Project Cycle Management – A Quick Guide

项目周期管理-快速指南

Project cycle management (PCM) is a project management approach that addresses the complexities of a project through all of its phases, while maintaining alignment with the strategy and objectives agreed upon by stakeholders at the onset.

项目周期管理（PCM）是一种项目管理方法，它解决了项目所有阶段的复杂性，同时与利益相关者在开始时商定的战略和目标保持一致。

PCM helps with structuring and determining the phases of the project and how to approach tasks in those phases. It also assists in planning and review and can be used when managing multiple projects.

PCM帮助构建和确定项目的各个阶段，以及如何处理这些阶段中的任务。它还有助于规划和审查，并可用于管理多个项目。

Project cycle management is a methodology that’s commonly used for larger projects that involve multiple stakeholders and significant human and material resources, which is why they require a robust project management solution like ProjectManager. ProjectManager is an award-winning project management software that offers a variety of tools to plan, schedule and monitor projects such as online Gantt charts, dashboards, timesheets and advanced resource planning and cost tracking features. Get started today for free.

项目周期管理是一种通常用于涉及多个利益相关者和大量人力物力的大型项目的方法，这就是为什么他们需要像Project Manager这样强大的项目管理解决方案。ProjectManager是一个屡获殊荣的项目管理软件，提供了各种工具来计划，安排和监控项目，如在线图表，仪表板，时间表和先进的资源规划和成本跟踪功能。从今天开始免费。

What Is Project Cycle Management?

什么是项目周期管理？

Project cycle management is a methodology for managing projects. It provides structure to the process, but also includes consulting stakeholders and providing them with relevant information throughout the life cycle of the project. This helps inform the best possible decisions.

项目周期管理是一种管理项目的方法论。它为流程提供了结构，但也包括咨询利益相关者，并在项目的整个生命周期内向他们提供相关信息。这有助于做出最佳决策。

The cycle of management operations within project cycle management is broken up into six phases:

项目周期管理中的管理操作周期分为六个阶段：

Programming: The programming phase asks what the developmental priorities are and comes to an agreement of a strategy paper and indicative program.

规划：规划阶段询问发展优先事项是什么，并就战略文件和指示性方案达成一致。

Identification: The identification phase there needs to be the completion of the fiche, or financing proposal, after a delegation makes an initial assessment. The proposal is then accepted, modified or denied, and financing is committed or not.

标识：在代表团作出初步评估之后，确定阶段需要完成文件或筹资建议。然后接受、修改或拒绝提案，并承诺或不承诺提供资金。

Formulation or Planning: The formulation phase determines if the project is feasible and if it will deliver on the benefits it proposes by completing the financing proposal, along with technical and administrative provisions.

制定或规划：拟订阶段确定项目是否可行，以及是否能通过完成融资提案以及技术和行政规定来实现其提议的效益。

Implementation: If results are being achieved and resources are being used properly, there is a submission of an annual operating plan, as well as other monitoring reports and reviews to determine if financing needs to continue as planned or change to support new needs.

实施情况：如果正在取得成果，资源得到适当使用，则提交年度业务计划以及其他监测报告和审查，以确定是否需要按计划继续供资，或改变供资方式以支持新的需求。

Monitoring and Evaluation: Evaluation determines if the project achieved its planned goals by completing an evaluation study, which is planned and managed by a task manager.

监测与评估环节：评估工作旨在通过实施一项由任务经理负责规划与管理的评估研究，来判定项目是否成功达成了既定的目标。

Closing: During the closing phase, an audit is conducted to determine if the project was completed in compliance with law and rules, and if other criteria have been met. The process is usually managed by an audit task manager.

结项阶段：在项目结束之际，会开展一次审计，旨在确认项目是否遵循了相关法律法规与规章制度的要求，并且满足了其他既定标准。这一审计流程通常由审计任务管理者负责统筹管理。

This cycle highlights decision-making criteria and procedures, which are defined at each specific phase. The phases themselves are progressive (each needing completion before moving on to the next), and new projects are informed by the results of the final phase: evaluation and audit.

