The document discusses strategies for implementing plans and monitoring their progress. It emphasizes that implementation turns strategies into actions to achieve objectives and that a strategy without proper implementation is ineffective. It also stresses the importance of having the right people, resources, structure, systems, and culture in place to support implementation. Regular monitoring is needed to track progress, identify challenges, and allow for adjustments to ensure plans remain relevant and effective. Evaluation provides in-depth assessments of what worked and did not work to help improve future programming, policies, and strategies.
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
Software Project Management (monitoring and control)IsrarDewan
Monitoring and Controlling are processes needed to track, review, and regulate the progress and performance of the project. It also identifies any areas where changes to the project management method are required and initiates the required changes.
Successful organizations are constantly monitoring, evaluating, and improving based off of their successes and failures. Learn how to design your own monitoring and evaluation program with this deck from WAN, and learn more on our free Strategic Advocacy Course, available at: http://worldanimal.net/our-programs/strategic-advocacy-course-new/about
ReSAKSS-AfricaLead Workshop on Strengthening Capacity for Strategic Agricultural Policy and Investment Planning and Implementation in Africa
Safari Park Hotel, Nairobi, June 25th‐ 26th 2012
Monitoring is the continuous collection of data and information on specified indicators to assess the implementation of a development intervention in relation to activity schedules and expenditure of allocated funds, and progress and achievements in relation to its intended outcome.
Evaluation is the periodic assessment of the design implementation, outcome, and impact of a development intervention. It should assess the relevance and achievement of the intended outcome, and implementation performance in terms of effectiveness and efficiency, and the nature, distribution, and sustainability of impact.
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
Software Project Management (monitoring and control)IsrarDewan
Monitoring and Controlling are processes needed to track, review, and regulate the progress and performance of the project. It also identifies any areas where changes to the project management method are required and initiates the required changes.
Successful organizations are constantly monitoring, evaluating, and improving based off of their successes and failures. Learn how to design your own monitoring and evaluation program with this deck from WAN, and learn more on our free Strategic Advocacy Course, available at: http://worldanimal.net/our-programs/strategic-advocacy-course-new/about
ReSAKSS-AfricaLead Workshop on Strengthening Capacity for Strategic Agricultural Policy and Investment Planning and Implementation in Africa
Safari Park Hotel, Nairobi, June 25th‐ 26th 2012
Monitoring is the continuous collection of data and information on specified indicators to assess the implementation of a development intervention in relation to activity schedules and expenditure of allocated funds, and progress and achievements in relation to its intended outcome.
Evaluation is the periodic assessment of the design implementation, outcome, and impact of a development intervention. It should assess the relevance and achievement of the intended outcome, and implementation performance in terms of effectiveness and efficiency, and the nature, distribution, and sustainability of impact.
An Introduction to Monitoring and Evaluation of Healthcare Projects. Monitoring and Evaluation is an integral component for the success of any donor-funded project as it provides accountability, and well-informed decisions through the use of data and plan that guides implementation
Implementing Change at Iowa DOT - Path to Performance Management - TRB 01-11-16DPutz
Presents activities and changes in approach underway at the Iowa Department of Transportation. Presentation was made the TRB's Annual Meeting held January 2016.
Unit 5 CSM: Strategic Evaluation and ComtrolDayanand Huded
The chapter comprises of Overview of Strategic Evaluation; Strategic Control; Techniques of Strategic Evaluation and Control. Evaluation of Strategic Alternatives - Product Portfolio Models, BCG Matrix, GE Matrix, Gap Analysis; Strategic Control System.
Strategic evaluation and control is the final phase in the process of strategic management. Its basic purpose is to ensure that the strategy is achieving the goals and objectives set for the strategy. It compares performance with the desired results and provides the feedback necessary for management to take corrective action.
According to Fred R. David, strategy evaluation includes three basic activities
(1) examining the underlying bases of a firm’s strategy,
(2) comparing expected results with actual results, and
(3) taking corrective action to ensure that performance conforms to plans. Sometime, the best formulated strategies become obsolete (outdated) as a firm’s external and internal environments change.
