Project Monitoring & Evaluation

What is Project Monitoring & Evaluation?

• Each development organization typically has its own

definition for monitoring, evaluation and other
development terms and concepts.
• It is a process that helps improve performance and
achieve results of the project. Its goal is to improve
current and future management of outputs, outcomes
and impact.
 “Monitoring” definitions:
 A management activity that allows a continuous
adaptation of the intervention if problems arise or if
changes in the context have an influence on the
performance of the operation.
 
 The systematic collection of information on all aspects
of the project while it is being implemented.

 A continuing function that aims primarily to provide the

management and main stakeholders of an ongoing
intervention with early indications of progress, or lack
thereof, in the achievement of results
 Evaluation” definitions:
 A systematic and objective assessment of ongoing or completed
project. It makes comparison of the outcomes of the project with
planned ones.
 
 An assessment, as systematic and objective as possible, of an ongoing
or completed project, program or policy, its design, implementation and
results.
 The aim is to determine the relevance and fulfillment of objectives,
developmental efficiency, effectiveness, impact and sustainability.

 An evaluation should provide information that is credible and useful,

enabling the incorporation of lessons learned into the decision-making
process of both recipients and donors.
 
 The process of determining the worth or significance of a project to
determine the relevance of objectives, the efficacy of design and
implementation, the efficiency or resource use, and the sustainability of
results. An evaluation should (enable) the incorporation of lessons
learned into the decision-making process of both partner and donor.
 What is Program Monitoring, Evaluation?

Monitoring is the routine Evaluation is the use of

process of data collection social research methods
and measurement of to systematically
progress toward program investigate a
achievement of a
objectives. program’s results
 Why M&E important in PCM?
 Support project implementation with accurate, evidence based
reporting that informs management and decision-making to guide
and improve project performance.
 Contribute to organizational learning and knowledge sharing by
reflecting upon and sharing experiences and lessons learned so
that we can gain the full benefit from what we do and how we do it.
 Uphold accountability and compliance by demonstrating whether
or not our work has been carried out as agreed and in compliance
with established standards and with any other donor requirements.
 Provide opportunities for stakeholder feedback, especially
beneficiaries, to provide input into and perceptions of our work,
modeling openness to criticism, and willingness to learn from
experiences and to adapt to changing needs.
 Promote and celebrate our work by highlighting our
accomplishments and achievements, building morale and
contributing to resource mobilization.
The differences between Monitoring & Evaluation
 Monitoring is ongoing and tends to focus on what is
happening. Monitoring data is typically used by managers
for ongoing project implementation, tracking outputs,
budgets, compliance with procedures, etc.
 
 Evaluation is a process of assessing whether the project
has achieved its intended objectives.
 By drawing conclusions, evaluation intends to provide
recommendations for the improvement on the future course
of the project as well as lessons learned for other projects.
Some big organizations use specific criteria when they do
evaluation. Often, the main criteria assessed are efficiency,
effectiveness and impact. Also, relevance and sustainability
are usually included.
  Monitoring Evaluation

Why?  Check progress,  Assess progress and worth,

 Inform decisions and  Identify lessons and recommendations
remedial action, for longer-term planning and
 Update project plans,  Organizational learning;
 Support accountability  Provide accountability

When? Ongoing during Periodic and after project/ program

project/program

Who? Internal, involving Can be internal or external to organization

project/program implementers

Focus on inputs, Focus on outcomes and overall goal

Link to
activities, outputs and
logical shorter-term outcomes
hierarchy
 Key Questions
• What is the purpose of carrying out M&E
• Who needs, uses M&E Information
• Who carries out M&E?
• How is M&E carried out?
• When should M&E be carried out?
 What is the purpose….?
• Improve program implementation
o Data on program progress and implementation
o Improve program management and decision making

• Inform future programming

• Inform stakeholders
o Accountability (donors, beneficiaries)
o Advocacy
 Who needs, uses M&E Information?
• Managers
To Improve program
implementation…
• Donors
To Inform and improve future • Governments
programs • Technocrats

• Donors
Inform stakeholders • Governments
• Communities
• Beneficiaries
 Who conducts M&E….?
Program implementer
Stakeholders
Beneficiary

Remember ..
M&E Technical skills

Participatory process
 How to carry out M&E…?

Key Features

1. Program Framework: Analyze and systematically lay out

program elements
2. Identify key elements to monitor and evaluate.

