OverviewProgramme and Project Management CyclesThe Programme and Project Lifecycles are underpinning processes that provide UNDP with the ability to deliver results. Within these processes, a series of actions are carried out including the definition of a clear hierarchy of results (outputs contributing to outcomes) and continuous monitoring of progress towards these specified results. Therefore, management, including monitoring and evaluation of the organization’s progress and achievements is integrated into the Programme and Project Lifecycles. The efficient management of Programme and Project Lifecycles will enable managers to ensure accountability in the use of resources entrusted to generate expected outcomes and outputs. It will also provide a clear basis for decision making and accumulation of lessons learned from experience to guide ongoing and future development interventions. Figure 2 illustrates the relationships between the UN country programming cycle, the UNDP country programming cycle, and the UNDP project cycle. Each cycle “layer” identifies the processes (shown as rounded-corner rectangles) required to deliver results (it should be noted that these would not always follow a sequential flow, e.g. evaluation could happen during Running a Programme or Running a Project).
Figure 2: UNDG/UNDP programming – three programme and project cycles as broken down by processes In the diagram, the UN Country Programming Cycle is concerned with setting and measuring results in achieving a country’s national development priorities consistent with the Millennium Development Goals (MDGs), in collaboration with the government and within the UN Common Country Programming Cycle (this cycle is described in the UNDG website, www.undg.org). The results expected from members of the UN Country Team, including UNDP and its Associated Funds and Programmes, are identified as the outcomes and outputs expected from the UNCT and formally agreed by the government in the UNDAF results matrix. The UNDP Country Programming Cycle is concerned with effectively contributing to realising outcomes through UNDP interventions at the country level. The Strategic Plan describes the Executive Board mandated set of areas of interventions and the modalities through which UNDP can contribute to any given country programme. The UNDP Project Cycle is concerned with delivering the outputs required to contribute to the programme-level outcomes through UNDP interventions. In the context of this Guide, the term programme refers to the UNDP Country, Regional and Global Programme. At the discretion of each office (respectively Country Office, Regional Bureau and the Bureau for Development Policy), this Programme may be managed into a set of portfolios or sub-programmes, typically organised into appropriate practice or sector-based groupings. In general, a programme is a plan for effectively delivering development results through a set of subordinate projects. A programme differs from a project in several ways:
Both programmes and projects should be designed to be rigorous in delivering quality results against a plan, but sufficiently flexible for continued renewal of focus and adaptation to change. 2. Timeframe for country programming The duration and starting date of the UN programming cycle should be agreed between the government and the UNCT and should reflect the national planning cycle and processes concerned. The start and duration of UNDP’s Country Programme should coincide with that agreed for the UN as a whole in the country. Time frame should allow proper involvement of all relevant stakeholders, including those with substantive knowledge in the relevant practice areas. Figure 3 shows the timeline for the different components of programme management at the country level. The process of developing a Country Programme starts in the penultimate year of the previous programme cycle with the analysis of the development situation in the country (Common Country Assessment - CCA, including enabling environment and organisational capacity assessments through the use of the UNDP Default Capacity Assessment Tool), and on this basis, the UNDAF is formulated. While the broad outcomes for the UN are being developed, as reflected in the UNDAF results matrix, preparation of the UNDP Country Programme starts (as early as September typically in a UNCT and partner prioritisation retreat). The draft Country Programme document is then revised by the country office and submitted to the Regional Bureaux for their appraisal in or before March. The draft Country Programme document is then submitted to the Executive Board in June of the ultimate year of the current or ongoing Country Programme. After the Country Programme document is revised to reflect any comments from the Executive Board, it is normally approved in a subsequent Executive Board session. The formulation of the Country Programme Action Plan (CPAP), typically done in parallel with the formulation of the CP document, should be finalised in the last quarter of the last year of the previous cycle so that it can also be approved and signed by the government and UNDP in January. Prior to finalization, the CPAPs should be discussed amongst the UNDG ExCom agencies and the Government in the second Joint Strategy meeting to ensure consistency with the UNDAF. The CPAPs should be submitted to RB for review and signed together with Government and the other UNDG ExCom agencies. Where a CPAP is not available, the requirements for non-harmonized countries in respect of project formulation should be followed.
