Here are some potential theory/reality gaps I see and implications for ENPI CBC management:
- Expected results: ROM focuses on results at project level but CBC programs operate at a higher strategic level - gaps may exist between project results and overall program impact. Implication: strengthen strategic monitoring and impact evaluation.
- Capacity: ROM assumes adequate capacity of partners but CBC often builds capacity - gaps between assumptions and reality. Implication: focus monitoring on building partner capacity for long-term sustainability.
- Resources: ROM cost may be high relative to some CBC projects - gaps between ROM methodology and resource constraints. Implication: explore light monitoring approaches for smaller projects.
- Coordination:
This document discusses the importance of preparing a monitoring plan for cross-border cooperation projects and programs. It outlines a 3-step process for developing a project portfolio monitoring plan: 1) Assemble a list of all ongoing and upcoming projects, 2) Screen each project and assess risk levels, and 3) Prepare the actual monitoring plan spreadsheet, specifying projects to monitor, logistics, resources, and expected outputs. The plan should be reviewed regularly and involve stakeholders like program managers to ensure monitoring priorities and resources are appropriately allocated.
The PEFA Program is a framework for assessing public financial management systems. It was established in 2001 by seven agencies to promote results-oriented development of PFM systems and harmonization of PFM analytical work. The PEFA Framework provides a standard set of 31 performance indicators to measure six dimensions of PFM systems, including budget credibility, comprehensiveness and transparency. Over 220 assessments have been completed in over 120 countries. Results are used to prioritize PFM reforms and measure progress over time. The PEFA Secretariat supports the framework as a neutral body through quality reviews, training, and promoting harmonization of PFM assessments.
1) Joint monitoring involves the managing authority of an ENPI CBC program, the ENPI CBC headquarters, and potentially local government authorities conducting monitoring visits and producing joint reports together.
2) Joint monitoring can generate better information about whether projects are achieving expected results through collaborative analysis. It also promotes ownership of results among managing partners.
3) Effective joint monitoring requires advance planning and agreement between stakeholders on procedures, field visits, and report production. It emphasizes learning through practical experience.
The PforR Instrument was introduced in January 2012 as World Bank’s third Instrument in addition to Investment Project Financing (IPF) and Development Policy Financing (DPF).
This presentation was given at the OECD Technical Workshop on Results-Based Funding, 19-20 May 2014, run by the OECD Development Assistance Committee (DAC) Network on Development Evaluation together with the German Development Institute (DIE).
The DAC Network on Development Evaluation (EVALNET) contributes to better development results using evaluation to build a strong evidence base for policy making and for learning.
More on DIE: http://www.die-gdi.de/en/
More on EVALNET: http://www.oecd.org/development/evaluation/
This document provides an overview of the BNTF 7 Programme's results monitoring framework. It explains that the framework includes a log frame and results monitoring framework to track outputs, outcomes and impacts. It describes the different types of results and monitoring and evaluation processes. Key points are that the framework will be refined using project-level log frames and regional technical assistance. It also discusses roles and responsibilities, sample reports, implications for operations, the interim management information system, and funding for monitoring and evaluation activities.
1) Wil was a fifth grade student performing significantly below grade level in long division. Baseline data showed he answered only 1.6% of problems correctly.
2) The student received one-on-one tutoring twice weekly using the Self-Regulated Strategy Development model. While his in-session performance improved, his assessment scores did not increase until explicitly told to use the strategy on assessments.
3) By the end of the intervention, Wil's accuracy improved from a baseline of 9.67% to 65.67%, though he did not fully meet the goal of 80% proficiency. The tutor believes focusing on multiplication fact fluency could further support Wil's division skills.
This document provides an overview of monitoring and evaluation (M&E), including basic definitions, key concepts, and how to establish an effective M&E system. It discusses what M&E is, the differences between monitoring and evaluation, why M&E is important, essential components of an M&E system including indicators and baselines, and the purpose and benefits of M&E. The document also covers monitoring tools and templates, who conducts and uses M&E information, and different types of monitoring like process, effect, and monitoring significant change.
Effect of project cost and time monitoring on progress of construction projcteSAT Journals
This document discusses project cost and time monitoring and its effect on the progress of construction projects. It presents the results of a questionnaire survey conducted with professionals in various construction sectors such as roads, bridges, real estate, and oil and gas. The key findings were:
1) In the real estate sector, cost monitoring was given more importance than time or quality monitoring.
2) Project monitoring and control efforts decreased as projects progressed through different stages from award to closure. However, the start to middle stages are critical for on-time and on-budget completion.
3) A method called the Average Index formula was used to analyze the survey results and relate project monitoring to progress via an S-curve graph, showing
This document discusses the importance of preparing a monitoring plan for cross-border cooperation projects and programs. It outlines a 3-step process for developing a project portfolio monitoring plan: 1) Assemble a list of all ongoing and upcoming projects, 2) Screen each project and assess risk levels, and 3) Prepare the actual monitoring plan spreadsheet, specifying projects to monitor, logistics, resources, and expected outputs. The plan should be reviewed regularly and involve stakeholders like program managers to ensure monitoring priorities and resources are appropriately allocated.
