CPU BUSINESS AND INFORMATION TECHNOLOGY

COLLEGE
DEPARTMENT OF PROJECT MANAGEMENT MPM
PROGRAM
FUNDAMENTAL OF PROJECT MANAGEMENT

INDIVIDUAL ASSIGNMENT
Integrated Project Planning and Management Cycle (IPPMC) and
Development Project Studies Authority (DEPSA) Life cycle

NAME: YETMGETA AMTATE

ID: MPM/484/15

Summited to: DR. SHAWIT KINEFE ABEBE

Submission date: 10 December 2022
 Introduction
The different stages/phases through which a project passes are called the project life cycle
A project life Cycle is the series (collection) o sequential Phases that a project passes through
from its initiation to its Closure.
The main features and elements of this process are information gathering, analysis and
decision making. The project cycle consists of various stages in which each stage, not only is
grown out of the preceding ones, but also leads into the subsequent ones.
There is no single way of devising the different phases of a project there are many equally
valid ways in which the project cycle may be divided. There are different models of project
life cycles but for Now I will describe on below two models they are:
A. Integrated Project Planning and Management Cycle (IPPMC) and
B. Development Project Studies Authority (DEPSA) Life cycle
A. The IPPMC Model
Introduces the Integrated Project Planning and Management Cycle (IPPMC) as a conceptual tool for
observing and analysing the life of a development project. factors in the IPPMC which enable the
reader to understand on-going projects within a comprehensive framework
The process of decision making in anticipating problems that might arise during design and
implementation is enhanced using IPPMC case histories. The lessons derived from these cases have
also been found to be useful in many fields other than public works, such as agriculture, industry, and
social areas (education, public health, etc).
Studies of costly overruns and failures of development projects by the PPIPM project teams in their
respective countries pointed to the need for more effective coordination and control of the various
tasks throughout the project cycle. The project cycle is not a new concept. It has been used by the
World Bank and other international funding agencies for a number of years as a basis for their lending
programs. There is general agreement that each project passes through a cycle which, with some
variations, is common to all. The PPIPM project team developed the IPPMC as its conceptual
framework for the new curriculum because of the need to systematically integrate the many tasks and
procedures to ensure better control and productivity.
The IPPMC may be divided into four phases:

1. Planning, appraisal, and design

2. Selection, approval, and activation
3. Operation, control, and handover
4. Evaluation and refinement
Specific tasks may be further identified within these four phases.
There is a two-way flow of information between those responsible for policy and those responsible for
managing each of the project tasks. This Two. Way Information and Authority Flow
feedback to policymakers and management's response is an important part of the integrated project
cycle. Decisions on project implementation, al- though in the hands of the manager on a day-to-day
basis, are closely linked to the policy framework within which the project operates. Thus, all tasks

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within the four phases of the IPPMC are tied together by policies emanating from the various
authorities concerned with the project.
The IPPMC framework emphasizes the interdependent and cyclical nature of projects. However,
because each task within the four phases of the cycle is distinct and must be examined as an
individual entity, proceeding in an orderly time sequence, the cycle must also reflect this linear
progression.
The IPPMC is intended to be a flexible model for analysis and observation. The bond between the
myriad activities it encompasses is the authority relationship of all the decision makers involved, from
top government policymakers down to project foremen. By analysing these changing power
relationships within the framework of the integrated project cycle, a cohesive and readily intelligible
overview of the project can be provided. The IPPMC conceptual framework provides the basis for the
syllabus of the prototype curriculum.
With this overview of the IPPMC, we can proceed to examine each of the four phases and their tasks.

1. Planning, Appraisal, and Design

The first phase of the project is planning, appraisal, and design. There are three basic tasks in this
phase:
i. Identification and formulation of the project,
ii. Feasibility analysis and appraisal, and
iii. Design of the project.

i. Identification and formulation

involves the actual conception or identification of a project, which may occur in several ways. Basic
requirements of a country indicate the need for projects to satisfy them. The planning process often
identifies a variety of project possibilities for each sector of society. Identification of an agricultural
project may first require irrigation and transportation projects.
The major sources of projects in developing countries, however, are the government departments or
ministries, including central planning agencies. Projects may be identified by political parties or
government officials. In this case, the motivation to undertake a project may be political, such as an
attempt to gain the support of particular constituents. In some countries, private entrepreneurs or
multinational corporations will identify projects that meet the criteria established by the government.
International agencies have their own procedures for identifying projects. The identification process,
then, must consider various needs, pre- conditions, and policies if the project idea is to proceed to
operational reality.
After a project has been identified, its parameters must be defined. This is part of the formulation task.
The formulation of a project involves the development of a statement in broad terms which shows the
objectives and expected results of the project and provides an estimate of the various resources
required to achieve them.

