This document provides an overview of project monitoring and evaluation. It defines monitoring as the regular collection of information to track changes over time, and evaluation as analyzing the effectiveness and impact of a project. The key purposes of monitoring and evaluation are to assess results, improve management, promote learning, ensure accountability, and understand stakeholder perspectives. Effective monitoring and evaluation considers outputs, processes, outcomes, impact, and reach. Internal evaluation is done by project staff, while external evaluation involves independent evaluators assessing how funds were used. Distinctions are made between monitoring as an ongoing activity and evaluation as an in-depth assessment.
This document provides an overview of monitoring and evaluation (M&E) for projects. It defines monitoring as the continuous collection and analysis of data on a project's progress, while evaluation assesses a project's effectiveness in achieving its goals. The key differences between M&E are outlined, including that monitoring is ongoing and focuses on activities and outputs, while evaluation occurs periodically and examines outcomes and impacts. M&E frameworks, principles, systems and levels of effort are also described to guide effective project implementation and learning.
Monitoring and Evaluation for Project management.Muthuraj K
Monitoring and evaluation (M&E) is a set of techniques used in project management to establish controls and ensure a project stays on track to achieve its objectives. Monitoring involves systematically collecting, analyzing, and using information for management decisions and control. It provides information to identify and solve problems and assess progress. Evaluation determines the effectiveness, efficiency, relevance, impact, and sustainability of a project. Both monitoring and evaluation are important for project management and should be integrated throughout the project cycle.
6 M&E - Monitoring and Evaluation of Aid ProjectsTony
A series of course modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
This is part 6 of 11, beginning with 2 modules on leadership and conflict resolution, then 9 modules on project cycle management.
This module has 3 handouts and presenter notes as separate documents.
Sample Proposal: http://www.slideshare.net/Makewa/6-watsan-training-sample-proposal-09
Slides as a handout: http://www.slideshare.net/Makewa/6-me-handout
Presenter notes: http://www.slideshare.net/Makewa/6-module-6-presenter-notes
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.
This document provides guidance on monitoring and evaluation (M&E) for organizations. It discusses the importance of M&E and key concepts like indicators, results chains, and identifying evidence of change. The document emphasizes that M&E requires organizational and technical readiness, including clear frameworks, evidence-based planning, relevant skills, and experience. It also provides examples of performance measures and developing them for different sectors. Worksheets are included to help participants apply these M&E concepts.
This document provides an overview of monitoring and evaluation (M&E) for programs and interventions. It discusses what M&E is, the differences between monitoring and evaluation, why M&E is important, how to develop an M&E plan, and key components of an M&E plan. Monitoring involves routine data collection to track progress towards objectives, while evaluation assesses overall impact by comparing outcomes between program and non-program groups. Developing a strong M&E plan from the beginning is essential to demonstrate accountability and guide effective implementation.
Monitoring and evaluation (M&E) is crucial for strong program planning, implementation, and learning. Monitoring tracks progress using measurable indicators while evaluation answers questions about project success using contextual factors and long-term information. Building effective M&E requires technical skills, judgment, and knowledge of the project and context. M&E systems identify objectives, indicators, and track progress to inform strategic decisions. The presentation focuses on public health, HIV/AIDS, and community development and offers technical assistance services including developing M&E frameworks, data management plans, and assessments.
This document provides an overview of project monitoring and evaluation. It defines monitoring as the regular collection of information to track changes over time, and evaluation as analyzing the effectiveness and impact of a project. The key purposes of monitoring and evaluation are to assess results, improve management, promote learning, ensure accountability, and understand stakeholder perspectives. Effective monitoring and evaluation considers outputs, processes, outcomes, impact, and reach. Internal evaluation is done by project staff, while external evaluation involves independent evaluators assessing how funds were used. Distinctions are made between monitoring as an ongoing activity and evaluation as an in-depth assessment.
This document provides an overview of monitoring and evaluation (M&E) for projects. It defines monitoring as the continuous collection and analysis of data on a project's progress, while evaluation assesses a project's effectiveness in achieving its goals. The key differences between M&E are outlined, including that monitoring is ongoing and focuses on activities and outputs, while evaluation occurs periodically and examines outcomes and impacts. M&E frameworks, principles, systems and levels of effort are also described to guide effective project implementation and learning.
Monitoring and Evaluation for Project management.Muthuraj K
Monitoring and evaluation (M&E) is a set of techniques used in project management to establish controls and ensure a project stays on track to achieve its objectives. Monitoring involves systematically collecting, analyzing, and using information for management decisions and control. It provides information to identify and solve problems and assess progress. Evaluation determines the effectiveness, efficiency, relevance, impact, and sustainability of a project. Both monitoring and evaluation are important for project management and should be integrated throughout the project cycle.
