By Leonard Oruko and Howard Elliott.
Presented at the ASTI-FARA conference Agricultural R&D: Investing in Africa's Future: Analyzing Trends, Challenges, and Opportunities - Accra, Ghana on December 5-7, 2011. http://www.asti.cgiar.org/2011conf
Business analysts have several key skills that make them invaluable to their organizations and the projects they work on. One of those skills id problem analysis. These slides cover the 5 steps you need to take to be effective at problem analysis.
National Patient Safety Foundation 2012 Dashboard DemoEdgewater
Edgwater attended the NPSF 2012 Patient Safety Congress in order to showcase our proven expertise in developing Patient Safety & Quality systems and processes. This presentation highlights some Edgewater client success stories as well as a demonstration of dashboards developed as part of our projects.
Issues of scale when moving from pilot projects to national role out.John Wren
Pilots often evolve into larger rollouts with unexpected results. Decisions to extend programs before evaluation is complete can be driven by popularity, management decisions, or political pressure. Evaluators face challenges in meeting information needs within tight timeframes and demonstrating impact. Pilots may not transfer well to larger settings due to changes in stakeholders and complexity. Evaluators must build relationships, understand interventions, inform all phases, and communicate sensitively while maintaining independence.
Measuring Stakeholder Engagement and Attitude to ChangeRobert Topley
One way to measure stakeholder engagement is using Change Readiness Assessment (CRA). This explains what a Change Readiness assessment is about and how to perform a CRA
How to Measure the Relevance and Accuracy of OHS Informationdanieljohn810
This document discusses how to measure the accuracy and relevance of occupational health and safety (OHS) information. It explains that information must be reliable, valid, current and complete to be accurate. Several common OHS performance measures are examined, including safety meetings held, audits completed, and exposures exceeding standards. However, the document notes that the validity and reliability of these measures depends on clearly defining what is being measured, the data collection method, and the link to actual OHS performance. Factors like sample size, measurement protocols, and criteria for things like "close out" need consideration. The source and currency of information also impact accuracy and relevance.
US based and large companies use more frequently advanced operating models fo...Genpact Ltd
Ongoing research sponsored by Genpact reveals FP&A is pivotal in revolutionizing the strategic role of the CFO – where organizational best practices, technology advancements, data standards, and business impact converge. Learn more: http://www.genpact.com/home/solutions/finance-accounting/financial-planning-analysis
Module 4.2 - Performance management
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
The document provides contact information for an individual with 15 years of experience in healthcare consulting including project management. It then lists visions and goals for a healthcare system including providing quality care, comprehensive access to information, and reducing costs. Several key aspects of project success and common causes of project failure are identified. Finally, it discusses various tools and frameworks for managing change including defining the need for change, shaping a vision, mobilizing commitment, and monitoring progress.
Business analysts have several key skills that make them invaluable to their organizations and the projects they work on. One of those skills id problem analysis. These slides cover the 5 steps you need to take to be effective at problem analysis.
National Patient Safety Foundation 2012 Dashboard DemoEdgewater
Edgwater attended the NPSF 2012 Patient Safety Congress in order to showcase our proven expertise in developing Patient Safety & Quality systems and processes. This presentation highlights some Edgewater client success stories as well as a demonstration of dashboards developed as part of our projects.
Issues of scale when moving from pilot projects to national role out.John Wren
Pilots often evolve into larger rollouts with unexpected results. Decisions to extend programs before evaluation is complete can be driven by popularity, management decisions, or political pressure. Evaluators face challenges in meeting information needs within tight timeframes and demonstrating impact. Pilots may not transfer well to larger settings due to changes in stakeholders and complexity. Evaluators must build relationships, understand interventions, inform all phases, and communicate sensitively while maintaining independence.
Measuring Stakeholder Engagement and Attitude to ChangeRobert Topley
One way to measure stakeholder engagement is using Change Readiness Assessment (CRA). This explains what a Change Readiness assessment is about and how to perform a CRA
How to Measure the Relevance and Accuracy of OHS Informationdanieljohn810
This document discusses how to measure the accuracy and relevance of occupational health and safety (OHS) information. It explains that information must be reliable, valid, current and complete to be accurate. Several common OHS performance measures are examined, including safety meetings held, audits completed, and exposures exceeding standards. However, the document notes that the validity and reliability of these measures depends on clearly defining what is being measured, the data collection method, and the link to actual OHS performance. Factors like sample size, measurement protocols, and criteria for things like "close out" need consideration. The source and currency of information also impact accuracy and relevance.
US based and large companies use more frequently advanced operating models fo...Genpact Ltd
Ongoing research sponsored by Genpact reveals FP&A is pivotal in revolutionizing the strategic role of the CFO – where organizational best practices, technology advancements, data standards, and business impact converge. Learn more: http://www.genpact.com/home/solutions/finance-accounting/financial-planning-analysis
Module 4.2 - Performance management
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
The document provides contact information for an individual with 15 years of experience in healthcare consulting including project management. It then lists visions and goals for a healthcare system including providing quality care, comprehensive access to information, and reducing costs. Several key aspects of project success and common causes of project failure are identified. Finally, it discusses various tools and frameworks for managing change including defining the need for change, shaping a vision, mobilizing commitment, and monitoring progress.
Improving AI Development - Dave Litwiller - Jan 11 2022 - PublicDave Litwiller
A conversational tour through some things I’ve learned in helping scale-up stage client companies improve their AI development practices, especially where deep neural nets (DNNs) are in use.