ii. feasibility analysis and appraisal

this is critical ones which involve two distinct operations. A prerequisite for this set of tasks is the
development of preliminary designs for the project. These early designs must be detailed enough so
that cost estimates and decisions on various aspects of the project can be made.

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Feasibility analysis is the process of determining if the project can be implemented. Appraisal is the
evaluation of the ability of the project to succeed. Projects will proceed to the feasibility stage only if
decision makers find them desirable.
While feasibility analysis and appraisal are being conducted, several critical decisions need to be
made. These decisions will determine, first, if the project can achieve its objective within the limits
imposed by the decision makers and, second, whether it will proceed. Preliminary estimates of the
resources required, and basic decisions about size, location, technology, and administrative needs,
must be made.
Feasibility and appraisal should be approached systematically and deliberately. Time spent in
researching the feasibility of a project is usually time well spent. Moreover, the findings at this point
in the project will be useful during other phases of the project, particularly phase
Determining the feasibility of the project depends on the accuracy of the information received. Even
though the final detailed design of the project can be undertaken only after approval has been given,
the preliminary designs form the basis of future decisions. Most developing countries have to contend
with a shortage of both design and research-development capabilities. The result may be a lack of
attention to critical aspects of the project. When decisions have been made on the overall project
concept, its dimensions, and parameters, it is then possible to determine its feasibility in the terms
required by the policymakers and funding agencies.
Some projects may require a pilot study as part of the feasibility process. Pilot studies provide data
that enable more meaningful decisions to be made about larger projects. The appraisal process may
require a comparative study to determine the merits of one project over another. Although the project
identified may be feasible to implement, a comparative study determines whether the resources will
be best used in this project or in some other form.
Many governments and international agencies have developed rigid procedures to be followed when
their funds are required. While the actual de- tails vary from project to project and from organization
to organization, the trend in recent years has been toward more sophisticated and more systematic
project-related studies. For example, to receive a recommendation
from the United Nations Development Program (UNDP) for industrial projects, prospective borrowers
must undertake market analyses that include national trends in production, foreign trade,
consumption, and consumer prices, together with details about output type and use, cost of
production, and estimated sales. Other agencies have added new dimensions to their studies, such as
the impact on the social and cultural life of the community and the environmental and ecological
impact of the project.
Numerous components of the project must be dealt with in the feasibility report. Studies can relate to
the feasibility of the technical, economic, commercial, financial, administrative/managerial, and
organizational aspects.
Additional political, social, environmental, and cultural factors that affect the project may also be
included.
Economic studies examine the overall sector into which the project falls and consider how the project
fits into this sector and the national planning framework. Related to economic feasibility studies are
commercial studies, which may be necessary to determine the competitiveness of the proposed
project. These studies examine the market demand for the output of the project, consider the costs of
production, and look at all aspects of the project to determine if it is viable.

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Financial studies determine how much capital is required to complete the project. These studies
focus on whether the project can sustain its financial obligations, have adequate working capital, and
generate enough funds to ensure adequate cash flow to keep the project operational.
Administrative/managerial studies determine the adequacy of procedures to control and direct the
project. Studies in this area are not always undertaken, even though all projects would benefit from
them. Their objective is to determine whether a project that is economically, financially, and
commercially sound can be properly implemented by available managerial and administrative
procedures. Many countries suffer from a lack of management and administrative capacity to direct
projects. Related to this problem is a lack of ability to ensure that a project can be administered
effectively by an appropriate agency or organization. Because administration of a project differs from
normal departmental procedures, a careful assessment of the operational methods of existing units is
necessary to ensure that a project's unique features can be catered to. Even though a project may be
conceived
and sponsored by an existing department, the department itself may not be the appropriate body to
administer it. This is especially true when the involvement of a large group of outside personnel and
agencies is necessary, since existing departmental procedures are often unable to provide the required
flexibility.
Once the feasibility studies have completed, a meaningful appraisal of the project is possible. Policy
and decision makers and lending institutions may carry out the appraisal. They satisfy themselves that
the project meets the conditions that enable it to proceed. Their concern is to determine whether the
project is the best means of reaching the objectives they have set. In addition to viewing the project
itself, they may consider alternative means of reaching the objective.
Potential lending institutions may undertake their appraisal with a healthy scepticism toward all
phases of the project. They attempt to deter- mine if the project is intrinsically sound and if all the
circumstances that surround it are favourable.

iii. Design of the project.