6 M&E - Monitoring and Evaluation of Aid ProjectsTony
A series of course modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
This is part 6 of 11, beginning with 2 modules on leadership and conflict resolution, then 9 modules on project cycle management.
This module has 3 handouts and presenter notes as separate documents.
Sample Proposal: http://www.slideshare.net/Makewa/6-watsan-training-sample-proposal-09
Slides as a handout: http://www.slideshare.net/Makewa/6-me-handout
Presenter notes: http://www.slideshare.net/Makewa/6-module-6-presenter-notes
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.
This document provides guidance on monitoring and evaluation (M&E) for organizations. It discusses the importance of M&E and key concepts like indicators, results chains, and identifying evidence of change. The document emphasizes that M&E requires organizational and technical readiness, including clear frameworks, evidence-based planning, relevant skills, and experience. It also provides examples of performance measures and developing them for different sectors. Worksheets are included to help participants apply these M&E concepts.
This document provides an overview of monitoring and evaluation (M&E) for programs and interventions. It discusses what M&E is, the differences between monitoring and evaluation, why M&E is important, how to develop an M&E plan, and key components of an M&E plan. Monitoring involves routine data collection to track progress towards objectives, while evaluation assesses overall impact by comparing outcomes between program and non-program groups. Developing a strong M&E plan from the beginning is essential to demonstrate accountability and guide effective implementation.
Monitoring and evaluation (M&E) is crucial for strong program planning, implementation, and learning. Monitoring tracks progress using measurable indicators while evaluation answers questions about project success using contextual factors and long-term information. Building effective M&E requires technical skills, judgment, and knowledge of the project and context. M&E systems identify objectives, indicators, and track progress to inform strategic decisions. The presentation focuses on public health, HIV/AIDS, and community development and offers technical assistance services including developing M&E frameworks, data management plans, and assessments.
This document outlines 10 steps for designing, building, and sustaining a results-based monitoring and evaluation system. It discusses conducting a readiness assessment, agreeing on outcomes to monitor and evaluate, selecting key indicators, collecting baseline data, setting targets for improvement, monitoring for results, conducting evaluations, reporting findings, using findings, and sustaining the system. Monitoring is defined as a continuous process of collecting data to compare performance to expected results, while evaluation assesses relevance, efficiency, effectiveness, impact and sustainability of interventions. Together, monitoring and evaluation support good public management by providing information on performance over time.
This document discusses the importance of results-based monitoring and evaluation (M&E) in government. It defines results-based M&E as regularly collecting data on performance indicators to see if projects are achieving their goals. Traditional M&E focuses only on implementation, while results-based M&E demonstrates whether goals are being met. The document provides examples of a results chain from inputs to long-term goals and explains why selecting outcome indicators is important for monitoring progress toward outcomes. Results-based M&E helps improve management, focus interventions, demonstrate successes, and ensure accountability by showing that programs are producing benefits.
Monitoring and evaluation Learning and DevelopmentSESH SUKHDEO
The document outlines steps for monitoring and evaluation (M&E) including: understanding existing documentation and systems, gathering M&E information, enhancing stakeholder buy-in, preparing a detailed M&E plan with indicators, baselines and targets, establishing an implementation team, providing training, and closely monitoring implementation against indicators. It also discusses key concepts in M&E like the difference between monitoring and evaluation, levels of evaluation, and participatory M&E.
The document provides an overview of monitoring and evaluation methods for programs. It discusses key concepts like monitoring, evaluation, attributes of each, and who conducts them. The five phases of evaluation are outlined: planning, method selection, data collection and analysis, reporting, and implementing recommendations. Specific monitoring and evaluation tools are also described. The overall summary is:
Monitoring and evaluation follow a five phase process including planning, method selection, data collection and analysis, reporting, and implementing recommendations to improve programs. Key concepts like monitoring, evaluation, attributes of each, tools used, and who conducts them are outlined.
