Project Monitoring and Evaluation is defined. Monitoring focuses on tracking project progress by collecting and analyzing data on activities, processes, and outputs. Evaluation assesses project accomplishments by examining results chains and causality to understand achievements. The document outlines key concepts in project management including phases of initiation, planning, execution, and closure. It also discusses the importance, purpose, functions, and methods of monitoring including indicators and the distinction between outputs and outcomes.

1. Project Monitoring and Evaluation
Instructor:
Dr. Simachew Mulugeta

2. Chapter One
Definition: Monitoring and
Evaluation

3. Content
 Overview of Project Management
 Overview of Monitoring and Evaluation (M & E)
 Monitoring
 Evaluation
 Uses of M & E
 Monitoring and Evaluation System
 Steps to Developing an M&E System

4. Overview of
Project Management

5. Introduction
Overview on concept, meaning and scope of project
 A Project is a temporary effort involving a connected
(related) sequence of activities and a range of resources
which is designed to achieve a specific and unique outcome,
which operates within time, scope, cost and quality
constraints and which is often used to introduce change
(Lake, 1997).
 A project is defined as a unique set of coordinated
activities, with definite starting and finishing points,
undertaken by an individual or organization to meet specific
objectives within defined schedule, cost and performance

6. Key concepts in the definitions
 Purpose: the basic reason for the existence of a project to solve a problem,
address a need or take the advantage of opportunity.
 Temporary: means that a project is something that has a specific start date and
a specific end date
 Sequences of Activities: the works and the steps we perform and the methods
and knowledge we use to achieve the project objective.
 Resources: A project utilizes a variety of resources (human, material,
information, etc.) to carry out the activities or risks
 Unique outcome: A project brings about a unique product or service-
something that has not existed in the organization here-to-fore.
 Scope: the extent of the problem or opportunity that the project needs to
address
 Organization: is vital to coordinate resources to achieve the
objectives-. Organization can be public, private or NGOs
 Time: any project should be time bounded. It has a start and end time
project
 Cost: activities consume human, financial and material resources
 Quality: the project needs to produce quality products to maximize the
satisfaction of the users
 Introduce Change: A project is often used as an instrument for change.
Change for the betterment of the society.

7. Overview of Project management
• Project management is a discipline that will support the planning,
Organizing, implementation, tracking and control of a projects.
• Project management is the application of processes, methods, skills,
knowledge and experience to achieve specifics project objectives
according to the project acceptance criteria with agreed parameters.
• Project management has final deliverables that are constrained to a
finite timescale and budget.
• Project management defined as "…the application of a collection of
tools and techniques…to direct the use of diverse resources toward the
accomplishment of a unique, complex, one-time task within time, cost,
and quality constraints. Each task requires a particular mix of these
tools and techniques structured to fit the task environment and life cycle
(from conception to completion) of the task."
Thus, what is project management? It’s not a tool or a person, it’s
a practice.

8. Overview of Project Management Process phases
includes the following
• The project management process typically
phases:
1. Initiating the project,
2. Planning the project,
3. Executing the project, and
4. Closing the project

9. Overview of Project Management Process phases…
1. Initiating the Project: The first phase of Project Management
 Clearly defined the initial scope, resource, internal and external
stakeholder, pre-feasibility study procedures.
 Assess the size, scope and complexity of the project and establish
procedures to support later project activities
 The project management techniques related to the project initiation
phase include:
• Establishing - the project initiation team.
- a relationship with the customer.
- the project initiation plan.
- management procedures.
- the project management environment .
.

10. Overview of Project Management Process phases…
2. Project Planning Process:
 Is a process performed to establish -the total scope of the effort,
define and refine the objective, and develop the course of action
required to attain those objectives.
 Is a process that provides the overall framework for managing
project costs and schedules
 The project management techniques related to the project
planning phase include:
A. Describing project scope, alternatives, and feasibility: This refers
to the understanding of the content and complexity of theproject.
B. Divide the project into tasks: This technique is also known as the
work breakdown structure (WBS). This step is done to ensure an easy
progression between tasks.
C. Estimating resources and creating a resource plan: This helps to
gather and arrange resources in the most effective manner