Strategic control is a type of “steering control”. We have to track the strategy as it is being implemented, detect any problems or changes in the predictions made, and make necessary adjustments. This is especially important because the implementation process itself takes a long time before we can achieve the results.
Strategic control is like an alarm long before the calamity can happen.
Operational control is the process of ensuring that specific tasks are carried out effectively and efficiently. The operational control aims at evaluating the performance of the organization. Most of the control system in organization are operational in nature. Some examples of operational control are : Budgetary control, Quality control, Inventory control, Production Control, Cost control etc.
Portfolio Model is a technique used to analyse organisations in relation to their environments
Portfolio (set, collection, assortment, range, group)
A business Portfolio may be any collection of brands/products, markets, branches /divisions, income generating assets, etc.
PA is usually applied to firms with multiple SBUs (more than one product/services, customer categories, markets , divisions)
Helps managers in taking decisions regarding which SBUs to allocate more or less resources to at a given strategic point in time
After portfolio analysis firm makes an informed strategic choice e.g.
To have a balanced portfolio (minimize risk and maximize return) of all portfolios
To actively deploy a retrenchment strategy
This presentation is all about the project Management which includes level of success of a project, Monitoring & evaluation, LFA in view of development sector. This presentation has been prepared in view of development/Social or Non-profit sector.
Note: Any kind of feedback from industry experts will always be appreciated.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
The Roman Empire A Historical Colossus.pdfkaushalkr1407
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.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
2. STRATEGY OF IMPLEMENTATION
Implementation is the process that turns strategies and
plans into actions in order to accomplish strategic
objectives and goals.
A good strategy without proper
implementation is like a poor
strategy or no strategy at all
3. STRATEGY OF IMPLEMENTATION
Getting Your Strategy Ready for Implementation
The strategic plan addresses the what and why of
activities, but implementation addresses the who,
where, when, and how.
5. STRATEGY OF IMPLEMENTATION
Covering all your bases
• How committed are you to implementing the plan to move your company
forward?
• How do you plan to communicate the plan throughout the company?
• Are there sufficient people who have a buy-in to drive the plan forward?
• Are you going to commit money, resources, and time to support the plan?
• How will you take available resources and achieve maximum results with
them?
Before you start, evaluate your strategic plan and how you may
implement it by answering a few questions to keep yourself in check.
6. STRATEGY OF IMPLEMENTATION
Making sure you have the support
Often overlooked are the five key components
necessary to support implementation: people,
resources, structure, systems, and culture.
8. STRATEGY OF IMPLEMENTATION
Making sure you have the support
Resources- You need to have sufficient funds and enough time to
support implementation.
Structure- Set your structure of management and appropriate lines of
authority, and have clear, open lines of communication with your employees.
Systems - build milestones into the plan that must be achieved within a
specific time frame.
Culture - Create an environment that connects employees to the
organization’s mission and that makes them feel comfortable.
9. STRATEGY OF IMPLEMENTATION
Determine your plan of attack
Implementing your plan includes several different
pieces. Implementing a plan can sometimes feel
like it needs another plan of its own.
10. STRATEGY OF IMPLEMENTATION
Determine your plan of attack
• Modify it to make it your own timeline and fit your
organization’s culture and structure.
• Establish your scorecard system for tracking and
monitoring your plan.
• Set up strategy meetings with established reporting to
monitor your progress.
11. MONITORING AND
EVALUATION
Monitoring provides real-time information on ongoing programme or
project implementation required by management, evaluation provides
more in-depth assessments.
12. Monitoring and Evaluation
1.What is to be monitored and evaluated?
2.Who is responsible for monitoring and evaluation activities?
3.When monitoring and evaluation activities are planned
(timing) ?
4.How monitoring and evaluation are carried out (methods)?
5.What resources are required and where they are
committed?
13. Monitoring and Evaluation
Monitoring, as well as evaluation, provides opportunities
at regular predetermined points to validate the logic of a
programme, its activities and their implementation and
to make adjustments as needed.
Progress towards achieving results needs to be monitored.
Information from monitoring needs to be
used to encourage improvements or
reinforce plans.
Information from systematic monitoring
also provides critical input to evaluation.