The PEFA Program is a framework for assessing public financial management systems. It was established in 2001 by seven agencies to promote results-oriented development of PFM systems and harmonization of PFM analytical work. The PEFA Framework provides a standard set of 31 performance indicators to measure six dimensions of PFM systems, including budget credibility, comprehensiveness and transparency. Over 220 assessments have been completed in over 120 countries. Results are used to prioritize PFM reforms and measure progress over time. The PEFA Secretariat supports the framework as a neutral body through quality reviews, training, and promoting harmonization of PFM assessments.
1) Joint monitoring involves the managing authority of an ENPI CBC program, the ENPI CBC headquarters, and potentially local government authorities conducting monitoring visits and producing joint reports together.
2) Joint monitoring can generate better information about whether projects are achieving expected results through collaborative analysis. It also promotes ownership of results among managing partners.
3) Effective joint monitoring requires advance planning and agreement between stakeholders on procedures, field visits, and report production. It emphasizes learning through practical experience.
The PforR Instrument was introduced in January 2012 as World Bank’s third Instrument in addition to Investment Project Financing (IPF) and Development Policy Financing (DPF).
This presentation was given at the OECD Technical Workshop on Results-Based Funding, 19-20 May 2014, run by the OECD Development Assistance Committee (DAC) Network on Development Evaluation together with the German Development Institute (DIE).
The DAC Network on Development Evaluation (EVALNET) contributes to better development results using evaluation to build a strong evidence base for policy making and for learning.
More on DIE: http://www.die-gdi.de/en/
More on EVALNET: http://www.oecd.org/development/evaluation/
This document provides an overview of the BNTF 7 Programme's results monitoring framework. It explains that the framework includes a log frame and results monitoring framework to track outputs, outcomes and impacts. It describes the different types of results and monitoring and evaluation processes. Key points are that the framework will be refined using project-level log frames and regional technical assistance. It also discusses roles and responsibilities, sample reports, implications for operations, the interim management information system, and funding for monitoring and evaluation activities.
1) Wil was a fifth grade student performing significantly below grade level in long division. Baseline data showed he answered only 1.6% of problems correctly.
2) The student received one-on-one tutoring twice weekly using the Self-Regulated Strategy Development model. While his in-session performance improved, his assessment scores did not increase until explicitly told to use the strategy on assessments.
3) By the end of the intervention, Wil's accuracy improved from a baseline of 9.67% to 65.67%, though he did not fully meet the goal of 80% proficiency. The tutor believes focusing on multiplication fact fluency could further support Wil's division skills.
This document provides an overview of monitoring and evaluation (M&E), including basic definitions, key concepts, and how to establish an effective M&E system. It discusses what M&E is, the differences between monitoring and evaluation, why M&E is important, essential components of an M&E system including indicators and baselines, and the purpose and benefits of M&E. The document also covers monitoring tools and templates, who conducts and uses M&E information, and different types of monitoring like process, effect, and monitoring significant change.
Effect of project cost and time monitoring on progress of construction projcteSAT Journals
This document discusses project cost and time monitoring and its effect on the progress of construction projects. It presents the results of a questionnaire survey conducted with professionals in various construction sectors such as roads, bridges, real estate, and oil and gas. The key findings were:
1) In the real estate sector, cost monitoring was given more importance than time or quality monitoring.
2) Project monitoring and control efforts decreased as projects progressed through different stages from award to closure. However, the start to middle stages are critical for on-time and on-budget completion.
3) A method called the Average Index formula was used to analyze the survey results and relate project monitoring to progress via an S-curve graph, showing
Here are some key questions I would ask and information sources I would consider when conducting a field monitoring visit for this project:
1. What activities have been implemented in the last 6 months? How do these compare to the workplan? (Project reports, discussions with project team)
2. How many farmers/cooperatives have participated in training? What feedback have they provided? (Training records, interviews with participants)
3. How is the new equipment/infrastructure being utilized? Any issues encountered? (Site visits, discussions with users)
4. What marketing activities have occurred? How successful have they been in increasing sales? (Sales records, interviews with farmers/cooperatives)
5. Have
The document discusses the European Neighborhood and Partnership Instrument Cross Border Cooperation (ENPI CBC) programmes and seminar, outlining the key elements of ENPI CBC including joint programming and management. It also discusses the European Commission's reforms to technical cooperation to improve effectiveness through principles like ownership, harmonization, alignment, and managing for results. Monitoring and evaluation of technical cooperation is discussed, emphasizing the importance of building partner capacity and focusing on results.
This document discusses the role of IMED and project directors in monitoring and evaluation of development projects in Bangladesh. It provides background on IMED, outlining its functions in monitoring ongoing projects through collection of data and field inspections. IMED also conducts evaluations of completed projects through terminal evaluations and impact assessments of selected projects. The document contrasts monitoring as a continuous process to ensure progress against plans, with evaluation as a periodic assessment of outcomes and impacts. It describes various IMED tools and formats used for data collection and monitoring of projects over their life cycles.