11. Overview of Project Management Process phases…
D. Developing a preliminary schedule: Refers to assigning time
estimates to each activity in the WBS. This enable to create the target
start and end dates for the project.
E. Developing a communication plan: This enable to outline the
communication procedures between management, team members, and
the customer.
F. Determining project standards and procedures: The specification of
how various deliverables are produced and tested by the project team.
G. Identifying and assessing risk: The goal is to identify potential
sources of risk and the consequences of those risks.
H. Creating a preliminary budget: It summarize the planned expenses and
revenues related to the project.
I. Developing a statement of work: This document will list the work to be
done and the expected outcome of the project.
J. Setting a baseline project plan. This should provide an estimate of the
project's tasks and resource requirements.
The planning process enable to develop the project management plan and the
project documents (Proposal) that will be used to carry out a project

12. Overview of Project Management Process phases…
3. Executing the Project:
 is a project management process phase in which the plans
are put to action
 Is a phase which include:
• Executing the baseline project plan. Include initiate the execution
of project activities, acquire and assign resources, orient and train
new team members, keep the project on schedule, and assure the
quality of project deliverables.
• Monitoring project progress against the baseline project plan.
Using Gantt and PERT charts, which will be discussed in detail
further on in this paper, can assist the project manager in doing
this.
• Managing changes to the baseline project plan.
• Maintaining the project records: is the primary source of
information for producing all project reports.
• Communicating the project status. .

13. Overview of Project Management Process phases…
4. Closing Down the Project:
 The final phase of project management process which focuses on
bringing a project to an end
 The project management techniques related to the project
closedown phase include
• Closing down the project. In this stage, it is important to notify all
interested parties of the completion of the project. Also, all project
documentation and records should be finalized so that the final
review of the project can be conducted.
• Conducting post project reviews. This is done to determine the
strengths and weaknesses of project deliverables, the processes
used to create them, and the project management process.
• Closing the customer contract. The final activity is to ensure that
all contractual terms of the project have been met.

14. Process of project management…

15. Importance of the phases of Project management
The techniques listed in the phases of project management enable
a project team to:
• Link project goals and objectives to stakeholder
needs.
• Focus on customer needs.
• Build high-performance project teams.
• Work across functional boundaries.
• Develop work breakdown structures.
• Estimate project costs and schedules.
• Meet time constraints.
• Calculate risks.
• Establish a dependable project control and monitoring
system.

16. Monitoring and Evaluation

17. What is Project Monitoring?
 Monitoring
analyzing
is the systematic process of collecting,
and using information to track a project’s/
program’s progress toward reaching its objectives and to
guide management decisions.
 Monitoring usually focuses on processes, such as when and
where activities occur, who delivers them and how many
people or entities they reach.
 Monitoring is conducted after a project/program has begun
and continues throughout the implementation period.
 Monitoring is sometimes referred to as process
performance or formative evaluation.

18. What is Project Monitoring?

19. What is Project Monitoring?
 Monitoring is a systematic process of verifying the effectiveness
[effects] and efficiency [outcomes/outputs] of a development
intervention’s implementation (program, project) in order to:
– Assess progress towards results and identify insufficiencies
(or gaps); and,
– Recommend corrective measures for optimising desired
results.

20. What is Project monitoring ?
 Monitoring focuses on the measurement of the following aspects of
an intervention:
• On quantity and quality of the implemented activities
(outputs: What do we do? How do we manage our activities?)
• On processes inherent to a project or program
(outcomes: What were the effects /changes that occurred as
a result of your intervention?)
• On processes external to an intervention
(impacts: Which broader, long-term effects were caused by
the implemented activities in combination with other
environmental factors?)

21. What is Project monitoring ?...
 Monitoring is the systematic and routine collection of
main
information from projects or programs for following
reasons:
• To learn from experiences to improve practices and
activities in the future;
• To have internal and external accountability of the
resources used and the results obtained;
• To take informed decisions on the future of the initiative;
• To promote empowerment of beneficiaries of the initiative.

22. What is Project monitoring ?...
 Monitoring is a periodically recurring task already beginning
in the planning stage of a project or program.
 Monitoring allows results, processes and experiences to be
documented and used as a basis to steer decision-making and
learning processes.
 Monitoring is checking progress against plans. The data
acquired through monitoring is used for evaluation

23. Why is Project Monitoring Important?
1. To assess the project results: To know how the objectives are
being met and the desired changes are being met.
2. To improve process planning: It helps in adapting to better
contextual and risk factors which affect the research process, like
social and power dynamics.
3. To promote learning: It will help you learn how various
approaches to participation influences the outcomes
4. To ensure accountability: To assess if the project has been
effectively, appropriately and efficiently executed, so that they can
be held accountable
5. To understand stakeholder’s perspectives: Through direct
participation in the process of monitoring and evaluation, learn
about the people who are involved in the research project.
Understand their values and views, as well as design methods to
resolve conflicting views and interests.