此周期着重强调了在不同具体阶段所确立的决策标准与流程。这些阶段呈现出递进性（即必须依次完成每一个阶段才能进入下一个阶段），而新项目则是基于最终阶段——评估与审计的结果来进行规划与指导的。

The European Union (EU) uses project cycle management to make sure that it funds projects that are aligned with its objectives. The European Commission adopted project cycle management in 1992 as its primary set of project design and management tools.

欧洲国家联盟（欧盟）使用项目周期管理，以确保其资助的项目符合其目标。欧洲联盟委员会于1992年采用项目周期管理作为其主要的一套项目设计和管理工具。

Who Uses Project Cycle Management?

谁在使用项目周期管理？

From government agencies to academic institutions, there are many entities that can benefit from using project cycle management. Below are only some examples.

从政府机构到学术机构，许多实体都可以从使用项目周期管理中受益。以下仅是一些例子。

Government Agencies

政府机构

Government agencies can use project cycle management in various ways, such as ensuring public resources are used efficiently, aligning projects with policy objectives and maintaining overall accountability. Through data analysis and stakeholder consultations, government agencies are able to identify social needs to ensure their projects align with public priorities. PCM is commonly used in public health initiatives and infrastructure projects.

政府机构可以通过各种方式使用项目周期管理，例如确保公共资源得到有效利用，使项目与政策目标保持一致，以及保持总体问责制。通过数据分析和利益相关者协商，政府机构能够确定社会需求，以确保其项目符合公共优先事项。PCM通常用于公共卫生倡议和基础设施项目。

Non-Government Organizations (NGOs)

非政府组织

NGOs can utilize project cycle management to ensure their resources are optimized and that their projects align with both mission and donor requirements. It’s typical for these types of projects to start with a needs assessment that looks at the target communities to help pinpoint the most pressing challenges and develop solutions. PCM is commonly used in NGO projects such as education, healthcare and humanitarian relief.

非政府组织可以利用项目周期管理来确保其资源得到优化，其项目符合特派团和捐助方的要求。这类项目通常从需求评估开始，评估目标社区，以帮助确定最紧迫的挑战并制定解决方案。PCM通常用于非政府组织项目，如教育，医疗保健和人道主义救济。

Donor Organizations

捐助组织

Another entity that may use PCM is donor organizations. They use it to monitor the projects they fund to ensure that projects are executed according to their objectives and are meeting their impact metrics. Donor organizations keep a close eye on the project effectiveness, sustainability and scalability as they need to replicate projects in multiple communities or territories.

另一个可能使用PCM的实体是捐助组织。他们用它来监控他们资助的项目，以确保项目根据其目标执行，并达到其影响指标。捐助组织密切关注项目的有效性、可持续性和可扩展性，因为它们需要在多个社区或地区复制项目。

Project Cycle Management Phases

项目周期管理阶段

We mentioned that project cycle management is made up of five phases, so let’s dig deeper into each phase and cover their actual implementation.

我们提到项目周期管理由五个阶段组成，所以让我们深入研究每个阶段并涵盖其实际实施。

1. Programming

1.编程

The programming phase is when the negotiations take place, which leads to an agreed process documented in an indicative program. The process is meant to identify the main objective of the project and what its priorities are, which creates a relevant and feasible framework for the project.

方案拟订阶段是谈判进行的阶段，这将导致在指示性方案中记录商定的过程。该过程旨在确定项目的主要目标及其优先事项，从而为项目创建相关和可行的框架。

Past projects are researched to provide precedent and direction for future ones. This process is usually multi-annual and not directly relevant to an individual project, though it’s important for each project to be aware of high-level strategy.

研究过去的项目，为未来的项目提供先例和方向。这个过程通常是多年度的，与单个项目没有直接关系，尽管每个项目都必须了解高层战略。

The main outcome from the programming phase is an alignment of funding goals and strategic priorities that speak to broader organizational needs. There should also be an initial resource allocation and funding strategy.

方案拟订阶段的主要成果是使供资目标与战略优先事项相一致，以满足更广泛的组织需求。还应该有一个初步的资源分配和筹资战略。

Documentation may include technical documentation like strategic plans or frameworks. It could also include budget and funding allocation plans or a context analysis and needs assessment reports.

