Chapter VI

PROJECT MONITORING AND EVALUATION

Abrha M.(PhD)
 Outline
 6.1. Defining monitoring and evaluation
 6.2. Why need for monitoring and evaluation?
 6.3. Types of monitoring and evaluation
 6.4. Planning for monitoring and evaluation
 6.5. The monitoring and evaluation process
Project Monitoring
 The basis of project monitoring systems is
to track actual progress against planned
progress at any given time.
 This covers financial progress (monitoring of
actual expenditure against budgeting
expenditure) as well as the progress of project
activities.
 Monitoring systems should be considered
alongside the implementation plan because it is
the targets set out in this plan which forms the
targets for monitoring.
 The whole system is therefore often referred to as
an “integrated planning, implementation and
monitoring system” (IPIMS).
Cont’d
 Monitoring systems should:
 At all times be concerned with future
progress.
 Be simple and cost effective.
 Be able to detect deviations
quickly and accurately.
 Be verifiable.
Cont’d
 When designing a monitoring system, the project
formulation should keep the following points in
mind:
 Identify key personnel or informants for the monitoring
information.(from line mangers, accountants, contractors
and suppliers etc.)
 Indicate frequency of data/information collection time.
 Identify responsibilities for data processing.
 Try to attain the right combination of speed and
accuracy.
 Make sure that the monitoring system only
intends to processes that data which is
necessary.
Cont’d
 Monitoring systems in themselves are
ineffective unless they are linked to an
effective control system which will allow the
manger to take swift and effective action
to remedy any deviations from the
implementation plan.

 Systems concerned with implementation

measure the project’s effectiveness in
converting inputs to outputs; while
monitoring systems concerned with
operations measure the project’s
effectiveness in converting outputs into
immediate and wider objectives.
Monitoring systems (3
parts)
1. Monitoring of physical progress:
 milestone (target) monitoring and
 time chart monitoring.
 Activity outputs can be quantified as a single
number (for example, 250 books printed out of
a target of 1000).
 Activity outputs can be measured and
valued.
 Activity outputs cannot be directly valued.
Time spent to date X 100(%)
Total time to complete
 it is possible to plot this information against the
implantation plan in the form of a bar chart.
Cont’d

2. Monitoring of financial progress

 This involves comparing actual expenditure against
the financial plan (budget) produced as part of the
implementation plan. The project must therefore have a
cost reporting system in place to enable a comparison of
actual and predicted costs.
 Once the manger has access to accurate cost data, it is
possible to utilize this information in the process of project
cost control.
 Using the following relationship can do this:
 Cost of work to date = Cost of work remaining
 Value of work to date Value of work remaining

 The information gained through this calculation can then be

entered in tabular form.
Cont’d
3. Monitoring the quality of project
outputs.
 This involves ensuring that outputs are
delivered according to specification.
 This is normally done through a system of
direct inspection and supervision. A formal
agreement between the implementing
agency and the project owner that project
outputs are satisfactory is known as
‘signing-off’.
 Each project will have its own quality
assurance features in operation and it is
important that the quality control aspect is
not overlooked during project design.
 EVALUATION:

 Evaluation is the structured process by which

a project activities and achievements are
assessed and understood.
 It provides information for those who are
involved in the project such as managers,
promoters, funders and/or policy makers.
 Evaluation in addition to quantitative
questions attempts to answer also
qualitative questions. Evaluation could be
ongoing (mid term), terminal or ex post.
Differences between Monitoring and
Evaluation
PROJECT
SUSTAINABILITY:
 A project is sustainable if its net benefits
continue throughout the life of the project at
a level sufficient to meet the predetermined
objectives.
 Sustainability is, therefore, the ability of a project
under consideration to continue operation or
provision of services and/or production
without interruptions for the period under
design.
 It also includes the managerial and technical
capacity and capability of the project personnel
in the operation and running of the project to
meeting its desired objectives.
Cont’d

 Full coverage and exhaustive analysis of

project aspects such as: demand/need,
technical, environmental, social,
institutional, financial, and economic
analyses are critical for the sustainability
of a project under consideration.
 Furthermore, risk, uncertainty and
distributional analysis are vital to
ensure the sustainability of a project.
Summary of Project Analysis and Overall
Decision Project Profile
1. Project Title: ______________________________________
2. Project Code: ____________________________________
3. Specific area where project will be implemented:
_______
4. Sector within which a project will be
implemented: ______
5. Responsible Authority: _____________________________
6. Scheduled Start Date:
_______________________________
7. Scheduled completion
Date:____________________________________
8. Total Budget: ______________________________________
9. Sources and Terms of Project Financing:
________________
 Summary of Project
Analysis:
Issues of Project Good Satisfactory Unsatisfactory Comments
Preparation

Technical aspect

Environmental
aspect

Social aspect

Institutional
aspect

Financial aspect

Economic aspect

Sensitivity
analysis and Risk
Overall decision
Accept Reject Redesign Comment(action to
be taken/by whom)
 Key Points _ summary 17

Project identification
Corporate
N Goal Investment opportunities
Preliminary screening

Strategic Project preparation/feasibility

planning study/project appraisal
Market, technical,
institutional, social,
it is not worth environmental & financial
spending
resources to
Detailed planning
thoroughly
evaluate such
proposals.
Implementation
Close out
Examples of
Monitoring and Evaluation

*Image courtesy of: World Lung Foundation

 Why Monitor and
Evaluate?
1. Collect accurate information
about the TB Programme

2. Use that information to

improve the TB Programme
 Monitoring serves several
purposes
 Management
 Reporting
 Accountability
 Advocacy
 Evaluation
 Why Evaluate?
 Episodic assessment of specific indicators
 determine effectiveness or impact of services or
activities
 during a given interval
 Determine whether goals are being met
 Assess impact of a specific service or intervention

- HIV testing among TB patients

 Advocacy
Benefit for BNTP
 Determine if staff activities follow BNTP
guidelines

 Measure key indicators related to case

detection, quality of diagnosis, and TB
treatment

 Identifyproblems in implementing TB control

activities (e.g., laboratory reporting delays)

 Inform the annual evaluation of TB Programme

 Usethe findings to modify programme goals

and strategies (e.g., implementing RHT)
Surveillance Data and Programme
Monitoring within BNTP

National-level: ETR

District-level: District TB Register and

ETR

Clinic-level: TB Suspect and TB Case

Registers
How
should I
monitor?
 The first step is observation, but talking
and analysis help you understand the cause

Observe Talk Analyse

Actions Attitudes Consistency

Processes Understandin Accuracy
g
Conditions Morale Effectiveness
Observ
e
Take a look around the clinic

 Are there signs of

disorganization?
 Are the patient
treatment cards for
all registered
patients available?
 Are the cards in a
binder in numerical
order?
Are the meds
organized?
Communication
with
Clinic Staff
Through communicating we can:

Find Out More from People

 Test level of knowledge

 Gauge attitude and morale

 Seek guidance on priority areas

Some Communication Tips


DO’s:
 Listen and be prepared to
learn
 Take notes – it’s your job.


Don’t be embarassed! DONT’s:
 Ask follow-up questions  Don’t worry if the person
and explore the issues knows more than you
 Compare one story against  Don’t take anything at
another! “Triangulate” face value – CHECK all
verbal information against
the data
 Don’t threaten or
intimidate the people you
speak to
 Analysing the
treatment card
By now (hopefully)…
We have:
 An understanding of the principles of M&E
 Some experience and guidelines you can
take away with you on good ways to:
 Observe
 Communicate
 Analyse
Thank you
and
Good Luck!