondary
relationship. There are (GOAL) Changes in the lives of people
long-term effects produced by a
three types of such
changes (intended or
Change
development in intervention,
societal conditions
directly
or
indirectly, intended or unintended.
unintended, positive and/or
negative) that can be set in
PURPOSE
Institutional
The likely or Change: values,short-
term
achieved ethic,
rules, laws

and
motion by a development (Outcome)

PART II project/program management approaches

–medium-term
associated with/to institutional
effects of an
performance,
intervention – outputs, access.
intervention’s outputs.
outcomes and impacts. Behavioural change: knowledge, skills,
attitude
improved and practiced (individual
level)
OUTPUTS
Products, services,
Tangible knowledge/skills
result from the
completion
gained
of as a result
activities of participating
within a developmentin
an
activity
intervention.
ACTIVITIES provision of basic
•Tasks,actions services,that are
or intervention
necessaryseminars,
 training, implemented to produce
feeding
the outputs

session,
•Options taken or work performed using
tutorials, etc.
resources to produce specific outputs

INPUTS human,Resources necessary to be able

knowledge & skills,
to implement/carry out the
financial, logistics, time, etc.
activities
 PART III.
PROJECT
MANAGEMENT
CYCLE
 STAGES IN THE PROJECT CYCLE
Impact Assessment Problem/Need
s Identification

Project
Evaluation Designing/
Planning

PART III
Project Management Cycle
Appraisal
Monitoring Implementation
STAGES IN THE PROJECT CYCLE
Gather information, examine
the context, understand problems,
Problem/Need causes and effects. Find out
who is involved, and what their
s Identification capacities are

Project Set aim and objectives, decide

on activities, develop a plan/
Designing/ budget/ proposal.
Planning
Appraisal Critically assess all aspects
of the project.

Implementation
Conduct/delivery/implementation of the project activities

PART III Project Management Cycle

Collect and analyze
information throughout the
Monitoring life of the project to assess
progress and change/ adapt
accordingly.

Assess the performance of the

project against
Evaluation objectives

Impact Assessment Analyze the long-term wider

social change in relation to the
project
 1. IDENTIFICATION OF PROBLEM/NEEDS
Project identification starts from an
understanding of your organization's mandate
and objectives.
It involves identifying environmental problems

PART III Project Management

Cycle
to be addressed and the needs and interests of
possible beneficiaries and stakeholders.
The problems and the most realistic and
effective interventions are analyzed, and ideas for
projects and other actions are identified and
screened.
 NOTE: A “pressing
1. IDENTIFICATION OF lack of something”
called exigency”
PROBLEM/NEEDS usually becomes a
compelling reason
A SITUATION ANALYSIS includes analyses of needs, to start a project.
interests, strengths and weaknesses of key
stakeholders and beneficiaries.
A NEEDS ASSESSMENT is a systematic process for
determining and addressing needs, or "gaps"

PART III
Project Management Cycle
between current conditions and desired conditions
or Completing
 "wants". a needs assessment, or an analysis of
the situation of the target group, helps
community members identify their desires,
needs, or problems and rank them in order of
priority.
 This analysis enhances understanding of the cause &
effect
relationship of factors and linkages between existing
A. PROBLEM ANALYSIS. problems and the needed actions.
A form of analysis for systematically identifying,
categorizing, specifying if required, and balancing out
objectives of all parties involved in a specific
situation for
B. OBJECTIVE
which the objectives apply. (ends & means).
ANALYSIS.
It is a form of analysis conducted through an examination
of
the interests, problems, fears expectations, limitations
and
potentials of all those who have an influence on the
project

PART III Project Management Cycle

C. STAKEHOLDER or those affected by it.
ANALYSIS. Another form of analysis that is a systematic way of
searching for and deciding on problem solutions. It
follows the problem and objective analysis and is a pre-
requisite to designing action strategies. (goal, purpose,
D. STRATEGY/ALTERNATIVE
ANALYSIS output, component objectives)
PARTICIPATORY RURAL APPRAISAL
Other variations: Participatory Rapid Field Appraisal

First developed in India and Kenya during the 1980’s, it has been
(PRFA) , Participatory
Rapid Rural Appraisal

widely used by non government organizations (NGO’s) working on

the grass-roots level.

It is an intensive, systematic but semi- structured learning

experience carried out in a community by a multi-disciplinary

PART III Project Management Cycle

team which includes community members.

Usually, participatory processes are geared to ensure rapid – but

systematic, accurate and revealing – analyses and problem

solving.
PARTICIPATORY ANALYSIS FOR
Other variations: Participatory Rapid Field Appraisal

COMMUNITY ACTION (PACA)

It is a version of PRA used by the U.S. Peace Corps to ensure that women
(PRFA) , Participatory
Rapid Rural Appraisal

are included in participatory development initiatives.

It is a methodology designed to communicate information, identify needs,

and lay the groundwork for community action to solve problems.

PACA methods may be used in various phases of community action:

PART III Project Management Cycle

analysis, identification of projects, determination of indicators,

monitoring, and evaluation. The analysis part of the process may be

relatively rapid, involving one or more visits to a community.

 It facilitates the development of an effective and open partnership

between the development agents and the representative segments of the

local community to design, implement, and evaluate development

programs.
2. PROJECT DESIGNING AND PLANNING
Creating a PLAN OF ACTION will ensure that the
community agrees on how the project or
development plan will be implemented and how
responsibilities will be assigned and carried
out.

PART III Project Management Cycle

The plan will also establish a projected
timeframe for the project or community
development plan, and engage the community
in the process of identifying and finding
resources and partners needed for
implementation.
 2. PROJECT DESIGNING AND PLANNING

Having a plan of action will not only

help the community continue its role
in participatory development. It will

PART III Project Management Cycle

facilitate discussions with partners,
and is a requirement of most outside
funding sources.
 LOGICAL FRAMEWORK
APPROACH

PART III Project Management Cycle

 The LOGFRAME MATRIX is a concise document that outlines the key
features that lead to a project achieving its goal. It is a participatory Planning,
Monitoring & Evaluation tool whose power depends on the degree to which it
incorporates the full range of views of intended beneficiaries and others who
have a stake in the programme design.

PART III Project Management Cycle

58
 PART III Project Management Cycle
Source: Engr. Rey Gerona, JICA PH
 ADVANTAGES OF THE
LOGICAL FRAMEWORK
Problems are analysed
systematically
The objectives are clearly
formulated, logical and measurable
The risks and conditions for success of a project are taken into

PART III
Project Management Cycle
accountis an objective basis for monitoring and
There
evaluation

YOUR PROJECT PROPOSAL WILL BE COHERENT.