This document provides an introduction to monitoring and evaluation for interns. It defines monitoring as the routine collection and analysis of project data to provide information on progress, while evaluation assesses a project's achievements against its objectives and identifies lessons learned. Several tools for monitoring and evaluation are described, including Gantt charts, timelines, and logical frameworks. The presentation emphasizes that monitoring and evaluation are important project management processes that help ensure quality, allow for course corrections, and provide lessons for future projects.
planning tools and techniqes by book of stephen robonsPresentation of mana...Neha Raja
The document discusses various planning tools and techniques used in management. It describes techniques for assessing the environment like environmental scanning, competitor intelligence and forecasting. It also outlines techniques for allocating resources such as budgeting, scheduling, charting and analysis tools like PERT and linear programming. Contemporary planning techniques discussed include project management, scenario planning and the role of a project manager.
2014Q1-0127_USAW_CONF_Weitz_When Outsourcing Stops Making SenseCytel
The document discusses when outsourcing stops making sense based on a case study of EMD Serono outsourcing biostatistics and programming work to Cytel. While outsourcing can provide cost savings and access to specialized skills, outsourcing for cost alone is risky. The case study shows how EMD Serono and Cytel worked together to thoughtfully plan and adaptively implement the outsourcing arrangement to ensure quality delivery and flexibility. Through close monitoring and adjustments, the outsourcing achieved cost savings without compromising quality or flexibility.
The document provides information about conducting a feasibility study for a proposed project or business venture. It defines what a feasibility study is, distinguishes it from a business plan, and outlines the typical steps involved in conducting one. These include assessing the technical, financial, market, and organizational feasibility of the project. Key parts of a feasibility study involve analyzing strengths/weaknesses, conducting market research, planning operations, and preparing projected financial statements like an income statement and opening day balance sheet. The overall goal is to objectively determine whether the project is viable and feasible to implement.
Measuring performance of the public sector-problems and appraochesminiverma1
The document discusses various approaches to performance measurement in government organizations. It describes traditional, uni-dimensional approaches that focus mainly on financial and output measures, and their limitations. It then introduces multi-dimensional approaches like the Balance Scorecard and Public Sector Value Model that provide a more holistic view of performance across financial and non-financial factors, and link performance measurement to organizational strategy and outcomes. Key benefits and challenges of these different performance measurement frameworks are also highlighted.
This document provides an introduction to the Plan-Do-Study-Act (PDSA) cycle for quality improvement. It explains that PDSA cycles allow for testing changes on a small scale through iterative learning. Changes are implemented in controlled steps to identify problems early before full implementation. The document prompts the reader to think of an accreditation standard they want to improve and develop a PDSA cycle to test changes toward meeting that standard. It emphasizes that PDSA cycles incorporate documentation and data over time to support local learning and sharing of lessons with others.
The document discusses organizational readiness and its importance for project success. It identifies the top three factors for why projects fail as resistance by employees, inadequate executive sponsorship, and unrealistic expectations. It advocates using organizational readiness to address these failure factors by gaining consensus on problems, understanding their impacts, and defining rewards from solutions. The document provides steps for assessing organizational readiness, including analyzing current issues, determining financial impacts, gaining employee consensus, and defining goals and communication plans to guide projects to success.
Better decisions through analytics in healthcare industry. Our journey so farSAS Asia Pacific
The document discusses how analytics can help healthcare organizations make better decisions. It outlines PAH's experience implementing analytics projects like automating financial reports and quantifying new and returning patient numbers. Key challenges included fragmented data, resource constraints, and skills gaps. Lessons highlighted establishing dedicated analytics teams and strategically managing data to transform it into useful insights.
WQD2011 - Breakthrough Process Improvement - Tawam Hospital - The Surgical Ad...Dubai Quality Group
Breakthrough Process Improvement case study submitted by Tawam Hospital during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
The document outlines a presentation on designing and managing corporate social responsibility (CSR) projects with verifiable impact. It notes that despite massive spending, poverty levels continue to increase. It questions why impact has been so limited and poses the challenge of achieving impact with evidence. The opportunity of new CSR regulations in India is discussed, which provide freedom and no constraints. Part 2 then discusses experiments and lessons learned in designing new ways to manage projects, with implications and ways to work together going forward. The overall goal is to establish a seamless approach for projects, programs and policies to maximize impact through evidence-based evaluation and continuous improvement.
SocioEconomicProjects - ImpactWithEvidenceM S Ashok
This document outlines a presentation on designing and managing corporate social responsibility (CSR) projects with measurable impact.
Part 1 discusses the problem that despite massive CSR spending, poverty levels continue to rise with little impact. It questions why impact is so limited and poses the challenge of achieving impact with evidence. The new CSR regulations in India create an opportunity for corporations to design projects with fewer constraints.
Part 2 describes experiments with new project design and management approaches. It presents a five-facet framework including mandate, processes, structure, intelligence, and evolution to integrate projects, programs and policies for ongoing improvement and measurable impact.
Some musings on evaluating the impacts of integrated systems research - Karl Hughes, PIM. Measuring the Impact of Integrated Systems Research (September 27, 2021 – September 30, 2021). Three-day virtual workshop co hosted by the CGIAR Research Programs on Water Land and Ecosystems (WLE); Forests, Trees and Agroforestry (FTA); Policies, Institutions, and Markets (PIM); and SPIA, the Standing Panel on Impact Assessment of the CGIAR. The workshop took stock of existing and new methodological developments of monitoring, evaluation and impact assessment work, and discussed which are suitable to evaluate and assess complex, integrated systems research.
This document provides an overview of monitoring and evaluation (M&E). It defines monitoring as the continuous examination of project implementation to track progress against plans, while evaluation is a periodic assessment of a project or program to determine relevance, effectiveness, impact, efficiency and sustainability. The document discusses why M&E is important, who typically conducts it, and when it occurs. Methods described include reviewing documents, key informant interviews, focus groups, and surveys. M&E is presented as an essential function for improving performance, ensuring accountability, and enabling organizational learning.
How To Improve Profitability & Outperform Your Competition: the Guide to Data...A.J. Riedel
Find out how adopting data-driven decision-making can reduce your risk of making costly marketing and product mistakes and improve your product sell-through in this free E-Book.
