This document provides an overview of project monitoring and evaluation (M&E). It defines what a project is and discusses project management and examples. It then covers key aspects of planning an M&E system, including developing an M&E framework, logical frameworks, and an M&E matrix. The document also describes the components and objectives of an effective M&E system and the steps involved in designing an M&E plan.
A detail description of project management, project success and factors effecting project success during the whole cycle of project.
To download slides please visit my site:
www.xubitech.com
A fresh look on projects: An introductory overview of project circle planning...ramsey20
Before venturing in planning and executing a project, one needs to get introduced to project planning and management circle . This will enable the person to be equiped with skills and knowledge that will enable him/her nevigate the complex and challenging journey of project planning and management.
A detail description of project management, project success and factors effecting project success during the whole cycle of project.
To download slides please visit my site:
www.xubitech.com
A fresh look on projects: An introductory overview of project circle planning...ramsey20
Before venturing in planning and executing a project, one needs to get introduced to project planning and management circle . This will enable the person to be equiped with skills and knowledge that will enable him/her nevigate the complex and challenging journey of project planning and management.
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
Project / Program / Portfolio Management and Processes GroupsAhmed Alageed
What are the differences between project, program, and portfolio management?
how the organization structure can affect projects?
what are the project management processes groups?
Sameer Mitter | Introduction to Information technology Project ManagementSameer Mitter
Sameer Mitter is specialists in many fields like Web Development, Banking, MS Project Server, Enterprise level management, IT, Data Warehouse, Business Intelligence, Web, Digital technology, Enterprise Project Management, Risk Management, Programmers Management, etc.
1) Management Functions and introduction of construction 2)project planning and scheduling
Construction scheduling techniques
3)Preparation and usage of bar charts
4)Preparation and usage of the Critical Path Method (CPM)
5)Preparation and usage of Precedence Diagramming Method (PDM)
6)Issues relating to determination of activity duration
7)Contractual provisions relating to project schedules
8)Resource leveling and constraining
9)Time cost tradeoff
10)Schedule monitoring and updating.
11)Communicating schedule
12) Project control and earned value Control
13) claims, Safety and Quality control
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
Project / Program / Portfolio Management and Processes GroupsAhmed Alageed
What are the differences between project, program, and portfolio management?
how the organization structure can affect projects?
what are the project management processes groups?
Sameer Mitter | Introduction to Information technology Project ManagementSameer Mitter
Sameer Mitter is specialists in many fields like Web Development, Banking, MS Project Server, Enterprise level management, IT, Data Warehouse, Business Intelligence, Web, Digital technology, Enterprise Project Management, Risk Management, Programmers Management, etc.
1) Management Functions and introduction of construction 2)project planning and scheduling
Construction scheduling techniques
3)Preparation and usage of bar charts
4)Preparation and usage of the Critical Path Method (CPM)
5)Preparation and usage of Precedence Diagramming Method (PDM)
6)Issues relating to determination of activity duration
7)Contractual provisions relating to project schedules
8)Resource leveling and constraining
9)Time cost tradeoff
10)Schedule monitoring and updating.
11)Communicating schedule
12) Project control and earned value Control
13) claims, Safety and Quality control
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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2. UNIT - II
2
Project Planning and Monitoring and
Evaluation: Project Management and M&E,
Project Design Influences M&E, planning for
M&E, Developing the M&E Framework,
Seeing M&E as a system, Purpose and scope
of the M&E system, The value of the M&E
Matrix,
3. What is a Project? – The Definition
• Project is a great opportunity for organizations and individuals to
achieve their business and non-business objectives more efficiently
through implementing change. Projects help us make desired changes
in an organized manner and with reduced probability of failure.
• Projects differ from other types of work (e.g. process, task, procedure).
Meanwhile, in the broadest sense a project is defined as a specific,
finite activity that produces an observable and measurable result under
certain preset requirements
3
4. PROJECT MANGEMENT
• Project management is the practice of initiating, planning, executing,
controlling, and closing the work of a team to achieve specific goals and meet
specific success criteria at the specified time
4
5. PROJECT MANAGEMENT EXAMPLES
• To explain the concept of project management further, think
about all the projects you encounter every day—both in
business and your personal life.
