Programme/Project

Development Guide
Department of Community Health Sciences
The Aga Khan University
[Link] Nazish
Table of Contents:
1. Introduction………………………………………………………………………………………………………3-6
1.1 Purpose of this guide……………………………………………………………………………………3-4
1.2 Key concepts………………………………………………………………………………………………..5-6
2. Problem Analysis………………………………………………………………………………………………7-12
2.1 Situational Analysis………………………………………………………………………………………7-8
2.2 Stakeholder Analysis……………………………………………………………………………………….8
2.3 SWOT Analysis……………………………………………………………………………………………… 9
2.4 Problem tree…………………………………………………………………………………………….10-11
2.5 Objective tree………………………………………………………………………………………………..11
2.6 Project concept…………………………………………………………………………………………11-12
3. Design phase……………………………………………………………………………………………………13-26.
3.1 Logical Framework Approach……………………………………………………………………..13-18
3.2 Monitoring and Evaluation Plan …………………………………………………………………18-23
3.3 Project/Activity Plan……………………………………………………………………………………23-24
3.4 Budget……………………………………………………………………………………………………………..25
3.5 Submitting a proposal………………………………………………………………………………………26

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Acknowledgement:

The material in this guide was adapted from many sources. We are particularly grateful to the following
publications:

• Gawler,2005. Project Design in context of project management

• Guidelines for Monitoring and Evaluation for Biodiversity Projects. 1998. World Bank.
• Project Cycle Management. 1993. Commission of the European Communities. Brussels.

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1. Introduction

1.1 Purpose of this guide

The purpose of this guide is to provide health care professionals / programme managers with a
quick and accessible reference to design comprehensive, effective and measurable public health
programmes that can deliver improved health [Link] focuses upon the identification,
formulation, and design stages of the project cycle. It provides guidance regarding setting project
objectives and reviewing alternative approaches to solve a given development problem. It
emphasises the involvement of stakeholders from the outset of project identification. A logical
framework (‘Logframe’) is introduced as a tool for project formulation, appraisal and
management. Other tools are introduced for assessment of sustainability and for planning
implementation.

A typical project has five main phases, these phases are progressive i.e each phase needs to be
completed before the next one to be tackled with success.
1. Initiation /problem identification
2. Planning/design phase
3. Implementation and monitoring
4. Evaluation
5. Close-out

Figure-1 , sets out a process for project development which comprises the first two steps in the
project cycle i.e problem identification and design of a project. Each of the key stages presented
in boxes are covered in this document. It is important to note that the process may not occur in
exactly this order and that the stages are interdependent. Changes to one stage in the process
may require changes to each of the others.

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Figure 1: Project formulation- flow diagram

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1.2 Key concepts

a) Programme : A programme is a set of coordinated projects implemented to meet specific

objectives within defined time, cost and performance parameters. Programmes aimed at
achieving a common goal are grouped under a common entity (country plan, operation,
alliance, etc.).

b) Project: A project is a set of coordinated activities implemented to meet specific

objectives within defined time, cost and performance parameters. Projects aim to achieve
a common programme goal.

c) Public health programme :A public health program is any organized public health action,
such as direct services, community mobilization, research, evaluation, surveillance, policy
development, laboratory diagnostics, and communication campaigns.

d) Budget and resources: Budgets are key inputs to the programme cycle. An outline of
financial costs involved in implementing the proposed project and other essential
resources.

e) Monitoring: Monitoring is the regular collection of information about all project activities.
It shows whether things are going to plan and helps project managers to identify and solve
problems quickly. It keeps track of project inputs and outputs such as:
● activities;
● reporting and documentation;
● finances and budgets;
● supplies and equipment

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f) Evaluation:An evaluation asks whether a project is achieving what it set out to do, and
whether it is making a difference. If this is happening the evaluation seeks to understand
how and why the intervention has worked so well. If the project is unsuccessful, questions
are raised as to what could have been done better or differently. Evaluations thus keep
track of key outcomes and impacts related to the different project components, assessing
whether the objectives, aims and goals are being achieved.

[We can add a few more definitions based on the topics covered in lectures ]

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2. Initiation / Problem Analysis
During this phase, the situation at national, sub-national, institutional level is analysed to identify
problems, constraints, and opportunities which the programme/project could address.