24. The Purpose of Monitoring
Project monitoring helps:
1. To Rescheduling the project ( if the project run behind the schedule).
2. To Re- budgeting the project ( appropriating funds from one head
to another; avoiding expenses under unnecessary heading)
3. To Re-assigning the staff ( shifting the staff from one area to other;
recruiting temporary staff to meet the time schedule)
4. To improve programme performance and the quality of achievements.
5. To learn from experiences on the ground.
6. To develop clear corrective measures and take good decisions.
7. To ensure the achievement of anticipated results and plan while
executing

25. Functions of Monitoring
 Provides continuous feedback on implementation for project
managers and other stakeholders
 Identifies actual or potential success and problems as early as
possible to facilitate timely decision making and adjustments
to project operation
 Provides useful information for project managers focusing on
the day-to-day management issues
 Aims at assisting the manager to keep the project on track in
accordance with the planned activities and outputs
 If a project is to achieve its objectives against time and
budget, it will need to be carefully monitored against the key
dates and milestones you have identified in the project plan
 There are three main domains of information required in a
monitoring system: Input, process and output

26. Steps in Monitoring
 Standar
d
Setting: Standard are set based on cost, schedule, and
performances. This also includes
• Identifying the different units involved in planning and implementation.
• Identifying items on which feedback is required
• Developing pro-forma (document that show standard) forreporting
• Fixing the responsibility of reporting at differentlevel
 Monitoring progress: Monitoring is the measurement through time that
indicates the movement toward the objective or away from it
• Identifying the critical/unreliable areas in implementation
 Evaluating Progress: Evaluation is the process of comparing the actual
cost, time and performance set during the first step of controlling.
• Providing feedback to corrective measures
 Taking actions: based on the result of the evaluation, there are three options
of decisions:
• Maintain the existing performance
• Modify the standards
• Increase momentum

27. Methods and techniques of Project Monitoring
Method used for Monitoring a project include:
• Staff meetings: can be conducted on a Weekly, Monthly or an
Annual basis.
• Partners meeting, .
• Participatory reviews by the stakeholders
• Monitoring and Supervision Missions that can be Self, Donor
or Joint.
• Progress reports
• First hand information
• Formal / Informal reports
• Project status report
• project schedule chart
• Project financial status report
• Graphic presentation

28. Projects are usually monitored against whether the projects are:
 Running as schedule
 Running within the planned costs
 Receiving adequate costs
 Efficiency: refers to the amount of time and resources put into the
project relative to the outputs and outcomes.
A project evaluation may be designed to find out if there was a
less expensive, more appropriate, less time-consuming approach
for reaching the same objective. (getting more output from
minimum input-do less & accomplish more).
 Effectiveness: describes whether or not the research process was
useful in reaching project goals and objectives, resulted in positive
outcomes.
 Relevance or Appropriateness describe the usefulness, ethics, and
flexibility of a project within the particular context
Indicators for monitoring

29. What to Monitor and Evaluate?
 Monitoring and evaluation focus on the different kinds of
results generated from the project: Output, processes,
outcome, impact and reach.
 Outputs: is immediate results obtained by the project through the
execution of activities. It describe the concrete and tangible
products of the project as well as the occurrence of the project
activities themselves. (e.g. number of commodities distributed,
number of staff trained, number of people reached or number of
people served)
 Process:
project. It is
describe the methods and approaches used for the
a set of activities in which project resources (human
and financial) are used to achieve the results expected from the
project ( e.g. number of workshops or number of training sessions)
Input Activities output outcome Impact

30. • Basic Logic
Model
Planned Activities
• Logic Model causal
pattern
Inputs Activities outputs outcome
Intended
Result
• Funds
• Staff
• Resourc
es
What
you
will do
• Participants
• Product
s
Outputs
• Short
•Inter
mediate
• Long
If Inputs
If Activities
If
Output
Outcome
s
Then
Then
Then

31. What to Monitor and Evaluate?
 Outcomes: describe the change that occur within the
community or with the project managers that can be attributed,
at least in part, to the project process and outputs
 Impact: describes overall changes that occur in the community
to which the project is one of many contributing factors. One
such impact often expected from project is positive
transformation of the community/ target group.
 Reach: describes who is influenced by the project and who acts
because of this influence.