This document provides an introduction to monitoring and evaluation (M&E) plans. It discusses what an M&E plan is, how it relates to a logic model, and how it can contribute to a program's success. An M&E plan describes a program's approach to implementing M&E activities, including what data will be collected, how and when data collection will occur, and who is responsible. It helps programs measure progress toward objectives and determine if desired results were achieved. The document also provides a template for components to include in an M&E plan and discusses how complexity of M&E plans has increased over time with different requirements from organizations like USAID, CDC, and GAC. It emphasizes involving relevant technical
Monitoring involves the systematic collection of data on specified indicators to provide management with ongoing information about the progress and achievement of objectives of an intervention. Evaluation is defined as the systematic and objective assessment of an ongoing or completed project, program, or policy to determine its relevance, fulfillment of objectives, efficiency, effectiveness, impacts, and sustainability. The aim of evaluation is to provide credible and useful information to incorporate lessons learned into decision making.
Monitoring and evaluation provide real-time information on project implementation and more in-depth assessments, respectively. Monitoring checks progress toward goals and identifies issues to inform adjustments, while evaluation assesses what worked and didn't work independently. Both are integral to program management. Effective monitoring and evaluation establish what will be monitored and evaluated, responsibilities, methods, resources, and timing of activities to validate the program's logic and encourage improvements.
Monitoring involves systematically collecting information about activities, products, services, users, and external factors affecting an organization. Evaluation involves making judgements about the value and effectiveness of an organization. Monitoring and evaluation are important for organizations to learn and improve, and to be accountable. They involve planning what to monitor and evaluate, collecting monitoring data, conducting evaluations, and using findings to learn and improve.
The document discusses monitoring and evaluation (M&E) of health programs, defining monitoring as the routine collection of data to track progress towards objectives, while evaluation assesses the impact of a program by measuring outcomes at baseline and endline using a control group. It provides guidance on developing M&E plans, including describing programs and expected outcomes, identifying indicators, data collection sources and schedules, and disseminating findings to inform decision-making.
Presentation Training on Result Based Management (RBM) for M&E StaffFida Karim 🇵🇰
Planning, Monitoring, Evaluation & Reporting together for developmental results: Results-based Management-RBM (RBM)?
Logical Framework Approach (LFA)
Planning for results
Monitoring for results
Evaluating for results
Enhancing the use of knowledge from monitoring and evaluation
Monitoring involves systematically collecting and analyzing data during project implementation to inform decision making, ensure activities are on track, and identify any needed corrections. Evaluation assesses projects after completion to determine relevance, effectiveness, efficiency, sustainability, and impact. Both processes provide information for accountability and learning, with monitoring focusing on operational performance and evaluation making judgments about overall achievement of objectives.
Project monitoring and evaluation by Samuel Obino MokayaDiscover JKUAT
This document discusses project monitoring and evaluation. It defines monitoring as assessing project implementation against agreed schedules to identify successes and problems. Evaluation assesses a project's relevance, performance, impact and effectiveness. Several monitoring and evaluation tools are described, including reports, validation, participation and different types of evaluations. Good monitoring and evaluation provides feedback to improve projects and identify issues early. It should establish indicators and collect data through methods like interviews, observation and documentation review.
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.
This document discusses the importance of monitoring and evaluation (M&E) for programs and projects. It defines monitoring as an ongoing process of collecting and analyzing data to track progress and make adjustments, while evaluation assesses relevance, effectiveness, impact and sustainability. The key aspects of building an M&E system are agreeing on outcomes to measure, selecting indicators, gathering baseline data, setting targets, monitoring implementation and results, reporting findings, and sustaining the system long-term. A strong M&E system provides evidence of achievements and challenges, enables learning and improvement, and helps ensure resources are allocated to effective programs.
This document provides guidance on developing an effective monitoring and evaluation (M&E) plan. It defines monitoring as measuring progress against targets and milestones, while evaluation assesses success in meeting goals and lessons learned. Key elements of an M&E plan include activities, efficiency, effectiveness, impact, outcomes, and sustainability. The document outlines different types of evaluations based on process (internal, external, self) and character (formative, summative, goal-based). It also provides templates for developing an M&E plan, including a logical framework matrix to define objectives, indicators, and assumptions. Regular monitoring and evaluation against indicators is important for accountability and learning.
The document discusses the logical framework approach (LFA), a systematic planning procedure used for project cycle management. It was developed in the 1960s by organizations like USAID and GTZ to improve development project planning and monitoring. The key aspects of the LFA include: (1) developing a hierarchy of goals, purposes, outputs and activities with clear cause-effect relationships; (2) specifying objectively verifiable indicators and means of verification for measuring progress and success; and (3) identifying important assumptions and risks outside the project's control that could affect success. The logical framework matrix visually captures these elements to facilitate participatory planning, implementation, monitoring and evaluation of a project.
This presentation explains the difference between Monitoring and Evaluation; the types of M&E frameworks; steps in logical framework and its difference from theory of change.