 THE LOGICAL FRAMEWORK
ANALYSIS PHASE PLANNING PHASE

1. Problem analysis: identifying 4. Logframe: defining the

project
stakeholders, their key problems, structure, testing its
internal logic and
constraints and opportunities, formulating objectives in
measurable
determining cause and effect terms, determining means
and cost.
relationships. 5. Activity planning:
determining the
2. Objectives Analysis: developing

PART III Project Management Cycle

sequence and the relation
between the
objectives from the identified activities, estimating
their duration ,
problems, identifying the setting the main stages in
the process,
relationships between the means assigning responsibility.
and the ends. 6. Resources planning: from
the activity
3. Strategy Analysis: identifying the schedule, developing the
input
different strategies to achieve objectives, schedule and the budget.
determining the major objectives (overall
objectives and project purpose or
61
specific objective).
 A. PROBLEM ANALYSIS
Problem tree

EFFECTS
Rice production is insufficient for the
population of village x

The irrigation system is faulty Agricultural practices are unsuitable

PART III Project Management Cycle

The system Some irrigation Support services The farmers
receives structures for farmers are have no
no maintenance have been not available in investment
destroyed the area capacity

CAUSES

62
B. OBJECTIVES ANALYSIS
Transforming Problems into Objectives

Rice production is insufficient for the population Rice production is

sufficient for the
of village x population of village x

The irrigation system is Agricultural practices are The irrigation

Agricultural practices

PART III Project Management Cycle

faulty unsuitable system is working are
appropriate

The system receives Support services for

The system receives
Support services for farmers
no maintenance farmers
proper maintenance
are available
are not available

Some irrigation Farmers do not have Damaged irrigation

Farmers have the
structures investment capacity structures
resources to invest
have been destroyed are repaired

63
 OBJECTIVES’ TREE

ENDS
Rice production is sufficient
Rice production for the
is sufficient for
the population of village x
population of village x

Agricultural practices
Agricultural practicesare

areappropriate

appropriate

PART III Project Management Cycle

The irrigation system
The irrigation isisworking
system working

The system
The system Damaged
Damaged Support
Supportservices
services Farmers
have the
receives irrigation
receives
proper
irrigation
structures
for for farmers
farmers
are available
resources
to
proper
maintenance structures
are repaired are available invest
maintenance are repaired

MEANS

64
 C. STRATEGY/ALTERNATIVE
ANALYSIS
Rice production is sufficient for OVERALL
the population of village x
OBJECTIVE (Impact/Goal)

The irrigation system is Agricultural practices are SPECIFIC

working appropriate OBJECTIVE

PART III Project Management Cycle

(Purpose/Outcome)

The system receives Damaged Support Farmers

proper maintenance irrigation services for have the EXPECTED
RESULTS
structures farmers resources (Output)
are repaired are available to invest

CHOSEN STRATEGY

65
INDICATORS
These are measures of performance

Evidence or proof that a result(s) have been achieved or

attained.
Sometimes referred to as “success indicators” OR “OBJECTIVELY
VERIFIABLE INDICATORS (OVI)”

PART III
Project Management Cycle
Indicators describe how the intended results will be measured,
(objectively verifiable), for accountability purposes

It answers the question “HOW DO YOU KNOW CHANGE HAS

HAPPENED?”
Must be accompanied by BASELINES AND TARGETS
 Source: INTRAC Project Management Toolkit

PART III Project Management Cycle

 ESTABLISHMENT OF BASELINE
& TARGET DATA
– refers to data/information in the subject area
of the intended project that should be gathered
BASELINE during the project identification process &
analyzed to assess the condition or situation of
DATA

PART III
Project Management Cycle
the targeted populations or areas.
• Collection and analysis of such data form the baseline data for
developing indicators for measuring outputs and results.
 BASELINE, TARGETS AND
ACHIEVEMENT
Planned Level of Achievement
Target
Achievement

PART III Project Management

Cycle
Baseline

Current
Level of
Achievement
 PROJECT APPRAISAL
Project formulation begins with the drafting of
a proposal for sponsorship (otherwise termed
concept proposal) that lays out preliminary
ideas, objectives, results, strategies, outputs
and activities.
This CONCEPT PROPOSAL (abstract of a

PART III Project Management

Cycle
complete project proposal) is used as
basis for consultations with implementing
partners and governments.
 FEASIBILITY OF A PROJECT
Feasibility Study
 A feasibility study should form the core of the proposal
preparation process.

PART III Project

Management Cycle
 is used to determine the viability of an idea, such as
ensuring a project is legally and technically feasible as
well as economically justifiable.
 It tells whether a project is worth the investment—in
some cases, a project may not be doable.
 FEASIBILITY OF A PROJECT
Feasibility Study

 It provides stakeholders with the basis for deciding whether

or not to proceed with the project and for choosing the

PART III Project

Management Cycle
most desirable options.
 The feasibility study guides project managers in proposing
reasonable and achievable targets or outcomes.
 Feasibility studies can cover the following areas: technical,
marketing, management and personnel, social, financial, &
environmental.
AREAS OF
PROJECT FEASILIBILITY
1. Technical
Feasibility
 this assessment focuses on the technical resources
available to the organization.

PART
III Project Management Cycle
 It helps organizations determine whether:
 the technical resources meet capacity, and
 the technical team is capable of converting the ideas into working
systems.
 also involves evaluation of the hardware, software, and
other technology requirements of the proposed system.
AREAS OF
PROJECT FEASILIBILITY
2. Economic
Feasibility

 this assessment typically involves cost/ benefits analysis of

the project

PART III
Project Management Cycle
 helps organizations determine the viability, cost, and benefits
associated with a project before financial resources are allocated.
 It also serves as an independent project assessment and
enhances project credibility
 helps decision makers determine the positive economic benefits to
the organization that the proposed project will provide.
AREAS OF
PROJECT FEASILIBILITY
3. Legal Feasibility

 this assessment investigates whether any aspect of

PART III Project

Management Cycle
the proposed project conflicts with legal requirements
like zoning laws, data protection acts, or social media
laws.
AREAS OF
PROJECT FEASILIBILITY
4. Scheduling Feasibility

this assessment is the most important for project

PART III Project

Management Cycle
success; after all, a project will fail if not completed
on time.
In scheduling feasibility, an organization estimates
how much time the project will take to complete.
When these areas have all been examined,
the feasibility study helps identify any
constraints the proposed project may face,
including:

INTERNAL PROJECT Technical, Technology, Budget,

CONSTRAINTS: Resource, etc.

PART III Project Management Cycle

INTERNAL
CORPORATE
CONSTRAINTS:
Financial, Marketing, Export, etc.

EXTERNAL Logistics, Environment, Laws and

CONSTRAINTS: Regulations, etc
 3. PROJECT IMPLEMENTATION
The process whereby “project inputs are converted to
project outputs”. May be looked at as:
– Putting in action the activities of the project.
– Putting into practice what was proposed in the project
document (i.e. transforming the project proposal into
the actual project.)
– Management of the project or executing the project

PART III Project

Management Cycle
intentions.

PROJECT ACTIVATION

• This means making arrangements to have the project started. It

involves coordination and allocation of resources to make
project operational.
 3. PROJECT IMPLEMENTATION
PROJECT OPERATION
• This is practical management of a project. Here, project
inputs are transformed into outputs to achieve immediate
objectives.
PROJECT PLANS
 It involve activities and costs that are needed during a
project implementation

PART III Project

Management Cycle
period, which could be a few weeks, or as much as a
year or longer. In all cases, a project plan has a
beginning and an end.
OPERATIONAL PLANS
 It involve continuous activities, and are usually updated
annually to reflect changes in the activities, costs and
income from the project.
Top-down approach
Implementation mainly done by agencies from
outside the community with limited involvement by
the beneficiaries.

