Project management

1. UTTAM KUMAR HALDER.
Roll no-16234801009
MOHAMMOD JAHIRUL ISLAM
Roll no-16234801012
MOHAMMAD BIPLOB
Roll no-16234801005
Professor Mostafa Azad Kamal
Course Teacher
Project Management
BANGLADESH OPEN UNIVERSITY
MIR MOSHARRAF HOSAIN
Roll no-16234801002
PRESENTATION OF
PROJECT
MONITORING

2. SMALLSCALEWATERRESOURCESDEVELOPMENTPROJECT-JICA
in Greater Mymensingh, Sylhet and Faridpur Areas
LOCAL GOVERNMENT ENGINEERING DEPARTMENT(LGED)
Local Government Division
Ministry of Local Government, Rural Development and
Cooperatives
Government of the People’s Republic of Bangladesh
ESTABLISHED
BY

3. 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 result
(evaluation). An M&E system is often described in a document called an M&E plan.
Complementary roles of results-based Monitoring and Evaluation:
MONITORING AND EVALUATION
MONITORING EVALUATION
Clarifies program objectives
Links activities and their resources to
Objectives
Translate objectives intro performance
indicators and sets targets
Examines implementation process
Routinely collects data on these indicators,
compares actual results with targets
Reports progress to managers and alerts
them to problems
Analyzes why intended results were or were
not achieved
Assesses specific causal contributions of
activities to results
Examines implementation process
Explores unintended results
Provides lessons, highlights significant
accomplishment or program potential, and
offers recommendations for improvement

4. STEPS A RESULTS-BASED M&E SYSTEM
ESTABLISH THE
PURPOSE AND
SCOPE OF M&E
CONDUCT A
READINESS
ASSESSMENT
AGREE ON
OUTCOMES AND
OBJECTIVES
BASELINES AND
DATA COLLECTION
AND ANALYSIS PLAN
SELECT INDICATORS
AND EVALUATION
FRAMEWORK
SELECT RESULTS
TARGETS
PLAN CRITICAL
REFLECTION
AND INTERIM
EVALUATIONS
PLAN MONITORING,
DATA
ANALYSIS,
COMMUNICATION
AND REPORTING
NECESSARY
CONDITIONS AND
CAPACITIES

5. CONDUCT A READINESS ASSESSMENT
There are four basic options:
• i) Create an in-house M&E unit
within the Project Management
Office (PMO)
• ii) Rely on a government line
agency with M&E responsibilities;
• iii) Employ consultants or other
independent specialists; and
• iv) Share M&E tasks among the
implementing partner
organizations and primary
stakeholders, including where
appropriate community
organizations, local government
and other civil society
organizations

6. ESTABLISHED THE
PURPOSE OF M&E
The purpose and complexity of the
evaluation design, the choice of
methodologies and the balance
between quantitative and
qualitative techniques will
depend on:
• - the key evaluation questions to
be answered.
• - timing and budget constraints.
• - and the capacity of the
evaluation team.
The design will also be influenced by the way in
which the impact evaluation will fit into the
broader M&E strategy applied to a project.
Finally, even after the design has been built
into the project, evaluators should be
prepared to be flexible and make
modifications to the design as the project is
implemented.

7. AGREE ON OUTCOMES AND OBJECTIVES
• Reliability: actual water supplied to demand
planned
• Equity: farmers on tail-end watercourses
receive due water share 100% of the time,
satisfaction with equity of water distribution,
Increase in farm output value and on-farmer
income
• Number of employment opportunities
generated
• Inclusion of the vulnerable : Recognition and
enhancement of role of women in sector
• governance institutions; stakeholders,
especially poorer and traditional water users
feel better served.
• Distributional benefits : Improved incomes of
targeted stakeholders in head, middle and
tail.