This document provides an overview of a seminar on monitoring methodology for the European Neighborhood and Partnership Instrument's Cross Border Cooperation program. The seminar aims to improve project management effectiveness and establish effective monitoring systems. It will help program managers support monitoring capacity among implementing partners and analyze monitoring information. The training will use presentations, exercises, and discussions to build on participant experience and introduce analytical tools and monitoring plans.
The document outlines that:
[1] Field visits are direct contact with project activities and stakeholders that allow monitors to understand what a project is achieving, determine if benefits are being delivered, and identify any needed improvements.
[2] Successful field visits involve careful planning, involvement of all partners, and sufficient time to analyze findings and prepare reports. Visits should take a problem-solving approach.
[3] Key elements of field visits are keeping to the agenda while remaining flexible, triangulating information from different sources, taking notes, and regularly debriefing to identify recommendations. Check
PEG M&E tool: a tool for monitoring and reviewing Progress, Effectiveness & G...Tariq A. Deen
The session will provide details on: the tool developed by the LEG for monitoring and evaluating progress, effectiveness and gaps (PEG M&E tool) and its application in the process to formulate and implement NAPs; and the best practices for developing monitoring and evaluation (M&E) systems for adaptation at the national level. It will also look at the experiences of countries in developing and applying M&E systems at their national levels.
PEG M&E tool: a tool for monitoring and reviewing Progress, Effectiveness & ...NAP Events
Presented by: Thinley Namgyel
8.3 Monitoring and evaluation
The session will provide details on: the tool developed by the LEG for monitoring and evaluating progress, effectiveness and gaps (PEG M&E tool) and its application in the process to formulate and implement NAPs; and the best practices for developing monitoring and evaluation (M&E) systems for adaptation at the national level. It will also look at the experiences of countries in developing and applying M&E systems at their national levels.
This document discusses criteria and techniques for prioritizing projects for sustainable economic development in the Sudurnes region of Iceland. It outlines several criteria for prioritization including accession, competitiveness, financial and economic, technical, social and political, and commercial and institutional factors. The document also describes approaches to prioritization such as selecting a prioritization team, identifying relevant criteria, selecting and weighting criteria, applying the criteria to projects to calculate scores and rankings. Project selection procedures and techniques like financial analysis, cost-benefit analysis, and multi-criteria analysis are also summarized.
Euro spi 2002 paper - how implementing self-assessment powered our spi programmeKurt Greve
The document discusses Grundfos' experience implementing self-assessment to power their software process improvement (SPI) program. Key points:
- Grundfos used self-assessment of software development projects to measure SPI program progress. Self-assessment is now a standard process for all projects.
- Assessments evaluate 10 processes from the BOOTSTRAP model and focus on both lifecycle and management processes. This provides a holistic view of projects.
- Self-assessment has increased focus on processes in projects and feedback to the SPI program. It connects SPI activities directly to project work.
Dr. Norbert Wagener will give a lecture on project management and feasibility studies for infrastructure projects. The lecture will cover an introduction to project management including defining projects, their unique characteristics, and the logical framework approach to project planning. It will also discuss freight villages as nodes in intermodal networks and how to conduct feasibility studies. The objectives are to provide an overview of project management and feasibility studies from an infrastructure development perspective.
Dr. Norbert Wagener will give a lecture on project management and feasibility studies for infrastructure projects. The lecture will cover an introduction to project management including what defines a project, why projects are used, and the logical framework approach to project planning. It will also discuss freight villages as nodes in intermodal networks and how to conduct a feasibility study. The objectives are to provide an overview of project management and feasibility studies from an infrastructure development perspective.
Dr. Norbert Wagener gave a lecture on project management and feasibility studies for infrastructure projects. He began by defining what constitutes a project and outlining key aspects of project management, including the logical framework approach. He then discussed stakeholder analysis and developing project objectives. Freight villages were introduced as nodes in intermodal networks that provide logistics services. Benefits to the private and public sectors were outlined. The Vilnius Public Logistics Centre was presented as an example freight village developed in stages to consolidate cargo and transfer it from road to rail.
E-PASS Inception Project Management and Oversightepass2015
The document discusses the Global Environmental Facility (GEF) and outlines its role in financing projects that benefit global environmental issues. It then summarizes UNDP's responsibilities in implementing GEF-funded projects, including delegation of authority, monitoring and evaluation, and reporting. The document also provides an overview of the typical project cycle from approval through closure. It emphasizes the importance of adaptive management and being responsive to changes during implementation. Key aspects of reporting progress like inception reports and annual project implementation reviews are also summarized. Finally, the document outlines UNDP's risk management system for GEF projects.
To push the preparation of national project proposals within the regional context: Governments and donors advocacy for more investment in controlling FMD - To present an overview of the Logical Framework approach and discuss it as a possible model for the preparation of national project proposals.
Including Key messages for advocacy as well as an explanation of
The OIE PVS Pathway.