The document provides guidance for healthcare organizations to improve the patient experience through quality improvement projects. It outlines a three-phase process: planning, executing, and reflecting. The planning phase involves creating a "blueprint for success" which identifies the priority area, leadership team, aims, deliverables, scope, sponsor, and expectations. It emphasizes establishing effective multidisciplinary teams that include patients. The executing phase provides strategies, tools, and tips for implementing ideas. The reflecting phase involves analyzing current processes and identifying opportunities for change. The document aims to guide organizations through each step to achieve successful quality improvement.
Logical Framework Analysis is a tool used to improve project design and implementation. It helps project planners understand the needs of those affected by a problem and identify potential positive and negative impacts. It also encourages participation from stakeholders with relevant knowledge. The analysis identifies rights, interests, resources, and abilities to determine who should be involved in project planning and implementation. It examines problems, their causes and effects to construct a problem tree diagram and helps set objectives to address the core problems.
This document discusses problem analysis and the logical framework approach for project planning and management. It defines a problem as the gap between the actual and desired state. Problem analysis aims to identify the core problem and related problems through a problem tree. The problem tree is then converted to an objective tree by defining objectives to address each problem. Strategic alternatives are analyzed to identify appropriate objectives and strategies. The logical framework approach develops a matrix to plan and monitor a project, defining the goal, purpose, outputs, activities and inputs, along with indicators, means of verification and assumptions. It provides a framework for project design, implementation, monitoring and evaluation.
Benefits and Impact by Andy Stewart et almylesdanson
This document discusses the benefits of measuring key performance indicators and metrics. It notes that measurement allows organizations to focus attention, set goals, improve execution, and enhance decision-making. Specific benefits mentioned include increased alignment, improved problem-solving, providing early warnings, and motivating employees. The document also provides a three-step process for projects to establish a baseline, provide evidence of actual changes, and demonstrate impact. It emphasizes quantifying benefits where possible and highlighting how projects' actual changes led to their stated impacts.
This document discusses monitoring and evaluating the scale-up of the Standard Days Method (SDM) family planning program in multiple countries. It provides background on a 5-year study of SDM scale-up using the ExpandNet/WHO model. The document outlines the importance of monitoring and evaluation to guide the scale-up process and assess outcomes. It presents the SDM scale-up logic model and operational framework. Metrics for monitoring benchmarks and indicators are proposed, along with data sources and tools for collection. Initial monitoring results are reported for some countries. Challenges of scaling up SDM integration across health systems and service coverage are also examined.
This document summarizes a book about managing change in IT outsourcing from the service provider perspective. It discusses research showing that providers often struggle with sustainable performance for clients over time. The book examines factors that influence sustainable performance, such as organizational structure, capabilities, and adapting to changing client needs. It presents findings on issues during the transition phase, benefits of customizing structures while standardizing back-office functions, the importance of client knowledge, and keys to dynamic fit and long-term adaptability. Measuring holistic performance over multiple years and including the client perspective were found to positively impact sustainable results.
Improving AI Development - Dave Litwiller - Jan 11 2022 - PublicDave Litwiller
A conversational tour through some things I’ve learned in helping scale-up stage client companies improve their AI development practices, especially where deep neural nets (DNNs) are in use.
This document provides an introduction to monitoring and evaluation for interns. It defines monitoring as the routine collection and analysis of project data to provide information on progress, while evaluation assesses a project's achievements against its objectives and identifies lessons learned. Several tools for monitoring and evaluation are described, including Gantt charts, timelines, and logical frameworks. The presentation emphasizes that monitoring and evaluation are important project management processes that help ensure quality, allow for course corrections, and provide lessons for future projects.
planning tools and techniqes by book of stephen robonsPresentation of mana...Neha Raja
The document discusses various planning tools and techniques used in management. It describes techniques for assessing the environment like environmental scanning, competitor intelligence and forecasting. It also outlines techniques for allocating resources such as budgeting, scheduling, charting and analysis tools like PERT and linear programming. Contemporary planning techniques discussed include project management, scenario planning and the role of a project manager.
2014Q1-0127_USAW_CONF_Weitz_When Outsourcing Stops Making SenseCytel
The document discusses when outsourcing stops making sense based on a case study of EMD Serono outsourcing biostatistics and programming work to Cytel. While outsourcing can provide cost savings and access to specialized skills, outsourcing for cost alone is risky. The case study shows how EMD Serono and Cytel worked together to thoughtfully plan and adaptively implement the outsourcing arrangement to ensure quality delivery and flexibility. Through close monitoring and adjustments, the outsourcing achieved cost savings without compromising quality or flexibility.
The document provides information about conducting a feasibility study for a proposed project or business venture. It defines what a feasibility study is, distinguishes it from a business plan, and outlines the typical steps involved in conducting one. These include assessing the technical, financial, market, and organizational feasibility of the project. Key parts of a feasibility study involve analyzing strengths/weaknesses, conducting market research, planning operations, and preparing projected financial statements like an income statement and opening day balance sheet. The overall goal is to objectively determine whether the project is viable and feasible to implement.
Measuring performance of the public sector-problems and appraochesminiverma1
The document discusses various approaches to performance measurement in government organizations. It describes traditional, uni-dimensional approaches that focus mainly on financial and output measures, and their limitations. It then introduces multi-dimensional approaches like the Balance Scorecard and Public Sector Value Model that provide a more holistic view of performance across financial and non-financial factors, and link performance measurement to organizational strategy and outcomes. Key benefits and challenges of these different performance measurement frameworks are also highlighted.
This document provides an introduction to the Plan-Do-Study-Act (PDSA) cycle for quality improvement. It explains that PDSA cycles allow for testing changes on a small scale through iterative learning. Changes are implemented in controlled steps to identify problems early before full implementation. The document prompts the reader to think of an accreditation standard they want to improve and develop a PDSA cycle to test changes toward meeting that standard. It emphasizes that PDSA cycles incorporate documentation and data over time to support local learning and sharing of lessons with others.