8. SELECT INDICATORS AND EVALUATION FRAMEWORK
Impact indicators:
measures of medium or long term physical,
financial, institutional, social, environmental
or other developmental change that the
project is expected to contribute to.
LEADING (early
outcome)
INDICATORS:
advance
measures of
whether an
expected change
will occur for
outcomes and
impacts.
CROSS-
CUTTING
INDICATORS:
measures of
crosscutting
concerns at all
levels.
For example:
gender-
disaggregated
differences;
regulatory
compliance;
legislative
provision;
capacity building.
EXOGENOUS
OR
EXTERNAL
INDICATORS:
measures of
necessary
external
conditions
that support
achievement
at each
level.
Outcome indicators:
measures of short-term change in
performance, behavior or status of
resources for target beneficiaries and other
affected groups.
Output indicators:
measures of the goods and services
produced and delivered by the project.
Process indicators:
measures of the progress and completion of
project activities within planned work
schedules.
Input indicators:
measures of the resources used by the
project.

9. BASELINES AND DATA COLLECTION AND ANALYSIS PLAN
BASELINES
• (i)develop the sample frame for the baseline survey;
• (ii) revise and finalize the draft baseline survey
• questionnaires;
• (iii) arrange for the questionnaires to be translated into
relevant languages;
• (iv) field test the questionnaires;
• (v) incorporate revisions to the questionnaire after field
testing the questionnaires;
• (vi) hire and train the field supervisors and enumerators;
• (vii) plan the field work logistics;
• (viii) conduct a pilot survey and revise the questionnaire
based on the findings of the pilot Survey;
• (ix) prépare Survey implémentation and questionnaire
documentation;
• (x) supervise survey implementation and ensure quality
control;
• (xi) develop the data entry program, supervise the project
database and arrange for data cleaning and entry; and
• (xii) analyze and report the findings of the survey and
provide datasets and final documentation.
DATA COLLECTION AND ANALYSIS PLAN
• a) The firm will develop a data entry program using software and
Remote sensing is usually coupled with a Geographic Information
System (GIS) to integrate, process and present data that can check for
ranges and consistency of the data and generate reports indicating
missing data, data outside of the accepted ranges, and inconsistent
answers. The firm will be responsible for all data entry, data cleaning,
database management, as well as coding open-ended questions, and
verification of the data. An ASCII version of the data as well as a
complete data set including variable names, descriptions and labels
prepared in a commonly used software package such as STATA or SPSS
will be provided to Government of:. with the draft final report.
• b) The firm will prepare a report on the findings of the baseline study
which will include a statistical abstract of the data collected. Mapping
irrigated crop areas and discriminating rice from other crop areas;
• c) Radiometric normalization between satellites, sensors, and
acquisition periods;
• d) Now we will use the spatial technologies that are gaining
momentum, in particular Global Positioning System (GPS) and use of
free mapping software. GPS enables to dereference data, and it can be
used together with a computer handheld unit to directly record
information with its geographical coordinates on the field. Free
mapping software such as Google Earth are a simple way to display
geo-referenced data and can be used where a full GIS is not
developed.

10. SELECT RESULTS TARGETS
• Target setting is the final step in
building a results-based approach,
following logically from defining
outcomes, indicators and baselines. A
target is a specification of the
quantity, quality, timing and location
to be realized for a key indicator by a
given date.
• Targets leading indicators for SSWRDP projects
• The proportion of the target population that know of the changes (physical
works, organizational changes, institutional reforms or services) being
implemented by the project?
• The proportion of the target population actively participating as expected in
the changes being implemented by the project.
• The proportion of beneficiaries by location or tertiary unit that were
consulted before work started.
• Beneficiary perceptions of problems arising from project works and other
activities.
• Beneficiary perceptions of improvements arising from project works and
other activities.
• Reasons given by beneficiaries for non-participation or for rejection of project
services.
• Indicators of improved adequacy, equity or reliability of water access and/or
delivery.
• Early indicators of change in crop or livestock, Fish production, e.g.:
• change in cropping patterns and/or crop rotations
• Change the Fisheries and poverty reduction.
• marketed volume
• forecasts of production by farmers and fisher
• farmer estimates of yields achieved
• trader estimates of supply
• trends in farm gate and local wholesale prices

