Project Monitoring

1. 278SW22 – PROJECT
MONITORING AND
EVALUATION
Dr. S. Michael​

2. UNIT - II
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Project Planning and Monitoring and
Evaluation: Project Management and M&E,
Project Design Influences M&E, planning for
M&E, Developing the M&E Framework,
Seeing M&E as a system, Purpose and scope
of the M&E system, The value of the M&E
Matrix,

3. What is a Project? – The Definition
• Project is a great opportunity for organizations and individuals to
achieve their business and non-business objectives more efficiently
through implementing change. Projects help us make desired changes
in an organized manner and with reduced probability of failure.
• Projects differ from other types of work (e.g. process, task, procedure).
Meanwhile, in the broadest sense a project is defined as a specific,
finite activity that produces an observable and measurable result under
certain preset requirements
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4. PROJECT MANGEMENT
• Project management is the practice of initiating, planning, executing,
controlling, and closing the work of a team to achieve specific goals and meet
specific success criteria at the specified time
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5. PROJECT MANAGEMENT EXAMPLES
• To explain the concept of project management further, think
about all the projects you encounter every day—both in
business and your personal life.
• At work, you might build or contribute to a deliverable, like
a report, a website, a tool or product, or even a building.
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6. PROJECT MANAGEMENT EXAMPLES
• In business, a project is typically a unique operation conducted to
meet specific goals. Examples of projects may include:
 Development of software to increase employee productivity
 Construction of a building to house community events
 Design of a website to decrease call volume to a business
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7. PROJECT MANAGEMENT EXAMPLES
• Developing a new product or service
• Constructing a building or facility
• Renovating the kitchen
• Designing a new transportation vehicle
• Acquiring a new or modified data system
• Implementing a new business process
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8. CATEGORIES OF PROJECT
• Normal project:
• Crash project
• Disaster project
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9. STEPS IN PROJECT MANAGEMENT
• Grouping work into packages which acquires the properties of a
project
• Entrusting the whole project to a single responsibility center known as
the project manager
• Supporting and servicing the project internally within the organization
by matrixing
• Building up commitment through negotiations, coordinating and
directing towards goals through schedules, budgets and contracts
• Ensuring adherence to goals through continuous monitoring and
control using schedules, budget and contracts as the basis.
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10. ROLES AND RESPONSIBILITIES OF
PROJECT MANAGER
• Defining and maintaining the integrity of project
• Development of project execution plan
• Organization for execution of the plan
• Setting of targets and development of systems and procedure for accomplishment
of project objectives and targets
• Direction, coordination and control of project activities
• Contract management
• Problem solving
• Man management
• Satisfaction of customer, government and the public
• Achievement of project objectives, cash surplus and higher productivity
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11. PROJECT DESIGN
Project design is the first phase of the project
cycle. At the beginning, a project develops as an
idea or vision-which is feasible. However, the
steps to make it feasible is quite difficult. An idea
can only become a reality once it is broken down
into organized, actionable elements within a
timeline.
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12. PROJECT DESIGN
Project design is a crucial stage in a project’s lifecycle because it identifies key
elements by outlining the answers to 4 Ws of the project: What-Where-When-Who.
• What: defines the project itself
• Where: is the internal and external environment
• When: is the time frame
• Who: is you and the beneficiaries
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13. Project design consists of the following elements:
• Project Background
• Project Context
• Risks and Assumptions
• Goals and Objectives
• Outcomes
• Beneficiaries or Stakeholders
• Activities
• Timeline
• Workplan
• Budget estimates
• Sustainability
• Monitoring and Evaluation Strategies
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14. KEY STEPS OF THE PROJECT DESIGN
PROCESS
• 1. Set the project goal
• 2. Establish outcomes and commitments
• 3. Understand the risks and constraints
• 4. Use a visual aid
• 5. Estimate your budget
• 6. Select the processes for monitoring and approval
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15. FACTORS AFFECTING PROJECT CONSTRUCTION AND
PLANNING
• Uncertainty about the scope of the project
• Significant change in the scope of the project during its
implementation
• High number of stakeholders with influence on the project
• Novelty of the project / technology
• High interdependence between the technologies
• High difficulties in achieving performance goals
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16. PLANNING MONITORING AND
EVALUATION
A monitoring and evaluation plan is a guide that explains the goals and objectives of
an M&E strategy and its key elements. In simple words, an M&E plan is like a
roadmap that describes how you will monitor and evaluate your program, as well as
how you intend to use evaluation results for project improvement and decision
making.
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17. STEP BY STEP GUIDE TO DESIGNING
AN M & E PLAN
• Identifying the focal problems and the need for a project
• Planning the Project
• Defining a monitoring and evaluation framework
• Identifying relevant indicators
• Identifying data collection tools and methodologies
• Reviewing M&E work plan
• Reporting
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18. M&E LOGICAL FRAMEWORKS
Illustrate the relationships between program
Inputs, Processes, Outputs, and
Outcomes.
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19. M & E FRAMEWORKS
• Models, pictures or maps
• Visualize the factors that drive an intervention
• Maps that illustrate how a program should work
• Identify relationships between factors that influence program
