Project cycle


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  • A sequense of specific tasks, with a specific goal, with limited resources: time, money persons etc
  • Even if we design a project as a stand alone intervention – it is not...
  • Evaluation also refers to the process of determining the worth or significance of an activity, policy or program. An assessment, as systematic and objective as possible, of a planned, on-going, or completed development intervention.Note: Evaluation in some instances involves the definition of appropriate standards, the examination of performance against those standards, an assessment of actual and expected results and the identification of relevant lessons.
  • Project cycle

    1. 1. M&E Workshop Tamale 3-5th September 2013 By Charlotte Torp Møller
    2. 2.  Horse Exercise – curtesy of MDF
    3. 3.  What can we learn form the story of the horse?  How does the horse story relate to Project planning and implementation?
    4. 4. ?
    5. 5.  A project is a series of activities aimed at bringing about clearly specified objectives within a defined time-period and with a defined budget. A project should also have:  • Clearly identified stakeholders, including the  primary target group and the final beneficiaries;  • Clearly defined coordination, management and  financing arrangements;  • A monitoring and evaluation system (to support  performance management); and  • An appropriate level of financial and economic  analysis, which indicates that the project’s  benefits will exceed its costs. (Source: EC 2004)
    6. 6. Objective OutputProject Input Outside factors affecting the input, project and objective: economic, socio-cultural. Actors: Affecting and recieving from the project. Beneficiaries, other ’projects’, partners, target group.. (Adapted from the IOM source: MDF)
    7. 7. Policy setting Identification Formulation/ appraisal Contracting/ Committment Implementation Final Evaluation Source MDF
    8. 8. Programming Identification Formulation Implementation Evaluation and Audit Source EuropeAid (EC)
    9. 9. This cycle highlights three main principles:  1. Decision making criteria and procedures are defined at each phase (including key information requirements and quality assessment criteria);  2. The phases in the cycle are progressive – each phase should be completed for the next to be tackled with success; and  3. New programming and project identification draws on the results of monitoring and evaluation as part of a structured process of feedback and institutional learning. (Source EC 2004)
    10. 10.  At which stages in the project management cycle should we include aspects of monitoring? - Please elaborate on your answer and tell us why.
    11. 11. Re-planning Reporting Impelmentation and Monitoring Implementation and Monitoring Regular review
    12. 12.  It is difficult to say monitoring without saying Evaluation – but what is it – and how is it differenct from monitoring?
    13. 13.  The systematic and objective assessment of an on-going or completed project, programme or policy, its design, implementation and results. The aim is to determine the relevance and fulfilment of objectives, development efficiency, effectiveness, impact and sustainability. An evaluation should provide information that is credible and useful, enabling the incorporation of lessons learned into the decision–making process of both recipients and donors. (OECD 2010)
    14. 14.  An evaluation is an assessment as systematic and objective as possible. It will often involve external consultants, where monitoring is often internal. (own – after MDF and EC)  Monitoring is ongoing  Evaluation is a one-time event - a still picture.
    15. 15. MONITORING EVALUATION  Clarifies Programme Objectives  Links activities and their resources to objectives  Translates objectives into performance indicators and sets targets  Routinely collects data on indicators and conpare actual results with targets  Reports progress to managers and alerts problems  Analyses why intended results were or were not achieved  Assesses specific casual contributions of activities to results  Examins implementation progress  Explores unintended results  Provides lessons, high lights significant accomplishment or programme potential and offers recommendations for imporvement. (Source: 10 steps to RBM)
    16. 16.  EuropAid Project Cycle Management Guidelines, 2004  MDF training material  OECD Glossery of key terms in Evaluationa dn Results Based Management, 2010