J. Domenech
On behalf of the GF TADs Working Group
This document describes the process of participatory planning for projects. It involves two main stages: analysis and planning. In the analysis stage, stakeholders are identified and problems, objectives, and strategies are analyzed through tools like stakeholder analysis, problem trees, and objective trees. In the planning stage, activities, outputs, and goals are defined in a project design matrix, which is then appraised. A plan of operations is also created to implement the project based on schedules, resources, and budgets. The overall process aims to have beneficiaries and local stakeholders actively engaged in analyzing needs and planning projects to increase participation and effectiveness.
Results approaches for the SDG era: shared challenges and collective solutions. This workshop is part of the OECD/DAC Results Community that took place in October 2018. This presentation looks at Using the SDGs as a framework for shared results.
Introduction to project evaluations for SLOGA / TrialogInka Pibilova
This document summarizes the key points from a workshop on project evaluations. The workshop covered:
1) An introduction to project evaluations and the project cycle.
2) Discussion of evaluation criteria like relevance, effectiveness, efficiency, impact and sustainability. Quantitative and qualitative indicators were also covered.
3) Methods for data collection, developing evaluation questions, and analyzing qualitative data. Key points on developing terms of reference for evaluations were also provided.
The document discusses several strategic initiatives at the International Rescue Committee (IRC) aimed at improving program quality and effectiveness. It describes the Outcomes and Evidence Framework (OEF), which defines expected program outcomes, theories of change, core indicators, and evidence summaries. It also details COMET, a data platform for uploading and analyzing program indicators, and Monitoring for Action (MfA), focused on improving data quality and use through organizational standards, tools, and regional coordinators. Finally, it explains how these initiatives relate to and support country-level Strategy Action Plans, which define priority outcomes, locations, and populations for programming.
The document discusses several strategic initiatives at the International Rescue Committee (IRC) aimed at improving program quality and effectiveness. It describes the Outcomes and Evidence Framework (OEF), which defines expected program outcomes, theories of change, core indicators, and evidence summaries. It also details COMET, a data platform for uploading and analyzing program indicators, and Monitoring for Action (MfA), focused on improving data quality and use through organizational standards, tools, and regional coordinators. Finally, it explains how these initiatives relate to and support country-level Strategy Action Plans, which define priority outcomes, locations, and populations for programming.
Project Manager Interview Questions And Answers | PMP Certification Training ...Simplilearn
This video on Project Manager Interview Questions will take you through some of the most popular questions that you may face in your Project Manager interviews. Project Managers are professionals that play the lead role in all the phases of project management. If you're moving down the path of being a Project Manager, you need to be prepared to impress prospective employers with your knowledge. Here we discuss the list of most popular questions you can expect in an interview and how you can frame your answers.
PMP Certification Course Overview
The course covers new trends, emerging practices, tailoring considerations, and core competencies required of a Project Management professional. Placing a greater emphasis on strategic and business knowledge, this course also includes a new section on the role of the project manager in both large and small companies.
PMP Course Key Features:
- 35 contact hours/PDUs
- 8 industry case studies, 20 industry-based scenarios
- 6 hands-on projects, 7 simulation test papers (200 questions each)
Eligibility:
The PMP® certification is an essential professional requirement for senior project manager roles across all industries. The course is best suited for: Project Managers, Associate/Assistant Project Managers, Team Leads/Team Managers, Project Executives/Project Engineers, Software Developers, Any professional aspiring to be a Project Manager.
Pre-requisites:
You should have a secondary degree (i.e. high school diploma, associate’s degree or the global equivalent) with 7,500 hours leading and directing projects along with 35 hours of project management education.OR You should have a four-year degree with 4,500 hours leading and directing projects along with 35 hours of project management education.
Learn more at: https://bit.ly/2xBzZSD
Here are some key questions I would ask and information sources I would consider when conducting a field monitoring visit for this project:
1. What activities have been implemented in the last 6 months? How do these compare to the workplan? (Project reports, discussions with project team)
2. How many farmers/cooperatives have participated in training? What feedback have they provided? (Training records, interviews with participants)
3. How is the new equipment/infrastructure being utilized? Any issues encountered? (Site visits, discussions with users)
4. What marketing activities have occurred? How successful have they been in increasing sales? (Sales records, interviews with farmers/cooperatives)
5. Have
The document discusses the European Neighborhood and Partnership Instrument Cross Border Cooperation (ENPI CBC) programmes and seminar, outlining the key elements of ENPI CBC including joint programming and management. It also discusses the European Commission's reforms to technical cooperation to improve effectiveness through principles like ownership, harmonization, alignment, and managing for results. Monitoring and evaluation of technical cooperation is discussed, emphasizing the importance of building partner capacity and focusing on results.
This document discusses the role of IMED and project directors in monitoring and evaluation of development projects in Bangladesh. It provides background on IMED, outlining its functions in monitoring ongoing projects through collection of data and field inspections. IMED also conducts evaluations of completed projects through terminal evaluations and impact assessments of selected projects. The document contrasts monitoring as a continuous process to ensure progress against plans, with evaluation as a periodic assessment of outcomes and impacts. It describes various IMED tools and formats used for data collection and monitoring of projects over their life cycles.
