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The document discusses the importance of program logic and intermediate outcomes for social change programs. It explains that program logic uses a people-centered approach rather than a purely logical framework, distinguishing between different levels of impact. Intermediate outcomes are the medium-term changes resulting from program activities that contribute to broader goals, and measuring them is critical for demonstrating progress, conducting adaptive management, and refining theories of change.
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Developing a Communication Plan (notes)
This document outlines a communication plan for organizational change at Rockingham Community College. It discusses launching the plan by explaining the need for change and supporting employees. It recommends using blogs, email, text and the school website to communicate with instructors and staff. The plan also provides methods for evaluating the effectiveness of the change through data collection and surveys. Leaders can obtain feedback through surveys, interviews and meetings to continuously improve the organization. The plan aims to address negative responses through shared decision-making and establishing communication rules.
Fuctions of Evalutaion
The document discusses the key functions of evaluation for education programs and projects. Evaluation aims to determine the relevance of objectives, assess development and efficiency, evaluate effectiveness, measure impacts, and ensure sustainability. Specifically, evaluation checks that objectives match needs, identifies ways to deliver projects in a timely and cost-effective manner, periodically assesses activities to enhance effectiveness, determines intended and unintended results, and improves program design to provide long-lasting benefits after completion.
Creating program logic model
The document discusses key aspects of creating program logic models. It explains that program logic models are based on an underlying theory of change and include resources, activities, outputs, and outcomes. Assumptions are important but often overlooked. Models should show how multiple strategies collectively contribute to outcomes. The process of building a model starts by identifying desired impacts and working backwards to define outcomes, activities, and resources. Stakeholder involvement and updating models over time are also important.
Methods for evaluating project performance
Performance measurement techniques are used to assess deviations from the original project plan and determine if corrective action is needed. Key techniques include performance reviews, trend analysis, earned value analysis, and information distribution tools. Performance reviews assess status at regular intervals. Trend analysis examines results over time to predict performance. Earned value analysis integrates scope, cost, and schedule to measure performance. Information distribution ensures stakeholders receive timely information. Together, these techniques help project managers maintain schedule control.
Monitoring and evaluation
Monitoring and evaluation (M&E) involves collecting data on a regular basis to measure progress towards objectives. Evaluation determines the value of a program by measuring whether planned outcomes and impacts are achieved. The key difference between monitoring and evaluation is that monitoring is a regular, routine collection of input, process and output data, while evaluation is a periodic assessment of outcome and impact that can involve external evaluators. Developing an M&E plan is important to guide data collection, ensure accountability, and inform decision making. The plan should link objectives, indicators, and methodologies to collect and analyze data over time.
Factors Impacting Success Rate of Project Implementations
What are the major factors that promote or inhibit the successful implementation of contemporary projects? Examples and/or illustrations, to further highlight key points and strengthen arguments, are expected.
Functions of evaluation
Evaluation is critical component in public policy and other forms of policy. Thus this slides gives a short overview of relevance of Evaluation in every capacity.
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This document outlines a communication plan for organizational change that includes launching the plan by providing reasons for change and support, using technologies like blogs and email to accomplish the plan, evaluating effectiveness through data collection and analysis, generating feedback through surveys and interviews, addressing negative responses appreciatively and engaging employees in decision making, and how the plan should enable a smooth change for the organization.
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Developing a Communication Plan (notes)
This document outlines a communication plan for organizational change at Rockingham Community College. It discusses launching the plan by explaining the need for change and supporting employees. It recommends using blogs, email, text and the school website to communicate with instructors and staff. The plan also provides methods for evaluating the effectiveness of the change through data collection and surveys. Leaders can obtain feedback through surveys, interviews and meetings to continuously improve the organization. The plan aims to address negative responses through shared decision-making and establishing communication rules.
Fuctions of Evalutaion
The document discusses the key functions of evaluation for education programs and projects. Evaluation aims to determine the relevance of objectives, assess development and efficiency, evaluate effectiveness, measure impacts, and ensure sustainability. Specifically, evaluation checks that objectives match needs, identifies ways to deliver projects in a timely and cost-effective manner, periodically assesses activities to enhance effectiveness, determines intended and unintended results, and improves program design to provide long-lasting benefits after completion.