文档可能包括技术文档，如战略计划或框架。它还可以包括预算和资金分配计划或背景分析和需求评估报告。

2. Identification

2.识别

The identification phase analyzes the relevance of the project proposals. This includes the stakeholders and target group of the project. It analyzes potential problems these parties might have and what options there are to address and resolve them.

确定阶段分析项目建议书的相关性。这包括项目的利益相关者和目标群体。它分析了这些当事方可能存在的潜在问题，以及解决这些问题的选择。

During this phase many studies are carried out to help identify these ideas and define what actions should take place. All of this will be then collected in a project identification report, which explains the reasons behind the decisions made. This phase is directly relevant to the project, as the project’s structure will be determined at this point.

在这一阶段，进行了许多研究，以帮助确定这些想法，并确定应该采取什么行动。所有这些都将被收集在一份项目识别报告中，该报告解释了所做决定背后的原因。这一阶段与项目直接相关，因为项目的结构将在这一点上确定。

These include a clear definition of the problem or need and a prioritization of project ideas that align with strategic objectives.

其中包括对问题或需求的明确定义，以及与战略目标相一致的项目想法的优先次序。

Includes a problem statement or concept notes, needs assessment reports, an initial risk assessment and a stakeholder analysis.

包括问题说明或概念说明、需求评估报告、初步风险评估和利益攸关方分析。

3. Formulation

3.制定方案

The formulation phase, with the identification phase, is the financing decision-making part of the project cycle management process. During this phase a quality assessment of the financing proposal is undertaken. Any changes that are recommended to that draft are then applied to the financial proposal, which is either approved or rejected by the competent authority.

拟订阶段和确定阶段是项目周期管理过程中的筹资决策部分。在这一阶段，将对融资提案进行质量评估。对该草案提出的任何修改建议随后适用于财务建议书，由主管当局批准或拒绝。

If the project is approved, next comes the preparation, negotiation and signing of a financial agreement, which includes the necessary technical and administrative provisions to start the project.

如果项目获得批准，接下来是编制、谈判和签署一项财务协定，其中包括启动项目所需的技术和行政规定。

Outcomes in this stage include a detailed project design that has activities, objectives, timelines and resource requirements. It should also include a finalized budget and resource plan.

这一阶段的成果包括详细的项目设计，其中包括活动、目标、时间表和所需资源。它还应包括最终确定的预算和资源计划。

In this stage of project cycle management, documentation includes a detailed project project proposal or design document. It should also include a risk management plan, work breakdown structure and a stakeholder engagement plan.

在项目周期管理的这一阶段，文件包括详细的项目建议书或设计文件。它还应包括风险管理计划、工作分解结构和利益攸关方参与计划。

4. Implementation

4.执行

Now that the project has been planned and financed, it’s time to implement it. This can be a long process, sometimes years, depending on the project, and includes three periods: the start-up period, the main implementation period and the closure period.

现在项目已经规划和融资，是时候实施了。这可能是一个漫长的过程，有时是几年，取决于项目，包括三个时期：启动期，主要实施期和关闭期。

Throughout the implementation there can be re-planning as schedules and budgets are reviewed, refined and updated. Monitoring and reporting also occur during this phase, establishing controls to make sure that the project remains on track. Reports are now generated to provide data on the project’s progress.

在整个实施过程中，随着时间表和预算的审查、改进和更新，可以重新规划。监测和报告也发生在这一阶段，建立控制，以确保项目保持在轨道上。现在已生成报告，以提供项目进度数据。

Outcomes include achieving the project activities and deliverables.

成果包括完成项目活动和交付成果。

Documentation for this stage include an implementation plan, financial reports, activity progress reports, stakeholder communication logs and monitoring reports.

该阶段的文档包括实施计划、财务报告、活动进度报告、利益相关者沟通日志和监控报告。

5. Monitoring and Evaluation

5.监测和评价

The project has officially kicked off so now is the time to track it systematically. During this stage of project cycle management, the project’s performance will be assessed and any needed changes will be made to ensure that its objectives are met.

该项目已经正式启动，所以现在是时候系统地跟踪它。在项目周期管理的这一阶段，将评估项目的业绩，并作出任何必要的改变，以确保实现其目标。

Key activities include collecting and analyzing project data, assessing the effectiveness and impact of the project, tracking key performance indicators and maximizing the project’s impact on beneficiaries.