This document provides an overview of a seminar on monitoring methodology for the European Neighborhood and Partnership Instrument's Cross Border Cooperation program. The seminar aims to improve project management effectiveness and establish effective monitoring systems. It will help program managers support monitoring capacity among implementing partners and analyze monitoring information. The training will use presentations, exercises, and discussions to build on participant experience and introduce analytical tools and monitoring plans.
The document outlines that:
[1] Field visits are direct contact with project activities and stakeholders that allow monitors to understand what a project is achieving, determine if benefits are being delivered, and identify any needed improvements.
[2] Successful field visits involve careful planning, involvement of all partners, and sufficient time to analyze findings and prepare reports. Visits should take a problem-solving approach.
[3] Key elements of field visits are keeping to the agenda while remaining flexible, triangulating information from different sources, taking notes, and regularly debriefing to identify recommendations. Check
PEG M&E tool: a tool for monitoring and reviewing Progress, Effectiveness & G...Tariq A. Deen
The session will provide details on: the tool developed by the LEG for monitoring and evaluating progress, effectiveness and gaps (PEG M&E tool) and its application in the process to formulate and implement NAPs; and the best practices for developing monitoring and evaluation (M&E) systems for adaptation at the national level. It will also look at the experiences of countries in developing and applying M&E systems at their national levels.
PEG M&E tool: a tool for monitoring and reviewing Progress, Effectiveness & ...NAP Events
Presented by: Thinley Namgyel
8.3 Monitoring and evaluation
The session will provide details on: the tool developed by the LEG for monitoring and evaluating progress, effectiveness and gaps (PEG M&E tool) and its application in the process to formulate and implement NAPs; and the best practices for developing monitoring and evaluation (M&E) systems for adaptation at the national level. It will also look at the experiences of countries in developing and applying M&E systems at their national levels.
This document discusses criteria and techniques for prioritizing projects for sustainable economic development in the Sudurnes region of Iceland. It outlines several criteria for prioritization including accession, competitiveness, financial and economic, technical, social and political, and commercial and institutional factors. The document also describes approaches to prioritization such as selecting a prioritization team, identifying relevant criteria, selecting and weighting criteria, applying the criteria to projects to calculate scores and rankings. Project selection procedures and techniques like financial analysis, cost-benefit analysis, and multi-criteria analysis are also summarized.
Euro spi 2002 paper - how implementing self-assessment powered our spi programmeKurt Greve
The document discusses Grundfos' experience implementing self-assessment to power their software process improvement (SPI) program. Key points:
- Grundfos used self-assessment of software development projects to measure SPI program progress. Self-assessment is now a standard process for all projects.
- Assessments evaluate 10 processes from the BOOTSTRAP model and focus on both lifecycle and management processes. This provides a holistic view of projects.
- Self-assessment has increased focus on processes in projects and feedback to the SPI program. It connects SPI activities directly to project work.
Dr. Norbert Wagener will give a lecture on project management and feasibility studies for infrastructure projects. The lecture will cover an introduction to project management including defining projects, their unique characteristics, and the logical framework approach to project planning. It will also discuss freight villages as nodes in intermodal networks and how to conduct feasibility studies. The objectives are to provide an overview of project management and feasibility studies from an infrastructure development perspective.
Dr. Norbert Wagener will give a lecture on project management and feasibility studies for infrastructure projects. The lecture will cover an introduction to project management including what defines a project, why projects are used, and the logical framework approach to project planning. It will also discuss freight villages as nodes in intermodal networks and how to conduct a feasibility study. The objectives are to provide an overview of project management and feasibility studies from an infrastructure development perspective.
Dr. Norbert Wagener gave a lecture on project management and feasibility studies for infrastructure projects. He began by defining what constitutes a project and outlining key aspects of project management, including the logical framework approach. He then discussed stakeholder analysis and developing project objectives. Freight villages were introduced as nodes in intermodal networks that provide logistics services. Benefits to the private and public sectors were outlined. The Vilnius Public Logistics Centre was presented as an example freight village developed in stages to consolidate cargo and transfer it from road to rail.
E-PASS Inception Project Management and Oversightepass2015
The document discusses the Global Environmental Facility (GEF) and outlines its role in financing projects that benefit global environmental issues. It then summarizes UNDP's responsibilities in implementing GEF-funded projects, including delegation of authority, monitoring and evaluation, and reporting. The document also provides an overview of the typical project cycle from approval through closure. It emphasizes the importance of adaptive management and being responsive to changes during implementation. Key aspects of reporting progress like inception reports and annual project implementation reviews are also summarized. Finally, the document outlines UNDP's risk management system for GEF projects.
To push the preparation of national project proposals within the regional context: Governments and donors advocacy for more investment in controlling FMD - To present an overview of the Logical Framework approach and discuss it as a possible model for the preparation of national project proposals.
Including Key messages for advocacy as well as an explanation of
The OIE PVS Pathway.