Bottom-up approach

PART III Project

Management Cycle
Beneficiaries implement the project. Outside agencies may
provide the financial resources and technical assistance.

Collaborative participatory approach

• Both top-down and bottom-up approaches to project
implementation are applied in the process.
 4. PROJECT MONITORING
Monitoring is a continuous process that aims
primarily to provide project management and
give the main stakeholders early indications of
progress or lack of progress towards achieving
project objectives.

PART III Project

Management Cycle
A PROGRESS ANALYSIS during project
implementation through monitoring serves to
validate the initial assessment of relevance,
effectiveness and efficiency or to fill in the gaps. It
may also detect early signs of the project’s success
or failure.
 4. PROJECT MONITORING
Monitoring assists project managers and
implementing agencies to address any
impediments to progress and make
adjustments so that results can be achieved
within the designated timeframe.

PART III Project Management

Cycle
Monitoring is an internal process that also looks
at project processes (both programmatic and
financial) and makes changes in assumptions
and risks associated with target groups,
institutions or the surrounding environment.
 4. PROJECT EVALUATION
 Evaluation is a time-bound exercise that
attempts to assess the relevance,
performance and success of current or
completed projects, systematically and
objectively.

PART III Project Management

Cycle
 Evaluation determines to what extent the
intervention has been successful in terms of its
impact, effectiveness, sustainability of results,
and contribution to capacity development.
 4. PROJECT EVALUATION
 Evaluation, more than monitoring, asks
fundamental questions on the how and why
of the overall progress and results of an
intervention in order to improve performance
and generate lessons learned. When carried

PART III Project Management

Cycle
out after project completion, evaluation can
contribute to extracting lessons to be applied
in other projects.
 EVALUATION DESIGN
The design of a program evaluation
sets out the combination of research
methods that will be used to provide
evidence for the key evaluation questions being addressed in
the evaluation brief.

PART
III Project Management Cycle
 The design defines the data that is needed for the evaluation, and when
and how it will be collected.
 The evaluation design needs to ensure that the evaluation will be as
rigorous and systematic as possible, while meeting needs for utility,
feasibility and ethics.
 EVALUATION METHOD
 Quantitative methods are used to measure
the extent and pattern of outcomes
across a program using surveys, outcome
measures and administrative data.

PART III Project Management Cycle

Qualitative methods use observation, in-
depth interviews, and focus groups to
explore in detail the behaviour of people
and organisations and enrich quantitative
findings.
A. PROCESS EVALUATION
 Explore evaluation questions about program
implementation.
 They may describe implementation processes
and the pattern of uptake of or engagement
with services, check whether a program is
being implemented as expected, and

PART III
Project Management Cycle
differentiate bad design (theory failure) from
poor implementation (implementation
failure).

Process evaluations can be used periodically to undertake cycles of

program improvement by informing adjustments to delivery or testing
alternative program delivery processes.
 B. OUTCOME EVALUATION
(Sometimes called impact or results evaluation) aims to
determine whether the program caused demonstrable effects
on the defined target outcomes.

OUTCOME INDICATORS

 An indicator provides evidence that a certain condition

PART III
Project Management Cycle
exists or certain results have or have not been achieved (Brizius &
Campbell, p.A-15)
 Indicators enable decision-makers to assess progress towards the
achievement of intended outputs, outcomes, goals, and
objectives. As such, indicators are an integral part of a results-
based accountability system.
 C. ECONOMIC
C. Economic EVALUATION
Evaluation

• Economic evaluation is used in a summative

way to determine whether the program has
been cost-effective or whether the benefits
exceed the costs, drawing upon the findings
of outcome evaluation.

PART III Project

Management Cycle
• Economic evaluation is also used with a formative purpose
during the program design stage to compare different
potential options, using modelling of the likely outputs and
outcomes, referred to as ex- ante evaluation.
 B. ECONOMIC
C. Economic EVALUATION
Evaluation

• Economic evaluation is used in a summative

way to determine whether the program has
been cost-effective or whether the benefits
exceed the costs, drawing upon the findings
of outcome evaluation.

PART III Project

Management Cycle
• Economic evaluation is also used with a formative purpose
during the program design stage to compare different
potential options, using modelling of the likely outputs and
outcomes, referred to as ex- ante evaluation.
Different Forms
Of Economic Evaluation
focuses on the inputs-outputs relationships and can bring
1. Efficiency useful insights into delivery processes that can point to
Analysis- opportunities for cost-optimisation.
extends the analysis to intended outcomes. . It can be used
to compare the cost-effectiveness of different programs with
2. Cost- the same outcomes, or to determine the most cost-effective
effectiveness delivery options within the same program.

PART III Project Management Cycle

analysis-
is the most comprehensive of the economic appraisal
techniques. It quantifies in money terms all the major costs
and benefits of a program with a view to determining
3. Cost-benefit whether the benefits exceed the costs, and if so by how
analysis- much (expressed as a ratio of benefits to costs).
Other Cross Cutting Consideration
in Project Design
 Environmental compliance
 Labor standards compliance
 Analysis for discriminatory

PART III Project Management Cycle

tendencies vis-à-vis people with
disabilities, the elderly and other sectors
 Financial considerations
 Financial Considerations
in Project Management and Development
FINANCIAL MANAGEMENT
involves the acquisition, handling and control of the funds of the
organization. Adequate internal control mechanisms and checks and
balances are put in place to ensure that these funds are optimized for the
pursuit of the organization's mission.

PART III Project Management Cycle

ACCOUNTING AUDITING
The systematic and comprehensive It is a review of the organization's
recording of financial transactions financial statements for the purpose
of
pertaining to the financial activities of an providing independent confirmation of
the
organization. This also refers to the process financial picture of the
organization.
of summarizing, analyzing and reporting
these transactions.
 FINANCIAL STATEMENTS
These are a collection of reports about an
organization's financial results, financial condition,
and cash flows usually done when a fiscal year
ended.

PART III Project

Management Cycle
It basically represents a formal record of the
financial activities which contains written reports that
quantify the financial strength, performance and
liquidity of an organization or company.
 DIRECT COSTS are expenditures
directly benefiting your target
group/beneficiaries while indirect
cost are those which do not
directly benefit your target group.
They are also referred to as
program cost and administrative
cost respectively.

PART III Project Management

Cycle
The DSWD sets the current standard for expenditure at
80% for program expense and 20% for administrative
expenses.
PART
IV PARTICIPATORY TOOLS,
METHODS, TECHNIQUES, &
STRATEGIES IN MANAGING
PROJECTS
 PROBLEM TREE
(FOR PROBLEM ANALYSIS)
 It is a tool of analysis that illustrates the linkages
between a set of complex issues in a hierarchy
of related factors highlighting a focal problem
and the cause & effect relationship between
several factors.
 This diagram is developed by moving one
problem from a cluster of problems highlighting
in the process the cause and effect
relationship between them.