• At work, you might build or contribute to a deliverable, like
a report, a website, a tool or product, or even a building.
5
6. PROJECT MANAGEMENT EXAMPLES
• In business, a project is typically a unique operation conducted to
meet specific goals. Examples of projects may include:
Development of software to increase employee productivity
Construction of a building to house community events
Design of a website to decrease call volume to a business
6
7. PROJECT MANAGEMENT EXAMPLES
• Developing a new product or service
• Constructing a building or facility
• Renovating the kitchen
• Designing a new transportation vehicle
• Acquiring a new or modified data system
• Implementing a new business process
7
9. STEPS IN PROJECT MANAGEMENT
• Grouping work into packages which acquires the properties of a
project
• Entrusting the whole project to a single responsibility center known as
the project manager
• Supporting and servicing the project internally within the organization
by matrixing
• Building up commitment through negotiations, coordinating and
directing towards goals through schedules, budgets and contracts
• Ensuring adherence to goals through continuous monitoring and
control using schedules, budget and contracts as the basis.
9
10. ROLES AND RESPONSIBILITIES OF
PROJECT MANAGER
• Defining and maintaining the integrity of project
• Development of project execution plan
• Organization for execution of the plan
• Setting of targets and development of systems and procedure for accomplishment
of project objectives and targets
• Direction, coordination and control of project activities
• Contract management
• Problem solving
• Man management
• Satisfaction of customer, government and the public
• Achievement of project objectives, cash surplus and higher productivity
10
11. PROJECT DESIGN
Project design is the first phase of the project
cycle. At the beginning, a project develops as an
idea or vision-which is feasible. However, the
steps to make it feasible is quite difficult. An idea
can only become a reality once it is broken down
into organized, actionable elements within a
timeline.
11
12. PROJECT DESIGN
Project design is a crucial stage in a project’s lifecycle because it identifies key
elements by outlining the answers to 4 Ws of the project: What-Where-When-Who.
• What: defines the project itself
• Where: is the internal and external environment
• When: is the time frame
• Who: is you and the beneficiaries
12
13. Project design consists of the following elements:
• Project Background
• Project Context
• Risks and Assumptions
• Goals and Objectives
• Outcomes
• Beneficiaries or Stakeholders
• Activities
• Timeline
• Workplan
• Budget estimates
• Sustainability
• Monitoring and Evaluation Strategies
13
14. KEY STEPS OF THE PROJECT DESIGN
PROCESS
• 1. Set the project goal
• 2. Establish outcomes and commitments
• 3. Understand the risks and constraints
• 4. Use a visual aid
• 5. Estimate your budget
• 6. Select the processes for monitoring and approval
14
15. FACTORS AFFECTING PROJECT CONSTRUCTION AND
PLANNING
• Uncertainty about the scope of the project
• Significant change in the scope of the project during its
implementation
• High number of stakeholders with influence on the project
• Novelty of the project / technology
• High interdependence between the technologies
• High difficulties in achieving performance goals
15
16. PLANNING MONITORING AND
EVALUATION
A monitoring and evaluation plan is a guide that explains the goals and objectives of
an M&E strategy and its key elements. In simple words, an M&E plan is like a
roadmap that describes how you will monitor and evaluate your program, as well as
how you intend to use evaluation results for project improvement and decision
making.
16
17. STEP BY STEP GUIDE TO DESIGNING
AN M & E PLAN
• Identifying the focal problems and the need for a project
• Planning the Project
• Defining a monitoring and evaluation framework
• Identifying relevant indicators
• Identifying data collection tools and methodologies
• Reviewing M&E work plan
• Reporting
17
19. M & E FRAMEWORKS
• Models, pictures or maps
• Visualize the factors that drive an intervention
• Maps that illustrate how a program should work
• Identify relationships between factors that influence program
operation and the successful achievement of objectives
19
20. WHY DO WE USE M&E
FRAMEWORKS?
• Communication and planning tool
• As a ‘map’ for program goals
• Links between resources and activities
• Guide selection of indicators
20
22. M & E SYSTEM
•An M & E system refers to all the indicators,
tools and processes that you will use to
measure if a program has been implemented
according to the plan (monitoring) and is
having the desired results (evaluation).