The last task within this phase of the integrated project cycle is design. As mentioned earlier,
preliminary design criteria must be established before project feasibility and appraisal begin. Once it
has been determined that the project will continue, the design proceeds. Design is a critical function. It
establishes the basic programs, allocates responsibilities, determines activities, and resources, and sets
down in operational form the areas of priority and functions to be carried out. All inputs relating to
projects, including personnel, skills, technical requirements, and so on, must be determined at this
point. Environmental factors, social criteria, and procedures must be assessed and included.
The design task also includes the preparation of blueprints and specifications for construction,
facilities, and equipment. Operating plans and work schedules are prepared and brought together in a
formal implementation plan; contingency plans may also be prepared. Designers must bring together
the views of policy and decision makers and technical experts in such a way that the design reflects
the inputs of all persons contributing to the project.

2. Selection, Approval, and Activation

This phase of the project has two major tasks:

a) selection and approval and
b) activation.
a) Selection and approval

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Selection takes place after the project has been accepted by policy makers and funding organizations
as meeting the feasibility criteria. At this point, the design function, including the formal
implementation plan, has been completed. The project has been well defined, with key elements and
inputs clearly identified. The selection of one project over another is made based on several criteria.
Policy makers consider the feasibility of the project and the priority of the project area. If a project
fulfils a major need or contributes to national or sector goals and is politically desirable, it may be
selected over a competing project that is not politically important. Funding agencies, however, have a
variety of techniques for determining whether resources will be allocated to a particular project. These
techniques may range from cost-benefit to other complex forms of analysis. Overall, however, the
policy makers and the funding agency must conclude that the documents. Including tenders and other
contracts and the introduction by the government or some other organization of appropriate
regulations.

b) Activation
Activation of the Program involves the coordination and allocation of resources to make the project
operational. This is a complex process in which the project manager brings together a project team,
which may include professionals, technicians, and resource personnel. Other contributions to the
project may come from other groups, such as consultants, con- tractors, suppliers, and policy makers
in other agencies. The outside inputs must be coordinated with the work of the project team.
Responsibility and authority for executing the project must be assigned at this point. This includes the
granting of authority to make decisions in areas relating to personnel, legal, financial, organizational,
procurement, and administrative matters.
The activation task must ensure that planning for all phases is undertaken so that delays in vital inputs
do not occur. Organizational and administrative procedures, together with feedback and responses to
policy makers' decisions, will have an important bearing on implementation. Concern for detail and
proper planning during activation can save a great deal of time and resources during later phases of
the project. At this point, the actual work of the project is about to begin.

3. Operation, Control, and Handover

Looking at the development project from the outside, the uninitiated observer might mistake this most
visible phase for the entire project. As has been indicated, phase 3 in fact makes up only a small part
of the integrated project cycle.
This phase has three sets of tasks:
a) implementation,
b) supervision, and
c) completion and handover.
a) Implementation
Implementation involves the allocation of tasks to groups within the project organization. It is based
on procedures set down during the two earlier phases. At this point, a final review of the project
design and timetable is undertaken, and any necessary changes or adjustments are included. Decisions
about the procurement of equipment, resources, and manpower also need to be made. Schedules and
time frames need to be established, and efficient feedback, communication, and other management
information systems must be set up. The responsibility for implementation rests with the project
manager. This person must work with policy makers, authorities, and the project manager. Control
procedures must identify and isolate problem areas; because of the limited time span of a project, fast
action is necessary if costly delays are to be avoided. At this point, specific management tools, such as
the critical path method (CPM), program review and evaluation techniques (PERT), and other forms