The document discusses organizational readiness and its importance for project success. It identifies the top three factors for why projects fail as resistance by employees, inadequate executive sponsorship, and unrealistic expectations. It advocates using organizational readiness to address these failure factors by gaining consensus on problems, understanding their impacts, and defining rewards from solutions. The document provides steps for assessing organizational readiness, including analyzing current issues, determining financial impacts, gaining employee consensus, and defining goals and communication plans to guide projects to success.
Better decisions through analytics in healthcare industry. Our journey so farSAS Asia Pacific
The document discusses how analytics can help healthcare organizations make better decisions. It outlines PAH's experience implementing analytics projects like automating financial reports and quantifying new and returning patient numbers. Key challenges included fragmented data, resource constraints, and skills gaps. Lessons highlighted establishing dedicated analytics teams and strategically managing data to transform it into useful insights.
WQD2011 - Breakthrough Process Improvement - Tawam Hospital - The Surgical Ad...Dubai Quality Group
Breakthrough Process Improvement case study submitted by Tawam Hospital during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
The document outlines a presentation on designing and managing corporate social responsibility (CSR) projects with verifiable impact. It notes that despite massive spending, poverty levels continue to increase. It questions why impact has been so limited and poses the challenge of achieving impact with evidence. The opportunity of new CSR regulations in India is discussed, which provide freedom and no constraints. Part 2 then discusses experiments and lessons learned in designing new ways to manage projects, with implications and ways to work together going forward. The overall goal is to establish a seamless approach for projects, programs and policies to maximize impact through evidence-based evaluation and continuous improvement.
SocioEconomicProjects - ImpactWithEvidenceM S Ashok
This document outlines a presentation on designing and managing corporate social responsibility (CSR) projects with measurable impact.
Part 1 discusses the problem that despite massive CSR spending, poverty levels continue to rise with little impact. It questions why impact is so limited and poses the challenge of achieving impact with evidence. The new CSR regulations in India create an opportunity for corporations to design projects with fewer constraints.
Part 2 describes experiments with new project design and management approaches. It presents a five-facet framework including mandate, processes, structure, intelligence, and evolution to integrate projects, programs and policies for ongoing improvement and measurable impact.
Some musings on evaluating the impacts of integrated systems research - Karl Hughes, PIM. Measuring the Impact of Integrated Systems Research (September 27, 2021 – September 30, 2021). Three-day virtual workshop co hosted by the CGIAR Research Programs on Water Land and Ecosystems (WLE); Forests, Trees and Agroforestry (FTA); Policies, Institutions, and Markets (PIM); and SPIA, the Standing Panel on Impact Assessment of the CGIAR. The workshop took stock of existing and new methodological developments of monitoring, evaluation and impact assessment work, and discussed which are suitable to evaluate and assess complex, integrated systems research.
This document provides an overview of monitoring and evaluation (M&E). It defines monitoring as the continuous examination of project implementation to track progress against plans, while evaluation is a periodic assessment of a project or program to determine relevance, effectiveness, impact, efficiency and sustainability. The document discusses why M&E is important, who typically conducts it, and when it occurs. Methods described include reviewing documents, key informant interviews, focus groups, and surveys. M&E is presented as an essential function for improving performance, ensuring accountability, and enabling organizational learning.
How To Improve Profitability & Outperform Your Competition: the Guide to Data...A.J. Riedel
Find out how adopting data-driven decision-making can reduce your risk of making costly marketing and product mistakes and improve your product sell-through in this free E-Book.
The document provides guidance for healthcare organizations to improve the patient experience through quality improvement projects. It outlines a three-phase process: planning, executing, and reflecting. The planning phase involves creating a "blueprint for success" which identifies the priority area, leadership team, aims, deliverables, scope, sponsor, and expectations. It emphasizes establishing effective multidisciplinary teams that include patients. The executing phase provides strategies, tools, and tips for implementing ideas. The reflecting phase involves analyzing current processes and identifying opportunities for change. The document aims to guide organizations through each step to achieve successful quality improvement.
Logical Framework Analysis is a tool used to improve project design and implementation. It helps project planners understand the needs of those affected by a problem and identify potential positive and negative impacts. It also encourages participation from stakeholders with relevant knowledge. The analysis identifies rights, interests, resources, and abilities to determine who should be involved in project planning and implementation. It examines problems, their causes and effects to construct a problem tree diagram and helps set objectives to address the core problems.
This document discusses problem analysis and the logical framework approach for project planning and management. It defines a problem as the gap between the actual and desired state. Problem analysis aims to identify the core problem and related problems through a problem tree. The problem tree is then converted to an objective tree by defining objectives to address each problem. Strategic alternatives are analyzed to identify appropriate objectives and strategies. The logical framework approach develops a matrix to plan and monitor a project, defining the goal, purpose, outputs, activities and inputs, along with indicators, means of verification and assumptions. It provides a framework for project design, implementation, monitoring and evaluation.
Benefits and Impact by Andy Stewart et almylesdanson
This document discusses the benefits of measuring key performance indicators and metrics. It notes that measurement allows organizations to focus attention, set goals, improve execution, and enhance decision-making. Specific benefits mentioned include increased alignment, improved problem-solving, providing early warnings, and motivating employees. The document also provides a three-step process for projects to establish a baseline, provide evidence of actual changes, and demonstrate impact. It emphasizes quantifying benefits where possible and highlighting how projects' actual changes led to their stated impacts.
This document discusses monitoring and evaluating the scale-up of the Standard Days Method (SDM) family planning program in multiple countries. It provides background on a 5-year study of SDM scale-up using the ExpandNet/WHO model. The document outlines the importance of monitoring and evaluation to guide the scale-up process and assess outcomes. It presents the SDM scale-up logic model and operational framework. Metrics for monitoring benchmarks and indicators are proposed, along with data sources and tools for collection. Initial monitoring results are reported for some countries. Challenges of scaling up SDM integration across health systems and service coverage are also examined.