This document provides guidance on developing a monitoring and evaluation (M&E) plan. It emphasizes identifying the audience and their information needs, including what they want to know and when. Evaluation questions should go beyond measurements to higher-level questions. The type of monitoring depends on reporting timelines. A template can help transfer evaluation questions, indicators, responsibilities and timeframes. Data sources should be identified along with costs. The plan should specify who will evaluate data and how findings will be reported and to whom. Regular review ensures the plan captures all needed information and priorities questions based on budget. Implementation of the plan should be followed by a meta-evaluation.
This document outlines 10 steps for designing, building, and sustaining a results-based monitoring and evaluation system. It discusses conducting a readiness assessment, agreeing on outcomes to monitor and evaluate, selecting key indicators, collecting baseline data, setting targets for improvement, monitoring for results, conducting evaluations, reporting findings, using findings, and sustaining the system. Monitoring is defined as a continuous process of collecting data to compare performance to expected results, while evaluation assesses relevance, efficiency, effectiveness, impact and sustainability of interventions. Together, monitoring and evaluation support good public management by providing information on performance over time.
This document discusses the importance of results-based monitoring and evaluation (M&E) in government. It defines results-based M&E as regularly collecting data on performance indicators to see if projects are achieving their goals. Traditional M&E focuses only on implementation, while results-based M&E demonstrates whether goals are being met. The document provides examples of a results chain from inputs to long-term goals and explains why selecting outcome indicators is important for monitoring progress toward outcomes. Results-based M&E helps improve management, focus interventions, demonstrate successes, and ensure accountability by showing that programs are producing benefits.
Monitoring and evaluation Learning and DevelopmentSESH SUKHDEO
The document outlines steps for monitoring and evaluation (M&E) including: understanding existing documentation and systems, gathering M&E information, enhancing stakeholder buy-in, preparing a detailed M&E plan with indicators, baselines and targets, establishing an implementation team, providing training, and closely monitoring implementation against indicators. It also discusses key concepts in M&E like the difference between monitoring and evaluation, levels of evaluation, and participatory M&E.
The document provides an overview of monitoring and evaluation methods for programs. It discusses key concepts like monitoring, evaluation, attributes of each, and who conducts them. The five phases of evaluation are outlined: planning, method selection, data collection and analysis, reporting, and implementing recommendations. Specific monitoring and evaluation tools are also described. The overall summary is:
Monitoring and evaluation follow a five phase process including planning, method selection, data collection and analysis, reporting, and implementing recommendations to improve programs. Key concepts like monitoring, evaluation, attributes of each, tools used, and who conducts them are outlined.
This document provides an introduction to monitoring and evaluation (M&E) plans. It discusses what an M&E plan is, how it relates to a logic model, and how it can contribute to a program's success. An M&E plan describes a program's approach to implementing M&E activities, including what data will be collected, how and when data collection will occur, and who is responsible. It helps programs measure progress toward objectives and determine if desired results were achieved. The document also provides a template for components to include in an M&E plan and discusses how complexity of M&E plans has increased over time with different requirements from organizations like USAID, CDC, and GAC. It emphasizes involving relevant technical
Monitoring involves the systematic collection of data on specified indicators to provide management with ongoing information about the progress and achievement of objectives of an intervention. Evaluation is defined as the systematic and objective assessment of an ongoing or completed project, program, or policy to determine its relevance, fulfillment of objectives, efficiency, effectiveness, impacts, and sustainability. The aim of evaluation is to provide credible and useful information to incorporate lessons learned into decision making.
Monitoring and evaluation provide real-time information on project implementation and more in-depth assessments, respectively. Monitoring checks progress toward goals and identifies issues to inform adjustments, while evaluation assesses what worked and didn't work independently. Both are integral to program management. Effective monitoring and evaluation establish what will be monitored and evaluated, responsibilities, methods, resources, and timing of activities to validate the program's logic and encourage improvements.
Monitoring involves systematically collecting information about activities, products, services, users, and external factors affecting an organization. Evaluation involves making judgements about the value and effectiveness of an organization. Monitoring and evaluation are important for organizations to learn and improve, and to be accountable. They involve planning what to monitor and evaluate, collecting monitoring data, conducting evaluations, and using findings to learn and improve.
The document discusses monitoring and evaluation (M&E) of health programs, defining monitoring as the routine collection of data to track progress towards objectives, while evaluation assesses the impact of a program by measuring outcomes at baseline and endline using a control group. It provides guidance on developing M&E plans, including describing programs and expected outcomes, identifying indicators, data collection sources and schedules, and disseminating findings to inform decision-making.