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of network analysis are particularly useful. These control and supervision techniques break down a
project into detailed activities and establish the interrelationships between and among them. This
allows the project manager to organize the project into manageable components, to coordinate all
activities, and to set a time- sequence schedule for project implementation. Although using such
techniques means taking more time prior to implementation, it is time well spent. Not only will these
techniques give the project internal coherence, but they will also save implementation time by
isolating any problems to the appropriate project component.
In addition to providing internal control, those funding the project maintain an independent
monitoring and control system. The project manager must therefore meet control criteria established
by either the government or another controlling agency, or perhaps by the funding institution. This
may involve using specified procedures, such as international competitive bid- ding, for supply
contracts. Formal procedures are established by many international organizations for the procurement
and control of resources.

b) Supervision
Whatever supervision and control techniques are used, they must take into account the changing
patterns that occur during the life of the project. These may include changes in policymaking and
political organizations, difficulties with procurement, and poor performance by project team members
and contractors. In many cases, the overall project design will need to be reviewed. Many technicians
are involved in the supervision and control processes, and adequate information flow in all directions-
from the project manager and from those within his organization with special responsibilities-is
essential if these procedures are to be effective. As part of supervision and control, any problems
relating to environmental factors must also be identified and appropriate action taken.
Control procedures are useful only if action is taken to correct any deviation. It should also be noted
that both personnel and input patterns change as the project proceeds through its four phases. As work
on some tasks is completed, other personnel, experts, and contractors move in to begin new tasks.
Personnel must adjust to their new environment, and procedures need to be reviewed and updated to
meet the changing situation.

c) Completion
Project completion prepares the project for phasing out and handover to another form of
administration. These are the third set of tasks in this phase. Project completion consists of scaling
down and dismantling the project organization. It also involves the transfer of project personnel to
other areas of operation. Assets and other facilities, including equipment and technology, may not be
required by the operational project. Provisions for their transfer must be made since it is not always
possible to have an automatic transition from the development to the operational stage.
Completion may take place over a considerable period. As various parts of a project are completed,
however, they may be taken over by a new organization, and handover may therefore be
accomplished piecemeal. It is essential that development resource linkages between scaled-down
projects and projects in the elementary stages of implementation be planned systematically to ensure
optimal use of limited resources, particularly in broad development programs. The new project, when
operational, will influence other aspects within the sector. As the project becomes operational, the
new controlling organization must have the skills, personnel, and technical backup required. Key
personnel working in the development stage will often transfer over to the new controlling
organization.
In cases where technical, financial, political, or other factors prevent projects from being completed
according to the original terms, handover and termination procedures may have to be implemented at

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an earlier stage. This may involve considerable loss as far as the project is concerned. In this situation,
the objective should be to liquidate the project in a way that will obtain the most benefit.
As a project nears completion, special reporting systems should be set up so that full information on
the project is available. Completion reports should be prepared for various authorities, including
funding organizations and policy makers.
The actual handover of the project's operation involves finalization of contracts, termination of loan
facilities, and so on. It also includes the transfer of the project's activity and resources to the new
administration. This is a critical task. While the development of the project can be viewed initially as
a creative task, once the project is completed, it must be viewed as a long-term operational program.
4. Evaluation and Refinement
The final phase of the project is the evaluation and refinement of policy and planning factors.
a) The first task is evaluation and follow-up.
b) The second and last task is refinement
a) Evaluation
While it is possible to evaluate project results immediately, actual benefits-both anticipated and
unanticipated-together with their side effects, may not be- come apparent until the project has been
operating for some time. Evaluation thus needs to cover several time periods. Evaluation normally
includes a retrospective examination of the project in attaining its intended goals within both the
timetable and the budget. However, experience clearly demonstrates that it is necessary to consider
evaluation as an ongoing process integrated with each phase of IPPMC. For example, evaluation
procedures must be designed to analyse and propose solutions to problems that may arise during the
tasks of activation, implementation, supervision, and control. Ongoing evaluation, which includes
retrospective evaluation, should result in a careful documentation of experiences which can provide
both insights and lessons for improving project planning and project management in the near future.
Evaluation of a project can take several forms. These include evaluation by those responsible for
implementation and by others with an interest in the project, including funding organizations and
contractors. Those who are funding the project will undertake a thorough investigation of its financial
aspects, including an effectiveness study of goal attainment. The agency responsible for the project
will determine whether its goals have been attained and whether the expected impact on a sector or on
national development will be achieved. The studies should consider, in addition to the project's impact
on the target group, its influence on the political, social, cultural, and environmental factors relating to
the project. An exhaustive evaluation of each phase, to determine its contribution to the project in
terms of the budget, timetable, and other factors, is most desirable. In most cases, however, the project
is evaluated as a whole, with little effort made to analyse each phase or each task separately.
International agencies, such as the World Bank and the United Nations, have their own procedures for
evaluating projects. These may be useful to policy makers since they provide the opportunity for
comparative analysis with similar projects.
Related to and often arising from the evaluation of a project is the need for follow-up. Follow-up
activities may vary from determining how unmet needs can be satisfied to action on project tasks not
properly fulfilled. The piggyback or. follow-up projects mentioned earlier may come into play at
this point. For a project to achieve its full objective, smaller or related projects may need to be
implemented almost immediately. There is then a clear need to relate follow-up action closely to
project evaluation. Follow-up action is one aspect of the project manager's role which may involve
consider- ably more commitment than he initially envisages. If follow-up action makes the difference
between the project's being fully or only partially operational, it is wise to undertake these activities as

