Addis Ababa University School of Commerce

Project Monitoring & Evaluation

Training
 “ Everything begins with project
and ends with another project….”

… now let us finalize our

project…..with the monitoring &
evaluation ….
 SESSION II

PROJECT MONITORING AND

EVALUATION  - OVERVIEW
"To conquer fear is the
beginning of wisdom."
(Bertrand Russell)
Session Objectives
By the end of the session, participants will:
Understand the concept and fully describe the meaning of M&E
Clearly state all differences and similarities between the two
activities
Identify the major purposes of M&E
Understand the concept of participatory M&E and appreciate its
importance
Understand and apply the comprehensive framework of project
monitoring: scope, focus areas, methods, etc.
Reflection Question
1. What are the purposes of your organization in handling
project monitoring & evaluation?
2. How do you describe the project monitoring practice in your
organization ?
3. What major challenges do you observe during the project
monitoring stage?
4. What were the major reasons for the problems you have
mentioned?
5. What measures were taken to solve the problems?
The Project Cycle
Problem

ASSESSMENT
EVALUATION

Monitoring

PROGRAMME
IMPLEMENTATION DESIGN
Monitoring and Evaluation (M&E)
Monitoring progress and evaluating results are key functions to
improve the performance of those responsible for implementing
development projects.

M&E show whether a project/program is accomplishing its

goals.

It identifies project weaknesses and strengths, areas that need

revision, and areas that meet or exceed expectations.

To do this, analysis of any or all of a project/program’s domains

is required
Monitoring and Evaluation (M&E)
Monitoring Evaluation
• the systematic and continuous • the assessment at one point in
assessment of the progress of a time of the impact of a piece of
piece of work over time. work and the extent to which the
stated objectives have been
achieved..
• an internal project activity  assess the distribution of the
designed to provide constant benefits between different groups
feedback on the progress of a and can measure the cost-
project, the problems it is facing effectiveness of the project as
and the efficiency with which it is compared with other options.
being implemented.  mainly used to help in the
selection and design of future
projects
Monitoring and Evaluation
Major Differences Between Monitoring & Evaluation
  Monitoring Evaluation
• To determine the efficiency & • To determine whether the objectives set
legitimacy of the application and use were realistic, given the capacities with
of inputs as well as their conversion which and the circumstances in which they
Objectives
into outputs had to be fulfilled
• To facilitate an adjustment of activity • To undertake review of things done i.e. to
plans, time schedules or budgets assess the impact of the project activities
• It takes place during the execution of a • Carried out periodically i.e. before the
programme/project activity implementation of the programme/ project;
Reference
• It is a continuous feed back system on different periods while the planned
Period/Frequ
that remains in force throughout the activities are on progress, at the completion
ency
programme/ project implementation of the project as well as after it become fully
stage operational
• Focus on inputs, process, output and • Focus on relevance or impact and cost-
Focus
work plan effectiveness
• It is a tool for project managers to use • Results are used by funding agencies and
Primary
in judging and influencing the progress other relevant institution in future
Users
of implementation programmes/projects design
Data • Primarily quantitative • Primarily qualitative
Gathered
Actors • Internal • Internal/external
Analysis • Simple • In-depth & Comparative analytical method
Complementary Features of Monitoring & Evaluation

Monitoring Evaluation
1. Implementaion oriented 1. Policy oriented
2. Tracks results 2. Explain results
3. Assess intermediate results 3. Assess attributes
4. Focus on timeliness 4. Focus in rigor
5. Emphasis on multi-level results 5. Emphasis on final results
6. Informs Budgeting 6. Informs broad resources allocation
7. Strengthens accountability for 7. Strengthens accountability for
managing results results themselves
8. Essential for programme 8. Essential for strategy development
implementation & improvements 9. May need aggregated data
9. Can use disaggregated data
M & E Common Functions
Assess project objectives & strategies
Assess project activities
Determine if implementation is according to schedule
Track progress
Mobilize stakeholders, enhance teamwork & build shared
commitment
Assess outputs and results
Assess whether the targeted & most needy are reached
Identify lessons for improvement
Gather information for early warning
Forecast performance
Enhance accountability
Ensure quality management
Practice bench-marking
M & E Common Uses and Purposes
M&E: Common Uses
To measure progress and effectiveness
To look at costs and efficient use of resources
To find out if it is necessary to change the way things
are being done
To learn from what has happened in order to make
plans for the future