PART IV
 Participatory Tools, Methods, Techniques &
PART IV Strategies in Managing Projects
 FISHBONE DIAGRAM
 A FISHBONE DIAGRAM, also called a CAUSE AND Ishikawa's
EFFECT DIAGRAM or ISHIKAWA DIAGRAM, is a diagram became
visualization tool for categorizing the potential known as a

Participatory Tools, Methods, Techniques &

causes of a problem in order to identify its root fishbone diagram,

PART IV
Strategies in Managing Projects
causes. obviously,
 Fishbone diagrams are also called 'cause and because it looks
effect diagrams' and Ishikawa diagrams, after like a fishbone.
Kaoru Ishikawa (1915-89), a Japanese professor
specializing in industrial quality management and
engineering who devised the technique in the
1960s.
 Participatory Tools, Methods, Techniques &
PART IV Strategies in Managing Projects
PREFERENCE MATRIX
It is a participatory technique based
on analyzing and identifying problems

Participatory Tools,
Methods, Techniques &
or preferences stakeholders share.

PART IV Strategies in
Managing Projects
The method is to ask participants to list the main
problems their community are confronted with.
Afterwards, ask them to rank these problems in order
of importance .
PREFERENCE MATRIX
The final result is obtained by counting the
number of times that each problem was
judged to be the larger problem over the
others and arranging them in appropriate

Participatory
Tools, Methods, Techniques &
order.

PART IV Strategies
in Managing Projects
 A more systematic technique is called “pairwise ranking”
and uses cards to represent the different problems. The
facilitator shows the “problem cards”, two at a time, each
time asking, “Which is the bigger problem?” As the
participants make the comparisons, the results are
recorded in a matrix.
 Participatory Tools, Methods, Techniques &
PART IV Strategies in Managing Projects
 GENDER ANALYSIS
 The analysis examines the roles and participation of women
and men belonging to specific groups involved in a
development activity.
 In gender analysis, the effects of other variables are taken

Participatory Tools, Methods, Techniques &

into account to provide a complete picture of the factors

PART IV Strategies in Managing Projects

affecting people’s participation in the economy and
development efforts and the impact of these efforts on their
lives. Gender analysis tools. Gender analysis is conducted through various
types of tools, both quantitative and qualitative, such as analysis
of sex-
disaggregated data on national as well as regional and local levels,
and contextual analysis including policies/laws, cultural norms, and
community and household distribution of tasks, allocation of
resources,
and means of decision-making.
 FORCE FIELD
ANALYSIS
 Force field analysis provides a framework
for looking at the factors (forces) that
influence a situation, originally social

Participatory
Tools, Methods, Techniques &
situations. It looks at forces that are either

PART IV
Strategies in Managing Projects
driving movement toward a goal (helping forces) or blocking
movement toward a goal (hindering forces).

The principle, developed by KURT LEWIN, is a significant

contribution to the fields of social science, psychology, social
psychology, organizational development, process
management, and change management.
 DRIVING
Forces/Factors
RESTRAINING
Forces/Factors

Participatory Tools, Meothods, Techniques &

PART IV Strategies in Mnaging Projects
 SWOT ANALYSIS
 SWOT analysis is one of the most widely used tools for
analyzing information and formulating action plans.
 The SWOT analysis tool combines internal and external
information to create a holistic view of the community

Participatory
Tools, Methods, Techniques &
(or organization within a community).

PART IV Strategies in
Managing Projects
Internal information is categorized as the
community’s STRENGTHS AND WEAKNESSES
External information is categorized as
OPPORTUNITIES AND THREATS that may come
to the community from outside sources
 Participatory Tools, Methods, Techniques &
PART IV Strategies in Managing Projects
• THREAT TOWS THREAT – OPPORTUNITIES -
WEAKNESSES - STRENGTH

• OPPORTUNITIES  A TOWS ANALYSIS involves the same

• WEAKNESSES basic process of listing strengths,
weaknesses, opportunities and threats
• STRENGTH as a SWOT analysis, but with a TOWS
NOTE: SWOT vs. TOWS
SWOT and TOWS analysis involve
analysis, threats and opportunities are
examined first and weaknesses and

Participatory Tools, Methods, Techniques &

the same basic steps and likely
produce similar results. The order in
strengths are examined last.

PART IV Strategies in Managing Projects

which managers think about
strengths, weaknesses, threats and
opportunities may, however, have  After creating a list of threats,
an impact on the direction of the
analysis. Michael Watkins of the
opportunistic, weaknesses and
"Harvard Business Review" says that strengths, managers examine ways the
focusing on threats and
opportunities first helps lead to company can take advantage of
productive discussions about what
is going on in the external opportunities and minimize threats by
environment rather than getting
bogged down in abstract
exploiting strengths and overcoming
discussions about what a company weaknesses.
is good at or bad at.
 Four TOWS strategies
• Strength/Opportunity (SO). Here you would use your strengths to exploit
opportunities.
• Weakness/Opportunity (WO). Indicates that you would find options that overcome
weaknesses, and then take advantage of opportunities. So, you mitigate
weaknesses, to exploit opportunities.

Participatory Tools, Methods, Techniques &

• Strength/Threat (ST). One would exploit strengths to overcome any potential
threats.

PART IV Strategies in Managing Projects

• Weakness/Threat (WT). The final
option looks least appealing;
after all, would relish using a
weakness to overcome a
threat? With Weakness/Threat
(WT) strategies one is
attempting to minimise any
weaknesses to avoid possible
threat.
 SAMPLE TOWS
ANALYSIS

Participatory Tools, Methods, Techniques &

PART IV Strategies in Managing Projects
 SOAR

S = STRENGTHS: O=
OPPORTUNITIES:
A= ASPIRATIONS:
R=RESULTS:

It is a strategic planning tool

of
Appreciative Inquiry that focuses
an
S = STRENGTHS: What an organization is organization on its current
strengths and
doing really well, including its assets, vision of the future for
developing its
capabilities, and greatest strategic goals.
accomplishments.

Participatory Tools, Methods, Techniques &

 This tool differs from the
commonly used
O= OPPORTUNITIES: External SWOT (strengths, weaknesses,

PART IV Strategies in Managing Projects

circumstances that could improve opportunities, and threats)
analysis.
profits, unmet customer needs, threats
 SOAR engages all levels and
functional
or weakness reframed into possibilities.
areas of an organization, while
SWOT is
A= ASPIRATIONS: What the organization typically a top-down approach.
With
can be; what the organization desires SOAR, the focus is on the
organization and
to be known for. enhancing what is currently done
well,
R=RESULTS: The tangible, measurable rather than concentrating on
perceived
items that will indicate when the goals threats and/or weaknesses.
and aspirations have been achieved.
SOAR S = STRENGTHS: O= OPPORTUNITIES:
A= ASPIRATIONS: R=RESULTS:

 When conducting a SOAR analysis, the basic questions

to be answered are:

Participatory
Tools, Methods, Techniques &
 What are our greatest strengths?