32. Key Types of Monitoring
Results Monitoring
ImplementationMonitoring
(Means and Strategies)
Outcomes
Impacts
Results
Inputs
Activities
Outputs
Implementation

33. Examples Illustrating the distinction between
outputs and outcomes
Outputs
1. Professional training
courses organised
2. Rural road fixed
3. Quality drinking water
produced and delivered
4. Agricultural inputs
distributed
Outcomes
1. Number of
interns recruited
increased
2. Transport costs reduced
3. Incidence of water-
borne diseases
reduced
4. Yield per hectare
increased

34. Project Evaluation

35. Evaluati
on
• Meaning
• Objectives
• Scope
• Principles
• Functions and
• Methods of project Evaluation
• Types (internal/ external) of evaluation
• A guideline for evaluating projects

36. What is Evaluation?
 Evaluation is the systematic assessment of an activity,
project, program, strategy, policy, topic, theme, sector,
operational area or institution’s performance.
accomplishments, examining the results
 Evaluation focuses on expected and
chain
achieved
(inputs,
activities, outputs, outcomes and impacts), processes,
contextual factors and causality, in order to understand
achievements or the lack of achievements.
 An evaluation should provide evidence-based information
that is credible, reliable and useful. The findings,
recommendations and lessons of an evaluation should be
used to inform the future decision-making processes
regarding the program
)

37. What is Evaluation?

38. Meaning of Evaluation…
 Evaluation:
• is a scientifically based assessment of the strengths and
weaknesses of the project
• is a systematic determination of a subject’s merit, worth and
significance, using criteria governed by a set of standards
• is designated to provide systematic, reliable and valid
information on the conduct, impact and effectiveness of the
projects
• assess the overall design, implementation and results of the
completed interventions
• will be performed either at mid-term or at the end of the
project, on conclusion of all activities.

39. Meaning Evaluation …
 Evaluation includes:
• looking at the aims and objectives of the project (What
difference did this project set out to make? What impact
should it have had?);
• assessing the progress made towards what we wanted to
achieve at the outset;
• looking at the strategy chosen to implement the project (Did
the strategy work? If not, why not?); and
• assessing whether or not funds were used efficiently

40. Meaning Evaluation …
 Evaluation is the systematic and objective assessment of ongoing and/or
completed projects, programs or policies, in respect of their:
Conception. Design Implementation/ Execution and Results in order
to determine its relevance and attainment of objectives, efficiency,
effectiveness, impact and sustainability.
 Thus, evaluations should help to draw conclusions about five main
aspects or criteria of the intervention:
• Relevance
• Effectiveness
• Efficiency
• Impact
• Sustainability

41. What to evaluate: the 5 main criteria
Criterion Definition
Relevance
Measure according to project’ objectives which correspond to
beneficiary expectations, country needs, global priorities, partner
policies and donors.
Effectiveness
Measure a project’s achieved results – or in process of being
achieved, bearing in mind their relative importance.
Efficiency
Measure which of the project inputs have been transformed
into outcomes/outputs at better cost. Sometimes requires an
economic analysis of different alternatives.
Impact
Assessment of long term effects, positive and negative, primary
and secondary, resulting from a programme, directly or
otherwise, intentionally or otherwise.
Sustainability
Assessment of the sustainability of benefits resulting from a
development intervention after a project’s completion.
Probability of gaining long-term benefits.

42. Why must an intervention be
evaluated?
As a general rule, an evaluation becomes necessary when
periodic data from monitoring show that ongoing performance is
clearly and significantly different from what was planned.
1. Need for evidence on what works (bad performance and
budgetary restrictions can be damaging!!!).
2. Need for improving programme execution (for example, to
improve the design of social programmes and methods for
targeting beneficiaries).
3. Need for reliable information on the sustainability of
results obtained by a program (does the programme lead to
sustainable solutions to problems by addressing causes?).

