Project Management Learning Program 23 Mar – 3 Aprl 2009, Mekong Institute, Khon Kaen, Thailand...
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Project Management Learning Program 23 Mar – 3 Aprl 2009, Mekong Institute, Khon Kaen, Thailand Managing for Development Results Results-Oriented Monitoring and Evaluation
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Transcript of Project Management Learning Program 23 Mar – 3 Aprl 2009, Mekong Institute, Khon Kaen, Thailand...
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Managing for Development Results
Results-Oriented Monitoring and Evaluation
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d Managing for Development Results
Results-based monitoring takes in the whole
results chain, from inputs, via activities and outputs through to the outcomes and impacts.
The distinctive feature is that this kind of monitoring focuses not only on what has been done, but attempts to identify the changes generated by what has been done.
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dFor impact monitoring, one has to clearly
differentiate the three levels of the LogFrames:
• What are the goods and services to be provided by your programme/ component? (This is to be found in the activities and output statements)
• How are your immediate target groups expected to make use of these goods and services, to apply or utilise them (utilisation)? Statements of this logical level represent the first level of impacts, usually labelled Immediate Objectives, Purpose, or Outcomes.
• Which kind of benefits can be directly attributed to the utilisation of the programme/component services by the immediate target groups? This is impact level 2, usually labelled Development Objective.
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dPast
Programm/
ProjectInitiati
onPlannin
gProgramme/ Project Implement
ationPrimary Role of Monitoring and/ or EvaluationIn the Cycle
Evaluation:Providing lessons learned: successes and failure of the past
Monitoring:Assessing progress of programme/ project in achieving its objectives
Obtaining early indications of potential problems and/or success as a basis for decision- making
Mid-term or Terminal Evaluation
Providing a basis for decision-making and identifying initial lessons learned
Completion and Follow
up
Construction of baseline dateClarify of objectivesAgreement on results, indicators and performance targetsAllocation of budget and responsibilities for monitoring and evaluation
Ex-post Evaluation:Measuring and assessing actual impact
Identify lessons learned for dissemination as best practices
Prerequisite of Effective Monitoring and Evaluation
FutureProgramme / Project
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d M&E and Program Initiation
• Pre-Formulation: Searching for Lessons Learned
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dProject Planning: Preparing and Monitoring and Evaluation Plan
Monitoring and Evaluation Planning Framework
• Construct baseline date on problems to be addressed.• Clarify programme or project objectives and set specific
targets.• Establish stakeholders’ consensus on indicators.• Define date collection process requirements and usage.• Agree on the generation and utilization of information.• Specify reporting requirement (format, frequency,
distribution).• Establish monitoring and evaluation schedule.• Assign monitoring and evaluation responsibilities.• Provide adequate budget for monitoring and evaluation.
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dProject Implementation: M & E as
Support to Decision-Making and Learning
• Monitoring:
• Assessing progress of programme/ project in achieving its objectives
• Obtaining early indications of potential problems and/or success as a basis for decision- making
• Mid-term or Terminal Evaluation
• Providing a basis for decision-making and identifying initial lessons learned
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dProject Completion: Dissemination
of Lessons Learned
• Ex-post Evaluation:
• Measuring and assessing actual impact
• Identify lessons learned for dissemination as best practices
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RelevancePerformance
SUCCESS
Substantive Focus
Program Quality
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d Key criteria
• relevance – the degree to which the objectives of a programme remain valid and significant;
• performance – progress of a programme towards achieving its objectives, in terms of effectiveness, efficiency and timeliness;
• success – attaining a measurable level of benefits that can be directly attributed to the programme, in terms of impact, sustainability and capacity development.
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d M&E Standard Criteria
• Relevance Development Issues Target Groups Direct Beneficiaries
• Performance Effectiveness Efficiency Timeliness of inputs and results
• Success Impact Sustainability Contribution to Capacity Development
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d SELECTION OF INDICATORS
• What are the objectives of the programme or project?
• Who are the target groups and what are their needs and expectations?
• What changes are anticipated as a result of the programme or project?
• To what extent and how efficiently is the programme or project achieving its objectives?
• What are the criteria for judging the success of the programme or project?
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d SMART Indicators
• Specific
• Measurable
• Attainable
• Relevant
• Trackable
• A good balance should be achieved between theory and practice, i.e., between what should be and what can be measured
Indicators are "yardsticks" that can be used to demonstrate that changes have (or have not) taken place. They provide meaningful and comparable information on changes.
