1. ABOUT PROJECTS: INTRODUCTION

Summary: Introduces the concept of Project Cycle Management (PCM) and its key components, emphasizing its role in guiding project planning, implementation, monitoring, and evaluation processes.

Learning Objectives:

1. Understand the concept and components of Project Cycle Management.
2. Gain familiarity with the stages of the project cycle.
3. Identify key principles and approaches associated with PCM.

Project Cycle Management (PCM) is a systematic approach used to plan, implement, monitor, and evaluate projects. It provides a structured framework for managing projects from their inception to completion, ensuring that they are effectively and efficiently executed to achieve their intended objectives. PCM is commonly used in various sectors, including development, business, and public administration, to ensure that projects are well-organized, resources are utilized optimally, and outcomes are realized (Dearden and Kowalski, 2003).

The project cycle is typically divided into several phases, each with its own set of activities and processes. These phases generally include (Vasiljević et al., 2013):

• Identification: In this phase, potential projects are identified based on a thorough analysis of needs, opportunities, and problems. This is where the project's feasibility and relevance are assessed, and the objectives and goals of the project are defined.
• Formulation and Design: Once a project idea is approved, the formulation and design phase begins. This involves detailed planning of project activities, defining roles and responsibilities, estimating resources and costs, and developing a comprehensive project plan. This phase lays out the blueprint for how the project will be executed.
• Implementation: The project activities are carried out according to the plan developed in the previous phase. Resources are allocated, tasks are assigned, and stakeholders are engaged in executing the project. Effective communication, coordination, and monitoring are essential during this phase to ensure that the project stays on track.
• Monitoring and Evaluation: Regular monitoring and evaluation are critical to track the progress of the project and assess whether it is achieving its objectives. Key performance indicators (KPIs) are used to measure progress, and any deviations from the plan are identified. This phase helps in making informed decisions, identifying challenges, and making necessary adjustments to keep the project on course.
• Completion and Closure: Once all project activities are completed, the project is formally closed. This involves a final review of the project's outcomes and achievements against its initial goals. Documentation of lessons learned, successes, challenges, and best practices is an important part of this phase.
• Follow-Up and Sustainability: After the project is completed, efforts are made to ensure the sustainability of its outcomes. This may involve transferring ownership of the project to relevant stakeholders, ensuring that the benefits are long-lasting, and addressing any ongoing issues that may arise.

PCM emphasizes a participatory and iterative approach, involving stakeholders at various stages of the project cycle (Svoboda et al., 2018, p. 21). It promotes continuous learning, adaptability, and improvement throughout the project's lifecycle. Effective project cycle management contributes to successful project outcomes, increased accountability, and the efficient utilization of resources.

Project Cycle Management is a systematic framework that guides the planning, execution, monitoring, and evaluation of projects to achieve their intended objectives while ensuring efficient resource utilization and stakeholder involvement. It is a dynamic process that facilitates effective project management and decision-making.

EU-funded projects and Project Cycle Management (PCM) share a close and symbiotic relationship. PCM is a structured approach to managing projects from their inception to completion, and it is particularly relevant in the context of EU-funded projects due to the unique requirements and characteristics of these projects.

History of PCM Approach: The roots of the Project Cycle Management approach can be traced back to the development sector and international organizations. In the mid-20th century, as development efforts expanded globally, there arose a need for more effective ways to plan, implement, and evaluate projects aimed at improving living conditions in developing countries (Kabeyi, 2019, p.73). The United Nations, World Bank, and other international institutions pioneered project management methodologies that emphasized systematic planning, participatory approaches, and continuous evaluation.

In the 1970s and 1980s, the European Commission (EC) adopted and adapted these principles into what we now recognize as Project Cycle Management. The EC's integration of PCM into its project funding and implementation processes was a response to the growing complexity of projects and the desire to ensure that funds were used efficiently and results were achieved. PCM became a cornerstone of the EC's project management practices, guiding the way projects were conceived, executed, and monitored.

Summary: Explores the connection between European Union (EU)-funded projects and Project Cycle Management (PCM), highlighting how PCM principles and methodologies are applied to ensure effective project management and accountability.

Learning Objectives:

1. Recognize how PCM principles and methodologies are applied in EU-funded projects.
2. Understand specific requirements and expectations related to PCM in EU-funded initiatives.
3. Identify benefits of adopting PCM practices in EU-funded projects.

Proposal and Planning (Identification and Formulation): When organizations or entities apply for EU funding, they are essentially proposing a project. The process of identifying potential projects and formulating proposals aligns with the identification and formulation phases of PCM. Project proponents need to clearly outline the project's objectives, activities, expected outcomes, and budget. The alignment of the project proposal with the EU's funding criteria and guidelines is crucial at this stage.

Implementation: Once EU funding is secured and the project is approved, the implementation phase begins. PCM provides the structured approach for executing the project according to the defined plan. Activities are carried out, resources are allocated, and stakeholders are engaged to achieve the project's objectives. The adherence to the project plan and effective coordination among partners and stakeholders are central to successful implementation.