PART IV Strategies
in Managing Projects
 What are our best opportunities?
 What is our preferred future?
 What are the measurable results that will tell us we’ve
achieved that vision of the future?
 Participatory Tools, Methods, Techniques &
PART IV Strategies in Managing Projects
COMMUNITY (RESOURCE)
MAPPING
 Mapping can be used in various geographic settings
to locate current resources, activity centers, institutions,
and other areas frequented by the groups developing
the map.

Participatory Tools, Methods, Techniques &

 Mapping can be used to diagnose community issues

PART IV
Strategies in Managing Projects
and/or to provide a visual record of the community
that can be revisited for the purpose of monitoring and
evaluation of a project and changes in the
community.
If used in work or residential training settings, and schools or other
institutions, mapping can identify differences in perception, needs,
access to power centers, and other factors of the groups that use
the space.
 Participatory Tools, Methods, Techniques &
PART IV Strategies in Managing Projects
 SEASONAL CALENDARS
 The use of this tool often provides the data
that will help determine when participants
might have disposable time, income, or the
weather conditions to undertake activities or
projects that they identify.

Participatory Tools, Methods, Techniques &

 Creating a seasonal calendar is designed to

PART IV
Strategies in Managing Projects
identify these seasonal variations in
household well-being from the perspective of women and
men, girls and boys.
An understanding of these seasonal variations is important to the
development and implementation of a community action plan
and individual projects.
 Participatory Tools, Methods, Techniques &
PART IV Strategies in Managing Projects
 DAILY ACTIVITY
SCHEDULE
This information provides valuable insights
into both the labor constraints of each group

Participatory
Tools, Methods, Techniques &
as well as the areas where labor-saving

PART IV
Strategies in Managing Projects
technologies might be readily adapted.

 At another level, this technique demonstrates the gender-based

perceptions of the workload of each group. In this sense, the
technique helps to raise awareness of the contribution that
different groups make to overall household welfare.
 DAILY ACTIVITY
SCHEDULE
Charting daily activities raises the
awareness of development workers as well
as the participants that in some cases they

Participatory
Tools, Methods, Techniques &
are actually doing “work” that their culture

PART IV Strategies in
Managing Projects
may perceive as only a “role.”
SHADOWING is a related activity, but focuses on
individually accompanying someone through his or her daily
routine. This technique may be helpful for understanding
roles and responsibilities of men and women as individuals.
 SOCIAL NETWORK MAPPING TOOL
 Donating, loaning and exchanging materials,
labor and other resources occurs in many
communities as a result of complex economic,
social and cultural ties.

Participatory Tools, Methods, Techniques &

 Mapping these relationships can help

PART IV
Strategies in Managing Projects
development workers and community members
discuss them more openly.
More importantly, it allows everyone to see which (if any) families are
excluded from these networks. The tool reveals the most important items
of exchange and can be used to understand ties among subgroups
(ethnic, religious, class, extended families) and between adjacent
villages).
HOUSEHOLD LIVELIHOOD
ANALYSIS It facilitates the identification and under
standing
of a broad hierarchy of causes that affect the
livelihood of a household at several levels.

 LIVELIHOOD. It comprises the capabilities, assets and activities

required for a means of living (Chambers and Conway 1988).

Participatory Tools, Methods, Techniques &

 SUSTAINABLE LIVELIHOOD. A livelihood is sustainable when it can

PART IV Strategies in Managing Projects

cope with and recover from stresses and shocks and maintain or
enhance its capabilities and assets both now and in the future
without undermining the natural resource base (Chambers and
Conway).
 HOUSEHOLD LIVELIHOOD SECURITY. Defined as adequate and
sustainable access to income and resources to meet basic
needs (Frankenberger 1996).
STAKEHOLDER’S ANALYSIS
Creating a map of stakeholders can help the
community identify everyone who needs to be
kept informed.

Participatory
Tools, Methods, Techniques &
 Stakeholders are individuals and organizations that may

PART IV Strategies
in Managing Projects
have an interest in the project. They may be in favor of or
against the project, or they may be neutral, but they are
affected by the project in some way.
 The amount of information provided and the frequency of
communication will vary, based on the needs of each
stakeholder group, but they all must be kept informed.
 Participatory Tools, Methods, Techniques &
PART IV Strategies in Managing Projects
 Participatory Tools, Methods, Techniques &
PART IV Strategies in Managing Projects
 APPRECIATIVE INQUIRY
 It is a tool that incorporates an asset-based
approach by emphasizing a community’s
internal resources and abilities as positive
attributes. Appreciative inquiry is utilized to

Participatory
Tools, Methods, Techniques &
encourage community members to create a

PART IV Strategies
in Managing Projects
list of their resources.
Listing assets and gaps (also called community inventory)
is a simple analytical process that can be used to begin
analyzing information the community has compiled through
community mapping and other information-gathering
activities.
 INSTITUTIONAL (VENN)
DIAGRAMS
 Useful for analyzing existing community
groups and organizations and their relationships

Participatory Tools, Methods, Techniques &

to each other and the community.

PART IV
Strategies in Managing Projects
 The diagram can be constructed to show informal and formal
organizations or groups in the community. It can provide insight into
which individuals and groups have influence on decision making.
 It can also show relationships between the community and outside
groups, such as development agencies or the government.
Institutional diagrams can be used to understand influences on
decision-making.
 Participatory Tools, Methods, Techniques &
PART IV Strategies in Managing Projects
 VISIONING AND
DREAM MAPPING
Communities working on community
development plans should be

Participatory Tools,
Methods, Techniques &
thinking in broad terms about what

PART IV Strategies in Managing

Projects
they want to accomplish in several
areas.
VISIONING AND DREAM MAPPING can help the
community define their view of the future, several
years from now.
 WHERE VISIONING FITS IN

Participatory Tools, Methods, Techniques &

PART IV Strategies in Managing Projects
 OTHER METHODS/TOOLS USED FOR SITUATIONAL
ANALYSIS/NEEDS ASSESSMENT
OBSERVATION
• OPEN, OR UNSTRUCTURED, OBSERVATIONS are not organized
in detail. This method allows for maximum flexibility, although observations

Participatory Tools, Methods, Techniques &

should be focused, systematic and documented.

PART IV Strategies in Managing Projects

• In PARTICIPANT OBSERVATION, the observer shares the life and activities of the
people in the community. Participant observation can help the facilitator
develop a stronger understanding of the community, while developing
relationships that can help facilitate the participatory development process.
• In STRUCTURED OBSERVATION, specific points are identified to be observed in
a predetermined number and type of situations, or among specific groups or
numbers of people. Structured observation generally provides quantitative
information.
 OTHER METHODS/TOOLS USED FOR SITUATIONAL
ANALYSIS/NEEDS ASSESSMENT
INTERVIEWS . Interviews can be used to collect either detailed
information or in-depth information, beyond
what you might be able to collect in a group
meeting.

Participatory Tools, Methods, Techniques &

PART IV
Strategies in Managing Projects
INFORMAL INTERVIEWS
are conversations with a purpose,
but without the constraints of
formal structure.

