Summary DVA_2601 Updated Notes 2021.

DVA_2601 Updated Notes 2021. DVA_2601 Updated Notes 2021 When you complete this module, you are expected to be able to: demonstrate an understanding of the interrelationship of projects, programmes and managers in development evaluate the benefits and restrictions of blueprint models in project management demonstrate an integrated understanding of information gathering for development projects analyse techniques that appraise development projects explain the goals for monitoring and evaluating development projects Learning Unit 1- Development Planning Programmes & Projects Plans Policies Programmes & Projects • Policies and plans determine what programmes and projects are to take place • Programmes have a broad scope in terms of space and time: can be regional or global and may be executed over a broad timeframe • Projects have specific locations, objectives, budgtes and timeframes • Projects are similar in scope and can be used to achieve development programmes objectives Project environment • Physical • Economic an dfinancial • Institutional and political • Sociocultural • The project environment may need to be assessed through CBAs, SIAs and EIAs which are discussed in Learning Unit 4 Roles of a project manager • Chief executive - has to oversee the execution of the project, e.g. how funds are used, meeting objectives and deadlines • Leader - controls the moods, ethics, norms and values of the team • Diplomat - makes sure things run smoothly • Facilitator - listens to the community and makes sure the project runs accordingly Examples of project planning models • Conyers & Hills - Project management cycle (blueprint project planning) • MacArthur - Project sequence -(blueprint project planning) with room for entry points and exit routes during project implementation • Rondinelli's and Cusworth & Franks - adaptive approach (interactive/participatory project planning approach) Conyers & Hills’ (1984) conventional project management cycle MacArthus’ project sequence • Also blueprint planning • Differs from the PMC as it is: Not cyclic Entry points in other places besides the identification phase Has exist routes – abandons what does not work Allows for plans to go back to the drawing board before continuing Focuses on the operation stage Participatory planning • Dreams/ideas • Identification/Conceptualisation • Appraisal/Diagnosis • Options analysis • Project design and planning • Implementation • Evaluation • New project cycle • When an approach such as PPMC is NOT used, we can ask: Are the ideas, requirements and concerns being addressed through the project those of the beneficiaries, other local stakeholders or service providers?