14. Monitoring and Evaluation
The key questions that monitoring seeks to answer include the
following:
•Are the preidentified outputs being produced as planned?
•What are the issues, risks and challenges that we face or foresee that
need to be taken into account to ensure the achievement of results?
•What decisions need to be made concerning changes to the already
planned work in subsequent stages?
•Will the planned and delivered outputs continue to be relevant for the
achievement of the envisioned outcomes?
•Are the outcomes relevant and effective for achieving the overall
national priorities, goals and impacts?
15. Monitoring and Evaluation
MONITORING APPROACH AND TOOLS
Those who manage programmes and projects must determine the
correct mix of monitoring tools and approaches for each project,
programme or outcome, ensuring that the monitoring contains an
appropriate balance between:
•Data and analysis—This entails obtaining and analysing
documentation from projects that provides information on
progress.
•Validation—This entails checking or verifying whether or not the
reported progress is accurate.
•Participation—This entails obtaining feedback from partners and
beneficiaries on progress and proposed actions.
16. Monitoring and Evaluation
Evaluation complements monitoring by providing an
independent and in-depth assessment of what worked
and what did not work, and why this was the case.
A quality evaluation provides feedback that can be
used to improve programming, policy and strategy.
Like monitoring, evaluation is an integral part
of programme management and a critical
management tool.
17. Features of a Plan Evaluation Process
A plan evaluation process should have relevance, credibility, timeliness
and efficiency.
1. Relevance – the plan evaluation process applies criteria valid for the
measurement of the plan’s objective.
2. Credibility - the same process is convincing
3. Timeliness – evaluation should continue throughout the
implementation of a plan, and its results should be available when
decisions have to be taken.
4. Efficiency – the evaluation should aim at minimizing its own cost and
maximizing its output.
19. Monitoring and Evaluation
1: PRE-EVALUATION: INITIATING THE EVALUATION PROCESS
Checking the evaluability, or readiness, for evaluation
20. Monitoring and Evaluation
2. PREPARATION
Agreeing on the management structure of an evaluation and roles and
responsibilities
3: MANAGING THE CONDUCT OF THE EVALUATION
Briefing and supporting the evaluation team
4: USING THE EVALUATION
Preparing the management response for decentralized evaluations
We need strategy in implementing plan to help us achive the goal or the objective of the plan
Implementing your strategic plan is as important, or even more important, than your strategy.
roadmap THE needs to pursue a specific strategic direction and set of performance goals, deliver customer value, and be successful.
roadmap guarantees the traveler arrives at the desired destination.
For those businesses that have a plan in place, wasting time and energy on the planning process and then not implementing the plan is very discouraging.
The fact is that both are critical to success
In the following sections, you discover how to get support for your complete implementation plan and how to avoid some common mistakes.
Lack of ownership: The most common reason a plan fails is lack of ownership. If people don’t have a stake and responsibility in the plan, it’ll be business as usual for all but a frustrated few.
Lack of communication: The plan doesn’t get communicated to employees, and they don’t understand how they contribute.
Getting mired in the day-to-day: Owners and managers, consumed by daily operating problems, lose sight of long-term goals. _ Out of the ordinary: The plan is treated as something separate and removed from the management process.
An overwhelming plan: The goals and actions generated in the strategic planning session are too numerous because the team failed to make tough choices to eliminate non-critical actions. Employees don’t know where to begin.
A meaningless plan: The vision, mission, and value statements are viewed as fluff and not supported by actions or don’t have employee buy-in.
Annual strategy: Strategy is only discussed at yearly weekend retreats. _ Not considering implementation: Implementation isn’t discussed in the strategic planning process. The planning document is seen as an end in itself.
No progress report: There’s no method to track progress, and the plan only measures what’s easy, not what’s important. No one feels any forward momentum.
No accountability: Accountability and high visibility help drive change. This means that each measure, objective, data source, and initiative must have an owner.
Lack of empowerment: Although accountability may provide strong motivation for improving performance, employees must also have the authority, responsibility, and tools necessary to impact relevant measures. Otherwise, they may resist involvement and ownership. It’s easier to avoid pitfalls when they’re clearly identified. Now that you know what they are, you’re more likely to jump right over them!