Considerations at the programme level: For large programmes or in situations where there are
insufficient macro-level analysis and data, a series of workshops is recommended for the problem
analysis. The analysis will often take several weeks while information is gathered. Partners may
need to review existing studies or commission new studies. In some cases, a macro-level capacity
assessment may be commissioned to assess key areas of strength and weakness in national
capacity that may need to be addressed in the programme.

Considerations at the project level: For smaller projects, focus group discussions and
consultations with various stakeholders may suffice to conduct the problem analysis. However,
it is generally recommended to bring different stakeholders together in one place so that the
whole group may benefit from discussing different points of view. Large or complex projects may
require a series of workshops similar to a programme. Even in smaller projects, it should not be
assumed that all the issues will be identified and clearly understood by the stakeholders based
on only an initial discussion, which may also only involve a few persons.

Skills/Tools: There are a number of tools used to assess and analyse problem for project
development, in particular
● Situation analysis/Information gathering
● Stakeholder analysis
● SWOT analysis
● Problem Tree Analysis
2.1 Situational Analysis: It is a systematic process of analyzing the situation (bigger-context)
before the project is developed. Situational Analysis examines the factors that exist in the
environment and the social, economic, political, and institutional systems that affect project

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targets. It involves careful observation and understanding of the variables influencing a given
situation.
Key steps in a situation analysis include:
● Define the boundaries of project concept (geographic area, thematic issues, key
parties, the specific issue you seek to address)
● Identify: trends in conditions, pressures being exerted on the people and the
environment, underlying forces driving the pressures, and the responses to the pressures
at the international, national and local levels
● Identify key information gaps (you may be able to address these gaps at some stage
to better design your project)
● Discuss the analysis and identify the major significant issues requiring attention – then
decide which ones are most relevant or prioritize
2.2 Stakeholder Analysis:
Any individuals, groups of people, institutions or firms that may have a significant interest in the
success or failure of a project (either as implementers, facilitators, beneficiaries or adversaries)
are defined as ‘stakeholders’. A basic premise behind stakeholder analysis is that different groups
have different concerns, capacities and interests, and that these need to be explicitly understood
and recognized in the process of problem identification, objective setting and strategy selection.
Stakeholder analysis and Problem analysis are closely connected; without the opinion of
interested parties on the problem, there will be no clarity on the nature of the problem, nor on
the needs of the individuals concerned, nor on the possible solutions.
The following matrix can be used as a tool for collecting information during this phase of analysis:
Table 1: Stakeholder Analysis Table
Stakeholder Interest and Capacity and Possible actions to
how affected by the motivation to bring address stakeholder
problem about change interests

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2.3 SWOT Analysis: It is another important dimension to consider in developing a project. This
can be achieved through an analysis of strengths, weakness, opportunity and threats(SWOT) to
establish the factors with potential impact on success or failure of intervention. The information
from SWOT analysis can be used while writing a funding application, it can be built on strengths,
addressing weaknesses, using the opportunities and confronting any threats through the
proposed project. It will demonstrate a realistic and accurate picture of the organisation/
environment that the proposed project will work in.

Strengths Weaknesses

Opportunities Threats

Table 2: SWOT Matrix

2.4 Problem tree analysis: It is a technique used in the development of projects. It helps find
solutions by mapping out the anatomy of cause and effect around the issue. As the problem can
be broken down into manageable and definable chunks, it enables a clearer prioritization of
factors and helps focus on the objectives. There is a better understanding of the problem and its
often interconnected and even contradictory causes. The process of analysis often helps build a
shared sense of understanding, purpose and action.

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An example of problem tree is given below;

Figure 2: Problem tree analysis

Figure 3: Transforming problem into objectives

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2.5 Objective tree: - The Problem tree is closely linked to the Objectives tree, another key tool
used for programme/project development. The Problem tree can be converted into an objective
tree by rephrasing each of the problems into positive desirable outcomes – as if the problem had
already been treated. This can further help in analysing possible strategies. Different groups of
similar objectives identified in the problem tree become strategies.

Figure 4: Objective tree analysis

2.6 Project concept: After mapping out the key problems, objectives and possible strategies, it
is important to decide which problems the project aims to address. This will be determined by
what is within the scope and expertise but most importantly dictated by what really needs to be
done to get to the heart of the issue and have the desired impact. A project concept paper can
be written at this stage. A brief conceptualization of a project intervention prepared prior to a

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feasibility study and ultimately a full, participatory project design undertaking. The purpose of
drafting a concept paper is to conceptualize potential strategies in a form that can be analysed
and prioritized for internal review.