M&E: Common outcomes

improved performance
Right choices and decisions
Lessons learnt
Increased accountability
Five components of Good M & E design
Clear statement of measurable objectives for the
projects and its components
A structured set of indicators – outputs of goods
and services to be generated
Provisions for collecting data and managing project
records
Institutional arrangements for gathering, analyzing
and reporting project data, and for investing in
capacity building to sustain the M & E service
Proposals for the ways in which M & E findings will
be fed back into decision making
ANY QUESTION?

17
 Activity - Discussion Questions
i.Some professionals and officials argue that as
compared to the conventional approach participatory
approach (involving stakeholders and community) in
project M&E is time & resource consuming. What is your
opinion on this argument?

ii.From your experience, discuss in group and present in

the plenary your successes and challenges in relation to
participating (or not) stakeholders during M & E.
What is Participatory M&E?
It is accepted that projects/programs belong to targeted
beneficiaries. Thus sustainability of project ultimately
depends on how much concerned beneficiaries and
stakeholders are able to monitor and evaluate the process and
performance of any interventions carried.
If this has to happen stakeholders of the project need to be
involved in the M & E of projects right from the inception of
the project.
Accordingly participatory M & E refers to a process in which
primary and other stakeholders collaborate and take an active
part in assessing and evaluating the performance and
achievement of a project or an intervention.
Full participation means all representatives of key stakeholder
groups at the project area become involved in mutually agreed
appropriate ways.
Features and Benefits Participatory M&E
Features Benefits
• Focus on process, • Increased stakeholders empowerment
outputs and outcomes • Application of existing knowledge & generation of
• Uses multiple new knowledge
approaches • Release of creativity and innovation
• Encourages diverse • Promotion of collaboration
views • Growing sense of ownership of the project by
• Creates a learning stakeholders and communities
experience • Direction to immediate problem solving experience
• Involves experts as (action)
facilitators • Building partnership
• Relatively simple and • Orientation to direct experience (practice)
flexible design • Acquisition/enhancement of participatory M & E skill
• Stakeholders are key • Building credibility
factors • Increased accountability & transparency
• Gathering of consensus building & team spirit
• Promotion of sustainability
• Provides timely, reliable and valid information
• Builds skills and confidence
• Being cost-effective
ANY QUESTION?

22
 Activity - Discussion Questions
i.What are the particular reasons to handle monitoring?

ii.What are the tools and procedures we use in

monitoring projects? Are they different to that of
evaluation?
Introduction
Monitoring is the art of collecting necessary information
with minimum effort in order to make a steering decision
at the right time
This information is then used as data for
 Analysis
 Discussion
 Evaluation and
 Reporting
The aim is to see if programs are doing the right thing and
doing it right
It provides project management and stakeholders with
information of early indicators about project progress
Monitoring is generally performed while projects are
under implementation
Introduction cont .
Project monitoring is an internal project activity
designed to provide constant feedback on the progress
of a project, the problems it is facing, and the efficiency
with which it is implementing
Annual work plans and budget of the projects are the
fundamental prerequisites to monitoring
Monitoring is the basis for providing corrective action
while it reinforces an initial positive results
Through monitoring, we determine the relevance of
projects
Whether the projects support development priorities
Whether appropriate groups were targeted
Whether objectives remain valid in light of changes in the
program environment
Introduction cont .
The requirements for effective monitoring are
Baseline data
Indicators of performance and results
Mechanisms or procedures that include such
planned actions as field visits, stakeholder
meetings and systematic reporting
Monitoring actions must be carefully planned
while giving a room for possible ad hoc studies
Monitoring is undertaken throughout the lifetime
of a given program or project
Why monitoring?
Provide constant feedback on whether project goals are
being met
Identify potential problems
Monitor the accessibility of the project to the target
population
Monitor the efficiency with which the different components
are done
Evaluate whether the projects are meeting the general
objectives
Provide guidelines for future projects
Improve sector assistance strategy by project and policy
evaluation
Improve project design using such tools as the logframe
Incorporate views of stakeholders by fostering ownership
Show need for mid course correction
Monitoring and planning
Monitoring requires logical and consistent
planning which documents a consensus on the
intended intervention strategy and development
hypotheses.
Monitoring has to be based on the plan documents
Consequently monitoring focuses on
Resources
Activities
Objectives (results, purpose, development goal)
Key assumptions
Cont. . .
In the case of evaluation the focus is on
Strategy – are the right things being done?
 Rationaleor justification
 Clear theory of change

Operations – are things being done right?

