• PCM provides a consistent approach at all stages of the project cycle ensuring that the focus stays on the beneficiary, that a comprehensive overview of the project is available at all times and that monitoring and evaluation takes place effectively. This approach enhances the feasibility, relevance and sustainability of projects and programmes.
  When we use the word 'project' in for example Project Cycle Management, we do also mean 'programme', as the concepts discussed will also apply to these.
  
  During the phases of the project cycle the project cycle manager(s) are responsible for the steering and the verification of quality performance of the processes through the different phases. This means that in each phase specific tasks are at hand. Be aware that there may be a few project cycle managers pulling on the steering, though not always all into the same direction! Project Cycle Managers can function in the donor organisations, the European NGO’s, the Ministry of Planning or the recipient country, the Ministry of Finance, the local NGO’s, etc., etc. In certain organisations it may also be that different persons (project cycle managers) manage different phases (e.g. financing and evaluation).
  
  For more specific information on the characteristics of each phase we refer to the respective chapters in the FAQ - EN -  (Frequently Asked Questions)

• Organise an internal discussion on policy and strategies of both the recipient country and the donor organisation.
• Organise a participatory workshop to weigh as against to the policy objectives the different sectors and their specific problems justifying support.
• Collect evaluation findings on the sectors selected.
• Develop a strategy and criteria of how to comply with the strategy.
• Estimate a budget framework;

• To verify the cohesion of the idea and the policy and strategy framework.
• To verify whether the project idea is relevant to the beneficiarie.
• To see to it that the beneficiaries are clearly specified and their perception listened to.
• To initiate and verify the quality of the identification of the real existing pressing problems and their causes.
• Assure that no pre-conceived solution is accepted without having verified the relevance to the beneficiaries.
• To launch a proper identification process if in doubt about the quality of the existing information.
• Draft the Terms of Reference for the identification process.
• If found opportune to identify and contract a moderator to guide the participatory workshop with the key stakeholders.
• Ensure the verification and incorporation of relevant lessons from evaluations (from different donors).
• To assess the ‘pre-feasibility study document and check the presence and quality of all the required information.
• To ensure an agreement of principle on a possible project by decision makers on the choice of the project idea and the beneficiaries

>Formulation

During this phase the roles of the project cycle manager(s) are:

• To verify whether the identification has been properly done.
• If not yet done in the previous phase, to assess the ‘pre-feasibility study document and check the presence and quality of all the required information.
• To ensure an agreement of principle on a possible project by decision makers on the choice of the project idea and the beneficiaries.
• To formulate the Terms of Reference of the feasibility study.
• To select the team of consultants with the right technical, social, cultural, environmental, financial, economic, and managerial expertise to carry out the feasibility study and formulate the project proposal.
• To monitor the proper implementation of the feasibility study.
• To receive and assess the quality of the feasibility study and the attached project proposal (the design of the project presenting the objectives and the WHAT should be done by the project, is to be summarised in the form of a Logical Framework matrix, and the HOW the implementation is going to be organised internally by the implementing agencies is to be presented in separate Management Matrixes for each of the agencies as well as for the project management providing support to the respective agencies).
• Request for a letter of commitment from the recipient authorities and intended implementing agencies.
• To transpose the information presented in the feasibility study and attached draft project proposal into the required format of the proposal.
• Have the budget and technical design verified by external expertise.
• Present the project proposal to the decision makers.

>Financing

During this phase the roles of the project cycle manager(s) are:

• Identify the budget allocation.
• Initiate and follow-up the tendering process - select consultants or / and implementing agencies.
• Negotiate the pre-conditions and assumptions with the recipient authorities.
• Prepare the financing agreement with the recipient authorities.

>Implementation

During this phase the roles of the project cycle manager(s) are:

• To ensure the preparation of the Plan of Operations by the implementing agencies.
• To organise a participatory start-up workshop to reach common understanding among the different actors about detailed activities, time schedules, responsibilities, allocation schedule of resources, reporting requirements, monitoring system and indicators of success.
• To insist on the proper implementation of the monitoring system
• To initiate a discussion on possible corrective measures if problems crop up.
• To initiate a mid-term or review evaluation (Terms of Reference / contracting technical advisers or moderator).
• To insist on the preparation of a plan for sustainability 3 years before withdrawal of the support (can be made part of the review evaluation).
• Check all the formalities and legal repercussions on ending the support to the project / programme.

>Evaluation

During this phase the roles of the project cycle manager(s) are:

• Discuss the design of the evaluation with the implementing agencies (verification of objectives and indicators).
• Draft the Terms of Reference of the evaluation.
• Tender / contract the team of evaluators.
• Initiate the selection of national evaluators to join the team (joint evaluation).
• Identify and propose resource persons to be consulted.
• Insist on the presentation of the evaluation plan (deadlines).
• Facilitate the official introduction of the team at the recipient authorities (mandate).
• Organise intermediary meetings with the evaluation team on progress and preliminary findings.
• Monitor the execution of the evaluation with the project staff and recipient authorities.
• Insist on the delivery of draft reports and a final version.
• Initiate the preparation of a summarised ‘sexy version’ of ‘lessons’ for dissemination.
• Organise information sessions to have the findings of the evaluation presented to decision makers and stakeholders.
• Ensure the dissemination of the report to stakeholders.
• Ensure the recording of the findings in an evaluation data-base.

>Frequently asked questions on PCM (FAQ)

Click to view the Frequently Asked Questions/Glossary on PCM - EN



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