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3. Project Design

The project design process can be time consuming and costly. At the same time, project sustainability
depends more on thorough initial planning and problem identification and analysis than on any other
factor. A properly planned project addresses the real needs of its target groups. The existing situation
must be interpreted in the light of the interests of the parties concerned, who often see it in completely
different ways. Regardless of the specific requirements of a given donor, it is advisable to develop
A logical framework, Monitoring and evaluation plan; and Project Budget as key elements of a
well-designed project.

Tools/Skills:
● A logical framework
● Monitoring Matrix
● Evaluation Matrix

3.1 Logical Framework: The project identification tools particularly the Problem/Objectives tree
feed directly into the log-frame. A log-frame matrix summarises the results of the entire planning
process and presents the project in a nutshell.
Log-frames summarise:
● What the project is going to do,
● What resources are required (time, money, people),
● What are the potential problems which could affect the success of the project,
● How progress and the ultimate success of the project will be measured and proved.

The Logic Matrix:

The first step in filling in the log frame is formulating project objectives from priorities selected
in the objective [Link] hierarchy of objectives will determine their placement in the project
logical [Link] lower level objectives will usually be included as activities or outputs and
higher level objectives as project target or ultimate goal.

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Definitions:
a. Strategic Objective: The higher-level goals towards which the programme/project is
expected to contribute (e.g Reduced morbidity and mortality due to non-communicable
diseases)
b. Project goal: The ultimate effects or changes anticipated as a consequence of
programme/project outputs (e.g Improved NCD management and control)
c. Target: Target or results are formulated, drawing on the objectives prioritized in the
strategy analysis. A limited number of sharp and focused targets are key ingredients of
projects. Together they should achieve project goals. (Early detection / improved
treatment)
d. Output: Outputs needed to achieve targets. They are the results that can be directly
influenced, and for which the project management team is responsible (screening,
treatment compliance)
e. Activities: The activities that will be undertaken in order to produce the intended outputs
( e.g staff trainings , developing screening algorithms, treatment and management guides,
providing affordable diagnostics and medicine)
f. Measurable indicators: One primary purpose of the logic model is to explore the identify
how the key project activities, outputs and outcomes can be effectively monitored in
order to assess the extent to which project is progressing as intended. In particular, the
process involves generating information and documentation of the expected outputs and
outcomes, although the logical model requires the identification of a set of objectively
verifiable indicators at each level;
Strategic objectives: measures to verify the extent to which overall objective is/are
accomplished
Project goal: measures to verify the extent to which project goal is/are achieved
Targets: measures to verify the extent to which outcome targets are achieved
Outputs: measures to verify which output targets are achieved
Activities: measures to inputs i.e resources required to undertake the activities

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 Box 1 : SMART
SMART is an acronym that summarises the five key criteria for a well-designed objective,
goal, target, outcome,activity or indicator
Specific : Who,what,how many,percentage change,direction/trend(increase,decrease)
Measurable: Can information be collected to prove that this has been done?
Achievable:Is doing this going to be practical and cost effective within the project’s set
budget,human resources and time frame?
Relevant:Will this directly contribute to the goal/purpose/output achieved? In case of
indicators, will it really prove that the goal/purpose/output has been achieved?

g. Means of Verification: Once indicators have been developed; you need to decide how
you are going to source information/data for each indicator along with how you will
collect this information – this is the means of verification.
The sources may be:
• secondary (someone else gathered it) e.g. via a National survey,
• primary (you gathered it yourself) e.g. via a survey you did yourself with project
funds.
h. Assumptions/Risks: Many projects succeed in doing the activities they plan, but fail to
make the impact they desire because of factors outside their influence. That is why it is
important to identify the significant aspects of the environment within which the project
will be operating that could ‘make or break’ the project.
The logic model requires identification of important conditions or events outside the
control of the project management team that are seen as necessary.
● to contribute to the goal
● for achievement of specific outcomes
● for production of intended outputs
● for implementation to begin and continue in a sustained manner

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 Assumptions are outside the scope of the project (beyond the project’s control), yet their
fulfillment is necessary for the successful achievement of each objective. Risks are the
same thing but expressed negatively (things that could cause problems for your project).
g) Activities: Activities are the action components needed to accomplish the objectives.
Each objective should have an activity or group of activities associated with it and these
should be listed with a timeframe.