Creating program logic model
The document discusses key aspects of creating program logic models. It explains that program logic models are based on an underlying theory of change and include resources, activities, outputs, and outcomes. Assumptions are important but often overlooked. Models should show how multiple strategies collectively contribute to outcomes. The process of building a model starts by identifying desired impacts and working backwards to define outcomes, activities, and resources. Stakeholder involvement and updating models over time are also important.
Methods for evaluating project performance
Performance measurement techniques are used to assess deviations from the original project plan and determine if corrective action is needed. Key techniques include performance reviews, trend analysis, earned value analysis, and information distribution tools. Performance reviews assess status at regular intervals. Trend analysis examines results over time to predict performance. Earned value analysis integrates scope, cost, and schedule to measure performance. Information distribution ensures stakeholders receive timely information. Together, these techniques help project managers maintain schedule control.
Monitoring and evaluation
Monitoring and evaluation (M&E) involves collecting data on a regular basis to measure progress towards objectives. Evaluation determines the value of a program by measuring whether planned outcomes and impacts are achieved. The key difference between monitoring and evaluation is that monitoring is a regular, routine collection of input, process and output data, while evaluation is a periodic assessment of outcome and impact that can involve external evaluators. Developing an M&E plan is important to guide data collection, ensure accountability, and inform decision making. The plan should link objectives, indicators, and methodologies to collect and analyze data over time.
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What are the major factors that promote or inhibit the successful implementation of contemporary projects? Examples and/or illustrations, to further highlight key points and strengthen arguments, are expected.
Functions of evaluation
Evaluation is critical component in public policy and other forms of policy. Thus this slides gives a short overview of relevance of Evaluation in every capacity.
Developing a communication plan
This document outlines a communication plan for organizational change that includes launching the plan by providing reasons for change and support, using technologies like blogs and email to accomplish the plan, evaluating effectiveness through data collection and analysis, generating feedback through surveys and interviews, addressing negative responses appreciatively and engaging employees in decision making, and how the plan should enable a smooth change for the organization.
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This document defines a project, lists its key characteristics such as having objectives and being unique, and provides examples of different types of projects. It distinguishes between projects and programs, noting that projects are one-time events to create a product or service while programs are sets of similar projects to achieve overall objectives. The document also compares project management to traditional management, highlighting that project management is focused on the project, temporary, and must adjust to a changing environment, unlike traditional management.
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This document discusses key considerations for measuring and monitoring program outcomes in evaluation. It covers 4 main steps: 1) identifying relevant outcomes by considering stakeholder perspectives, program theory, prior research and unintended outcomes. 2) deciding how to measure outcomes, considering dimensions, established/custom measures, and reliability, validity and sensitivity. 3) monitoring program outcomes over time using indicators. 4) interpreting outcome data by providing relevant context and comparisons. The document emphasizes using established procedures when possible, checking measurement properties, and addressing limitations like indicator bias when monitoring and interpreting outcomes.
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This document defines a project, lists its key characteristics such as having objectives and being unique, and provides examples of different types of projects. It distinguishes between projects and programs, noting that projects are one-time events to create a product or service while programs are sets of similar projects to achieve overall objectives. The document also compares project management to traditional management, highlighting that project management is focused on the project, temporary, and must adjust to a changing environment, unlike traditional management.
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The document discusses the importance of alignment between organizational strategy and projects. It states that while strategic management aims to communicate strategy and identify targets, it cannot ensure initiatives are implemented, and project management focuses on project efficiency but not strategic alignment. The document introduces program management as a method to connect strategy and execution. It explains that a program business case formally declares how a program aligns with strategic objectives by identifying business benefits, outcomes, project outputs, and mapping benefits to projects and outcomes.