J. Domenech
On behalf of the GF TADs Working Group
This document describes the process of participatory planning for projects. It involves two main stages: analysis and planning. In the analysis stage, stakeholders are identified and problems, objectives, and strategies are analyzed through tools like stakeholder analysis, problem trees, and objective trees. In the planning stage, activities, outputs, and goals are defined in a project design matrix, which is then appraised. A plan of operations is also created to implement the project based on schedules, resources, and budgets. The overall process aims to have beneficiaries and local stakeholders actively engaged in analyzing needs and planning projects to increase participation and effectiveness.
Results approaches for the SDG era: shared challenges and collective solutions. This workshop is part of the OECD/DAC Results Community that took place in October 2018. This presentation looks at Using the SDGs as a framework for shared results.
Introduction to project evaluations for SLOGA / TrialogInka Pibilova
This document summarizes the key points from a workshop on project evaluations. The workshop covered:
1) An introduction to project evaluations and the project cycle.
2) Discussion of evaluation criteria like relevance, effectiveness, efficiency, impact and sustainability. Quantitative and qualitative indicators were also covered.
3) Methods for data collection, developing evaluation questions, and analyzing qualitative data. Key points on developing terms of reference for evaluations were also provided.
The document discusses several strategic initiatives at the International Rescue Committee (IRC) aimed at improving program quality and effectiveness. It describes the Outcomes and Evidence Framework (OEF), which defines expected program outcomes, theories of change, core indicators, and evidence summaries. It also details COMET, a data platform for uploading and analyzing program indicators, and Monitoring for Action (MfA), focused on improving data quality and use through organizational standards, tools, and regional coordinators. Finally, it explains how these initiatives relate to and support country-level Strategy Action Plans, which define priority outcomes, locations, and populations for programming.
The document discusses several strategic initiatives at the International Rescue Committee (IRC) aimed at improving program quality and effectiveness. It describes the Outcomes and Evidence Framework (OEF), which defines expected program outcomes, theories of change, core indicators, and evidence summaries. It also details COMET, a data platform for uploading and analyzing program indicators, and Monitoring for Action (MfA), focused on improving data quality and use through organizational standards, tools, and regional coordinators. Finally, it explains how these initiatives relate to and support country-level Strategy Action Plans, which define priority outcomes, locations, and populations for programming.
Project Manager Interview Questions And Answers | PMP Certification Training ...Simplilearn
This video on Project Manager Interview Questions will take you through some of the most popular questions that you may face in your Project Manager interviews. Project Managers are professionals that play the lead role in all the phases of project management. If you're moving down the path of being a Project Manager, you need to be prepared to impress prospective employers with your knowledge. Here we discuss the list of most popular questions you can expect in an interview and how you can frame your answers.
PMP Certification Course Overview
The course covers new trends, emerging practices, tailoring considerations, and core competencies required of a Project Management professional. Placing a greater emphasis on strategic and business knowledge, this course also includes a new section on the role of the project manager in both large and small companies.
PMP Course Key Features:
- 35 contact hours/PDUs
- 8 industry case studies, 20 industry-based scenarios
- 6 hands-on projects, 7 simulation test papers (200 questions each)
Eligibility:
The PMP® certification is an essential professional requirement for senior project manager roles across all industries. The course is best suited for: Project Managers, Associate/Assistant Project Managers, Team Leads/Team Managers, Project Executives/Project Engineers, Software Developers, Any professional aspiring to be a Project Manager.
Pre-requisites:
You should have a secondary degree (i.e. high school diploma, associate’s degree or the global equivalent) with 7,500 hours leading and directing projects along with 35 hours of project management education.OR You should have a four-year degree with 4,500 hours leading and directing projects along with 35 hours of project management education.
Learn more at: https://bit.ly/2xBzZSD
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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Experience high-quality entertainment with our IPTV monthly subscription for just $15. Access a vast array of live TV channels, movies, and on-demand shows with crystal-clear streaming. Our reliable service ensures smooth, uninterrupted viewing at an unbeatable price. Perfect for those seeking premium content without breaking the bank. Start streaming today!
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
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Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
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Module 2rev
1. EuropeAid
ENPI
CROSS BORDER COOPERATION
SEMINAR ON MONITORING
METHODOLOGY
2. The EC ROM system:
BASIC CONCEPTS
BRUXELLES, 9-10 SEPTEMBER 2010
2. Origin of ROM EuropeAid
• In May 1999 the Council of the European Union invited
the European Commission to establish a performance-
based monitoring system with the objective to strengthen
Monitoring, Evaluation and Transparency
• Monitoring is considered crucial for timely adjustments in
programming.
• Each Directorate General (DG) of the EC is called upon to
“design monitoring arrangements that ensure that
information on outcomes and use of resources is regularly
collected”.
• EuropeAid responded to this call with the establishment of
the Results-Oriented Monitoring system (ROM).
2
3. What is ROM?
EuropeAid
A “snapshot” project by project
According to a standardized methodology
It essentially assesses results and outcomes and not
just activities and use of resources
4. What ROM does? EuropeAid
• ….provides the EC with a wide range of quantitative and
qualitative data on the performance of the funded actions
• …..serves as a tool for day-to-day project management by
informing stakeholders about the performance of a specific
project, but it also contributes to general EuropeAid policy
articulation, implementation and review.