Presentation Training on Result Based Management (RBM) for M&E StaffFida Karim 🇵🇰
Planning, Monitoring, Evaluation & Reporting together for developmental results: Results-based Management-RBM (RBM)?
Logical Framework Approach (LFA)
Planning for results
Monitoring for results
Evaluating for results
Enhancing the use of knowledge from monitoring and evaluation
Monitoring involves systematically collecting and analyzing data during project implementation to inform decision making, ensure activities are on track, and identify any needed corrections. Evaluation assesses projects after completion to determine relevance, effectiveness, efficiency, sustainability, and impact. Both processes provide information for accountability and learning, with monitoring focusing on operational performance and evaluation making judgments about overall achievement of objectives.
Project monitoring and evaluation by Samuel Obino MokayaDiscover JKUAT
This document discusses project monitoring and evaluation. It defines monitoring as assessing project implementation against agreed schedules to identify successes and problems. Evaluation assesses a project's relevance, performance, impact and effectiveness. Several monitoring and evaluation tools are described, including reports, validation, participation and different types of evaluations. Good monitoring and evaluation provides feedback to improve projects and identify issues early. It should establish indicators and collect data through methods like interviews, observation and documentation review.
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.
This document discusses the importance of monitoring and evaluation (M&E) for programs and projects. It defines monitoring as an ongoing process of collecting and analyzing data to track progress and make adjustments, while evaluation assesses relevance, effectiveness, impact and sustainability. The key aspects of building an M&E system are agreeing on outcomes to measure, selecting indicators, gathering baseline data, setting targets, monitoring implementation and results, reporting findings, and sustaining the system long-term. A strong M&E system provides evidence of achievements and challenges, enables learning and improvement, and helps ensure resources are allocated to effective programs.
This document provides guidance on developing an effective monitoring and evaluation (M&E) plan. It defines monitoring as measuring progress against targets and milestones, while evaluation assesses success in meeting goals and lessons learned. Key elements of an M&E plan include activities, efficiency, effectiveness, impact, outcomes, and sustainability. The document outlines different types of evaluations based on process (internal, external, self) and character (formative, summative, goal-based). It also provides templates for developing an M&E plan, including a logical framework matrix to define objectives, indicators, and assumptions. Regular monitoring and evaluation against indicators is important for accountability and learning.
The document discusses the logical framework approach (LFA), a systematic planning procedure used for project cycle management. It was developed in the 1960s by organizations like USAID and GTZ to improve development project planning and monitoring. The key aspects of the LFA include: (1) developing a hierarchy of goals, purposes, outputs and activities with clear cause-effect relationships; (2) specifying objectively verifiable indicators and means of verification for measuring progress and success; and (3) identifying important assumptions and risks outside the project's control that could affect success. The logical framework matrix visually captures these elements to facilitate participatory planning, implementation, monitoring and evaluation of a project.
This presentation explains the difference between Monitoring and Evaluation; the types of M&E frameworks; steps in logical framework and its difference from theory of change.
This document provides guidance on developing a monitoring and evaluation (M&E) plan. It emphasizes identifying the audience and their information needs, including what they want to know and when. Evaluation questions should go beyond measurements to higher-level questions. The type of monitoring depends on reporting timelines. A template can help transfer evaluation questions, indicators, responsibilities and timeframes. Data sources should be identified along with costs. The plan should specify who will evaluate data and how findings will be reported and to whom. Regular review ensures the plan captures all needed information and priorities questions based on budget. Implementation of the plan should be followed by a meta-evaluation.
This document provides a 17-step checklist for valuing a business, including collecting financial records, asset information, market data, and other commercial details. It recommends analyzing this information to understand factors like profit margins, stability, and income streams. The checklist also includes gathering data on staff, systems, intellectual property, suppliers, clients, products, IT assets, competition, and skills. Finally, it suggests selecting an appropriate valuation method from options like asset, market, rule of thumb, discounted cash flow, and future maintainable earnings valuations.
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
Part 8 of 11
Session One Definition Purpose Function And Process Of Strategic Planning Not...Peterj1953
This document provides guidance on developing a strategic plan for schools. It outlines key components of strategic planning including defining the purpose and process. It discusses important stakeholders in the planning process such as the board, head, staff, donors, and parent/community groups. The document also covers assessing the school's starting point, both internally in terms of vision, mission, and operations, and externally in terms of associations and local government. It provides a framework and guidelines for establishing objectives and criteria to guide the strategic plan.