3. Determine and describe the measures to be used for

monitoring and evaluation

4. Develop M&E Framework and action plans, including

data collection and analysis, reporting and dissemination
of findings.
 Monitoring and
Evaluations Framework
 M&E Questions
• Monitoring questions
o What is being done?
o By whom?
o Target population?
o When?
o How much?
o How often?
o Additional outputs?
o Resources used? (Staff, funds,
materials, etc.)
 M&E Questions
• Evaluation Questions?

o Is the content of the project

or the activity being
delivered as planned?

o Does the content of the

project or the activity
reflect the requisite
standards?

o Have the project /activity

achieved the expected
results?
 What do we need to answer these questions…?

INDICATORS …to take measurements.

 Indicators: Definition
• They define the project attributes with a focus on
expected effects translated into specific measures
providing the basis collecting valid and reliable
information for evaluation.
• Markers that help to measure change by showing
progress towards meeting objectives

• Observable, measurable, and agreed upon as valid

markers of a less well-defined concept or objective
• They are tools that tell the story of project progress
and success.

• Indicators differ from objectives in that they address

specific criteria that will be used to judge the success
of the project.
• An indicator is a variable that measures one aspect of a
program or project
• The purpose of indicators typically is to show that a
project activities are carried out as planned or that a
project activity has caused a change or difference in
something else
• An indicator is a measurement. It measures the value of
the change in meaningful units for project management: a
measurement that can be compared to past and future
units and values.
• An indicator focuses on a single aspect of a program or
project. It may be an input, an output, or an overarching
objective, but its related metric will be narrowly defined
in a way that captures that aspect as precisely as possible.
 Characteristics of Good Indicators
• Valid: An indicator is valid when it dictates an accurate
measurement the activity, output or outcome of the
project.
• Reliable: An indicator is reliable when it minimizes
measurement error, that is when it is possible to measure
it consistently over time, regardless of the observer or
respondent.
• Precise: Indicators should be operationalized with clear,
well-specified definitions.
• Timely: Indicators should be measured at appropriate
intervals relevant in terms of project goals and activities.
• Comparable: Where possible, indicators should be
structured using comparable units, denominators, and in
other ways that will enable increased understanding of
impact or effectiveness across different population
groups or project approaches.
 Common Indicator Metrics
• Counts
– Number of beneficiaries trained
– Number of benefit distributed
• Calculations: percentages, rates, ratios
– % of facilities with trained provider
– Maternal mortality ratio, Total fertility rate
• Index, composite measures
– Quality index comprising the sum of scores on
six quality outcome indicators
– DALY (Disability Adjusted Life Years)
• Thresholds
– Presence, absence
– Pre-determined level or standard
Example of Composite Indicator:
Proper Disposal of Medical Waste
Percent of Facilities
 Sources of Indicators:
Using Pre-Defined Indicators
• An obvious source is from past years of a project. Because
monitoring project progress over time is a key objective of an M&E
system, it is imperative to continue to use the same indicators if they
meet the characteristics of a good indicator as described previously.
• From related or similar programs. The ability to compare your
project outcomes with others may be a desirable feature, so when
indicators used in other projects would also be useful in yours, you
may want to consider those for your M&E plan.
• From lists of global or recommended indicators. Some international
organizations produce guides for M&E and include recommended
indicators. Often M&E and subject-matter experts take part in
working groups led by these organizations to compile lists of
indicators, and these guides are typically updated from time to time.
In some cases these guides also include data collection instruments
that have been field tested.
Example: Millennium Development Goals, Poverty Reduction
Strategy Goals (World Bank), WHO…..
 Indicator Pyramid
Decreases

Global Number of
Compare countries
Overview world-wide situation Indicators

Increases
National/Sub-national
Assess effectiveness of response
Reflect goals/objectives of national/sub-national response

District or Facility
Identify progress, problems, and challenges
 Sample M&E Framework
Preventing Post Partum Hemorrhage :
Increase Active Management of the Third Stage of Labour
Result Indicator Definition Data Collection Freq- Respons-
source Method uency ible Party

Active Proportion # of AMTSL Clinical Annual Zambia

Management of trained trained observatio observation JHPIEGO
of the Third clinicians midwives n staff
Stage of performing performin checklist
labor AMTSL to g all steps
increased standard of AMTSL
on all
patients/
THE END