UNSTRUCTURED INTERVIEWS use a list of topics that the interviewer

covers, but the format and approach
used to cover the topics is flexible.
 OTHER METHODS/TOOLS USED FOR SITUATIONAL
ANALYSIS/NEEDS ASSESSMENT
SEMI-STRUCTURED INTERVIEWS

are based on a written list of

questions or topics that need to

Participatory Tools, Methods, Techniques &

be covered in a particular order.

PART IV
Strategies in Managing Projects
SEMI-STRUCTURED INTERVIEWS STRUCTURED INTERVIEWS

use questionnaires which are closely followed

during the interview.
OTHER METHODS/TOOLS USED FOR SITUATIONAL
ANALYSIS/NEEDS ASSESSMENT
GROUP DISCUSSION The community can also participate in research
groups to determine the needs of diverse members
as well as the community as a whole.

BRAINSTORMING It is an effective tool to gather ideas, opinions, and

Participatory Tools, Methods, Techniques &

(FREE LISTING) information and for stimulating creative thinking,

PART IV
Strategies in Managing Projects
generating new ideas, and ensuring that
everyone’s perspective is captured.
Focus groups are small groups usually selected to
FOCUS GROUPS
provide specialized input to data collection, or to
develop an idea or subject in depth for later use in
interviews, surveys or a large group discussion. Focus
groups can be an effective means to identify and
understand the special needs of diverse groups.
OTHER METHODS/TOOLS USED FOR SITUATIONAL
ANALYSIS/NEEDS ASSESSMENT
ROLE PLAYING AND FISHBOWLS

Asking community members to role play is an effective

way of sharing experience and building understanding

Participatory
Tools, Methods, Techniques &
PART IV Strategies in
Managing Projects
of an issue or situation in the community.
The role play can be presented in a FISHBOWL, in
which the role play is performed at the center of a
circle so everyone can see. At the conclusion of the
role play, community members can comment on
what they observed and share ideas about how to
deal with the issue or situation.
PART
IV PARTICIPATORY
PLANNING
TOOLS
136
WORK BREAKDOWN STRUCTURE (WBS)
A tool for organizing the project work
into manageable sections.
a "deliverable oriented hierarchical
decomposition of the work to be
executed by the project team."

Participatory Planning Tools

The work breakdown structure visually defines the scope
into manageable chunks that a project team can
understand, as each level of the work breakdown structure
provides further definition and detail. (Project Management Body of Knowledge or

PART V
PMBOK)
 WORK BREAKDOWN STRUCTURE (WBS)
 It is done by identifying the major functional
deliverables and subdividing those deliverables
into smaller systems and sub-deliverables.
 These sub-deliverables are further decomposed until a single
person can be assigned. At this level, the specific work

Participatory
Planning Tools
packages required to produce the sub- deliverable are
identified and grouped together.
 The work package represents the list of tasks or "to-dos" to
produce the specific unit of work that people need to
complete by a specific time and within a specific level of

PART V
effort
 STRUCTURE
BREAKDOWN
EXAMPLE OF WORK

PART V Participatory Planning Tools

 GANNT CHART
 A Gantt chart, commonly Each activity is
used in project represented by a bar;
the position and length
management, is one of
of the bar reflects the
the most popular and start date, duration
useful ways of showing and end date of the
activities (tasks or events) activity.

Participatory Planning
Tools
displayed against time. A Gantt chart shows
you what has to be
 On the left of the chart is done (the activities) &
a list of the activities and when (the schedule).
along the top is a suitable Also called
time scale. “CHRONOGRAM”

PART V
 GANNT CHART
The first Gantt chart was devised in the mid
1890s by Karol Adamiecki, a Polish engineer who
ran a steelworks in southern Poland and had
become interested in management ideas and
techniques.

 Some 15 years after Adamiecki, Henry Gantt,

Participatory
Planning Tools
an American engineer and management
consultant, devised his own version of the
chart and it was this that became widely
known and popular in western countries.
Consequently it was Henry Gantt whose
name was to become associated with charts
of this type

PART V
PART V Participatory Planning Tools
 PERT/CPM FOR PROJECT
SCHEDULING & MANAGEMENT
Basically, CPM (Critical Path Method) and
PERT (Programme Evaluation Review
Technique) are project management
techniques, which have been created out of
the need of Western industrial and military
establishments to plan, schedule and control

Participatory Planning Tools

complex projects.

UNIVAC-I computer
 CPM was the discovery of M.R.Walker of E.I.Du
Pont de Nemours & Co. and J.E.Kelly of
Remington Rand, circa 1957. The computation
was designed for the UNIVAC-I computer.

PART V
 1.2 PLANNING, SCHEDULING & CONTROL
Planning, Scheduling (or organising) and Control are
considered to be basic Managerial functions, and
CPM/PERT has been rightfully accorded due importance
in the literature on Operations Research and Quantitative
Analysis.

Participatory Planning Tools

• Far more than the technical benefits, it was found that PERT/CPM
provided a focus around which managers could brain-storm and put
their ideas together. It proved to be a great communication medium
by which thinkers and planners at one level could communicate their
ideas, their doubts and fears to another level. Most important, it
became a useful tool for evaluating the performance of individuals

PART V
and teams.
 PERT-CPM FRAMEWORK

PART V Participatory Planning Tools

DIFFERENTIATING GOAL AND OBJECTIVE
GOALS OBJECTIVES
are an expected or are precise targets that
desired outcome of a are necessary to achieve
planning process. Goals goals. Objectives are
are usually broad, detailed statements of

Participatory Planning
Tools
general expressions of quantitatively or
the guiding principles qualitatively measurable
and aspirations of an results the plan hopes to
organization. accomplish.
Goals are important in Objectives are important
– strategy in – strategy formulation

PART V
implementation
 NEDA GENDER AND DEVELOPMENT (GAD)
GUIDELINE
 In 2004, the National Economic and The set of guidelines serves
Development Authority (NEDA) formulated the as a common instrument
Harmonized Gender and Development among the NEDA,
Guidelines for Project Development, proponent/implementing
Implementation, Monitoring and Evaluation agencies and donor

Participatory Planning Tools

in collaboration with the National Commission organizations for ensuring
on the Role of Filipino Women (NCRFW) and the gender responsiveness
the Official Development Assistance-Gender
and Development (ODA-GAD) Network, with
of programs and projects in
funding support from the United Nations their various stages
Development Programme (UNDP) and the
Asian Development Bank (ADB).

PART V
Source: Harmonized Gender &
Development Guideline for
Project Dev’t, Implementation,
Monitoring and Dev’t, 2010
 BACKGROUND
 In 1993 the National Economic and Development Authority (NEDA) and the
National Commission on the Role of Filipino Women (NCRFW), in conjunction
with various Philippine government agencies, produced the Guidelines for
Developing and Implementing Gender-Responsive Programs and Projects.
 The document sought to assist line or implementing agencies in (1)
complying with Republic Act (RA) No. 7192, known as the Women in
Development and Nation-Building Act, and its Implementing Rules and
Regulations; (2) integrating a gender and development (GAD) perspective in

Participatory Planning Tools

development planning processes and various stages of the project cycle; and
(3) addressing the issues of inadequate sex-disaggregated data and statistics
for development planning and programming.