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Upon completion of this unit, students should be able to:
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Unit III Case Study
3.2
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
3.3
Chapter 5, pp. 145-176
Unit III Case Study
4.1
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
4.2
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
Reading Assignment
Chapter 5: The Project in the Organizational Structure, pp. 145-176
Unit Lesson
Organizational structure is how the organization is constructed. This can include management levels as well
as everyone who works toward maintaining the strategic mission of the organization with an eye on
development toward achieving the strategic vision. Companies can be organized in many different ways, and
the creativity in organizational structures continues to evolve.
One of the most common methods for organizational project structures is that of functionality, which is based
on functions within the organization such as marketing, accounting, finance, operations, human resources,
and more. This strategy is advantageous because of its specialization of functions within each operational
branch as well as its simplicity and general overall acceptance. This method provides a high level of staff
flexibility within each branch and represents a consistent path of advancement for individuals within each
function. The largest disadvantage with functional organizational structures is the fact that the client or
customer is not the primary focus. Instead, priority is placed on the tasks within each of the functions. Another
significant disadvantage of a functional approach within an organization is that the employees within each
function tend to have a narrow focus aligning with their particular function versus a more holistic viewpoint
UNIT III STUDY GUIDE
Organizational Structure
MBA 6931, Project Management Strategy and Tactics 2
UNIT x STUDY GUIDE
Title
encompassing all areas within the organization. This narrow focus can create conflict within the team instead
of a cohesively operating team atmosphere.
A project-oriented structure assumes that each of the functions described in the functional ...
Project Monitoring & Evaluation
This presentation explains about the basic concepts related to monitoring & evaluation for the MSW students and development workers
Project monitoring-evaluation-sr-1223744598885201-9
Monitoring and evaluation are important project management tools. Monitoring involves regularly collecting and analyzing information to track progress over time, while evaluation analyzes effectiveness and impact through making judgments about progress. Participatory monitoring and evaluation involves stakeholders jointly monitoring and evaluating activities. The main purposes of monitoring and evaluation are to assess results, improve management, promote learning, understand stakeholder perspectives, and ensure accountability.
Chapter IV: Programme of Action
The document discusses concepts related to developing an action plan, including defining actions and activities. It describes a 5-step process for establishing a logframe matrix to design actions and their attributes. This includes formulating statements of outputs and activities, defining assumptions, indicators, and means of verification. Nesting logframes allows wider objectives to be broken down into specific objectives relevant to local contexts. Monitoring and evaluation measure progress against expected objectives and use indicators to do so. Different types of evaluation are also outlined.
Assignment
The document discusses the differences between contract management and project management. It provides details on:
1) Project management focuses on managing a project to completion on time and on budget, while contract management focuses on managing agreements between parties to meet objectives.
2) Key differences include project management involving multiple entities working on one project, while contract management involves binding two or more separate entities.
3) Estimation techniques used in project management include effort estimation, cost estimation, and resource estimation to align project constraints like scope, time, cost, quality, resources, and risk.
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- 1. PROGRAM LOGIC LOGICA 2
- 3. Why Program Logic People centered vs logical framework Social change is about people People centered is less abstract More practical Distinguished between different levels of impact, experienced by different participants groups It ties in with network perspective
- 4. What?Intermediate Outcomes Are the ways in which program activities leads to longer-term changes associated with the broader goals. Stepping stones towards the achievement of program outcomes and goals Generally medium terms
- 5. What?Intermediate Outcomes Expect to see practice changes at the intermediate outcome level Project have more control that the longer term outcomes Are keys to show progress towards achieving changes at the goal levels and doing adaptive management
- 6. Purpose of Intermediate Outcomes Measuring intermediate outcomes is critical to being able to demonstrate whether the activities have or (have not) led to changes at the goal level Analysis of how the activities are expected to deliver this changes Investigating intermediate outcomes will provide program teams with useful info for adaptive management
- 7. Purpose of Intermediate Outcomes It will enable us to gain a picture of where we are making progress and where we are not-allowing us to incorporate our learning into planning and investment cycles To affirm and adapt the assumed theories of how we believe activities will lead to intermediate outcomes Allowing our theory of changes to become more sophisticated