43. How to perform an evaluation
There are many different ways to perform an evaluation:
• Self-evaluation: You are holding the mirror to yourself to assess how
you are doing and how you can improve on your performance. It is
essential that you are honest and willing to reflect as objectively as
possible on yourself.
• Participatory evaluation: You involve not only the organization's project
staff in the evaluation but also a representative sample of the
beneficiaries of the project.
• Rapid participatory evaluation: This is a qualitative way of performing
evaluations. It involves a number of different methods and tools, for
instance literature/data review, direct observation, semi-structured
interviews with beneficiaries, and focus group discussions.
• External evaluation: This is usually done by a consultant who has been
commissioned by the donor agency.
• Interactive evaluation: This involves intense interaction between the
external evaluator appointed by the donor agency and staff members of
your organization

44. Outcomes
Outputs
Activities
• Short-term activity results - Tasks personnel plan
and undertake to transform inputs to outputs, e.g.
meetings, training events
Inputs
• Short-term input results (what project managers
and development partners put as - financial,
human, and material resources) e.g. agricultural
inputs
Goal
(Impacts)
• Refers to Long-term results, widespread
improvement in society (e.g. reduced number of
people living in poverty. Consequence of agricultural
programme)
• Mid-term outcomes or Intermediate effects of
outputs on clients (what beneficiaries achieve due
to new access to services, etc.) – e.g. greater
agricultural yields
• Short-term results or outputs - Products and
services produced (what managers or those
responsible of the project do), e.g. access to
services, awareness campaign
Implementation
Results What to Evaluate

45. Evaluation Questions and the logframe
Impact

46. The Process of Evaluation
• Evaluation can and should be done: before, during, and after
implementation
A) Before project Implementation: evaluation is needed in order to:
• Assess the possible consequences of the planned project(s) to the
people in the community over a period of time;
• Making a final decision on what project alternative should be
implemented; and how the project will be implemented
A)During Project Implementation: enables the project planners and
implementers to progressively review the project strategies
according to the changing activity and project objectives

48. The Four Step Process of Evaluation
STEP1 : Planning
• decide what area(s)/activities to evaluate;
• decide how to measure it - define successful outcomes;
• plan what sort of information you need;
• decide on methods of collecting the information (where
it is, when is it available, who can access it).
STEP2 : Monitoring
• collecting and recording the information.
STEP3 : Evaluating
• Analyzing data;
• interpreting results.
STEP4 : Making improvements
• identifying and prioritizing improvements;
• planning and implementing action;
• monitoring and evaluating work.

49. Stages in Evaluation
1. Program Planning Stage:
• Pre-investment evaluation or
• Formative evaluation or
• Ex-ante evaluation or
• Pre-project evaluation or
• Exploratory evaluation or
• Need assessment
2. Program Monitoring Stage:
Early/ Formulation
• Monitoring evaluation or
• Concurrent evaluation
Ongoing/interim
3.Program completion Stage
• Impact evaluation or
• Ex-post evaluation or
• Final evaluation
Summative
/Terminal/ Final

50. Types of Evaluation
Evaluation can be categorized under different headings:
A) By timing ( when to evaluate)
 Based on the timing of evaluation, There are two types of
evaluation. Theses are
1. Formative Evaluation
2. Summative Evaluation
1. Formative Evaluation
• Done during the program-development stages
• conducted at
- Mid-term (also called periodic evaluations) or
- Semi-annually (also called process evaluation, ex-
ante evaluation, project appraisals)

51. Types of Evaluation
 Questions typically asked in formative evaluations include:
 To what extent do the activities correspond with those
presented in the proposal? If they do not correspond, why
were changes made? And were the changes justified?
 Did the project follow the timeline presented in the
proposal?
 Are the project’s actual costs in line with initial budget
allocations?
 To what extent is the project moving towards the
anticipated goals and objectives?
 What challenges and obstacles have been identified? And
how have they been dealt with?
 What are the main strengths and weaknesses of the
project?

52. Types of Evaluation
2. Summative Evaluation
• Taken up when the program achieves a stable of operation
or when it is terminated
• are only conducted when the project has been completed.
• are also called terminal evaluation, Outcome impact
evaluation, ex-post evaluation, etc.)
• Questions typically asked in summative evaluations include:
 To which extent did the project meet its overall goals
and objectives?
 What impact did the project have on the lives of the
beneficiaries?
 Which components were the most effective?
 What significant unintended (accidental, not
deliberate) impacts did the project have?
 Is the project replicable (can it be repeated)?
 Is the project sustainable?

