Monitoring and Evaluation Unit 1.pptx

MONITORING AND
EVALUATION
Introduction to project
planning and management
Introduction to monitoring
and evaluation

MODULE OUTLINNE
Units
1) Introduction to Project Management
5hrs
2) Introduction to Monitoring and Evaluation
6hrs
3) Quantitative and Qualitative data
10hrs
4) Designing Monitoring and Evaluation Systems
15hrs
5) Financial Accounting and Management of Monitoring and
Evaluation 8hrs

MODULE CONTENT
Introduction to Project Management: Definitions of Project Management, sources of projects,
project life cycle phases, principles of project management and prioritization of Projects. Role
of M&E in institutional management
Introduction to Monitoring and Evaluation; operational definitions of monitoring, evaluation,
review and assessment ; key concepts in M&E indicator, objectives, goals, inputs, process,
outputs, outcome, impact, efficiency, effectiveness, difference between monitoring and
evaluation; Importance of Monitoring and Evaluation in Project/Programme development;
types of monitoring and evaluation; opportunities and/ or challenges in M&E Practice
Designing Monitoring and Evaluation System: Definition, aims and objectives of the system;
logframes; stakeholders, performance indicators, selection of information, tools and methods
relevant for data collection and analysis

PROJECT PLANNING AND
MANAGEMENT
Definition of Project: Is a temporary endeavor undertaken to create a unique
product, service, or result. It is an endeavor with a coordinated set of unique non-
repetitive and temporary activities undertaken to create a unique product, service, or
process for targeted beneficiaries within the constraints of schedule, budget, quality
and scope. These constraints are often referred to as performance parameters.
The temporary nature of projects indicates a definite beginning and end. The end is
reached when the project’s objectives have been achieved or when the project is
terminated because its objectives will not or cannot be met, or when the need for the
project no longer exists.

CONT….
• The coverage of a project may be a small part of a country, such as a district or
county, and the scope may be a single sector or a sub-sector.
• A project has a small number of activities and is time limited to about 3-5 years,
achievement of the objectives determines the end of the project.
However, unlike industrial projects, health projects normally do not close down but
continue with renewed emphasis on new objective targets or changed strategies.
• All projects must have an overall goal and a set of specific objectives. They should
also have a set of activities geared towards fulfilling the set objectives
• In order to know whether the project has fulfilled its functions, it is critical to have
a clear mechanism for monitoring and evaluation

What Is a Programme or Program
•A Programme may be defined as a series, usually a large number, of activities
carried out in a defined geographic area or technical sector over a long period
of time towards the achievement of specific impact or goal.
• A collection of projects grouped and implemented simultaneously or serially
over long duration towards a common goal constitute a programme.
• The coverage of a programme is usually a whole country or region and the
scope is inclusive several technical sectors.
• The programme has no strict time limit and may run for years or decades

Comparison Between Project And
Programme
Project Programme
Specific objectives Broad goal
Small number of activities Large number of activities in
several projects
Short duration (Short-term /
Time limited)
o Long duration (Long-term
/ No strict time limit)
Limited coverage
(geographic area)
o Wide coverage
Limited scope (technical
sector or sub-sector)
o Wide scope

Elements of A Project
Goal: A broad statement of the situation or change in status desired to be
achieved in the future. A goal has no specific magnitude and no strict time
limit during which it will be achieved. Indeed, it may not be achieved at all!
A goal is a statement, usually general and abstract, of a desired state
toward which a program is directed. Examples:
a) To have a world where all human beings enjoy peace and tranquility
b) To be a world class university that is committed to academic excellence
c) To ensure a world where every child has an equal chance to good
health, housing and education • To eliminate Malaria in sub Saharan

Objective: A statement of specific outcomes desired to be achieved in a specific
geographic area during a specified period of time. An objective normally has a specific
target population or beneficiaries, whose needs must be compatible with the objectives.
Objectives on the other hand are specific operationalized statements that detail the
desired accomplishments of a program
 A good objective should be SMART =Specific, Measurable, Accurate, Realistic & Time
bound Examples
• To reduce the number of new TB cases in Kenya by 40% by the end of 2025
• To ensure that 95% of HIV infected persons are on antiretroviral therapy by the end of
2030
Strategy: A strategy is the means or way how the goals and objectives will be met. It

Activity: Activities are the project processes involving actions or things that
have to be done (doables) in order to achieve the goals and objectives of a
project/program
Inputs: These are the resources required and utilized for conducting an
activity/process. For example, in immunization, the inputs are the
technical and non-technical staff, the children, the vaccines and the
supplies and equipment and logistics.
Outputs: These are the products resulting from conducting an
activity/process. In immunization, the outputs are the children immunized.
Outcome: This is the external effect of the outputs of the activity / process.
In immunization this is the immunization coverage in the community, i.e.
the proportion of children in the community who are immunized.
The project objective is a measure of its outcome.
Impact: This is the ultimate effect of the activity as indicated by desired
change in status specified in the goal. In immunization, this is the