• …..thanks to the monitoring data collected in EuropeAid
database, provides an overview of the performance of the
overall EC portfolio.
• …thanks to data collected by independent experts through
regular onsite missions through a consistent, highly
structured methodology, it ensures the quality and the
comparability of the collected data.
4
6. Purpose of ROM EuropeAid
• ROM system gives an overview how the project portfolio
is progressing towards results, helping the answers to the
main questions:
- are projects and programmes (likely) to deliver the
intended improvements in the lives of people?
- is the project, with all due flexibility pursuing its planned
course and will it attain its objectives? Is it on track?
ROM can serve as a useful tool for identifying trends
which should then be complemented by more in-depth
analysis such as evaluations.
6
7. Main features of ROM system EuropeAid
• There are 5 main features characterizing the ROM
system:
The adoption of the accepted DAC evaluation criteria
The use of external consultants to ensure
independency and transparency
The application of a common standard methodology
throughout all missions
The capacity to consolidate data and information to
offer larger views on portfolio performance
The utilization of standard PCM / LFA approach
7
8. 1. ROM assessment criteria
EuropeAid
• The DAC evaluation criteria are the basic points to assess
the project performance.
• Relevance describes how well a project addresses a real
problem of the beneficiaries and how well it matches the
EC development policies strategic objectives.
• Efficiency stands for how well the inputs are transformed
into output and outcomes.
• Effectiveness measures the degree to which the project’s
outputs have provided benefits and contributed to the
project purpose.
• Impact describes how and to which degree the project has
contributed to the solution of the problem and to the
achievement of the overall objective.
• Sustainability measures to the likelihood of a continuation
of the benefits produced by the project after the period of 8
external support has ended.
9. DAC concepts - 21 Assessment criteria EuropeAid
•Relevance & Quality of design •Impact Prospects
•1.1 Present level of relevance •4.1 Wider planned impact
•1.2 Present design •4.2 Monitoring on wider impact
•Efficiency •4.3 Follow up on
•2.1 Availability of means / inputs recommendations
•2.2 Implementation of activities •Potential Sustainability
•2.3 Results achievement •5.1 Financial/ economic viability
•2.4 Partner contribution •5.2 Ownership
•Effectiveness •5.3 Policy Support
•3.1 Access to project results / •5.4 Capacity development
services •5.5 Socio-cultural adequacy
•3.2 Use of project results / services •5.6 Gender equality
•3.3 Achievement of Project Purpose •5.7 Technological adequacy
•3.4 Follow up on recommendations •5.8 Environmental adequacy
9
10. 2. Who are the monitors? EuropeAid
• ROM Monitors are external independent experts recruited
by the ROM contractors (private consulting companies)
after approval by the EC.
• Externality is required to avoid conflict of interest and
ensure independence of judgment
• Selection criteria:
Sector/thematic experience
Regional/country knowledge
Mix of Senior/Medium/Junior/Local
Availability
No previous direct involvement in the project
• Risks: costs, quality not always adequate, availability,
dependence on each expert commitment 10
11. 3. Basics elements of the standard EuropeAid
methodology
• The use of a common standardized methodology is one of
the most decisive features of the ROM system
• The standard methodology is based on four main
instruments:
A) common criteria to select the actions to be monitored
B) common procedures to implement the missions
C) use of common formats for collecting the information
through standardized question and grading criteria
D) Common outputs
11
12. 3a. Selection of actions to be monitored EuropeAid
• All projects with budgets exceeding 1 million €
• All projects that have been in execution for at least six
months (as of signature of the Financial Agreement etc.)
• All projects that have at least six months remaining before
closure
Start Implementation End
€ 1 million
6 months 6 months
Monitoring period
- Monitoring visits are avoided when a mid-term review is
taking place (period of six months before and after)
- When AIDCO or Delegations specifically request it,
projects below 1M€ can be included (special flexibility with
thematic / NGO / SA budget lines)
12
13. 3b. Procedures to implement the missions EuropeAid
Time allocation for ROM missions:
• The monitoring exercise is to be speedy and quick.
• Five working days are usually allocated for the field visit
of an ongoing project.
• Monitors have one day before the mission to get
acquainted with the project and study the files and two
more days after the mission to complete the reports.
• So total working days per monitoring report are 8 plus
travel (1 or 2 more)
• Ex-post ROM incl. an adequate preparation time to identify
interlocutors can require more days (up to 10 working
days).
• A ROM mission usually assigns two operations per
monitor. 13
15. 3c. Common formats EuropeAid
• 3 special formats:
Project Synopsis provides a concise overview on project
background, logic of intervention and administrative data.
Background Conclusion Sheet is the key methodological
instrument for ROM providing the standard instrument
through a set of questions for monitoring and ensure
objectivity, consistency and comprehensiveness.
