Marketing of Projects

Topics: Project management, Management, PRINCE2 Pages: 21 (5668 words) Published: August 25, 2013
Tekalign Tsige
ID Number UD08594BPM15341




1. Introduction:3
2. Understanding of Project and Project Cycle Management (PCM)4 2.1 What is project?4
2.2 What is project management?6
2.3 What is Project Cycle Management?7
2.3 What are the phases of the project cycle?8
3. Analysis: Project Identification & Selection13
4. Case Studies:20
5. Recommendation:22
6. Conclusion:22


EC: European Commission
EU: European Union
GTZ: Deutsche Gesellschaft fur Technische Zusammenarbeit
ITAD: Information Training and Agricultural Development
KLGRP: The Kenya Local Government Reform Programme
Las: Local Authorities
LASDAP: Local Authority Service Delivery Action Plan
NGOs: Non-Government Organizations
PCM:Project Cycle Management
PMBOK: Project Management Body of Knowledge
RPRLGSP: Rural Poverty reduction and Local Government Support Programme VLIR: Vlaamse Interuniversitaire Raad


1. Introduction:

The first and one of the critical steps in the project cycle management is the identification and selection process. This is an important stage such that it can affect the whole process including that of sustainability of the project after completion and transferring to operational phase. However, this stage is overlooked in some cases particularly in the process of capturing the actual needs of the beneficiaries. Instead of demand driven approach some donors including international organizations would like to follow supply driven approach. In the actual practice projects should be identified from the perspective of the needs or demand of the beneficiaries whether at community or national levels. Countries need to craft their strategic plans and programs from the point of view of the interest of their people. Donors both bilateral and multilateral including international organizations and non-governmental organizations need to direct their assistance based on the programs of the countries which are reflecting the actual needs of their citizens. In other words the assistance of donors should be synchronized with that of the needs of the countries that are clearly shown in the strategic plans of the latter. However, what we see in practice is not similar to that of what has been said. Particularly donations from international organizations tend to focus on the interest of the donors instead of that of the recipients. Many NGOs in developing countries of Africa, for instance, design their own program based on the aim or intention of the resources from donors rather than the needs of the society at large or the community in particular. It does not mean that recipients of funds from donors should not take into account the focus of donation funds. As the recipients have enormous needs to be addressed, then it is imperative to align and match their projects towards the interest of the donors as well. In the world where we have so many poor nations that need to be helped and few nations that can help then this is some kind of competition for scanty resources, i.e. funds from donors. Thus there is a need to win the competition by a given nation through adopting a smart strategy. This, among other things, require the strategy of keeping the balance between the donors’ intention of funding and the country’s policy or goals to meet the interest of the society. One of the main reasons for the failure of projects either at early stage of the implementation or not being sustainable after getting into operation stages is low attention given at the project identification and selection stage. I believe that the smart strategy of maintaining the balance between the recipient...

References: European Commission, (March 2002), Project Cycle Management Handbook, PARTICIP GmbH (
FAO (2001): Project Cycle Management Technical Guide, , (
UN-Habitat (June 2003), Program and Project Cycle Management, (
Vlaamse Interuniversitaire Raad (VLIR): PROJECT CYCLE MANAGEMENT (PCM) GENERAL VLIR MANUAL, Brussels, July 2002
Westland, Jason (2006): The Project Management Life Cycle a complete step-by-step methodology for initiating, planning, executing & closing a project successfully, (
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