53. Types of Evaluation
B) By Agency( who is evaluating?)
Internal Evaluation
• It is progress/ impact
• Monitoring by the management it self
• (Ongoing/ Concurrent evaluation)
C) By Stages
External Evaluation
unbiased, objective detailed
Assessment by the outsider
On going Terminal Ex-Post
• During the At the end of After a time lag
implementation or immediately from completion
of a project after the completion of a project

55. Internal/ External Evaluation:
 Internal Evaluation: (Enterprise Self Audit)
• Internal evaluation ( or otherwise monitoring, concurrent evaluation) is
a continuous process which is done at various points and in respect of
various aspects of the working of an agency by the agency staff itself
i.e. staff board members and beneficiaries
 External/ outside Evaluation: (This is done by outsiders/ Certified
ManagementAudit)
• Grant giving bodies in order to find out how the money given is
utilized by the agency or how the program is implemented sent
experienced and qualified evaluators(inspectors) to assess the work.
• Some donors may send consultants in order to see how far the
standards laid down are put into practice
• Inter agency evaluation. In this type two agencies mutually agree to
evaluate their program by the other agency
• Inter agency tours

56. Internal/ External Evaluation

57. Some of the commonly used practices are given below.
1. First hand Information:
• One of the simplest and easiest methods of evaluation by
getting first hand information about the progress, performance,
problem areas, etc. of a project from a host staff, line officers,
field personnel, other specialist and public who directly
associated with the project.
• Direct observation and hearing about the performance and
drawbacks further facilitate the chances of an effective
evaluation
Methods and Techniques of Evaluation: Tools/Techniques

58. Methods and Techniques of Evaluation: Tools/Techniques
2. Formal/Informal Periodic Reports
 Evaluation is also carried out through formal and informal reports
• Formal report : consists of
- Project Status Report
- Project Schedule chart
- Project financial status report
• Informal Reports:
Informal reports such as anonymous letters, press reports,
complaints by beneficiaries and petitions sometimes reveal
the true natural of the project even though these reports are
biased and contains maligned information
1. Project Status Report
• enable to understand the current status, performance,
schedule, cost and hold ups, deviation from the original
schedule

59. Methods of Evaluation: Tools/Techniques…
2. Project Schedule Chart:
• This indicate the time schedule for implementation of the project.
• Enables to understand any delay, the cost of delay and the ultimate
loss
3. Project Financial Status Report:
It is through financial report, one can have a look at a glance
whether the project is being implemented within the realistic
gadget and time.
3. Graphic presentations:
Graphic presentations through display of charts, graphs, pictures,
illustration, etc. in the project office is yet another instrument for a
close evaluation
4. Standing Evaluation Review Committees:
Some of the organizations have setup standing committee,
consisting of a host of experts and specialists who meet regularly
at frequent intervals to discuss about problems and to suggest
remedial measures
5 Project Profiles
Preparation of the project profiles by the investigating teams on
the basis of standardized

60. PROJECT M
& E

61. PROJECT M
& E
• Evaluation differs from monitoring in respects like :
 Timing
 Focus
 Level of Detail, etc.
• On the other hand, monitoring and evaluations are interactive
and mutually supportive processes.
• Monitoring and evaluation of development activities therefore
provides government officials, development managers, and
civil society with better means for learning from past
experience, improving service delivery, planning and
allocating resources, and demonstrating results as part of
accountability to key stakeholder

62. Fundamental Steps to Carry out M&E
1. Construct a logic model/log frame and/or a theory of change
for your program
2. Develop an M&E plan
3. Select indicators
4. Collect information on the selected indicators
5. Analyze the information gathered
6. Compare results with program initial goals, objectives and
Standards
7. Share/Use the data

63. Fundamental Step to Carrying out M & E

64. Differences Between Monitoring and Evaluation
1. Monitoring is a routine continuous process, that scrutinizes the
activities and progress of the project and also finds out the
deviations that occur while undertaking the project. As against,
evaluation is a periodical activity that makes inferences about the
relevance and effectiveness of the project or program.
2. While monitoring is observational in nature, evaluation is
judgmental.
3. Monitoring is an operational level activity, performed by the
supervisors. On the other hand, evaluation is a business level
activity performed by the managers.