Since the mid-1990s, most official development assistance (ODA) donors have also
crafted their own GAD guidelines to assist their officers, contractors, and local
partners
in incorporating GAD concerns in the design and implementation of their programs
and
projects. By early 2003, or ten years after the Philippine government issued its
GAD

PART V
guidelines, Philippine government agencies had been contending with often
overlapping GAD checklists.
 BACKGROUND
 In mid-2003, NEDA and the Official Development Assistance Gender and
Development Network (ODA-GAD Network) agreed to harmonize GAD
requirements after reviewing the existing checklists for project development,
implementation, and monitoring and evaluation (M&E). This initiative aimed
to produce a common set of guidelines for the Philippine government
agencies and donors while allowing variations in priorities among them.

Participatory Planning Tools

 The new GAD guidelines reflect the evolution of assistance framework from
Women in Development (WID) to GAD and the current focus on women’s
rights. The current version of the guidelines also incorporates the suggestions
of many groups in the Philippine government that have tried the original set
of guidelines.

PART V
 BACKGROUND
 The GAD guidelines of bilateral and multilateral donors are
generally based on a strategy that treats “gender,” GAD, or gender
equality as a crosscutting theme—one that needs to be
“integrated” or “incorporated” in various aspects of the agency’s
operations, policies, programs,
and projects.
 The Philippine government and its many donors also promote

Participatory Planning Tools

equality between women and men through a “gender
mainstreaming” strategy which includes funding initiatives that
address women’s human rights and gender issues or interventions
that enable organizations and institutions to pursue GAD
mainstreaming.
 The Harmonized Gender and Development Guidelines presents the

PART V
convergence of the GAD frameworks of the Philippines and ODA
donors.
PRINCIPLES
This set of GAD guidelines subscribes to the idea that
development involves the expansion of freedoms and
strengthening of capabilities.
In this connection, it recognizes that equality between
women and men is a key women’s human right;
– participation in development is crucial to the empowerment of women and
men;

Participatory Planning Tools

– gender equality means promoting the equal participation of women as agents
of economic, social, and political change; and
– achieving equality between women and men may involve the introduction of
specific measures designed to eliminate prevailing gender inequalities and
inequities.
NOTE: Projects that have been analyzed and shown to show no

PART V
gender bias may be termed gender-neutral
PROGRAM AND PROJECT DEVELOPMENT:
1. participation of women and men in the identification
of the
The GAD guidelines for development problem;
the identification 2. collection and use of sex-disaggregated data in the
analysis of the
and design of development problem;
development 3. conduct of gender analysis to identify the gender
issues that the
projects and proposed project must address;
programs require 4. goals, objectives, outcomes, and outputs that include
GAD
statements that will address the gender issues in (3);
project proponents
5. activities that respond to the identified gender
issues, including
and evaluators to constraints to women’s participation;
consider ten core 6. conduct of gender analysis of the planned project to
anticipate

Participatory Planning Tools

elements of a gender-related issues arising from the implementation
of the
gender-responsive designed project;
project or program: 7. monitoring indicators and targets which include the
reduction of
gender gaps or improvement of women’s participation;
8. project monitoring and evaluation system that includes
a sex-
disaggregated database;
9. resources and budgets for the activities in (5); and

PART V
10. planned coordination with NCRFW or the agency’s GAD
plans
 GLOSSARY OF OTHER
PART RELEVANT CONCEPTS IN
V
PROJECT DEVELOPMENT
&MANAGEMENT
TITLE PAGE — a simple cover page showing the project title,
community or organization, location, date and contact
information

CONCEPT PROPOSAL/PAPERS –It provide an overview of the

project plan or community development plan, but they provide

in Project
Development Management
Glossary of other
Relevant Concepts
less detail than would be required for a formal grant proposal.
The executive summary prepared as part of the written plan may
be sufficient for many contacts.

A PROJECT OUTLINE would cover the same material as the

concept paper, although in bullet points, A concept paper
would elaborate more, in a few pages.

PART
V
EXECUTIVE SUMMARY (ABSTRACT)—a one page explanation of the project or
development plan. When presenting the document, the executive summary
comes first. Its purpose is to give the reader a quick understanding of what
the project or plan is and why the reader should support it.

VISION, GOALS AND OBJECTIVES— The vision (or dream map) the
community created should be used to express where the community
wants to be when the plan has been implemented. The goals in a

in
Project Development Management

Glossary of other Relevant Concepts

community development plan will identify the various problems the
community intends to solve (or opportunities it intends to pursue).
Objectives should identify specific projects that will be implemented
during the timeframe of the plan to achieve its goals—and vision.

BENEFICIARIES (TARGET GROUP) - In a community development plan, the

beneficiaries are the community itself, although specific groups may be
identified for various goals and objectives. Usually a description of the

PART V
community is included in the situational analysis section of the community
development plan.
Situational Analysis (Background)—a summary of the information
and analysis that the community developed which led them to this
project plan or community development plan. Include information
about the community that helps the reader understand the situation
or the problem the community wants to solve.

Action Plan (Implementation Plan)—The difference between a

in Project
Development Management
Glossary of
other Relevant Concepts
community development plan and a project plan is that the
community development plan is usually a multi-year plan, expressed
in broader terms, such as vision and goals. Objectives in a
community development plan may correspond to the goals of
several project plans (see Vision, Goals and Objectives, above).

Budget (Costs)—put the resources list, with cost and value

information, developed in your action plan, in the format required
by the partner or donor.

PART V
STRATEGIC PLANNING. It is a disciplined effort that produces
fundamental decisions and actions that shape and guide what an
organization is, who it serves, what it does, and why it does it, with
a focus on the future.

A STRATEGIC PLAN is a coherent, unifying and integrative pattern

of decisions and determining a choice between a selected path

in Project
Development Management
Glossary
of other Relevant Concepts
from today to tomorrow. It deals with futurity of present
decisions, developed by organizations to decide where the
organization wants to go and how will it go there.

STRATEGIC MANAGEMENT is the comprehensive collection of

ongoing activities and processes that organizations use to
systematically coordinate and align resources and actions with
mission, vision and strategy throughout an organization.

PART V
Vision. It is a “description of something you want to achieve in the
future”, a“mental perception of the kind of environment an individual,
or an organization, aspires to create within a broad time horizon and
the underlying conditions for the actualization of this perception”

MISSION is the “purpose or reason for the organization’s existence.” A

mission is an enduring statement of purpose that distinguishes one
organization from another.” The mission statement operationalises the

in
Project Development Management
vision of an organization/ community

Glossary
of other Relevant Concepts
GOAL is defined as an “intermediate result to be achieved by a certain
time as part of the grand plan. These are short term milestones or
benchmarks that organizations must achieve in order for long term
long term objectives to be reached.

OBJECTIVES are end results of planned activity, it states what is to be

accomplished by when and should be quantified if possible.

PART V
PART
VI
WHAT IS SOCIAL WELFARE?
This is primarily a set of government programs
intended to address the needs of the public and improve
the well being of people. Social welfare programs and
services are developed in response to gaps and barriers
that serve as obstacles to meeting common human
needs.