This document summarizes a book about managing change in IT outsourcing from the service provider perspective. It discusses research showing that providers often struggle with sustainable performance for clients over time. The book examines factors that influence sustainable performance, such as organizational structure, capabilities, and adapting to changing client needs. It presents findings on issues during the transition phase, benefits of customizing structures while standardizing back-office functions, the importance of client knowledge, and keys to dynamic fit and long-term adaptability. Measuring holistic performance over multiple years and including the client perspective were found to positively impact sustainable results.
This document provides an introduction to Results Based Management (RBM). It began in the 1960s and was adopted by many countries in the 1980s and 1990s. RBM focuses on tangible results, resource allocation, and value. Key concepts include inputs, activities, outputs, and outcomes. Performance is measured by indicators like effectiveness, efficiency, equity, and sustainability. RBM is integral to capacity building by driving continuous improvement through performance information. The diagnostic approach begins with performance analysis to identify gaps and determine constraining variables to develop an organizational development plan.
This document provides an overview of business research and information systems/knowledge management. It defines business research as the systematic process of generating objective information to aid decision-making. There are two main types: basic research expands general knowledge, while applied research addresses specific organizational problems. The scientific method involves testing hypotheses through empirical evidence. Key factors in determining when to conduct research include time constraints, data availability, the importance of the decision, and whether research benefits outweigh costs. Information systems and knowledge management are also discussed, including defining data, information, intelligence, and knowledge.
Considerations for AAS CRP Impact Evaluation - Workshop on Strengthening Imp...WorldFish
1) The document discusses various evaluation strategies and designs that can be used to evaluate natural resource management programs and projects, including the performance logic chain evaluation, impact evaluation, rapid appraisals, and case studies.
2) It then focuses on outlining considerations for evaluating the impact of the CGIAR Research Program on Aquatic Agricultural Systems, including defining intermediate development outcomes and hub-level challenges in different geographic locations.
3) Finally, it discusses using a variety of evaluation designs, such as experimental, statistical, theory-based, case-based, and participatory approaches, to answer different types of evaluation questions for the program.
Business research is defined as the systematic and objective process of gathering information to aid business decisions. There are two main types: basic research which expands knowledge without addressing specific problems, and applied research which answers questions about real problems. The scientific method is used in both, involving problem identification, research design, data collection and analysis, and conclusions. Statistics help summarize and analyze data. Business research should be conducted when it can provide valuable insights in a timely and cost-effective manner to inform important strategic or tactical decisions.
The document discusses the managerial value of business research. It defines research and different types including basic and applied business research. Business research is important as it facilitates identifying issues, gathering relevant information, and analyzing data to help decision-making. Research reduces uncertainty and improves decision-making by providing information to identify problems, diagnose issues, select and implement solutions, and evaluate actions. The quality of decisions depends on the quality of research information.
Holistic Monitoring and Evaluation Data Driven and Gender Sensitive Mixed Met...QSR International
Holis&c M&E uses a gender sensi&ve, data driven approach with mixed methodologies to improve accountability, partnerships, and program learning. Key outcomes include increased transparency, sustainable results, and capacity building. NVivo so`ware helps code and analyze qualita&ve data, while STATA can import codes and run complementary quan&ta&ve analysis. The document provides &ps on using these tools at different stages of the M&E process.
This document proposes a process and framework for managing the front end of innovation effectively. It begins with introducing the objectives and importance of researching the front end of innovation. It then defines key terms like innovation and the front end of innovation. The document reviews existing models of the front end innovation process and identifies limitations. It proposes a new framework that takes strategic, systems and process perspectives into account and is informed by relevant theories. The framework aims to address issues with existing models and better manage the front end of innovation.
Get the RoI: Maximise Business Impact with eLearning24x7 Learning
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- How to include a blended approach in your training initiative for maximum impact
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This document presents a framework for evaluating health IT projects. It consists of several components: [1] A project structure template to guide planning, preparation, evaluation, and dissemination of results. [2] Multidimensional evaluation methods that assess both qualitative and quantitative outcomes across technical, clinical, and organizational areas. [3] Criteria pools for selecting evaluation measures. [4] Guidelines for confidentiality, analysis, and reporting of results. The goal is to provide consistent, high-quality evaluation that identifies benefits and areas for improvement to inform future health IT implementations.
Monitoring and evaluation are essential processes for controlling projects and programs by systematically collecting and analyzing information during implementation and assessing whether objectives are achieved, which allows managers to identify successes or issues and make timely adjustments to ensure effective and efficient realization of plans in response to needs. Both monitoring and evaluation compare actual performance to targets but monitoring is ongoing to facilitate corrective actions while evaluation periodically assesses overall impact, effectiveness, and efficiency. Proper monitoring and evaluation systems include clearly defining management structures, objectives, indicators, information needs, and responsibilities for ongoing review and assessment.
The document provides an overview of the strategic planning process for the Institute of Computing Technology (ICT). It discusses key components of strategic planning including conducting an environmental scan and SWOT analysis, establishing a baseline organizational profile, identifying gaps, and developing a strategic plan with mission, vision, goals, objectives and performance metrics. The strategic planning model outlines assessing the current situation, defining the future desired state, and determining how to close the gap. The document emphasizes creating a plan to address critical issues and guide decision making to improve organizational performance.
The document discusses predictive analytics and forecasting. It defines predictive analytics as producing predictive scores for each customer or organizational element, while forecasting provides aggregate estimates such as total sales. Prediction involves classifying outcomes like customer retention, while forecasting understands trends and seasonality. Predictive modeling creates statistical models of future behavior by collecting and analyzing data to predict outcomes. Common predictive algorithms include logistic regression, decision trees, naive bayes, and clustering.