主要活动包括收集和分析项目数据，评估项目的有效性和影响，跟踪主要业绩指标，最大限度地扩大项目对受益者的影响。

Outcomes include insights into how the project is progressing and performing. Evidence-based adjustments can be made.

结果包括对项目进展和执行情况的深入了解。可以进行基于证据的调整。

Project management reports and dashboards are helpful during this phase as well as lessons learned documents and stakeholder feedback records.

项目管理报告和仪表板以及经验教训文件和利益相关者反馈记录在此阶段很有帮助。

6. Completion and Closure

6.完成和结项

Last but not least comes the completion and closure phase. It involves a formal ending to the project to ensure a smooth transition to the next phase, which could be another project or ongoing operations.

最后但并非最不重要的是完成和结项阶段。它涉及正式结束项目，以确保顺利过渡到下一阶段，这可能是另一个项目或正在进行的业务。

Project managers can use this phase to ensure the project meets it objectives and delivers value. If the project has lessons learned, they can be captured during this time to improve future projects.

项目经理可以使用这个阶段来确保项目达到目标并交付价值。如果项目有经验教训，可以在这段时间内获取它们，以改进未来的项目。

The final project outputs will be delivered and assessed against the project objectives.

最后项目产出将根据项目目标交付和评估。

Documentation in this project cycle management phase includes a final project evaluation report and handover and acceptance documents.

本项目周期管理阶段的文件包括最终项目评估报告和移交及验收文件。

Why Implement the Project Cycle Management Approach

为什么要实施项目周期管理方法

Project cycle management keeps projects within the policy objectives of the organization that initiated the project. It also helps projects stay relevant to the strategy that had been agreed upon, along with the needs of stakeholders and/or customers.

项目周期管理使项目保持在发起项目的组织的政策目标范围内。它还有助于项目保持与已商定的战略以及利益相关者和/或客户的需求相关。

Project cycle management also ensures that the project itself is feasible. Through cycle management, projects are protected from wasting valuable resources by deciding if they can be realistically achieved and are worthwhile before execution, as well as noting if the benefits of the project are sustainable.

项目周期管理也确保了项目本身的可行性。通过周期管理，项目在执行前就决定是否可以切实实现，是否值得，并注意项目的效益是否可持续，从而避免浪费宝贵的资源。

In order to do all this, project cycle management requires that stakeholders participate. It also requires the use of the logical framework approach and other tools to support the process. There is also an incorporation of quality assessment criteria and documentation at each stage of the project.

为了做到这一切，项目周期管理需要利益相关者的参与。它还需要使用逻辑框架方法和其他工具来支持这一进程。在项目的每个阶段，还纳入了质量评估标准和文件。

Benefits of Project Cycle Management

项目周期管理的好处

Project cycle management provides many benefits as it provides a structure approach to project planning, execution and evaluation. Here are only some of them.

项目周期管理提供了许多好处，因为它为项目规划、执行和评估提供了一种结构化方法。这里只是其中的一部分。

Ensures Project Strategic Alignment

确保项目战略一致性

Because of the robust planning that’s needed for project cycle management, it’s easier to align project objectives with overarching organizational goals. Progress is closely monitored throughout each phase which makes it easier to stay on track and take corrective action as needed.

由于项目周期管理所需的强大计划，因此更容易将项目目标与总体组织目标保持一致。在每个阶段都密切监测进展情况，这使得更容易保持正轨并根据需要采取纠正措施。

Focuses on Stakeholder Engagement

重点关注利益相关者的参与

Stakeholder invovlement is integral to every phase of project cycle management. If there are changes to be made, they can be quickly identified and addressed. Active participation from stakeholders helps reduce risk and keeps the project aligned with stakeholder priorities.

利益相关者参与是项目周期管理的每一个阶段的组成部分。如果需要进行更改，可以快速识别和解决。利益相关者的积极参与有助于降低风险，并使项目与利益相关者的优先事项保持一致。

Iterative Approach Facilitates Change Management

迭代方法促进变更管理

One of the key strengths of PCM is its ability to respond to risks and changes. It includes continuous monitoring and feedback throughout the project instead of solely at the end. This makes it easier to manage changes as they appear, mitigating risks and addressing performance issues along the way. Once the project is done, any lessons learned can be applied to future projects to improve the change management process.