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quickly as possible. Aspects arising from the follow-up procedures may be useful in the future. If the
project is successful, guidelines can be set down for the project to be repeated in another setting.

b) Refinement
The second and last task is refinement of policy and planning. Policy makers and managers will need
to refine their procedures in the Light of each completed project. Experiences and lessons learned
should be the basis on which planning, and policy tasks are reviewed. As the essential control- ling
force, policy procedures must be continually updated to meet future challenges. Planning must also be
able to meet new demands and situations. Refinement of these procedures is an important contribution
that the project can make to future development programs

B. Development Project Studies Authority (DEPSA) Model

In Ethiopia, Development Project Studies Authority (DEPSA) made certain efforts and
In Ethiopia, Development Project Studies Authority (DEPSA) made certain efforts and developed a
model for project life cycle which is known as DEPSA’s project life cycle. This life cycle comprises
three major phases they are:
1. Pre-investment phase
2. Investment and
3. Operation
Each of these three phases may be divided into different stages.
The following is the summary of this classification of the project life cycle.

1. Pre- investment phase

a. Identification stage
b. Formulation stage
• Pre-feasibility study
• Feasibility study
c. Appraisal
• Appraisal
• Decision
2. Investment Phase
• Implementation
✓ Tendering negotiation and contractual
✓ Detailed engineering design
✓ Construction, erection, and commissioning
3. Operation phase
• Operation
• Ex-post evaluation

1. Pre- investment phase

A. Identification stage
Project identification amounts to finding projects, which could contribute toward achieving, specified
development objectives. Or the first stage in project cycle is to identify an idea, which enables to launch
a project. The question at this stage is where project ideas come from?

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Source of project ideas
We can distinguish two level where projects ideas are born: the macro level and the micro level.

At the macro level project idea comes from

• National, sectoral, or regional plans and strategies supplemented by special studies often called
opportunity studies, conducted with the explicit aim of translating national and sectoral
programmes into specific projects.
• Constraints in the development process due to shortage of essential infrastructure facilities.
Problems in the balance of payments, etc
• A government’s decision to correct social and regional inequalities or to satisfy basic needs of
the people through development projects.
• Unusual events such as drought. Floods, earthquake, etc
• A possible external threat that necessitates projects aiming at achieving, for example self-
sufficiency in basic materials, energy, transportation etc
• Multi or bilateral agreement

At the micro level, project idea comes from

• The identification of unsatisfied demand or need
• The existence of unused or underutilized natural or human resources and the perception of
opportunities for their efficient use
• The initiative of private or public enterprise in response to incentives provided by the
government
• The necessity to complement or expand investment previously undertaken and
• The desire of local groups or organization to enhance their economic independence and
improve their economic independence and improve their welfare.
Once to some project ideas have been put forward, the first step is to select one or more of them as
potentially viable. This calls for a quick preliminary screening by experienced professional who could
also modify some of the proposal following the preliminary screening, promising project options should
be investigated in a systematic manner. This requires the preparation of brief reports that clearly
indicates in sufficient and details those project versions that are promising and suggests those projects
options that should be eliminated reports of this type are often called pre-feasibility or pre investment
studies.