This document discusses a roundtable on continuous auditing and risk monitoring. The agenda includes introductions, a discussion of what the market is doing, the role of automation, and a roundtable discussion. Key points from the discussion include: determining the appropriate frequency of auditing and monitoring based on risk; continuous auditing and monitoring should be risk-based and focus on critical areas; and technology can enable more frequent auditing if needed but not all transactions need continuous evaluation.
This document summarizes the services of Continuous Improvement Consulting. They provide a 3-5 week engagement to measure a company's current IVR and call center performance, analyze it to identify improvement opportunities, and improve it by providing actionable recommendations with a guaranteed identification of cost savings. Their systematic approach includes assessing the current state, identifying challenges, and recommending process, technology, and personnel changes to increase self-service and reduce costs.
ABSTRACT REVIEW #1: QUANTITATIVE
By
Student Name, B.S, M.S., M.A.
September 2014
University of the Cumberlands
Statistics Abstract Review #1
Statistics Abstract Review #1
i
3
Introduction and Background
Ethics is the cornerstone of the counseling profession and client counselor relationship. However the code of ethics does not always clearly articulate what a counselor should do in many scenarios. Thereby it often creates uncertainty amongst the profession. In addition, the code of ethics undergoes changes on a regular basis. Neukrug and Milliken (2011) identify two purposes for their study. First, to assess which ethical situations/behaviors are “most distressing and confusing and also to help guide the revision of future ethical codes” (Neukrug & Milliken, 2011, p. 206). Second, to identify changes in ethics education based upon various demographics. They hope that this research aids in reducing ethical violations and increasing relevant ethics education.
Methodology
Neukrug and Milliken (2011) utilized a 77-item survey in which respondents rated situations as ethical or unethical (Scale 1) and how strongly they aligned with the response (1 = not very strongly to 10 very strongly; Scale 2; p. 207). By scoring ethical on a positive scale (+1 through +10) and unethical on a negative scale (-1 through -10), they were able to examine Scale 1 with nominal data, and strength of response with Scale 2.
Another instrument was utilized to gather demographic information of the participants and included: gender, age, ethnicity, highest degree held, specialty area, current job/role, American Counseling Association (ACA) membership, and involvement in ethics education (Neukrug & Milliken, 2011). ACA approved the study and provided researchers with a random sample of 2,000 ACA members’ email addresses. The email to the participants included “an explanation of the survey, an informed consent, and the surveys’ URL” (p. 207). They were attempting to answer what areas of the ethical code are unclear and create the most confusion and whether different demographics correlated with different perceptions of ethical and unethical behaviors. They grouped the ethics categories into six categories and performed chi-square tests on Scale 1 and set the significance level at p < .001 to control for a Type I error.
Study Findings and Results
Although Neukrug and Milliken (2011) “found significant differences as a function of demographics on a number of items” (p. 210), practical significance was not evident. The most prominent finding of this study were related to the identified areas of disagreement among respondents related to what is considered unethical. This information can help to inform future ethics training and ethical code revisions.
Conclusions
The finding of Neukrug and Milliken’s research provided insight into main areas of ambiguity regarding what is viewed as unethical b.
This document discusses organizational development (OD) and the diagnostic process used in OD. It defines OD as a planned, systematic, and collaborative process that applies behavioral science principles to improve organizational effectiveness. The diagnostic process involves collecting information through methods like questionnaires, interviews, observations, and unobtrusive measures in order to analyze issues and plan interventions. The interventions are then implemented and evaluated in an ongoing process of maintenance to continuously monitor and improve the organization.
This document discusses organizational development (OD) and the diagnostic process used in OD. It defines OD as a planned, systematic, and collaborative process that applies behavioral science principles to improve organizational effectiveness. The diagnostic process involves collecting information through methods like questionnaires, interviews, observations, and unobtrusive measures in order to analyze issues and plan interventions. The interventions are then implemented and evaluated in an ongoing process of maintenance to continuously monitor and improve the organization.
Project monitoring and evaluation involves collecting data on project processes, outputs, and outcomes to track progress and inform stakeholders. Monitoring is continuous and internal, while evaluation is periodic and can be internal or external. The key aspects of monitoring include tracking inputs, activities, the process, and outputs, while evaluation assesses outcomes, impacts, efficiency, effectiveness and sustainability. Both use qualitative and quantitative data and involve stakeholders. Participatory monitoring and evaluation engages local people and beneficiaries to better understand impacts and ensure the process is learning-focused and adaptive.
Similar to The Role of Evaluation in Strengthening Agricultural R&D in Sub-Saharan Africa: Information, Instruments and Actors (20)
-In order to feed a growing population and to address other challenges (including climate change and food price volatility), it is crucial that agricultural productivity is increased.
-Agricultural R&D is a major contributor to productivity growth, food security, and poverty reduction.
-Quantitative data are essential to analyze trends in agricultural R&D investments; identify gaps; set future investment priorities; and better coordinate agricultural R&D across institutes, regions, and commodities.
-R&D indicators are also an indispensable tool when assessing the contribution of agricultural R&D to agricultural growth and to economic growth more generally.
Productivity and the Performance of Agriculture in Latin America and the Caribbean: From the Lost Decade to the Commodity Boom
By Nin Pratt, Alejandro; Falconi, César; Ludeña, Carlos E.; Martel, Pedro
-Between 2001 and 2012 we observed the best performance of LAC’s agriculture of the last 30 years
-Policy changes and high commodity prices seem to have played a major role in this improved performance.
-Most important, a better policy environment allowed countries to incorporate new technologies that resulted from regional R&D investment and a growing contribution of the private sector.
-Without fast growing prices and no positive shock from policy changes, future growth will depend on the development of efficient innovation systems in the region
Agricultural Science and Technology Indicators (ASTI) interactive tools for Latin America.
-Tools to compare, graph, filter, and download agency-level data.
-Online survey system for data collection, reviewing, and sharing with responding agencies.