22
23. OBJECTIVES OF AN M&E SYSTEM
• Measure progress
• Improve accountability and management of resources
• Efficiently and effectively use data
• Improve coordination with partners
• Collect complete and timely information on national effort
23
24. COMPONENTS OF M&E SYSTEMS
• .It can be grouped into 3 Levels:
• Level 1:Enabling Environment: Focuses on People,
partnerships and planning required to support data use.
• Level 2: Data and Information: Focuses on
mechanisms for collection, capturing and verification
of Data for decision making
• Level 3: Decision Making: Focuses on dissemination
and use of data for decision making.
24
25. Level 1: People, partnerships and planning
• Create enabling environment for M&E
• People (component 1)
• who are skilled (component 2)
• working together (component 3)
• to plan (component 4)
• operationalize and cost (component 5), and
• motivate for an M&E system to become and remain fully functional
(component 6)
25
26. 1. Organizational Structures with M&E
Functions
•The adequate implementation of M&E
at any level requires a unit (Internal
and/or external) whose main purpose is
to coordinate all the M&E functions at
its level.
26
27. 2. Human Capacity for M&E
•An effective M&E implementation
requires that there is only adequate and
qualified staff employed in the M&E unit
who would be continuously developed
through training and other capacity
building initiatives.
27
28. 3. Partnerships for Planning, Coordinating
and Managing the M&E System
•Partnerships for M&E systems complement the
organization’s M&E efforts in the M&E process.
They can be used for verification and auditing
purposes to check for alignment of M&E functions
and outputs, to intended objectives and reported
outputs.
28
29. 4. M&E framework/Logical Framework
•It outlines the objectives, inputs,
outputs and outcomes of the intended
project and the indicators that will be
used to measure and the assumptions
that the M&E system will adopt.
29
30. 5. M&E Work Plan and Costs
•Closely related to the M&E frameworks is the
M&E Work plan and costs. It shows how
resources (personnel, time, materials and
money) will be used to achieve the set M&E
functions.
30
31. 6. Communication, Advocacy and Culture for
M&E
•This refers to the presence of
policies and strategies within
the organization to promote
M&E functions.
31
32. Level 2: Collection, capturing and
verification of data
Providing data and information relevant for decision making.
(Component 7-11)
• The M&E plan defines which data need to be captured to monitor
and evaluate the national response.
• The components in this ring help to collect, capture and verify all the
types of data that are needed as part of a national M&E system
32
33. 7.Routine Programme Monitoring
•Monitoring refers to the continuous
and routine data collection, analysis
and reporting that takes place
during project implementation to
assess meeting the set objectives.
33
34. 8. Surveys and Surveillance
•This involves majorly the national level M&E
plans and entails how frequently relevant
national surveys are conducted in the country.
National surveys and surveillance needs to be
conducted frequently and used to evaluate
progress of related projects.
34
35. 9. National and Sub-national databases
•This deals with the need for M&E
systems to develop strategies of
submitting relevant, reliable and valid
data to national and sub-national
databases.
35
36. 10. Supportive Supervision and Data
Auditing
•Supportive supervision is important since it
ensures the M&E process is run efficiently,
while data auditing is crucial since all
project decisions are based on the data
collected.
36
37. 11. Evaluation and Research
Evaluation is an important component of M&E as
it establishes whether the project has met the
desired objectives. It usually provides for
organizational learning and sharing of successes
with other stakeholders.
37
38. Level 3: Dissemination and Use of
Information
Using Information (Feedback) to Improve Results
• To be successful, monitoring and evaluation information must be used!
Who will be responsible for collating, preparing reports (subject for
communication sessions)
Consider timing, possible users
• Will indicators be available at the time of budget preparation or
performance reviews?
• Who are the key decision makers?
• How will the data be presented?
38
39. 12. Data Dissemination and Use
•The information gathered during monitoring
and evaluation needs to be shared out to
relevant stakeholders to inform future decision
making. Organizations must therefore ensure
that there is an information dissemination plan
either in the M&E plan, Work plan or both.
39
40. M & E MATRIX
An indicator matrix (also referred to as an M&E framework)
is ideally part of an M&E plan, though it is often developed
at the start of the grant or program. Developing an indicator
matrix can help ensure indicators are measurable, realistic and
purposeful, improving use of program data down the line.
40