65. 4. Monitoring is a short-term process, that is concerned with the
collection of information regarding the success of the project.
Conversely, evaluation is a long-term process, which not only
records the information but also assesses the outcomes and impact
of the project.
5. Monitoring focuses on improving the overall efficiency of the
project, by removing bottlenecks, while the project is under
process. Unlike, evaluation stresses on improving the effectiveness
of the project, by making the comparison with the established
standards.
6. Monitoring is usually carried out by the people who are directly
involved in its implementation process. In contrast, evaluation can
be conducted by internal staff of the organization, i.e. managers or
it can also be carried out by independent external party, who can
give their impartial views on the project or program.

66. Difference b/n M & E
 Monitoring
• Performance
• Internally
• Continuous
• Evaluating Tracks what we are doing
(primarily inputs & outputs) to assess
whether programs are performing
according to plan. Are we doing things
right?
• continuous process of systematic
collection of information on chosen
indicators for an on going
development intervention
• is continuous, evaluation is
occasional or periodic (undertaken
at a specific time).
 Evaluation
• Value
• Externally
• One-off
• Assesses if we have achieved
the desired results (out comes &
impact). Are we doing the right
things?
• systematic assessment of design,
execution, efficiency, effectiveness,
process, and results of an on going
or completed programme/project
• can take place at different stages of
programme cycle and often draws
on external specialists; not
involved in the execution of the
programme to be evaluated

67. Other Approach to the Difference between
M &
E
Criteria Monitoring Evaluation
Timing
Continuous throughout the
project
Periodic review at significant point in
project progress – end of project, mid point
of project, change of phase
Scope
Day to day activities, outputs,
indicators of progress and
change
Assess overall delivery of outputs and
progress towards objectives and goal
Main
participants
Project staff, project users
External evaluators / facilitators, project
users, project staff, donors
Process
Regular meetings, interviews,
monthly, quarterly reviews, etc.
Extraordinary meetings, additional data
collection exercises etc.
Written
outputs
Regular reports and updates to
project users, management and
donors
Written report with recommendations for
changes to project – presented in
workshops to different stakeholders

68. Comparison of monitoring and
evaluation
Criteria Monitoring Evaluation
Frequency On a regular basis (e.g.
through quarterly progress
reports and regular observation
By mid-term or on conclusion ( ex-
post, i.e. at least two years after the
project has ended)
Main Action Tracking Assessment
Basic
Purpose
Improving efficiency and
adjusting the work plan, if
necessary
Improving effectiveness, impact
and future programming
Focus Inputs, outputs, outcomes Effectiveness, relevance, impact
and cost-effectiveness
Information
Sources
Self evaluation, participatory
evaluation, rapid participatory
evaluation
Same as for monitoring, plus
external evaluation and interactive
evaluation
Undertaken
by
Project staff ( in conjunction
with beneficiaries)
Same as for monitoring, plus
external evaluation ( commissioned
by donor agencies)

69. Complementary roles of monitoring and
evaluation
Monitoring Evaluation
• Explains aims and objectives of the
project
• Analysis why intended results were
or were not achieved
• Links the objectives to the activities
undertaken and the financial and
human resources used
• Draws conclusions on cost-
effectiveness and staff performance
• Translates objectives as outlined in
the proposal into performance
indicators
• Collects data on these indicators and
compares actual results with initial
targets
• Examines the implementation
process
• Explores unintended results
• Reports progress to program
managers and alerts them to problems
• Provides lessons, highlights
significant accomplishments or
program potential, and offers
recommendations for improvement

70. Comparing key features of monitoring, evaluation and
audit
Monitoring Evaluation Audit
Why?
Check progress,
inform decisions and
remedial action,
update project plans,
support
accountability
Assess progress and worth,
identify lessons and
recommendations for
longer-term planning and
organizational learning;
provide accountability
Ensure compliance
and provide assurance
and accountability
When
Ongoing during
project/program
Periodic and after
project/Program
According to (donor)
requirement
Internal, involving
project/program
implementers
Can be internal or external Typically external to
project/program, but
internal or external to
organization
Who
Link to
Logical
hierarch
y
Focus on inputs,
activities, outputs
and shorter-term
outcomes
Focus on outcomes and
overall
Focus on inputs,
activities and outputs