PCM的主要优势之一是其应对风险和变化的能力。它包括在整个项目过程中持续的监控和反馈，而不仅仅是在项目结束时。这使得在出现更改时更容易进行管理，从而降低风险并解决性能问题。一旦项目完成，任何经验教训都可以应用于未来的项目，以改善变更管理流程。

How ProjectManager Helps With Project Cycle Management

Project Manager 如何帮助项目周期管理

Project cycle management is one more gear moving concurrently within the larger machine of a project. Therefore, it requires similar tools to keep it well-oiled and functioning as planned to deliver information about the project to stakeholders.

项目周期管理是在一个项目的大机器中同时移动的另一个齿轮。因此，它需要类似的工具来保持良好的运转，并按计划向利益相关者提供有关项目的信息。

ProjectManager is an award-winning software that organizes projects and streamlines communications. Because our software is online, it’s always up-to-date and easy to onboard teams and stakeholders alike. Since stakeholders are the target audience for project cycle management, just add them to your project. You can restrict what they see, so they’re not inundated. They’ll be notified of the pertinent information by email.

Project Manager是一个屡获殊荣的软件，它可以组织项目并简化通信。因为我们的软件是在线的，所以它总是最新的，并且很容易让团队和利益相关者加入。由于涉众是项目周期管理的目标受众，因此只需将他们添加到项目中即可。您可以限制他们看到的内容，这样他们就不会被淹没。他们将通过电子邮件收到相关信息。

Gantt Charts to Stay on Track

保持在轨道上的图表

You can easily plan your project cycle on our software. Our online Gantt chart places your tasks across a project timeline and allows you to set up a budget and track costs.

您可以在我们的软件上轻松规划项目周期。我们的在线流程图将您的任务放在项目时间轴上，并允许您设置预算和跟踪成本。

Gantt charts make it easy to stay updated on the progress of the project as it happens. When team members update their status, that data is instantly reflected across our software. Most project managers live on their Gantt chart, and ours makes that easy with a status bar that is shaded to indicate the percentage complete for each task.

图表可以让您随时了解项目的最新进展。当团队成员更新他们的状态时，这些数据会立即反映在我们的软件中。大多数项目经理都生活在他们的工作流程图上，我们的工作流程图通过一个状态栏来简化，状态栏是阴影的，用来指示每个任务的完成百分比。

Keep Stakeholders on the Same Page

保持利益相关者在同一页面上

Keeping stakeholders abreast of progress is key to a successful project. We have many ways to communicate with your stakeholders, such as the real-time dashboard, which automatically crunches project metrics into colorful graphs and charts that are easy to share. You can also share reports, which go into greater detail. They can also be filtered to show just the information stakeholders ask for.

让利益相关者了解进度是项目成功的关键。我们有很多方法与您的利益相关者进行沟通，例如实时仪表板，它可以自动将项目指标压缩成易于共享的彩色图形和图表。您还可以共享报告，这些报告将提供更详细的信息。它们也可以被过滤以显示利益相关者所要求的信息。

All in One Place

都在一个地方

Why use more than one tool to manage your project and stakeholders? ProjectManager has features that manage your project cycle, help you plan, monitor and report, while also giving teams collaborative tools. We have features for resource management and more. It’s all in one place, so don’t sweat it.

为何需要采用多种工具来管理您的项目及利益相关者呢？其实，ProjectManager这一平台便能满足您的全方位需求。它不仅能够管理整个项目周期，助您轻松规划、监控并生成报告，而且还为团队配备了高效的协作工具。此外，ProjectManager还涵盖了资源管理等诸多功能，真正实现了所有管理要素的集成与统一。有了这样一个一站式的解决方案，您大可不必再为此费心劳力。

ProjectManager is a cloud-based project management platform with the features that help manage the project cycle. From real-time data to reporting that can be filtered to reflect what you want and shared easily, see how ProjectManager can help your project by taking this free 30-day trial.

Project Manager是一个基于云的项目管理平台，具有帮助管理项目周期的功能。从实时数据到报告，可以过滤以反映您想要的内容并轻松共享，了解Project Manager如何通过30天免费试用帮助您的项目。