Monitoring Report is the main document to present
findings of the monitoring mission. It includes general and
financial information on the project, grades for 5 ROM
criteria (obtained via the embedded calculation in the
BCS) and a summary of conclusions.
15
16. 3c. Common scoring system EuropeAid
• The grading of a project/programme for each of the five
evaluation criteria mentioned gives a quick overview of its
performance. In addition, it allows for a comparison
between different operations and for the aggregation of
overall portfolio performance data.
• The grade is meant to be a summary of the answer, rather
than the answer being a justification for the grade
• However, grades strongly reduce the complexity of the
issues at hand and their context. They risk overshadowing
the actual findings.
• In the BCS, monitors should tick the performance
conclusion checkboxes next to the questions after having
given an answer in writing.
16
19. 3.d Standard ROM Outputs EuropeAid
1. A two page monitoring report: it provides, short
report
explanations and recommendations on quality
improvement + important complementary information to
internal monitoring
2. In order to guarantee uniformity and consistency it is
supported by the ‘Background Conclusion Sheets’,
Sheets’
which ensure that all monitors address the same
questions and issues. Each sub criteria has to be graded
and the overall scores for each criterion are automatically
calculated and then used in the MR.
3. Project synopsis
4. A response from the field on quality and usefulness of
the report is also uploaded
19
22. Overview of EU ROM 10 years after EuropeAid
• ROM: a useful instrument at “micro” level. To inform
stakeholders on project performance and help project
managers “to think in result oriented terms”. ROM’s main
objective
• ROM: provides statistics on overall portfolio performance.
An overview for management decisions in AIDCO. ROM
added value (quantitative analysis)
• ROM reports (stored in CRIS) are one of the sources to
inform the programming cycle. Lessons learnt and
experiences: e.g. to the Quality Support Groups. ROM in
the learning cycle
22
23. Who benefits from ROM ? EuropeAid
• EuropeAid HQ – broad overview of project performance
and identification of patterns of problems that need to be
analyzed and supported.
• EC Delegations and Task Managers – timely,
independent review of portfolio of projects with
identification of principal weaknesses and corresponding
recommendations.
• Project Management – provision of independent advice
from appropriately qualified experts. Opportunity to assess
progress and make necessary adjustments.
• Final beneficiaries - opportunity to discuss progress and
improved delivery of project services and outputs
23
24. ROM results after 10 years EuropeAid
ROM on ongoing projects:
• More than 13,000 monitoring reports produced on 5500
project
• More than 180 countries visited
• In 2009 1,548 monitoring reports were produced
• The total amount of investments monitored was €8.3
billion.
• ROM covered 28% of the expenditures managed by
EuropeAid and 21% of the projects and programmes
ongoing in 2009
ROM Ex post:
• 700 projects/reports in 100 countries
ROM on SPSP :
• 34 missions in all regions from 2007 until the mid 2010
24
25. ROM results EuropeAid
Large majority of projects are performing well,
Slight improvement in 2009
26. ROM results
Performance by evaluation criteria 2009 EuropeAid
2
27. Using ROM data: EuropeAid
Factors for good and bad performance
ROM data, especially those collected Ex-
Post, can provide valuable lessons learned
for future programming and implementation.
A Study on “Causes underlying
Effectiveness and Impact of EC
Development Projects” identified 6 factors
each for good and bad performance:
27
28. Factors for poor performance: EuropeAid
I. Weak Analysis Stage/Identification Phase
II. Strategic relevance (for EC or partner
government) that does not correspond to real
relevance for the target groups and final
beneficiaries
III. Mismatch between allocated resources and
planned objectives
IV. Inadequate risk management
V. Non-existent or very poor internal monitoring
systems 28
29. Factors for good performance: EuropeAid
I. Proactive managers and inclusive
management approaches
II. Implementing partners with strong
organisational / technical capacity
III. Strong analysis stage to target real
problems/priorities with well-suited strategies
IV. Relevance for beneficiaries addressed
throughout the project’s lifetime
V. Demand-driven interventions resulting in
widespread access and use of services and
29
high levels of ownership
30. Some final points for your consideration EuropeAid
• ROM system is very effective in the production of large
amount of information. However to be fully exploited it
needs to be “re-processed” and “re-analyzed” in order to
extract sound and credible lessons learnt for the future
• ROM is a complex system based on a sophisticated
methodology that needs highly qualified and professional
human resources at every level (from general management
to field missions)
• This entails that the system could be relatively expensive:
a single report cost is estimated now around 9/10,000
euros, raising then the question of the “value added” of the
investment in case of project of minor size
• Giving the cost and the needed overall structure, the
frequency of the missions on same project (re-monitoring) 30
should then be decided with caution
31. Activity B – Identify theory / reality gaps EuropeAid
• Now you have a basic idea of what Monitoring is, how is
implemented , what can produce.
• Try now to identify theory/reality ‘gaps with the
environment of the ENPI CBC programme you are
working in
• Are there potential changes required and decision making
implications for ENPI CBC management?
• Think in terms of expected results, capacity building,
availability of resources, human resources, inter-country
agreement, etc.
31