Transcript LogFrame Matrix - Home

th
12
May
Monitoring and
Project Control
Objectives
Anticipated Outcomes
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Express why Monitoring and Controlling are Important.
Differentiate between Monitoring and Controlling processes
Articulate the elements of Monitoring and Controlling
Understand various types of Monitoring and Controlling
Be able to develop a Monitoring Plan
Monitoring Complete Project Status
Knowledge Area
Process
Integration
• Monitor Project Work
Scope
• Assess Scope Status
Time
• Schedule Monitoring
Cost
• Cost Monitoring
Quality
• Assess Quality
Human Resource Management
• Manage Project Team
Communication
• Performance Reporting
• Manage Stakeholders
Risk
• Risk Monitoring
Procurement
• Contract Administration Monitoring
Conceptual Design and Monitoring
Project Proposal /
Project Charter
The Logical
Framework
links naturally to
other project
management
tools
Logical Framework
Goal
Purpose
Outputs
inputs
Annual Performance
Target Table
Indicator
Output Based
Budget
Critical Path Method
GANTT Chart
Time
Task
Output 1
_______
_______
Output 2
_______
_______
Y1
Y2
Y3
Y4
Y5
4 Categories of Monitoring
Project
Description
3. Objectives Monitoring Is the causal logical
between the objectives
and the goal correct?
2. Outcomes Monitoring Is the causal relationship
between the results and
the objectives correct?
1. Operational Monitoring
(bean counting)
• Service Delivery
• Physical Distribution
• Financial tracking
• Procurement and inventory
tracking
Indicators
Source of
Verification
Assumptions
Goal
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Objective(s)
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Results
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Activities
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Inputs
4. Risk Monitoring – Pay special attention to
monitoring your assumptions at the
Activity and Results levels during
implementation
Monitoring the Project Constraints
• Compare against the triple constraint
baselines
– Cost
– Time
– Scope (Product and Project)
• Identify variances
• React as necessary
Project Baselines
• The original plan, plus or minus approved
changes
• Baselines
– Scope: statement of work, work breakdown
structure
– Cost: project budget
– Schedule (Time): network diagram, Gantt
chart
Do we ever want to change the Baseline?
Stakeholder Monitoring Needs
What does each need to know – when and
why?
Project Manager
Organization and Partners
Beneficiaries
Project Team
Donor
What is the most cost-effective means of
getting the information?
Utilization-Focused M&E
Stakeholder
Need to Know
Inputs
How Often
Responsibility
Cost and Complexity of Data Collection
6 Questions for Monitoring Plans
1. What information is needed to track the indicator?
2. Who will collect the information? How often will it be
collected?
3. What data collection methods are appropriate?
4. How will the information be analyzed? Who will
analyze it? How often will it be analyzed?
5. Who will report the results?
6. Who will receive the results? What decisions will be
made with this information?
The Monitoring Plan
Monitoring Responsibility Worksheet
Why evaluate?
The main objectives of program evaluations are:
• To inform decisions on operations, policy, or strategy
related to ongoing or future program interventions
• To demonstrate accountability to decision-makers
(i.e. donors).
• Shows a clear linkage between your design (using
LogFrame) and your actual deliverables.
After Action Review
Review the activity and its related objective or
deliverable. For each one ask the following:
1. What did we set out to do?
2. What did we achieve?
3. What went really well?
4. What could have gone better?
5. What prevented us from doing more?
6. What can we learn from this?
Final Evaluations
• Conducted toward the end of the project.
• Largely judgment oriented – determining overall
merit, worth or value of a project.
• Generally include an external evaluator and require
more planning and investment.
Disadvantages
Advantages
External
vs.
Internal
Evaluators
External
Internal
•Provides a fresh look at the project and can draw
from other project experiences
• Not personally involved, easier to be objective
• Is not part of the power and authority structure
of the project
• Trained in evaluation methods and has wide
experience planning and conducting other
evaluations
• Better able to focus for longer periods of time
on evaluation tasks
•Has in-depth understanding of the project and
can interpret attitudes and behaviors of
participants and stakeholders
•May lessen anxiety as he is well-known to project
stakeholders and has established relationships
•Less expensive
• May have limited understanding of the project,
and participants and stakeholders involved and
therefore needs time to digest information on
the project
• May cause more anxiety as he does not have an
established relationship of trust with project
stakeholders
• More expensive
• May be unwittingly constrained by attitudes such
as “We have always done it this way”
• Personally and professionally involved, so harder
to be objective
• Is part of the power and authority structure of
the project
• May not be trained in evaluation methods and
may have limited experience planning or
conducting evaluations
• May have time constraints for evaluation due to
other duties
Ex-Post Evaluations
• Conducted at a defined period of time after project
completion.
• Knowledge-oriented, emphasizing sustainable impact
evaluation
• Are especially useful when advocating for
interventions in a specific program or portfolio area.
• Not conducted as regularly as final evaluations.