May 12 th Monitoring and Project Control. Objectives Anticipated Outcomes Express why Monitoring and...
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Transcript of May 12 th Monitoring and Project Control. Objectives Anticipated Outcomes Express why Monitoring and...
Monitoring Complete Project Status
Knowledge Area Process
Integration • Monitor Project Work
Scope • Assess Scope Status
Time • Schedule Monitoring
Cost • Cost Monitoring
Quality • Assess Quality
Human Resource Management • Manage Project Team
Communication • Performance Reporting• Manage Stakeholders
Risk • Risk Monitoring
Procurement • Contract Administration Monitoring
Project Proposal /
Project Charter
Goal
Outputs
Purpose
inputs
Logical Framework
Critical Path Method
Annual Performance Target Table
Output Based Budget
Output 1 _______ _______ Output 2 _______ _______
GANTT Chart
Task
Time
Y1 Y2 Y3 Y4 Y5Indicator
The Logical Frameworklinks naturally to other project managementtools
Conceptual Design and Monitoring
Inputs
4 Categories of MonitoringProject
DescriptionIndicators Source of
VerificationAssumptions
Goal text text text
Objective(s) text text text
Results text text text
Activities text text text
2. Outcomes Monitoring - Is the causal relationship between the results and the objectives correct?
2. Outcomes Monitoring - Is the causal relationship between the results and the objectives correct?
1. Operational Monitoring (bean counting)
• Service Delivery • Physical Distribution• Financial tracking• Procurement and
inventory tracking
1. Operational Monitoring (bean counting)
• Service Delivery • Physical Distribution• Financial tracking• Procurement and
inventory tracking
3. Objectives Monitoring - Is the causal logical between the objectives and the goal correct?
3. Objectives Monitoring - Is the causal logical between the objectives and the goal correct?
4. Risk Monitoring – Pay special attention to monitoring your assumptions at the Activity and Results levels during implementation
4. Risk Monitoring – Pay special attention to monitoring your assumptions at the Activity and Results levels during implementation
Monitoring the Project Constraints
• Compare against the triple constraint baselines– Cost – Time– Scope (Product and Project)
• Identify variances• React as necessary
Project Baselines
• The original plan, plus or minus approved changes
• Baselines – Scope: statement of work, work breakdown
structure– Cost: project budget– Schedule (Time): network diagram, Gantt
chart
Do we ever want to change the Baseline?
Stakeholder Monitoring NeedsWhat does each need to know – when and why?
Project ManagerOrganization and PartnersBeneficiariesProject TeamDonor
What is the most cost-effective means of getting the information?
6 Questions for Monitoring Plans
1. What information is needed to track the indicator?2. Who will collect the information? How often will it be
collected?3. What data collection methods are appropriate?4. How will the information be analyzed? Who will
analyze it? How often will it be analyzed?5. Who will report the results?6. Who will receive the results? What decisions will be
made with this information?
Why evaluate? The main objectives of program evaluations are:•To inform decisions on operations, policy, or strategy related to ongoing or future program interventions •To demonstrate accountability to decision-makers (i.e. donors).•Shows a clear linkage between your design (using LogFrame) and your actual deliverables.
After Action ReviewReview the activity and its related objective or deliverable. For each one ask the following:
1. What did we set out to do?2. What did we achieve?3. What went really well? 4. What could have gone better? 5. What prevented us from doing more? 6. What can we learn from this?
Final Evaluations• Conducted toward the end of the project.• Largely judgment oriented – determining overall
merit, worth or value of a project.• Generally include an external evaluator and require
more planning and investment.
External vs. Internal Evaluators•Provides a fresh look at the project and can draw from other project experiences• Not personally involved, easier to be objective• Is not part of the power and authority structure of the project• Trained in evaluation methods and has wide experience planning and conducting other evaluations• Better able to focus for longer periods of time on evaluation tasks
•Has in-depth understanding of the project and can interpret attitudes and behaviors of participants and stakeholders•May lessen anxiety as he is well-known to project stakeholders and has established relationships •Less expensive
• May have limited understanding of the project, and participants and stakeholders involved and therefore needs time to digest information on the project
• May cause more anxiety as he does not have an established relationship of trust with project stakeholders
• More expensive
• May be unwittingly constrained by attitudes such as “We have always done it this way”
• Personally and professionally involved, so harder to be objective
• Is part of the power and authority structure of the project
• May not be trained in evaluation methods and may have limited experience planning or conducting evaluations
• May have time constraints for evaluation due to other duties
External Internal
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