Monitoring and Evaluation: PCM emphasizes continuous monitoring and evaluation throughout the project lifecycle. Similarly, EU-funded projects are subject to ongoing scrutiny to ensure they are on track, effectively utilizing resources, and achieving the intended outcomes. Regular reporting, assessment of Key Performance Indicators (KPIs), and identification of deviations from the plan are common practices in both PCM and EU-funded projects.

Reporting and Compliance: EU-funded projects often require regular reporting to the EU authorities to demonstrate progress and compliance with established guidelines. This reporting process corresponds to the monitoring and evaluation phase of PCM, where project managers assess achievements, challenges, and necessary adjustments. Accurate and transparent reporting is essential to maintain the EU's confidence in the project's implementation.

Closure and Sustainability: As EU-funded projects near completion, PCM supports the closure phase, involving final reviews, documentation of lessons learned, and preparation for the project's sustainability. This phase aligns with the principles of PCM by ensuring that project outcomes are sustained beyond the project's lifespan and that long-term benefits are realized. (Arcidiacono, 2014, p. 4-5)

Summary: Discusses the importance of Project Cycle Management (PCM) in achieving project objectives, optimizing resource allocation, and ensuring accountability and transparency throughout the project lifecycle.

Learning Objectives:

1. Recognize the importance of PCM in achieving project objectives effectively and efficiently.
2. Understand how PCM contributes to project planning, execution, and results-oriented management.
3. Identify potential challenges and risks associated with inadequate PCM practices.

The Project Cycle Management (PCM) approach holds significant importance in the context of grants and calls for proposals, particularly when organizations are seeking funding from various sources, including government agencies, foundations, and international bodies. PCM provides a structured and comprehensive framework that aligns well with the requirements and expectations of grantors and funding agencies. Here's why the PCM approach is crucial for grants and call for proposals (Minelle et al., 2022):

Effective Resource Utilization: Grants and calls for proposals often come with specific budget constraints and requirements. PCM ensures that resources, both financial and non-financial, are used efficiently and effectively throughout the project lifecycle. By following PCM principles, organizations can better allocate funds, materials, and personnel to achieve maximum impact.

Clear Project Planning: PCM requires organizations to thoroughly plan their projects before implementation. This planning includes defining project objectives, activities, timelines, and expected outcomes. Clear project planning is essential to convince grantors that the proposed project is well thought out and has a high likelihood of success.

Alignment with Funding Criteria: Many grants and calls for proposals have specific criteria and guidelines that applicants must adhere to. PCM's structured approach helps organizations align their proposals with these criteria, increasing the chances of their projects being considered for funding.

Measurable Results and Accountability: PCM emphasizes setting measurable objectives and Key Performance Indicators (KPIs) to evaluate project progress and success. This aligns well with the expectations of grantors who seek clear evidence of impact and accountability. Demonstrating how PCM will be used to track and report on project outcomes can enhance the credibility of grant applications.

Risk Management: Grantors are often interested in projects that are well-prepared to address potential risks and challenges. PCM's emphasis on risk assessment and management allows organizations to identify and mitigate potential issues, providing assurance to funders that projects are being implemented with foresight and diligence.

Stakeholder Engagement: Many grantors require evidence of stakeholder involvement and collaboration. PCM's participatory approach involves stakeholders at various stages of the project cycle, ensuring that their input is considered and integrated. This can strengthen the credibility of grant applications and proposals.

Evaluation and Learning: Grantors value projects that incorporate a learning and improvement mindset. PCM's continuous monitoring and evaluation process enable organizations to track progress, identify areas for improvement, and make necessary adjustments. This commitment to learning aligns with funders' interests in maximizing the impact of their investments.

Sustainability: Grantors often seek projects that have a lasting impact beyond the funding period. PCM's focus on project closure and sustainability ensures that organizations plan for the continuation of project outcomes even after the grant has ended.

In essence, the Project Cycle Management approach provides a robust and systematic methodology that enhances the quality, credibility, and competitiveness of grant proposals and applications. By incorporating PCM principles into their submissions, organizations demonstrate their commitment to effective project management, results-oriented planning, and transparent accountability—qualities that are highly valued by grantors and funding agencies.

Summary: Provides guidance on interpreting project guidelines and calls for proposals, emphasizing the importance of understanding and aligning with project requirements and criteria to develop successful project proposals.

Learning Objectives:

1. Develop skills in analyzing and understanding project guidelines and calls for proposals.
2. Learn to extract relevant information, requirements, and criteria from project documentation.
3. Understand the implications of guidelines and calls for proposals on project design and implementation.

A "call for proposals" (CFP) is a formal invitation or announcement made by a funding organization, such as a government agency, foundation, non-governmental organization (NGO), or international institution, to solicit project ideas, initiatives, or solutions from individuals, groups, or organizations. The purpose of a call for proposals is to identify and select projects or programs that align with the funding organization's priorities, goals, and objectives (EUCalls, 2023).