The document discusses key aspects of project evaluation including:
1) It defines project evaluation as both a value judgement of the subject and a process of gathering information for decision making.
2) It outlines the evaluation process of measurement, comparison, and description leading to decisions.
3) It discusses the importance of evaluating projects for improving management and implementation through gathering information on objectives, costs, effects and recommendations.
Big Data 101 provides an overview of big data concepts. It defines big data as data that is too large to fit into a typical database or spreadsheet due to its volume, variety and velocity. It discusses how data is accumulating rapidly from various sources and the challenges of storing and processing all this data. It also introduces common big data techniques like MapReduce and how they can be used to extract insights from large, unstructured data sets.
The document provides information on setting up a school monitoring and evaluation system. It discusses key components of the system including major players, roles, types of monitoring, performance measures, the monitoring process, and requirements for an effective system. Specifically, it outlines establishing agreed upon outcomes and standards, designing a system that meets the school's decision-making needs, keeping the system simple, and setting it up quickly. The goal is to effectively track implementation of the school improvement plan and monitor school and student performance over time.
Project : formulation,evaluation and monitoringtarzan1990
This document provides an overview of key concepts in project formulation, evaluation, and monitoring. It discusses the characteristics and lifecycle of projects, techniques for risk analysis like break even analysis and sensitive analysis, and methods for project evaluation and selection including net present value, internal rate of return, and benefit-cost ratio. It also covers network-based scheduling using critical path methodology and concepts like floats, forward/backward pass computations, and errors to avoid in network drawings.
The document summarizes a monitoring and evaluation report from Naga Central Elementary School. It includes sections on curriculum implementation, education resources, physical facilities, and concerns. Some key findings are that classrooms are adequately equipped but some need repairs, most competencies are being taught but some students still lack mastery, and the biggest issues are a lack of teachers and high dropout rates due to financial problems.
Monitoring and Evaluation Supporting School Improvement and EffectivenessEduEval Consultancy
This document discusses monitoring and evaluation in schools. It defines key terms like school improvement, school effectiveness, and monitoring and evaluation. It explains that monitoring and evaluation provide essential data for decision making by tracking progress, demonstrating impact, and informing stakeholders. Logic models are presented as a way to visually map how a program's inputs and activities lead to intended outputs and outcomes. The importance of school culture that supports data-driven, evidence-based decision making is also emphasized.
The document discusses school monitoring and evaluation (M&E) frameworks. It explains that the objectives of school M&E are to provide information on implementing programs and projects to improve plans, assess resource use, improve teacher performance, and monitor student performance. The document also outlines M&E content areas like delivery of basic education, educational resources, teacher performance, learner performance, organization health, and community partnerships. Finally, it discusses integrating these content areas with M&E task levels like planning, implementation, monitoring, evaluation, and reporting.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
Project monitoring and control & planning for monitoringSandeep Kumar
This document discusses project monitoring and control. It defines monitoring as the regular observation and recording of project activities, and control as processes used to predict, understand, and influence project time and cost outcomes. The purposes of monitoring and control are to analyze the project situation, determine if inputs are being utilized properly, identify and address problems, and ensure activities are on track. Effective monitoring and control involves status reporting, project reviews, tracking schedule and budget variances, and managing risks.
The document outlines the steps in a strategic planning workshop to define an organization's strategic process. It discusses assessing the internal and external environment, defining the vision, mission, goals and objectives, developing action plans, and evaluating performance. The workshop aims to clearly define the strategic planning process, explain how to create and execute a strategic plan, and provide a common model for the organization to follow.
This document provides an overview of strategic management concepts from Chapter 9 of an introduction to management textbook. It discusses strategic management as comprising strategic analysis, formulation, and implementation to accomplish long-term goals. Key points covered include the levels of strategy (corporate, business, functional), Porter's five forces model, the BCG matrix for portfolio analysis, corporate strategies like growth and retrenchment, and Porter's framework for business strategies.
This document provides an overview of a workshop on monitoring and evaluation (M&E). The workshop agenda includes introductions, objectives, reflective activities, an introduction to M&E, developing an M&E system, practical challenges, and conducting evaluations. The objectives are to provide hands-on support in developing M&E tools and make the session interactive. The document discusses key parts of an M&E system including design, information gathering, reflection, communication and conditions/capacities. It also covers developing indicators, alignment with project phases, and challenges such as consideration in initial project stages.