-Overview of policy and institutional environments
-Discussion forum.
-Tutorials/methodology.
-Database tracking stories on impact and use of data at country level.
By Gert-Jan Stads, Senior Program Manager of Agricultural Science and Techonlogy Indicators (ASTI) at the International Food Policy Research Institute (IFPRI). Presented at the U.S. Department of Agriculture - Economic Research Service (USDA-ERS) West Asia and North Africa (WANA) Region Seminar.
This document summarizes key findings from an ASTI survey of agricultural research and development (R&D) capacity and investment in Nepal. It finds that Nepal's total public agricultural R&D spending is low at 0.28% of agricultural GDP, and it has faced volatile spending over time. Human resource indicators also show insufficient agricultural researchers in Nepal compared to other countries, with only 15% having PhDs. The survey identifies several policy implications to strengthen Nepal's agricultural R&D system including increasing autonomy, funding, recruitment, training, incentives, and infrastructure.
Presentation of "Investment and Capacity Trends in Agricultural R&D: New Evidence for West Asia and North Africa" at the the Association of Agricultural Research Institutions in the Near East and North Africa (AARINENA) General Conference in Izmir, Turkey on October 1, 2014. Presented by Gert-Jan Stads, Senior Program Manager, of the Agricultural Science and Technology Indicators (ASTI) initiative, led by the International Food Policy Research Institute (IFPRI) in Washington, D.C.
Presentation of "Benchmarking Agricultural R&D Capabilities Across Countries", specially in Sub-Sahara Africa countries to the Meeting in Support of Scientific & Technical Partnerships in Africa at the International Food Policy Research Institute (IFPRI) in Washington, DC on September 29-30, 2014. Presented by Nienke Beintema, Program Head of the Agricultural Science and Technology Indicators (ASTI) initiative, which is led by IFPRI.
The document summarizes previous agricultural research surveys conducted by ASTI in Central America and the Caribbean between 1997-2008. It then highlights some key findings from the 2007-2008 ASTI-IICA survey in Central America. There were 903 agricultural researchers located across 63 public agencies in Central America in 2006. Agricultural R&D spending in the region totaled $105 million in 2006, with Costa Rica and Nicaragua accounting for about one-third each. Government financing was the largest source of agricultural R&D funding overall at 37% while reliance on donors was highest in Nicaragua.
By Gert-Jan Stads, ASTI program coordinator, International Food Policy Research Institute.
Presented at the Development Partners Business Meeting on CAADP
Brussels | 5–6 February 2013
By Gert-Jan Stads, ASTI Program Coordinator, International Food Policy Research Institute. Presentation given at ASTI seminar at CIAT, Cali, Colombia, August 27, 2012
By Nienke Beintema, ASTI program leader. Presented at the 2nd Global Conference on Agricultural Research for Development (GCARD2), Punta del Este, Uruguay, 29 Oct–1 Nov 2012.
This document summarizes findings from ASTI, an initiative that collects data on agricultural research and development (R&D) spending in developing countries. It finds that after a period of decline, global public spending on agricultural R&D increased 22% from 2000-2008, driven largely by growth in middle-income countries like China, India, and Brazil. Private sector R&D spending, concentrated in OECD countries, also increased significantly. However, agricultural R&D spending remains low and volatile in the world's poorest countries. The document concludes that while global agricultural R&D investments are no longer declining overall, more attention needs to be paid to increasing investment in the poorest nations.
This document discusses challenges in measuring the effectiveness of agricultural R&D systems in sub-Saharan Africa and ways to improve results measurement. Key challenges include long time lags between investment and returns, constraints on human and financial resources, and the need for well-functioning support systems. Common practices for measuring outcomes focus on adoption rates, but data is often case-specific and limited. Improving results measurement requires valid and shared data as well as approaches to quantify externalities. Strategic focuses should support national agricultural research systems in institutionalizing data collection and expanding indicators of outputs, outcomes and impacts.
The document discusses the need for an evolving organizational architecture for agricultural research and development (R&D) in Africa. It notes that most African countries have small research capacities and are vulnerable to funding volatility. It proposes that regional cooperation could help address issues of small size and lack of economies of scale. Key elements of the existing regional architecture include sub-regional organizations (SROs), CGIAR centers, and national agricultural research institutes (NARIs). However, fully realizing the benefits of regional research requires functioning NARIs, testing of networks, sustainable funding commitments, and differentiated capacities between larger and smaller countries.
This document discusses sustainable financing of agricultural R&D in Africa. It notes that while African government and donor investment in agricultural R&D grew 20% from 2000-2008, this growth was uneven and not sustainable in many countries. The region also suffers from fragmentation of funding sources, underinvestment relative to GDP, and volatility in funding levels from year to year. Many African nations are highly dependent on unstable donor funding for agricultural R&D. The document suggests commodity levies could generate up to $500 million annually for agricultural R&D in some African countries.
The document discusses public agricultural research and development (R&D) in Bangladesh, India, and Nepal. It finds that while all three countries have national agricultural research councils to coordinate R&D, their roles and scope of authority differ. Bangladesh spends the least on agricultural R&D at $126 million in 2009, followed by Nepal at $22 million, while India spends $2.276 billion, accounting for 94% of total spending among the three countries. The document also examines trends in spending, staffing levels and qualifications, commodity focus, and challenges facing Bangladesh's agricultural research system.
The document discusses ASTI's experiences collecting agricultural R&D data in India. Some key points:
- ASTI conducted two surveys of India's public agricultural R&D system, identifying 167 agencies and collecting data on spending and staffing. However, response rates were incomplete.
- Public agricultural R&D spending in India increased substantially between 1996 and 2009, with ICAR and SAUs accounting for most funds. However, India's R&D intensity ratio remains below countries like US and China.
- ASTI faces challenges in establishing sustainable data collection and expanding the scope of its analysis. It proposes to institutionalize data collection in India through ICAR and SAUs to address these issues.