Table 3 : Logical Framework

Verifiable Indicators Means of Assumptions

verification

Strategic How are we going to measure How are we going to N/A

Objective our contribution to the strategic get the information
The ultimate objective? to prove the
objective to What will we have changed by indicator
which the the end of the project?
project will
contribute

Project Goal How are we going to prove that What are the Describe the critical
A one the goal has been achieved sources of conditions for
statement information for achieving the goal
summary of the indicators? that are not within
intended effect control of the
of the project. project.
The change that What are the
will occur if the external factors and
project conditions that we
objectives are can’t control which
achieved. are necessary to
achieve the purpose

Targets How are we going to know if we How will we Factors and

Set of main are achieving targets? measure target conditions to achieve
achievements indicators? the targets?
that must be
realised for the
project to
achieve its goal

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 Output How are we going to know How are we going to What external
Results that are whether we are able to achieve measure the factors and
directly our project output or results indicator? conditions are we
influenced by and what its impact was? Where are we going relying on to achieve
project team The indicators need to state: to get this each output?
What? information?
How much? and
By when?

Activities Resources-- Who will be What pre-conditions

Activities set requirement,materials,funds,sta incharge of ensuring are required before
out how each ff required to implement these this activity will be the activity starts
output will be [Link] information is completed (lead)
carried out foundation of the budget who will be involved
(support team,
partners)

Use of Logic Model:

● To summarize and test the underlying logic of the project /intervention. This should be
included in the initial assessment of plausibility, feasibility and context dependency.
● To promote common interventions of the intervention
● To define indicators of success /failure and provide the basis for the design of the
monitoring and evaluation framework
● To identify sources of data that can be used to verify implementation failure and
accomplishments
● To specify all assumptions that, if incorrect, would have serious adverse consequences for
the project
● To tract significant revisions of the implementation plan over time, and facilitate
modification of the logical framework accordingly.

Testing the logic:

Once you are happy with the overall goal, purpose, objectives, indicators, assumptions and
activities, test the logic of framework:
Working from bottom up, ask

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 ● Once all these activities are done will the target be achieved?
● Once targets are done,will the goal be achieved
● Will the indicators and means of verification effectively measure the progress of the
project?
● Are the assumptions reasonable-or do they indicate that there is too much risk that the
project will fail?
● Does the log-frame contain all the elements it needs to contain (and only those elements)
and overlooks nothing important?

3.2 Monitoring and Evaluation

Effective and timely decision making requires information from regular and planned monitoring
and evaluation activities. Planning for monitoring and evaluation must start at the time of
programme or project design, and they must be planned together. While monitoring provides
real-time information on ongoing programme or project implementation required by
management, evaluation provides more in-depth assessments. The monitoring process can
generate questions to be answered by evaluation. Also, evaluation draws heavily on data
generated through monitoring, including baseline data, information on the programme or
project implementation process, and measurements of progress towards the planned results
through indicators.

Monitoring Plan: Monitoring is seen as an essential aspect of good management. Good

monitoring systems are needed if development programmes are to be implemented effectively,
and their successor programmes to be made more effective. Therefore, a well-developed
monitoring plan is a critical component of programme design.

A description of the monitoring component should include the following:

● Identifying the resources needed for the project, including staff, supplies,
equipment, logistics and funds, and precautions that will be taken to ensure that these
resources will be used appropriately.

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 ● Adherence to the processes and procedures to ensure that they are being followed
correctly and timely. This includes the intent to monitor roles, responsibilities and
activities of each team member in relation to the project as a whole to ensure that the
work plan will be carried out as planned. Also, the measures that will be taken to identify
delays or difficulties.
● Plans of how the project team intends to communicate and coordinate with the
collaborating groups and/or funding authorities.