Additional Reviewer Relevant

 “The organized system of social services and institutions designed to
aid

PART VI Social Work Concepts

individuals and groups to attain satisfying standards of life and
health.
(Friedlander, 1955)
 It includes those laws, programs, benefits, and services which assures
or
strengthens provisions for meeting social needs recognized as basic to
the well-being of the population and the better functioning of the
social
order. (Wickenden, 1965)
 FUNCTIONS OF SOCIAL WELFARE
restoration of impaired capacities which may either be
1. RESTORATIVE – curative/remedial, and or/ rehabilitative.

2. PREVENTIVE – prevention of social dysfunction

•Dysfunction – the condition, which is normally disruptive, when social systems do

Additional Reviewer Relevant

not function well or cannot interact well with each other. It can be on a personal

PART VI Social Work Concepts

level, family, or even societal level.

provision of individual and social resources aimed at

3. DEVELOPMENTAL – enhancing capacities and promoting growth
 SOCIAL ADMINISTRATION
• Trecker (1971) defines SOCIAL
ADMINISTRATION as a process of
working with people in ways that
release and relate their energies so
that they use all available resources
to accomplish the purpose of

Additional Reviewer Relevant

providing needed community

PART VI Social Work Concepts

services and programs

• It involves the elements of leading,

planning, coordinating, organizing,
staffing, monitoring, and evaluating.
SOCIAL WORK ADMINISTRATION
Administration that requires
knowledge about social
policy and the delivery of
social services, vision for future
planning, an understanding of

Additional Reviewer Relevant

PART VI Social Work Concepts
human behavior, and
commitment to social work
ethics and values.
 SOCIAL PLANNING
• It is the process by which policymakers -
legislators, government agencies, planners,
and, often, funders - try to solve community
problems or improve conditions in the
community by devising and implementing
policies intended to have certain results.

Additional Reviewer Relevant

PART VI Social Work Concepts
• These policies may take the form of laws,
regulations, incentives, media campaigns,
programs or services, information - a wide
range of possibilities.
 SOCIAL DEVELOPMENT
Social Development focuses on the need to “put people first” in
development processes. Social Development promotes social
inclusion of the poor and vulnerable by empowering people,
building cohesive and resilient societies, and making institutions
accessible and accountable to citizens. (World Bank, 2016)

• SOCIAL DEVELOPMENT is also defined as

Additional Reviewer Relevant

prioritizing human needs in the growth and

PART VI
Social Work Concepts
progression of society. The focus is on
improving the lives of regular citizens,
especially the poor, to make society a
better place for everyone
PART DIFFERENT
VII PERSPECTIVES
ON SOCIAL
WELFARE AND
DEVELOPMENT
 RIGHTS BASED DEVELOPMENT
• It is an approach to development promoted by many
development agencies to achieve a positive
transformation anchored on the human rights of individuals.
• It introduced the concept of rights holders (who do not
experience full rights) & duty bearers (the institutions

Social Welfare
Development
Differences
Perspectives on
obligated to fulfill the holders' rights).
The most fundamental definition of a human
rights-based approach is that development
activities aim to respect, protect and fulfill the
human rights codified in the international

PART VII
human rights legal framework. .
 Differences Perspectives on
PART VII Social Welfare Development
 PARTICIPATORY DEVELOPMENT
“Participatory development is
a process through which
stakeholders can influence
and share control over
development initiatives, and

Social Welfare Development

Differences Perspectives
on
over the decisions and
resources that affect
themselves.”
(Framework for Mainstreaming Participatory Development

PART VII
Processes into Bank Operations, ADB. 1996 )
 WHAT ARE STAKEHOLDERS?
• These are individuals, groups or organizations,
whether public or private, that have an interest in
the project or may be affected by it directly or
indirectly.

Social Welfare
Development
Differences
Perspectives on
In its Handbook on Poverty and Social
Analysis, ADB defines stakeholders as “people,
groups or institutions that may be affected by,
can significantly influence or are important to
the achievement of the stated purpose of a

PART VII
project.
STAKEHOLDER GROUPS:
1. General public
2. Government
3. Representative assemblies
4. Civil society organizations (CSO)

Social Welfare Development

Differences Perspectives on
5. Private sector
6. Donor and international financial
institutions
7. Resource providers and development

PART VII
partners
 Differences Perspectives on
PART VII Social Welfare Development
GENDER AND DEVELOPMENT (GAD)
• It is an approach to development that focuses on
everyone: men and women, boys and girls.
• Approaches to development that assume equal
opportunities and benefits to both men and women
without questioning whether a person’s gender
constrains or favors his/her access to resources and

Social
Welfare Development

Differences Perspectives on
participation in decision-making.
• Projects that have been analyzed and shown to show
no gender bias may be termed gender-neutral.
Participatory Analysis for Community Action

PART VII
(PACA) Training Manual 2007
• Gender. A socio-cultural variable that refers to the
comparative, relational, or differential roles,
responsibilities, and activities of males and females. They
are what a society or culture prescribes as proper roles,
behaviors, personal identities, and relationships.
• Gender roles vary among societies, within societies, and
over time; they are not bound to either men or women.

Social Welfare
Development
Differences
Perspectives on
• Sex . As an analytical category, sex distinguishes males
and females exclusively by biological characteristics. For
example, quantitative data are sex-disaggregated,
because the whole universe consists of two sexes, men
and women.

PART VII
 SUSTAINABLE DEVELOPMENT
• Sustainable development is a process for meeting human
development goals while sustaining the ability of natural systems
to continue to provide the natural resources and ecosystem
services upon which the economy and society depend.

"Development that meets the needs of

Social
Welfare Development
Differences
Perspectives on
the present without compromising the
ability of future generations to meet
their own needs.“ [World Commission on
Environment and Development’s (the Brundtland
Commission) report Our Common Future (Oxford:
Oxford University Press, 198]).

PART VII
Development is said to be sustainable when it is able to
continue on its own without outside support. It is a
process in which men and women learn to build on
their own strengths, to take charge of their lives, and to
address their expressed needs. It is sustainable if the
effort is:
• Culturally sustainable

Social Welfare Development

Differences Perspectives on
• Politically sustainable
• Economically sustainable
• Managerially sustainable
• Environmentally sustainable

PART VII
PACA: Using Participatory Analysis for Community Action, 2005
• This approach emphasizes the positive attributes of the
community and what has worked well in the past. It
provides motivation and helps people learn how to
repeat successes.

Social Welfare Development

Differences Perspectives on
• Information gathering begins by acknowledging what is
working at the present time, what resources are already
available in the community and what assets are present
for creating change in order to develop a positive,
practical approach to change.

PART VII
Programming and Training Booklet 2: How to Design or
Revise a
Project [ICE No.
M0067].
• concentrates wholly on identifying and eliciting
the client system’s strengths and assets in assisting
them with their problems and goals

Social Welfare Development

Differences Perspectives on
• instead of focusing on clients' problems and
deficits, the strengths perspective centers on
clients' abilities, talents, and resources
Programming and Training Booklet 2: How to Design or
Revise a
Project [ICE No.
M0067].

PART VII