PROJECT MANAGEMENT
Project Management: Project management is the “application of knowledge,
skills, tools, and techniques to project activities in order to meet or exceed
stakeholder needs and expectations” and balancing their competing demands
Project management is the application of processes, methods, skills,
knowledge and experience to achieve specific project objectives according to
the project acceptance criteria within agreed parameters.
Project management is the application of methodologies, tools and
processes to successfully plan and execute projects.
Program. Is a group of related projects managed in a coordinated way to
obtain benefits and control not available from managing them individually

CHARACTERISTICS OF A
PROJECT
A project is temporary endeavor ( it has definite beginning and an end)
A project requires resources (technology, human, infrastructure, time and equipment) in order to
meet its objectives
Projects have target beneficiaries/customer/client that is people who benefit from the project’s
products, services or processes
Projects should have clearly defined objectives that is end results to be achieved
Projects should have stakeholders that is sponsors, customers, clients, staff and project manager
A project contains a well defined objective. The project objective is defined in terms of scope (
or requirements), schedule, and cost.
A project is carried out via a set of interdependent tasks.
A project uses various resources to carry out these tasks.
A project is a one time or unique endeavor.

Why Do Projects Fail?
1.Poor project and program management discipline
2. Lack of executive-level support
3. Wrong team members
4. Poor communication
5. No measures for evaluating the success of the project
6. No risk management
7. Inability to manage change

PROJECT PERFORMANCE
PARAMETERS/ CONSTRAINTS
1) Scope. Defines what will be covered in a project that is the
deliverables
2) Resources. Requirements to be used in achieving project’s scope
3) Time/schedule. Duration or period to be taken by the project
4) Quality. The specifications or recommended standards to be met
by the project
5) Risk. Probability of occurrence of unfavorable future events that
can negatively impact the project

PRINCIPLES OF PROJECT
MANAGEMENT
1) Clearly defined goal A goal is an end to be achieved. A project should have a clear end
point, expressed in writing normally as a single sentence in the project
2) Team work and team building. A project team is the most important available resource and
their enthusiastic contribution will make or break your project. In order to achieve project
objectives, the project should have a cohesive team.
3) Effective stake holder’s management-Effective management of the project stake holders is
an important prerequisite for project success. Stakeholders either contribute expert
knowledge; offer their political or commercial endorsement which will be essential to success.

MANAGEMENT
Effective planning, design and control-A project is different from other ventures because it is
delivered under the constraints of time, cost, scope and quality within an uncertain environment.
Because of this uncertainty, project must be planned and designed appropriately so that control is
possible.
Principle of not being optimistic or pessimistic (promising high and delivering low)-Try and
deliver happy surprises and not unpleasant ones. By promising low (understanding your goals)
and delivering high (delivering more than you promised) you
Systematic problem solving approach- (proper problem assessment analysis)-Most problems in a
project worth solving are complex for solution.
Principle of consistency-For a project to succeed one should keep focused to an end goal in
mind. One need to work methodologically towards the goal and provide leadership.

MANAGEMENT
Principle of early testing-Testing is an important tool for ascertaining
that the project is on the right track or that a project will work
especially in manufacturing and process projects.
Thinking outside the box- keeping open mind-Project environment is
subject to certainty and therefore one cannot afford to be rigid. In this
case, it is advisable to reasonably be flexible.
Principles of input-output relationship in project life cycle. Project life
cycle is made up of logical and systematic stages with inputs-output
relationships. This success or failure of the past stage/phase
determines the success or failure of the following phase.

MANAGEMENT
Principle of viability-You should always select a project that is suitable for your organization
or community development goals/needs.
Principle of target beneficiaries-Any project initiated must have target beneficiaries.
Principle of documentation-Develop a culture of writing/noting down information, sharing it
and saving it. Documentation should be given a priority because it provides bases for
baseline control and reliable information.
Principle of pro-activity-Project operate in an uncertain environment and therefore prone to
risk. Being a non routine venture with progressive elaboration of the outcome, one cannot
leave the project activities
Effective change management-Changes are unavoidable in a project
environment because we live in a changing world that makes a project a
stochastic venture

PROJECT STAKEHOLDERS
Project stakeholders describe individuals, groups, or organizations
that have an interest in the project and can mobilize resources to
affect its outcome in some way.
Project Management Institute (PMI) definition of a stakeholder is:
“individuals and organizations who are actively involved in the project,
or whose interests may be positively or negatively affected as a result
of project execution or successful project completion”
Project stakeholders usually include the project manager, the
customer, team members within the performing organization, and the