A call for proposals typically outlines the specific areas of interest, themes, or topics for which the funding is being made available. It provides detailed instructions, guidelines, and eligibility criteria for interested parties to submit their project proposals. The submission process usually involves preparing and submitting a comprehensive proposal that outlines the project's concept, objectives, activities, budget, timeline, expected outcomes, and a plan for implementation and evaluation.

Key elements of a call for proposals include:

• Thematic Focus: The call for proposals specifies the subject areas or themes for which funding is available. This could range from health, education, and environment to social development, technology, and arts, depending on the priorities of the funding organization.
• Eligibility Criteria: The call defines who is eligible to apply for the funding. This may include criteria such as the type of organizations (e.g., NGOs, academic institutions, private companies), geographic locations, and target beneficiaries.
• Project Requirements: Details about the type of projects sought, their scope, and expected outcomes are outlined in the call. This helps potential applicants understand what kind of projects the funding organization is interested in supporting.
• Budget and Funding: The call provides information on the available budget, funding limits, and financial requirements. It may specify whether the funding is partial or full, and if matching funds are required from the applicants.
• Submission Guidelines: The call lays out the process for submitting proposals. This includes information about submission deadlines, required documentation, format of the proposal, and any specific templates or forms that need to be used.
• Review and Selection Process: The call may outline the evaluation criteria that will be used to assess proposals. It might also provide details about the review process, including who will be reviewing the proposals and how the selection decisions will be made.
• Timeline: The call typically includes important dates, such as the opening and closing dates for proposal submissions, the expected announcement of selected proposals, and the projected start and end dates for funded projects.
• Contact Information: The call provides contact details for inquiries and clarifications, allowing potential applicants to seek additional information if needed.

A call for proposals is a competitive process, and organizations or individuals interested in securing funding must carefully adhere to the requirements and guidelines specified in the call. Successful proposals are those that effectively demonstrate alignment with the funding organization's priorities, a well-defined project plan, and a clear potential for positive impact or outcomes.

Various institutions at different levels publish call for proposals to provide funding for specific objectives. These objectives are related with their agenda and usually have a background analysis and/or based on policy documents. This call for proposals usually include a guideline, a template document for the Project proposal and supporting documents. Before preparing a project, it is crucial to examine the guideline document properly.

What you need to do first is to check the objectives of the programme and activities that can be supported. If you have a project idea that doesn’t match with the call for proposals, it is hard to justify your activities, so even though your proposal is prepared perfectly, the chances about receiving a fund would be slim.

The next thing you need check is eligibility criteria. This means who/which actor can apply for the programme. Although, there are programmes those support individuals, most of the programmes opt to fund legal entities. These entities can be public / private institutions, non-governmental organizations, schools, universities, unions, umbrella organizations etc. Usually, political parties are not supported. In some programmes, such as Erasmus+, some actions can include non-formal youth groups that have no legal entity. So, before you apply, you need to be careful about this exemptions and exclusions as well.

Call for proposals can also include certain financial and organizational capacity criteria as well. So, if you are planning to apply a Project from the organization that you are working for, make sure to read and understand this part as well. If the call for proposals state that your organization shouldn’t have any debts due to social security payments and tax and your organization cannot comply this, it is better for you to know this before you prepare the proposal.

Call for proposals generally ask applicants to create a consortium. The rules for establishing the consortium (such as minimum/maximum number, location, capacity of partners) are stated in the guide. The international programmes usually require for you to establish a consortium with partners abroad. Therefore, it is important to understand the required partnership structure and analyze whether you can have suitable partners with necessary qualifications.

Budget is also another important part you need to check. If you already have a Project in mind, you need to adjust the scope of the activities in line with the budget of the programme. If you have a consortium, you need to consider the finance of their activities as well. It is also imporant to check what kind of activities and/or components can be financed from the programme. Ineligible activities can be financed from outside sources. Some programmes may require from you to contribute the proposal financially up to certain degree. This process called co-finance. While some programmes may require you to finance certain part of the Project directly via bank account, some other programmes may accept in-kind contributions (such as use of Office supplies, fixed equipments, Office rent, payment of bills etc.) and/or appointment of workers of your organization. It is possible for you to co-finance the Project from your consortium partners.

Deadline and application method is also important part of a call for proposals. You need to make sure that you sent your proposal via proper channels. Some programmes require for you and/or your organization to register to digital and/or offline platforms. Therefore, you need to make sure that you can complete these processes before application. If programme requires physical application, you need to examine the acceptance details. Some programmes may accept the proposals by checking time stamp of the post Office, some programmes don’t. So, if the programme that you will apply requires for application to reach the address/destination in a given time, you may need to send the application 3-4 days or even 1 week prior to deadline.

A general examination of a project application template and evaluation criteria is important because it gives you a general idea regarding the time and resources that you are going to use in the preparation process of the Project application. The guiding questions and character limitations will provide you a general idea about the degree of details required in application.