You don’t need to have the perfect answers to all these questions right now, but just make sure that you’ve given all the questions equal consideration.
You don’t want to look back six months from now, and wish you had identified some big issues that are now threatening your success. If you’ve identified some red flags, assess if they’re huge obstacles or small ones. If they’re big, get them out of the way before you implement, even if it means pushing your timeline out for awhile.
The right people include those folks with required competencies and skills that are needed to support the plan. In the months following the planning process, expand employee skills through training, recruitment, or new hires to include new competencies required by the strategic plan.
. Often, true costs are underestimated or not identified. True costs can include a realistic time commitment from staff to achieve a goal, a clear identification of expenses associated with a tactic, or unexpected cost overruns by a vendor. Additionally, employees must have enough time to implement what may be additional activities that they aren’t currently performing.
A plan owner and regular strategy meetings are the two easiest ways to put a structure in place. Meetings to review the progress should be scheduled monthly or quarterly, depending on the level of activity and time frame of the plan.
Both management and technology systems help track the progress of the plan and make it faster to adapt to changes. As part of the system, build milestones into the plan that must be achieved within a specific time frame. A scorecard is one tool used by many organizations that incorporates progress tracking and milestones. See the section “Keeping Score of Your Progress” later in this chapter for info on how to create a scorecard for your company.
To reinforce the importance of focusing on strategy and vision, reward success. Develop some creative positive and negative consequences for achieving or not achieving the strategy. The rewards may be big or small, as long as they lift the strategy above the day-to-day so people make it a priority.
Implementing your plan includes several different pieces. Implementing a plan can sometimes feel like it needs another plan of its own. But you don’t need to go to that extent because I’ve done it for you! Use the steps below as your base implementation plan.
it would be difficult to know whether the intended results are being achieved as planned what corrective action may be needed to ensure delivery of the intended results, and whether initiatives are making positive contributions towards human development.
, is essential in order to carry out monitoring and evaluation systematically
Good planning and designs alone do not ensure results. Progress towards achieving results ne
Equally, no amount of good monitoring alone will correct poor programme designs, plans and results.
eds to be monitored.
It is very difficult to evaluate a programme that is not well designed and that does not systematically monitor its progress
ffective monitoring generates a solid data base for evaluations. Data, reports, analysis and decisions based on monitoring evidence should be retained with a view to making them easily accessible to evaluations.
After implementing and monitoring an initiative for some time, it is an important management discipline to take stock of the situation through an external evaluation.
Evaluation also identifies unintended results and consequences of development initiatives, which may not be obvious in regular monitoring as the latter focuses on the implementation of the development plan.
and is not charged with biases.
Step 1: Pre-evaluation: Initiating the evaluation process
Checking the ‘evaluability,’ or readiness, for evaluation Tools: Evaluation plan template (Chapter 3)
Step 2: Preparation
Agreeing on the management structure of an evaluation and roles and responsibilities Drafting the ToROrganizing the relevant documentationSelecting the evaluation team
Tools: Template and quality criteria for ToR (Annex 3), selection criteria for evaluators (Annex 5)
Briefing and supporting the evaluation teamReviewing the inception report prepared by the evaluation team Reviewing the draft evaluation reportTools: Template and quality criteria for evaluation reports (Annex 7)
Preparing the management response and implementing follow-up actionsPreparing and disseminating evaluation products and organizing knowledge sharing events Reviewing evaluations prior to new planning processes
Tools: Management response template (Annex 6), practical steps for developing knowledge products and dissemination
Checking the ‘evaluability,’ or readiness, for evaluation
There should be a clearly defined organization and management structure for an evaluation and established role
Brief the evaluators on the purpose and scope of the evaluation and Ensure that all information is made available to the evaluators. If they encounter any difficulty in obtaining information that is critical for the conduct of evaluation, provide necessary support to the extent possible.
Provide them with relev
Preparing the management response and implementing follow-up actionsPreparing and disseminating evaluation products and organizing knowledge sharing events
Reviewing evaluations prior to new planning processes
ant evaluation policy guidelines