operation and the successful achievement of objectives
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20. WHY DO WE USE M&E
FRAMEWORKS?
• Communication and planning tool
• As a ‘map’ for program goals
• Links between resources and activities
• Guide selection of indicators
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22. M & E SYSTEM
•An M & E system refers to all the indicators,
tools and processes that you will use to
measure if a program has been implemented
according to the plan (monitoring) and is
having the desired results (evaluation).
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23. OBJECTIVES OF AN M&E SYSTEM
• Measure progress
• Improve accountability and management of resources
• Efficiently and effectively use data
• Improve coordination with partners
• Collect complete and timely information on national effort
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24. COMPONENTS OF M&E SYSTEMS
• .It can be grouped into 3 Levels:
• Level 1:Enabling Environment: Focuses on People,
partnerships and planning required to support data use.
• Level 2: Data and Information: Focuses on
mechanisms for collection, capturing and verification
of Data for decision making
• Level 3: Decision Making: Focuses on dissemination
and use of data for decision making.
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25. Level 1: People, partnerships and planning
• Create enabling environment for M&E
• People (component 1)
• who are skilled (component 2)
• working together (component 3)
• to plan (component 4)
• operationalize and cost (component 5), and
• motivate for an M&E system to become and remain fully functional
(component 6)
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26. 1. Organizational Structures with M&E
Functions
•The adequate implementation of M&E
at any level requires a unit (Internal
and/or external) whose main purpose is
to coordinate all the M&E functions at
its level.
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27. 2. Human Capacity for M&E
•An effective M&E implementation
requires that there is only adequate and
qualified staff employed in the M&E unit
who would be continuously developed
through training and other capacity
building initiatives.
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28. 3. Partnerships for Planning, Coordinating
and Managing the M&E System
•Partnerships for M&E systems complement the
organization’s M&E efforts in the M&E process.
They can be used for verification and auditing
purposes to check for alignment of M&E functions
and outputs, to intended objectives and reported
outputs.
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29. 4. M&E framework/Logical Framework
•It outlines the objectives, inputs,
outputs and outcomes of the intended
project and the indicators that will be
used to measure and the assumptions
that the M&E system will adopt.
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30. 5. M&E Work Plan and Costs
•Closely related to the M&E frameworks is the
M&E Work plan and costs. It shows how
resources (personnel, time, materials and
money) will be used to achieve the set M&E
functions.
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31. 6. Communication, Advocacy and Culture for
M&E
•This refers to the presence of
policies and strategies within
the organization to promote
M&E functions.
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32. Level 2: Collection, capturing and
verification of data
Providing data and information relevant for decision making.
(Component 7-11)
• The M&E plan defines which data need to be captured to monitor
and evaluate the national response.
• The components in this ring help to collect, capture and verify all the
types of data that are needed as part of a national M&E system
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33. 7.Routine Programme Monitoring
•Monitoring refers to the continuous
and routine data collection, analysis
and reporting that takes place
during project implementation to
assess meeting the set objectives.
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34. 8. Surveys and Surveillance
•This involves majorly the national level M&E
plans and entails how frequently relevant
national surveys are conducted in the country.
National surveys and surveillance needs to be
conducted frequently and used to evaluate
progress of related projects.
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35. 9. National and Sub-national databases
•This deals with the need for M&E
systems to develop strategies of
submitting relevant, reliable and valid
data to national and sub-national
databases.
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36. 10. Supportive Supervision and Data
Auditing
•Supportive supervision is important since it
ensures the M&E process is run efficiently,
while data auditing is crucial since all
project decisions are based on the data
collected.
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37. 11. Evaluation and Research
Evaluation is an important component of M&E as
it establishes whether the project has met the
desired objectives. It usually provides for
organizational learning and sharing of successes
with other stakeholders.
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38. Level 3: Dissemination and Use of
Information
Using Information (Feedback) to Improve Results
• To be successful, monitoring and evaluation information must be used!
 Who will be responsible for collating, preparing reports (subject for
communication sessions)
Consider timing, possible users
•  Will indicators be available at the time of budget preparation or
performance reviews?
•  Who are the key decision makers?
•  How will the data be presented?
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39. 12. Data Dissemination and Use
•The information gathered during monitoring
and evaluation needs to be shared out to
relevant stakeholders to inform future decision
making. Organizations must therefore ensure
that there is an information dissemination plan
either in the M&E plan, Work plan or both.
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40. M & E MATRIX
An indicator matrix (also referred to as an M&E framework)
is ideally part of an M&E plan, though it is often developed
at the start of the grant or program. Developing an indicator
matrix can help ensure indicators are measurable, realistic and
purposeful, improving use of program data down the line.
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41. M & E MATRIX
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42. Thank you