Agricultural R&D is crucial for food security and economic growth. Tracking investments and capacities in agricultural R&D through indicators is important for setting priorities and coordinating research. The Agricultural Science and Technology Indicators (ASTI) program collects data on agricultural R&D in developing countries through institutional surveys. Key findings include that global public spending on agricultural R&D was $25 billion in 2000, with low- and middle-income countries accounting for 46% of spending. China and India have seen high growth in R&D spending since 2000, contributing to productivity gains.
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The Role of Evaluation in Strengthening Agricultural R&D in Sub-Saharan Africa: Information, Instruments and Actors
1. Strengthening Ag. R&D in Africa:
What Role for M&E?
Leonard Oruko and Howard Elliott
Presentation at the IFPRI-ASTI/FARA
Conference
Accra, Ghana, 6 December 2011
2. Has research evaluation supported the case for
Ag. R&D?
• Research evaluation has supported the case for R&D
– The tools and information developed for evidence-based policy were
linked to the economic context of the day
• Research evaluation responded to questions being asked
– Economic returns , welfare analysis, priority setting, funding of
research issues
– Concerns with poverty (well beyond producer and consumer surplus),
NRM and sustainability (beyond production systems) , and later
climate change at increasing scale
• Impact assessment has had to balance the needs for
accountability to funders versus learning and change by
actors
– Economic return, experiments and quasi experiments (quantitative)
– Utilization-focused evaluation, qualitative
3. Why the change in focus this presentation
• Is the practice of M&E responding adequately to the
changing imperatives?
• From “crystal ball gazing” to “planning for results” Nin-Pratt?
– Given the competing choices, where should we allocate our resources?
• From “implementation” to “delivering results”
– Operational management-timely availability of information , decision
making, adjustment and adaptation
• From “returns on investment” to “achievements and lessons”
Fuglie; Nin-Pratt?
– You gave us resources what have we delivered, what have we learnt,
how can we do it better? The learning and accountability agenda
– Are we showing objective evidence of achievement?-
4. Some definitions
• Evaluation vs assessment
– Evaluation-systematic collection and analysis of information on
characteristics and outcomes of a programs to inform decisions
– Assessment is an informal review
• Impact evaluations are based on models of cause and effect
– measures change in outcome attributable to a defined intervention
– require a credible and rigorously defined counterfactual
• Performance evaluation
– Descriptive and normative questions for operational decision making
– Informed by performance monitoring to identify near term
consequences of direct program activities
– Ordinarily lacks rigorously defined counterfactual
5. Could this be the inherent challenge?
Operational
M&E: In the very
• What is the likely payoff to near term,
Ex-ante the proposed investment demonstrate;
Accountability
• How does this inform
impact operations to generate •Results and
tangible near term results clear progress
evaluation •Flexibility and
adaptation to
unforeseen
• These are the actual returns challenges
Ex post on investment
• What were the conditioning •Address the
Impact factors? “imperfect
• Can we scale these out?
Evaluation information
problem ”
Learning and performance improvement
6. Data
• What is the acceptable standard for good and credible data?
– Objective scientific enquiry-the desire to prove or disprove widely held
beliefs that are based on some detectable distribution of personal
experiences
– Reliability, validity, and timeliness to serve as a basis for objective
evidence
– “The plural of anecdote is data”-the careful compilation of “cases”
that provide context for identifying causes of success and failure that
can be widely generalized
• Quality of analysis only as good as the data
• But you also need good analytical capacity-innovative
• Do we need additional investment to generate quality data?
7. Data screams loudest!!
“Data suggests that
between 1961-2007
the observed growth
in agric from SSA is
primarily from
expanding area
under cultivation”
•Chris , Catherine
and Tom will
illustrate this
Source: (De Janvry and Sadoulet, 2010)
8. Evaluation metrics
• Demand for information defines the analytical agenda
– CG Science Council advanced the refinement of approaches and
methods
– The CAADP agenda supporting convergence on ex-ante investment
analysis; next generation questions around moving from sector-wide
to R&D specific interventions
– Debate on approaches, “the pendulum syndrome”; scope for diverse
theoretical constructs to inform analytical agenda
• The call for rigor does not automatically prescribe
quantification
– Advances in tools for establishing the counterfactual
– Choice of evaluation approaches informed by a variety of factors
– Rigorous evaluation have “longevity and long legs”
9. Metrics for near term incremental changes
• On the highway to the big impacts are intermediate
results
– Compared to the big results, there is greater diversity of opinion on
these
– CG Science Council championed this through MTP
– A challenge for network and coordinating entities (SROs and FARA)
• Getting to a consensus on performance criteria
– Need for appropriate proxy indicators to define improvements in
operational performance
– A variety of tools and approaches for tracking the indicators –look at
rich concepts and application from management schools
– Embedded in program implementation; is it really necessary to
define indicators a priori?
10. Improving M&E systems: Take home message
• Generating objective evidence on performance
– Beyond a well thought out RF, the above is about analytics
– Adequate data required for rigorous analysis
– Adequate analytical capacity required for rigor
• Objective evidence informing review dialogue and learning
– The next quantum leap for R&D systems learning for performance
improvement
– Make greater use of ex-ante analysis to inform operational
management of research (baselines and targets)
• How do we organize ourselves to do this?
– Clear lessons from the CG Science Council on agricultural research
– Academia and think tanks are addressing the challenges of rigor
– Harnessing the existing capacity appears to be a coordination
challenge
11. …take home message
• Practitioners
– Apply “Triple A’’ principle on indicators
– Help shape the analytical agenda around indicators
• Category 1 users (managing for results)- information for
decision making
– Programme staff-cogeneration of performance and learning
information
– Convening the review, and learning processes
• Category 3 Users (Stewardship, oversight, beneficiary
stakeholders)
– “Volatility in expectations”; what results in what temporal scale