Participatory Monitoring and Evaluation background, concepts and principles, goals of PM&E, the PM&E process, stakeholder analysis, PM&E framework, plan, worksheet, a case study using PM&E
This document discusses ranking portfolio initiatives and prioritizing projects. It outlines some of the challenges in defining prioritization criteria and building coherent portfolios. Some key points:
- It is important to define prioritization criteria as part of the strategic planning process to ensure the criteria are impartial.
- Multiple assessment criteria, both qualitative and quantitative, should be used to evaluate initiatives.
- The portfolio needs to be reviewed holistically to ensure balance and synergy across initiatives.
- Initiatives need to be sequenced and integrated properly to minimize competing priorities and maximize benefits.
This document discusses creating high-performance teams to manage enterprise projects at the National Education Association (NEA). It outlines assessing current processes and technology, identifying opportunities for improvement, and developing a plan of action. Key aspects of the plan included optimizing infrastructure, improving processes, increasing professional development, and implementing new communication strategies and governance structures to successfully deliver enterprise projects and achieve business goals.
The document summarizes the findings of a project that provided support to minority entrepreneurs and small business owners. It describes the project activities, including skills audits and business development planning. Key findings included skills gaps in areas like strategic planning and marketing across different ethnic groups. Recommendations included the need for more support services tailored to the distinct needs of minority-owned businesses and better data collection.
Sustaining transformational change requires focusing on sustainability to avoid constantly reinventing projects and address changing funding priorities. Project sustainability means maintaining and enhancing goals/outcomes by embedding them in people through expertise/knowledge, processes through policy/strategy, and tools/resources. Embedding requires considering factors like outputs, innovation, processes, and communities of practice. Sustaining projects involves developing a vision/plan, identifying stakeholders, communicating benefits, and ensuring resources remain accessible over time. Key challenges include identifying outcomes to sustain and gaining support to embed changes institutionally.
SSAWG 2018 strategic planning mini courseTamara Jones
This document outlines an agenda and presentation for a workshop on improving strategic and program planning. The full-day workshop covers the seven steps of strategic planning, including preparing to plan, information gathering, analyzing critical issues, developing a strategic plan document, resource planning, implementation, and monitoring and evaluation. Key aspects of strategic planning are defined, such as goals, objectives, strategies and critical success factors. The workshop aims to help participants understand how to create a strategic plan that translates their vision into measurable results and improves their organization's impact.
Project Panning and Management Intro.pptBiancaBen3
A project is a set of interrelated activities with defined objectives and outputs to be implemented within a specific time period and budget. It should be consistent with broader national policies and programs, and create something new rather than support ongoing activities. Project management involves leading and coordinating human, physical, and financial resources using systematic techniques to achieve clearly defined objectives regarding outputs, outcomes, costs, time, quality, and stakeholder satisfaction. The project cycle consists of programming, formulation, appraisal, financing, implementation, and evaluation phases to structure informed decision-making and feedback at each stage of a project.
Progressive Business and Systems Analyst and Agile Scrum Master with 8+ years of experience in managing complex projects and having worked across Software development lifecycle using Agile, Kanban & Waterfall Methodology and adding business value. Seeking to use people and project management skills to leverage the success of projects. Have a Master’s in Business Administration.
The document provides details about a workshop on introducing the Logical Framework Approach (LFA) as a project planning tool. It includes an agenda with sections on introducing participants, an overview of LFA including its history and benefits, components of project planning, and an example of applying LFA to modernize settlement services. The workshop aims to help participants understand LFA and use it as an analytic framework for participatory project planning, assessment, and evaluation.
This document discusses evaluation and quality assurance plans for a work package involving multiple partners. It outlines the need for clear roles, responsibilities, and methodologies for evaluation and QA across all activities. It also stresses embedding monitoring, feedback and evaluation mechanisms in each task to ensure quality of deliverables. The document proposes tracking outputs and outcomes through quantitative and qualitative indicators and specifies the desired results to monitor over time. It suggests using surveys, focus groups, usage logs and other tools to collect both quantitative and qualitative feedback and data from stakeholders including learners, trainers and developers.
Slides on background, concepts, instruments and procedures of managing the phases of the project cycle through proper identification, formulation, implementation, monitoring and evaluation.
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1. Running through the right plan….