Monitoring Matrix:
A recommended format for the monitoring matrix is included here, table 4. The project log frame
provides the first three columns (targets, indicators, sources of verification, and assumptions).
The status of each indicator and each assumption is then reported on a six-monthly or annual
basis. Usually the monitoring matrix is focused on the higher-level project goal and targets,
although outputs could also be included and reported on if so desired. The matrix is also used to
record any problems that may have been encountered, and corrective actions taken. Thus any
changes in project strategy in response to changing conditions can be recorded here as well.
Other powerful tools also exist, in addition to the monitoring matrix, to enhance the impact of
project and programme reporting. Visual or graphical presentations of changes over time are
among the best ways of communicating project success.

Table 4 : Monitoring matrix

Project or programme:
Reporting period:
Intervention Logic Indicator(s) Source of Status Any Problem(s) Action(s)
verification encountered
Project goal:
Target 1:
Assumption for target
1
Target 2

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Assumption for target
2

Use of monitoring:
● Monitoring shows whether particular undertaking has been successful in achieving its
stated goals
● The process of monitoring can provide an early warning system, giving vital and timely
information, so that the project can adapt to changing conditions
● Monitoring is an effective way of assessing the effectiveness of pilot activity
● Regular monitoring provides information needed for successful evaluations

Evaluation plan: This should be included in the project plan/proposal, outlining exactly how you
will demonstrate whether or not the project meets its objectives. It is generally recommended
to allocate approximately 10 % of the total budget to evaluation. Often project teams hire a
consultant to conduct their project evaluation. It should be mentioned in the project
plan/proposal whether evaluation will be conducted by an internal team member or external
consultant.
The evaluation plan demonstrates how project objectives will be met and indicates how to keep
track of the changes in the project plan and problems encountered and solved (or not solved).

An evaluation plan should also consider the following:

● Identifies who will use the evaluation findings
● Describe information needed, sources and evaluation instruments/methods
● Examine how the project objectives will be met
● Tracks the expected impact of the project/programme
● Demonstrate that the scope of evaluation is appropriate.
Evaluation plan should include both a concern for formative and process evaluation (evaluation
while the project is being conducted) and summative or product evaluation (evaluation that is
conducted at the end of the project to demonstrate the project has fulfilled what was

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proposed). If the project is more than one year long, then the intent to submit annual
evaluations and reports should be mentioned.

Evaluation Matrix: Table 5 presents a suggested format for an evaluation matrix. A classic set
of key issues and questions involve: relevance, effectiveness, efficiency, impact, and
sustainability. Specific sub-questions are then developed to provide a concrete orientation for
each of these themes. Indicators give the evaluators something to measure, and make the sub-
questions more tangible. Examples of data sources include: people (certain groups or
individuals), specific documents or other resources, and direct observation.

Table 5: Evaluation Matrix

Issues Key questions Sub-questions Indicators Data sources
Relevance
Do stakeholders
care about the
project and
believe it makes
sense?
Effectiveness
Is the project
achieving the
intended results?
Efficiency
Is the project
achieving results
at a reasonable
cost?
Impact
What effects has
the project had on

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 the broader
context
(stakeholder
groups,
organizations,
communities,
policies,
ecoregions)?
Sustainability
What evidence is
there that the
results or
activities of the
project will
continue beyond
the project
lifetime?

Monitoring and evaluation assess the impact and success at various stages of a project. Several
approaches have been used to measure how well a programme or service has been
implemented. Some evaluation strategies infer implementation success by measuring treatment
outcomes or measuring the actual targets of implementation, quantifying for example the
desired provider behaviors associated with delivering effective treatment.

Why do you need to evaluate?

Evaluations are usually conducted with a view to:
1. Impact: Determine the actual external impact of the undertaking, and prioritise future efforts
(based on what works well and what doesn’t).

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2. Accountability and transparency: Assessment of project performance to plan and with respect
to the use of project funds.
3. Institutional learning: developing recommendations for the guidance of similar projects in the
future, and
4. Management: Improving present project implementation by drawing key lessons learned so
far and applying them to the current project (adaptive management).

3.3 Project/work plan:

A project plan presents a clear indication of the time frame for the project and when each aspect
of the project will be implemented. Often a work plan or timeline is displayed most effectively in
a graphic, table or spreadsheet. If presented well, the timeline demonstrates the feasibility of the
project in a very visible way. The work plan will identify tasks; when the activity will take place;
and by whom (responsibility and accountability)

Why do we need a project plan?

There are several important reasons for project planning and its value cannot be overstated. A
plan establishes a common goal for the project and a clear understanding of the project activities
and processes.