 Effectiveness in achieving expected outcomes
 Efficiency in optimizing resources

 Client satisfaction

Learning – are there better ways

 Alternatives

 Bestpractices
 Lessons learned
Deliverables from monitoring endeavors
Written status reports
Updates to lists of action items, risks,
problems and issues
Updates to the plan and schedule, to reflect
actual progress
Comparisons of actual costs to budgeted
costs – cost/benefit analysis
Audit and review reports of the activities
and work products under development
Principles of monitoring systems
Scope on the units receiving monitoring and the
information provided
Has to be tailored to:
Type, complexity and size
Institutional set up
Managerial responsibility
Reporting requirements and dates
Frame conditions
Must take account of existing rules and procedures
Monitoring information should be used for adjusting
implementation
Project Monitoring - Scope & Features
Controlling Supervision
• the comparison of what has been • involves keeping a finger on pulse of
achieved with what was planned and the project, diagnosing problems
the determination of necessary that arise & advising on solutions.
adjustments to the plan in order to • watching and assessing the
mitigate the effects, on overall environment for factors and
performance of any deviations from situations which may have an
the plan. adverse effect on the project,
• includes reporting on any deviations anticipation of problems before they
form the plan, the reasons for the overwhelm the project and coming
deviations and the corrective actions up with suitable proposals to solve
that need to be taken. them.

Both aimed to see the corresponding amount of work is done within:

the specified quantity and quality
the prescribed period of time, and
the resources allocated for it.
Types of Project Monitoring
Impact
Process Monitoring
Monitoring
• considers the use of • Considers economic,
resources, the social, organizational,
progress of activities, technological, etc. or
and the way these other intended or
are carried out. unintended results or
• a means for changes while the
reviewing and project is in the process
planning work on a of implementation.
regular basis.
Types of Control Systems
Go/No-Go Controls
predetermined standard must be met for
permission to be granted to continue
Post-Control
done after project completed
purpose is to allow future projects to
learn from past project experience
Tools for Control
Variance Analysis
Trend Projections
Earned Value Analysis
Critical Ratio

actual progress budgeted cost


scheduled progress actual cost
major items that have to be closely monitored in project.
• Physical progress (inputs, activities, and
outputs)
• Finance Progress (expenditure)
• Project Quality Monitoring (service & products)
• Assumption Monitoring
• Beneficiary/Target group/ Contact Monitoring
(BCM)
• Management/Administration
1. Project Physical Progress
1. Quantifying Output of the activity in absolute terms.
E.g. number of wells constructed for a water supply
project.
Work Performed x 100 (%)
Work Planned

2. Valuing the output of the activity.

Value of work done x 100 (%)
T. Value of work planned

3. Using time spent on the project/activity.

Time spent to date x 100 (%)
Total time to complete
2. Financial Progress /Expenditure/ Monitoring

Once the budget has been prepared and the project is

underway, the project manager will need a cost reporting and
monitoring system to provide information on actual costs.

From the information obtained we need to check whether the

cost of the project activities and outputs (for each component)
has been as
 per budget estimates,
 less than the budget estimates, or
 more than the budget estimates?

If there is a variation, we can raise and answer similar question

like the above one.
3. Project Quality Monitoring
Quality monitoring varies from project to project.
In the case of physical construction there will be established
system of supervision, testing and checking against the
original specification.
Where as in projects with institutional outputs such as new
service delivery systems, trained personnel, children and
orphan support and the like there is a need to develop specific
systems and specifications of quality checking.
In general, project managers are responsible to ensure that the
outputs produced or services provided by the program/project are
as per the standards or specifications established in the project
design.
ANY QUESTION?

45
 Session end

The End!!!
Thank You for
Listening &
Participating!!

11/29/22 46