Monitoring and Evaluation Plan
Kirithika Arudjothy,
Monitoring and Evaluation Officer,
GEF/IFAD-Participatory Coastal Zone Restoration and Sustainable
Management Project in the Eastern Province of Sri Lanka
Facilitator- Kirithika Arudjothy
2. Objectives of the session
Facilitator- Kirithika Arudjothy
Recognizing the resources and competence required
to develop and implement an M&E plan
Understanding the key stages in the process of
developing & implementing an M&E plan
Comprehending how the M&E findings can be
effectively disseminated and utilized
Assessing the mechanism of creating a functional
M&E plan
3. In the interior…
Facilitator- Kirithika Arudjothy
Standards intended for an M&E plan
Resource & competency needed for an M&E plan
Steps in developing & implementing an M&E
plan
Disseminating and using M&E findings
(Knowledge Management)
Assessing how well the M&E plan is working
4. Standards intended for an M&E
plan
Facilitator- Kirithika Arudjothy
Preliminary step for the Formulation of a
Customized Standard
Identifying the barriers
Problem solving approach
Identifying the opportunities
Maximizing the potential
6. Key words
Facilitator- Kirithika Arudjothy
Utility - Satisfy the information needs of
stakeholders
Feasibility – Act realistic, cautious , diplomatic
and economical
Propriety - Carryout legally, ethically, and with
regard to those involved in and influenced by the
evaluation
Accuracy – Expose and disseminate technically
7. Resources and Competencies to be
deployed..
Facilitator- Kirithika Arudjothy
Technical capacity of M&E
Personal competencies of the M&E unit
System of data collection processing and presentation
Monetary resources for M&E
Percentage of resources allocated to M&E (5%)
Cost of knowledge management
Cost may be higher during initial stages
Other miscellaneous resources as indicator guides,
manuals, communication tools
8. Key steps in developing an M&E
plan
Facilitator- Kirithika Arudjothy
Clue please!!!!
9. Key steps in developing an M&E
plan
Facilitator- Kirithika Arudjothy
Consultation and Contribution of the Key Stakeholders
Interpret the project objectives into M&E framework
Develop M&E Framework
Define indicators and identify sources of data
Data collection plan and M&E responsibilities
Set targets
Define reporting system, utilization and dissemination of
results
Plan for changes
10. Activity: Developing our own M&E
plan
Facilitator- Kirithika Arudjothy
Log frame
OTIP
M&E
PMU
DPO team
RBM
11. Key words
Facilitator- Kirithika Arudjothy
SMART indicators (Output and Outcome)
Linked to M&E framework
Useful for decision-making in project
Compatible with the reporting requirements
Feasible
Accountable Vs countable
12. Logical model of the M&E plan
Facilitator- Kirithika Arudjothy
Activities Output Outcome
13. Key words
Facilitator- Kirithika Arudjothy
Activities : Based on the AWPB
Output : Immediate result
Outcome : Result achieved in long term
“Component in our logframe”
Goal : Ultimate objective
14. M&E findings
Facilitator- Kirithika Arudjothy
Complete answers to the OTIP Questionnaire
Achieved outputs
Achievement towards outcomes
Socio economic profiles
Ecological profiles
Need assessments/ Feasibility studies
Lessons learned
Case studies
15. Utilizing the M&E findings
Facilitator- Kirithika Arudjothy
M&E findings can be utilized for the following
purposes
Highlight the strengths and accomplishments of the
project
Improve project management and planning
Identify weaknesses of project implementation
Determine the need for the modification or
expansion of activities
Assess the quality of implementation
Identify future needs strengthen the proposals
16. Precision of M&E findings
Facilitator- Kirithika Arudjothy
Identify strategic information needs
Use what is already available
Avoid duplication of data collection and
reporting
Avoid collecting information that will not be
used
Review progress/results regularly and make
adjustments to M&E findings if necessary
17. Handling the M&E findings
Facilitator- Kirithika Arudjothy
Disseminating to the right stakeholders
-Let it reach the right people
18. Who are the right people?
Facilitator- Kirithika Arudjothy
Finding the accountable people- Brainstorming
20. How to share?
Facilitator- Kirithika Arudjothy
Disseminating the findings- Knowledge
Management strategies
Typescripts/ Hard prints
Best practice guidelines, News letters, News paper articles,
leaflets, banners, Sign boards, case studies
Electronic media
Websites, Social networks, blogs
Ceremonies and events
Celebrations, exhibitions, street dramas
Souvenirs
T-shirts, caps
Other??
21. Assessing the M&E plan
Facilitator- Kirithika Arudjothy
Progression of M&E activities in compliance to
the plan
Adequate answers to the OTIP questionnaire/
evaluation questions
Newly raised evaluation questions and their
relevance
Noteworthy issues in the evaluation design
External factors influencing the plan
Availability of resources to implement the M&E
plan
Dissemination and usage of M&E findings by the
stakeholders in decision making and for project
improvements