Figure 3: Programming timeline with associated activities and milestones, showing transition from one cycle (Cycle A) to the next (Cycle B) The timeline for Preparation and Clearance of Country Programme Documents (CPDs) can be detailed as follows: Two years before start of country programme By September: UN Country Team and UNDP Country Office complete the Common Country Assessment (CCA) October: UN Country Team and the Government complete the UN Development Assistance Framework (UNDAF), which is finalized at the country level and must be agreed to by the Government. Once finalized and approved, posted on Internet (www.undp.org) One year before start of country programme End of December: The UNDP Country Office finalizes the Country Programme outline and the evaluation plan with the Government Mid-January: Country Office submits draft country programme document (CPD), results and resources framework (RRF) and the draft evaluation plan to Regional Bureaux for Programme Review Group/Programme Appraisal Committee review. Regional Bureau country programme advisor reverts to the Country Office with PRG/PAC comments. Country Office revises the programme as necessary and submits revised draft CPD to Regional Bureaux for clearance. *February: Regional Bureau Director reviews and clears the country programme document. *February: Regional Bureaux submit draft CPD and the evaluation plan to the Executive Office - Operations Support Group after clearance of RMT and RRF with OPB. ExO/OSG reviews and clears CPDs and supporting documentation [link to required docs] on behalf of the Administrator. ExO/OSG revert any comments or the cleared programme to Regional Bureaux. Where OSG provides comments, they should be incorporated before clearance. Six weeks in advance of the session Executive Board Secretariat posts draft CPDs and the evaluation plan on its website for review by members six weeks in advance of the Executive Board session. *June: Discussion by Executive Board members comment on draft CPDs *June: Headquarters informs Country Offices of Executive Board comments *August: Within six weeks of Executive Board session, comments by Executive Board are incorporated and the draft CPDs finalized by Country Office is posted on the UNDP website. Regional Bureaux notify ExO/OSG when draft CPDs finalized by Country Office have been uploaded to the website. *September: UNDP/UNFPA Executive Board formally approves the (revised country programme on a no objection basis without presentation or discussion, unless at least five Board members request a discussion in writing prior to the Executive Board session. *Specific dates will be communicated by ExO/OSG 3. Programme Management Process Figure 4 illustrates major steps in the programme lifecycle. The programme management cycle begins with UNDP’s objectives as defined in the UNDAF and UNDP’s goals at the country level as defined in the Strategic Plan, and ends by evaluating progress in realising programme outcomes. The rounded-corner rectangles in the centre of the diagram represent the processes of a programme, essentially the high-level activity areas starting and ending at decision points that must be followed to manage a programme. In addition, the diagram illustrates with dotted lines the key management review points within the cycle. For each process, the Programme Management section of the Guide provides information to ensure appropriate UNDP policies are followed, key stakeholders are kept informed, appropriate management structure exists, results are monitored, and the programme results are well managed.
Figure 4: The UNDP Country Programming Cycle 4. Project Management Process Figure 5 is a pictorial view of the project lifecycle. The cycle begins by justifying a project’s business case and/or development challenges (which should be articulated in the CP and CPAP) and ends with delivery of outputs to be assessed in the programme review. The rounded-corner rectangles in the centre of the diagram represent the processes of a project, essentially the high-level activity areas starting and ending at decision points that must be followed to manage a project. This approach covers the entire project lifecycle from idea generation, to formulating a project, to implementing the activities in the project, to monitoring and evaluating the project, to realising project outputs and their intended contribution to programme outcomes. At each process, the Project Management section of the Guide will provide information to ensure appropriate UNDP policies are followed, key stakeholders are kept informed, appropriate project management structure exists, outputs and activity deliverables are monitored, and the project is well managed.
Figure 5: The UNDP Project Cycle The diagram also illustrates with dotted lines the key management review points within the cycle. The dotted lines at the far left and far right indicate the start and stop points of the project management cycle, and the other dotted lines indicate management approval or decision points between or within processes. The dotted lines intersecting the “Running a Project” process indicate that there will be reviews at each major decision point during the implementation of the project, as many or as few as required to ensure that the project is under control (these reviews are typically aligned with calendar years). The bottom ovals in the diagram indicate different review mechanisms applicable to UNDP projects to make approval decisions. For example, the first three “Decision Point” ovals are points to consider the questions:
The “Project Reviews” oval indicates multiple scheduled decision points that must be made while a project is being run, to answer the questions: Is the project still relevant? Is the project yielding the desired results? Is the project being run as planned? Is there a need to redesign, cancel or modify the project in any way? |
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