STAKEHOLDER ANALYSIS
Stakeholder analysis typically refers to the range of techniques or tools to
identify and understand the needs and expectations of major interests inside
and outside the project environment
Importance of Stakeholder Analysis
Gain more support and resources
Increase project visibility, especially to executive stakeholders
Prevent costly roadblocks later in the project cycle
Communicate through the right channels at the right time
Share the right level of information with your stakeholders

PROJECT LIFE CYCLE/ PHASES
A project life cycle is the series of phases that a project passes through from its start to
its completion. It provides the basic framework for managing the project. This basic
framework applies regardless of the specific project work involved. The phases may be
sequential, iterative, or overlapping. All projects can be mapped to the generic life cycle
Phase 1: Project Initiation
This is the start of the project, and the goal of this phase is to define the project at a
broad level. This phase usually begins with a business case. This is when you will
research whether the project is feasible and if it should be undertaken. If feasibility
testing needs to be done, this is the stage of the project in which that will be completed.
Phase 2: Project Planning
This phase is key to successful project management and focuses on developing a
roadmap that everyone will follow. This phase typically begins with setting goals. Two of
the more popular methods for setting goals are S.M.A.R.T. and CLEAR Goal:

PROJECT LIFECYCLE OR PHASES
Specific – To set specific goals, answer the following questions: who, what,
where, when, which, and why.
Measurable – Create criteria that you can use to measure the success of a
goal.
Attainable – Identify the most important goals and what it will take to
achieve them.
Realistic – You should be willing and able to work toward a particular
goal.
Timely – Create a timeframe to achieve the goal.
Collaborative – The goal should encourage employees to work together.
Limited – They should be limited in scope and time to keep it
manageable.
Emotional – Goals should tap into the passion of employees and be
something they can form an emotional connection to. This can optimize
the quality of work.
Appreciable – Break larger goals into smaller tasks that can be quickly
achieved.
Refinable – As new situations arise, be flexible and refine goals as

PROJECT LIFECYCLE OR PHASES
CONT…
Phase 4: Project Performance/Monitoring
This is all about measuring project progression and performance and ensuring that everything happening aligns
with the project management plan. Project managers will use key performance indicators (KPIs) to determine if
the project is on track. A PM will typically pick two to five of these KPIs to measure project performance
Phase 5: Project Closure and Evaluation
This phase represents the completed project. Contractors hired to work specifically on the project are terminated
at this time. Valuable team members are recognized. Some PMs even organize small work events for people who
participated in the project to thank them for their efforts. Once a project is complete, a PM will often hold a
meeting – sometimes referred to as a “post mortem” – to evaluate what went well in a project and identify project
failures. This is especially helpful to understand lessons learned so that improvements can be made for future
projects.

BENEFITS OF HEALTHCARE PROJECT MANAGEMENT
Improve the quality of care by improving processes used to provide
that care.
Improve communication among healthcare staff caring for patients.
improve organizational planning.
Improve budgeting, as strong project management directly aligns
resources with important work.
Increase staff productivity.
Improve processes that are established to decrease the risk of
lawsuits — in large part because improved processes increase the
quality of care.
Improve relations with stakeholders, including insurance providers,
government agencies, patients, and others

PROJECT EVALUATION
CRITERIA
Impact. The effect of the project on its wider environment, and its contribution to the
wider policy, sector, PRSP or Country Assistance Strategy development objectives.
Relevance. The appropriateness of project objectives to the problems intended to be
addressed, and to the physical and policy environment within which the project
operates.
Effectiveness. How well the outputs contributed to the achievement of project
purpose and the overall goal(s), and how well assumed external conditions
contributed to project achievements.
Efficiency. Whether project outputs have been achieved at reasonable cost, ie how
well inputs have been used in activities and converted into outputs.
Sustainability. The likelihood that benefits produced by the project continue to flow
after external funding has ended.

ROLE OF M&E IN INSTITUTIONAL
MANAGEMENT
Accountability: demonstrating to donors, taxpayers, beneficiaries and implementing partners that
expenditure, actions and results are as agreed or can reasonably be expected in the situation.
Operational management: provision of the information needed to co-ordinate the human, financial
and physical resources committed to the project or program, and to improve performance
Strategic management: provision of information to inform setting and adjustment of objectives and
strategies.
Capacity building: building the capacity, self-reliance and confidence of beneficiaries and
implementing staff and partners to effectively initiate and implement development initiatives.

Monitoring and Evaluation Unit 1.pptx

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