project monitoring & evaluation

5/22/2018 Project monitoring & evaluation

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What is Monitoring?

Looking into the process, going towards thetarget, right selection of beneficiaries

Procedures are being followed according to thework plan

Meeting our target or not (target monitoring),activity monitoring

Continuous info collection/analysis/reporting for

decision making

Program is going in right direction as planned inthe project document


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One line definition

Monitoring is the recording

Whether right thing is being delivered to theright people at the right time in a right way

(process)


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Monitoring

Systematic recording of :

Observations

Information gathering

Analysis

Documentation

Reflection and

Action..re-planning


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What is not Monitoring

Policing/imposing

Pointing out (but it is highlighting)


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The Need for Monitoring and Evaluation

There are many reasons for carrying out project M&E.

Project managers and other stakeholders need toknow the extent to which their projects are meeting theirobjectives and leading to their desired effects.

M&E build greater transparency and accountability interms of use of project resources.

Information generated through M&E provide project

staff with a clearer basis for decision-making.

Future project planning and development is improvedwhen guided by lessons learned from projectexperience.


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Salih


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Project Monitoring

Monitoring represents an on-goingactivity to track project progress against

planned tasks.

It aims at providing regular oversight ofthe implementation of an activity in terms

of input delivery, work schedules,

targeted outputs etc.Through such processes, project

monitoring aims at:


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1) Providing project management, staff and otherstakeholders with information on whether progress

is being made towards achieving projectobjectives. In this regard, monitoring represents acontinuous assessment of project implementationin relation to project plans, resources,infrastructure, and use of services by project

beneficiaries.

2) Providing regular feedback to enhance theongoing learning experience and to improve theplanning process and effectiveness of

interventions.

3) Increasing project accountability with donorsand other stakeholders.


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4) Enabling managers and staff to identify andreinforce initial positive project results, strengths

and successes. As well, monitoring alertsmanagers to actual and potential projectweaknesses, problems and shortcomings beforeit is too late. This would provide managers withthe opportunity to make timely adjustments andcorrective actions to improve the

program/project design, work plan andimplementation strategies.

5) Checking on conditions or situations of atarget group, and changes brought about by

project activities. In this regard, monitoringassists project management to check whetherthe project continues to be relevant to the targetgroup and/or geographical area, and whetherproject assumptions are still valid.


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Rasna


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Monitoring actions must be undertaken throughout

the lifetime of the project. Evaluation researchesmight be needed when unexpected problems arisefor which planned monitoring activities cannotgenerate sufficient information, or when socioeconomic or environmental conditions changedrastically in the target area.

Effective monitoring needs adequate planning,baseline data, indicators of performance, andresults and practical implementation mechanismsthat include actions such as field visits, stakeholdermeetings, documentation of project activities,regular reporting, etc. Project monitoring isnormally carried out by project management, staffand other stakeholders.

What monitoring should be doing ?


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Monitoring Tools

Staff meetings Weekly, Monthly, Annual

Partners meeting/Learning Forums (FGD,

Surveys)/Retreat

Participatory Reviews Stakeholders

Monitoring and Supervision Mission

(Self/Donors/Joint)

Progress reports/Statistics


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To ensure that inputs, activities and outputs proceed

according to plan

Determine whether the inputs are optimally utilized

Ensuring all activities are carried out by the right people

and in time

To provide record of inputs, activities, and outputs

To warn of deviations from objectives

To assist managers in making decisions

Monitoring should take place at and be integrated into all

stages of the project cycle

Goals of Monitoring


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Shiga


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Project Evaluation

Program/project evaluation represents asystematic and objective assessment of ongoingor completed projects or programs in terms of

their design, implementation and results.

In addition, evaluations usually deal with strategicissues such as program/project relevance,effectiveness, efficiency (expected andunexpected), in the light of specified objectives,as well as program/project impact andsustainability.


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Project Evaluation

Periodic evaluations of ongoing projects areconducted to review implementation progress,

predict project's likely effects and highlight

necessary adjustments in project design. Terminal

evaluations (or final evaluations) are evaluationscarried out at the end of a project to provide an

overall assessment of project performance and

effects/impact, as well as to assess the extent to

which the project has succeeded in meeting theirobjectives and their potential sustainability.


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Reasons for Project Evaluation

There are many reasons fo r conducting an evaluat ion ,

inc lud ing:

1) Providing managers with information regardingproject performance. Project plans might changeduring the implementation process. Evaluations can

verify if the program is really running as originallyplanned. In addition, they provide signs of projectstrengths and weaknesses, and therefore, enablemanagers to improve future planning, delivery ofservices and decision-making.

2) Assisting project managers, staff and otherstakeholders to determine in a systematic andobjective manner the relevance, effectiveness, andefficiency of activities (expected and unexpected) inlight of specified objectives.


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Project Evaluation

3) Mid-term evaluations may serve as a means ofvalidating the results of initial assessmentsobtained from project monitoring activities.

4) If conducted after the termination of aprogram/project, an evaluation determines theextent to which the interventions are successful interms of their impact and sustainability of results.

5) Assisting managers to carry out a thorough reviewand re-thinking about their projects in terms of theirgoals and objectives, and means to achieve them.