B. Project formulation
1. Content of the pre-feasibility study
the pre-feasibility study should briefly discuss

• The objectives of the project

• The nature and size of the demands for the output or the needs that it would satisfy, together
with the foreseen beneficiary groups
• The availability of the most important materials and human inputs
• Basic alternative technologies available and their merits and weakness
• Approximate investments and operation costs as hell as expected revenue
• Rough estimate of financial and economic return
• Any major factors that is likely to have an important effect on the project
2. Feasibility study

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If the feasibility study indicates the projects, prima facie, promising and further work is justified, the
project enters the stage of preparation. The project is now being seriously considered as a definite
investment action and detailed planning of the idea can begin project preparation (sometimes called
project formulation) covers the establishment of technical, economical and financial feasibility.
Decisions have to be made on the scope of the project, location, and site etc. complete technical
specifications of distinct proposals accompanied by full details of financial and economic costs and
benefits are the are the outcomes of the project preparation stage. The project now exists as set tangible
proposals.

3. Project appraisal
Project appraisal can be defined as second look at a project report by a person or an institution that is in
on way involved in its preparation. It helps in taking an entirely independent view of the project.
Appraisal is the comprehensive and systematic assessment of all aspects of the proposed projects.
Appraisal highlight wide area in the project with the ultimate objective of strengthening them
adequately to ensure final success of the project. The main objective of the appraisal is to improve and
renovate the project with the cooperation of the promoter (financing agencies). It’s in this stage that the
bank will judge whether the project is acceptable or unacceptable.
Appraisals should cover at least seven aspects of a project, each of which must have been given special
consideration during the project preparation phase:
1. Technical: does the proposed project work in the way suggested?
2. Financial: have the financial requirement of the project been properly calculated, their sources
identified, and reasonable plans made for their repayment? Where this is necessary?
3. Commercial: how will the necessary inputs for the project be supplied and are the arrangements
for the disposal of the product satisfactory:
4. Incentives: does things go as they are planned?
5. Economic: does the proposed project consistent from the viewpoint of national development?
6. Managerial: does their exist capable manager to run the planned project successfully and are
they given sufficient power and scope to do what is required?
7. Organizational: is the project organized internally and externally into units, etc to allow the
proposals to be carried out properly and to allow for change as the project develops?
Frequently these questions are the subjects of specialized of appraised report. Based on this report, final
decisions are made about whether to go ahead with the project or not. Following appraisal, some
projects may be discarded.

2. Investment Phase
Project implementation
In this stage, funds are disbursed to get the project set up and running. Translating project plan into
actual investment and operation is one of the most critical and difficult tasks. No matter how
sophisticated or detail the project preparation work, it has no value unless it is transformed into action
or implemented.
Implementation can be defined as a project stage which covers the actual development or contribution
of the project up to th point at which it becomes fully operational. It includes monitoring of all aspects
of the work or activity as it proceeds. It’s where the earlier preparations and designs, plans and analysis
are tested in the hight=light of reality. The project’s objectives are realized only when it is successfully
implemented.

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Implementation stages begin immediately after the final decision on the project and ends when it starts
rendering the benefit envisaged. While in earlier stages of project planning there was more thinking and
less action, in this stage more actions and less thinking is needed.
Project Implementation, even though it my involve complex decisions, is essentially a logical and
systematic approach. Now a days planning the implementation stage of a project explicitly is one of the
activities in project preparation. The better and more realistic a project implementation plan is, the more
likely it is that the plan can be carried out effectively and the expected output or befit realized.
Project analysis generally dived the implementation phase in to three different time periods.
There are:
1. The investment period: when the major project investments are undertaken.
2. The development period: when the project’s production builds up.
3. The life of a project: when full development is reached
3. Project Evaluation and operational phase
Once a project has been carried out, it is often useful (but not always done) to look back over what took
place, to compare actual progress with the plans, and to judge whether the decisions and actions taken
were reasonable and useful. This we call evaluation.
Evaluation can be defined as a systematic and periodical gathering, analysing, and interpreting of inputs,
information to see the effects and impacts of a development of program / project in order it may be
adjusted where necessary.
This kind of analysis can help not only in the management of the project after the initial construction
phase but will also help in the planning of future project. Experience with one project can give rise to
new ideas for extension of the project. Generally, Evaluation of a project helps to determine whether
the objectives sets were realistic, given the capacities with which and the circumstances in which they
had to fulfilled, to assess the impact of the project activities.

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