11. PLAN MONITORING, DATA ANALYSIS, COMMUNICATION AND REPORTING
The demands for information at each level of management need to
be established, responsibilities allocated, and plans made for:
• what data to be collected and when;
• how data are collected and analyzed;
• who collects and analyses data;
• who reports information, and in what form, to whom and
when?
So, Participation of stakeholders in the M&E system will have
important implications on data collection mechanisms,
analysis, reporting, and use .
• Participatory Monitoring and Evaluation (PME) as “a process
of collaborative problem-solving through the generation and
use of knowledge. It is a process that leads to corrective
action by involving all levels of stakeholders in shared decision
making”
Its key principles are:
• local people are active participants—not just sources of
information.
• Stakeholders evaluate, outsiders facilitate.
• A focus on building stakeholder capacity for analysis and
problem-solving.
• A process that builds commitment to implementing any
recommended corrective actions.
Questions Conventional M&E Participatory M&E
Who plans
and manages
the
Process ?
PD, Consultant Primary stakeholders,
project staff, managers,
and other stakeholders,
often helped by a
facilitator
Role of
primary
stakeholders
(the intended
beneficiaries)
Provide
information only
Design and adapt the
methodology, collect
and analyze data, share
findings, identify lessons
learned and link them to
action
How success
is measured
Externally-
defined, mainly
quantitative
indicators
Internally-defined
indicators, including (but
not exclusively) more
qualitative judgments
and stories of personal
change
Approach Predetermined
and fixed
Indicative and adaptive

12. PLAN CRITICAL REFLECTION AND INTERIM EVALUATIONS
• Self-evaluation, by the unit responsible for
the particular project: An interim evaluation
or mid-term evaluation can be undertaken by
the project management during
implementation as a first review of progress
and a prognosis of the likely effects of the
project. It is intended to identify project
design problems, and is essentially an
internal activity undertaken for project
management.
• Independent evaluation: Independent
Evaluation Group (IEG) reviews ICR Reports,
validates the self-rating, and selects projects
for auditing.
• Impact evaluation (IE): As the PMO is
implementing the “results agenda”, it is
encouraging Task Teams and clients to
provide for and conduct impact evaluations
of projects.
• Benchmarking is “a systematic process for securing
continual improvement through comparison with
relevant and achievable internal or external norms and
standards”.

13. NECESSARY CONDITIONS AND CAPACITIES
• Each project to be included in the Small Scale Water Resources Development Project must meet the following
criteria:
– The subproject must be in line with the Guidelines for Participatory Water Management (2001) and be evaluated by the District
Level Interagency Project Evaluation Committee (DLIAPEC).
– More than 40% of the subproject benefit area will be operated by landless sharecroppers, and marginal or small farmers (up to
1.0 ha). Within a district, preference will be given to subprojects with higher percentages of land operated by these farmers and
to subprojects located in food-deficit areas.
– No more than 30 percent of the households depend on subsistence capture fisheries.
– Each subproject will entail rehabilitating / upgrading an existing water control system, which may include new supplementary
structures in existing systems.
– The benefited area served by the subproject must be more than 50 ha and must not exceed 1,000 ha.
– Each subproject must be technically feasible; economically viable (the economic internal rate of return [EIRR] should be more
than 12%); and socially and environmentally sound (requiring no or minimal displacement of people and land acquisition, and
not involving environmentally sensitive areas).
– The IEE or EIA study has been undertaken and appropriately approved after consulting the beneficiaries and those affected by
the Project, concluding that the subproject is environmentally sound and that the negative consequences can be mitigated to an
acceptable level.
– Interventions involving submersible embankments in the deeply flooded part of the Northeast region will not be considered
unless it can be shown that the beneficiaries have the capacity of ensuring the sustainability of submersible embankments.
– Recurrent maintenance costs of each subproject (including re-excavation costs to maintain design performance of the
subproject) will be covered by the O&M budget of the WMCAs based and agreed upon the principles of a contribution
proportionate to the area of land owned/cultivated, and
– To ensure sustainability, subprojects should not be taken in Char lands (unstable land in or along a river course) and other area
vulnerable to river erosion and requiring significant river bank protection works (however, subprojects may be allowed in Char
lands that have become significantly stable over the years).
From Project Memorandum, 15 Jan. 2008, Attachment 13-2, and DPP, May 2007,