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Project Evaluation

6) Generating detailed information about projectimplementation process and results. Suchinformation can be used for public relations,fundraising, promotion of services in thecommunity, as well as identifying possibilities

for project replication.

7) Improving the learning process. Evaluationsoften document and explain the causes as to

why activities succeeded or failed. Suchdocumentation can help in making futureactivities more relevant and effective.


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Sherin


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Steps in Evaluation

Phase A: Planning the Evaluation

Phase B: Selecting Appropriate Evaluation Methods

Phase C: Collecting and Analyzing Information

Phase D: Reporting/disseminating Findings

Phase E: Implementing Evaluation Recommendations


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Phase A: Planning the Evaluation

Determine the purpose of the evaluation.

Decide on type of evaluation.

Review existing information of programmedocuments including monitoring information.

Describe the programme.

Develop/refine conceptual framework.

Assess your own strengths and limitations.

Put together an evaluation team includingstakeholders.


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Phase B: Selecting Appropriate

Evaluation Methods

Identify evaluation goals and objectives

Formulate evaluation questions and sub-

questions

Decide on the appropriate evaluation

design.

Develop an evaluation schedule

Develop a budget for the evaluation.


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Phase C: Collecting and Analyzing

Information

Develop data collection instruments.

Pre-test data collection instruments.

Undertake data collection activities. Analyze data.

Interpret the data.


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Phase D: Reporting/disseminating

Findings

Write the evaluation report.

Decide on the method of sharing the evaluationresults.

Decide on communication strategies. Share the draft report with stakeholders andrevise as needed.

Disseminate evaluation report.

Meet with project stakeholders to discuss andfollow-up on findings once they have acceptedthe findings.


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Phase E: Implementing Evaluation

Recommendations

Develop a new/revised implementation

plan in partnership with stakeholders.

Monitor the implementation of evaluation

recommendations and report regularly on

the implementation progress.

Plan the next evaluation.


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Wafa


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Some Evaluation Methods

Theory-based evaluation

Formal surveys

Rapid appraisal methods

Cost-benefit and cost-effectivenessanalysis

Participatory methods

Public expenditure tracking surveys

Impact evaluation


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Relationship between Monitoring and

Evaluation

Monitoring and evaluation are two differentmanagement tools that are closely related,interactive and mutually supportive.

Through routine tracking of project progress,monitoring can provide quantitative and qualitativedata useful for designing and implementing projectevaluation exercises.

On the other hand, evaluations support projectmonitoring. Through the results of periodicevaluations, monitoring tools and strategies can berefined and further developed.


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Difference between

Monitoring and Evaluation

M i i E l i


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Objective

Monitoring Evaluation

To track changesfrom baseline

conditions todesired outcomes.

To validate what resultswere achieved, and howand why they were orwere not achieved.

Methodology

Tracks andassessesperformance

through analysisand comparison ofindicators overtime.

Evaluates achievement oroutcomes by comparingindicators before and after

the intervention.Involves Value Judgment

Relies on monitoring dataand information from

external sources.

d b d


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Characteristics

Continuous andsystematic by

Programme/ Project

Managers and keypartners.

Time-bound,periodic, in-depth.

Internal or Externalevaluators andpartners.

Uses Alerts managersabout problems in

performance,provides options

for corrective actionsand helpsdemonstrateaccountability.

Provides managers /Donors /stakeholders withstrategy

and policy options,provides basis for

learning anddemonstrates

accountability.


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Project Control

Project control can be defined as

management action, either preplanned to

achieve the desired result or taken as a

corrective measure prompted by themonitoring process. It is concerned with

matrix of the project such as quantities,

time, cost and other resources.


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In simple words, project controlsencompass the people, processes and

tools used to plan, manage and mitigatecost and schedule issues and any risk

events that may impact a project.

Two major functions of Project Control To ensure regular monitoring of

performance

It motivates project personnel to strive forachieving objectives.


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Effective control critical for realization ofproject objectives. There are 3 reasons for

poor project control.

1.Characteristics of project.

2.People problem.

3.Poor control and information system.


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There are two main approaches to projectcontrol.

1. Variance Analysis Approach

2. Performance Analysis


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Variance Analysis Approach

The traditional approach to project control

involves comparison of actual cost with thebudgeted cost to determine the variance.

The variance analysis approach is inadequatefor the project control for the following reasons.

1.It is backward looking rather than forwardlooking.

2.It does not use the data effectively to provide

integrated control.


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Performance Analysis

A better approach to control. Effective control over a project requires

systematic performance analysis.

The following questions need to be answered.

1.Is the project as a whole on schedule, ahead of

schedule or behind schedule?

2.Has the cost of project as a whole been as per

budget estimates, less than budget estimates?

3.What is the trend of performance?


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Performance analysis seeks to remove thesubjectivity by employing an analytical

framework based on the following terms:

BCWS (Budgeted Cost of Work Schedule)

BCWP (Budgeted Cost for Work Performed) ACWP (Actual Cost of Work Performed)

BCTW (Budgeted Cost for Total Work)

ACC (Additional Cost for Completion)

project monitoring & evaluation

Documents

project managers

project resources

project plans

project monitoringmonitoring

whetherthe project

future project planning

line definition monitoring

right time