Effective planning:
● Facilitates the development of project focus;
● Ensures consensus around project development strategy and plan;
● Ensures ownership of the project
● Ensures everyone understands who is doing what , when, how each action impacts the
project as a whole;
● Enhances teamwork and transparency
● Facilitates project monitoring and identification issues
● Facilitates project evaluation and reporting
● Provides management/donors with information for project review

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A project plan identifies each task and activity that will be completed throughout the duration of
the project. The plan establishes expectations from team members and standards that must be
met. Individual team member’s responsibilities are outlined as well as timelines for when each
task or activity will be completed. The project plan establishes the magnitude of the project in
order to be able to develop an appropriate budget to carry out the plan. It helps anticipate or
identify potential barriers or constraints in adhering to the timetable, implementation and/or
completion of the project and suggest possible solutions.

Procedure for developing work plan :

● Copy the activities from the log frame into an activity scheduling format
● Break the activities down into sub-activities or manageable tasks. Make them sufficiently
simple so that they can be managed easily. Each task could be assigned to an individual.
● Once the activities have been broken down into sufficient detail, check how they may
relate to each other sequentially. Are any activities dependent on the start-up or
completion of another?
● Specify the timing for each sub-activitiy, making as realistic an estimate as possible.
Realism can always be improved by consulting with the implementers!
● Make an overall estimate of the start-up, duration and completion of each of the main
activities.
● Define milestones. These provide a basis for managing and monitoring project
implementation. They are key events (or dates) that provide a measure of progress.
● Define the expertise required for each activity. This is a good opportunity to check
whether the work plan is feasible, given the human resources available.
● Allocate responsibility for each activity to a given individual, and tasks among the team.
With task allocation comes accountability and responsibility for achieving the milestones.
Task allocation must take into account the capability, skills and experience of each
member of the team.

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 ● Summarize this information in a graphic format e.g gantt chart. While the overall project
schedule may specify activities on only a quarterly basis, an individual’s quarterly work
plan would be drawn up using a more detailed timeframe.

3.4 Budget

Well-constructed budgets provide a critical ‘reality check’ as to what can be achieved. Budget
should stem directly from the planned activities in the log-frame. It should be at an appropriate
level of detail to enable a good project. A well-designed project plan is critical for realistically
estimating the time and resources required on a project. The means are the human, material and
financial resources required to undertake the planned activities and implement and manage the
project. In order to provide an accurate estimate of the means and costs required for a project,
the planned activities and management support (including data collection and monitoring) must
be specified in sufficient detail. This is done by translating the activities from the intervention
logic of the logical framework into an activity schedule for the lifetime of the project, and then
costing this out together with requirements for equipment and materials.
A good budget will consider:
• Full costing of the project/programme (including indirect costs),
• Contingencies/flexibility,
• Co-finance requirements,
• Cash-flow implications,
• Currency and other financial risks, and
• Whether the donor will require an audit, if so what will be the scope? Audits need
to be factored into the budget and may also require specific administrative
procedures. As such it must be factored into the project planning stage.
[ We can add a budget template?]

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3.5 Project Proposal

Once the log-frame, M&E plan and budget are complete, you have all the critical information that
you need for providing an excellent summary of your project. You can use the log-frame as a
basis for any application even if a donor does not request one.
If you have selected your target donor(s), the next step is to write your proposal:
● Always follow the exact specifications in the application. Read the guidelines, make sure
you understand them perfectly and contact the funder with any questions you may have.
● Always contact the funders directly, before you start writing the proposal. Think
of the funder as a resource:
a) Some funders offer technical assistance, others do not.
b) Ask for technical assistance, including a review of proposal drafts.
c) Inquire about how proposals are reviewed and how decisions are made.
● Know the submission deadline
a) Plan to submit your proposal on or preferably before the deadline.
b) Be realistic about whether you have time to prepare a competitive proposal
that meets the deadline.
● A written grant proposal is the primary tool that most funders use for making grant
decisions. In a nutshell, the grant proposal is your opportunity to communicate to the
funder who you are, why you are seeking a grant, what you plan to do with the money,
and why you are a good fit with the funder's priorities.
● The funding process is a competitive process – think how your project stands
out.

[ Example of PC1 document and some other proposals can be given , pls suggest ]

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