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Project Monitoring
• Regular systematic collection and
analysis of information to track the
progress of program implementation
against pre-set targets and
objectives.
• The process of collecting and
analyzing information to track project
implementation progress
• Clarifies program objectives• Links activities and their resources to
objectives• Translates objectives into performance
indicators and sets targets• Routinely collects data on these
indicators, compares actual results with targets
• Reports progress to managers and alerts them to problems
Steps in Monitoring
Step I• Collecting data (facts, observation and
measurement) and documenting them – Indicators for objectives at all levels– Quality and appropriateness of
Activities and use of resources (performance)
– Project environment (Indicators for Assumptions)
– Project impact – Co-operation with target groups and
partners
Steps in Monitoring
4
Step II • Analyzing and drawing conclusions then
interpreting
– Comparison of planned & actual achievements (planned and unforeseen) & identification of deviations (review) and conclusions
– Changes in project environment & consequences for project; drawing conclusions
– Comparison of planned & actual mechanisms and procedures of project organization & co-operation with target groups; identification of deviations and conclusions
Steps in Monitoring
Step III• Making recommendations (judgement) &
taking corrective action
• Adjustment of timing of Activities and resources
• Adjustment of objectives • Adjustment of procedures and co-operation
mechanisms
Monitoring of Activities and Means
• Compares time planned for and finally required to carry
out an individual activity
• Major tool is the Annual Work Plan that should be
sufficiently detailed to allow for such a judgement
– DEADLINES are defined as the point time until which a
specific ACTIVITY has to be completed;
– MILESTONES are key events in the implementation of
ACTIVITIES that provide a measure of progress and a
target for the project team to aim at
– MILESTONES and DEADLINES provide the basis on which
project implementation is monitored and managed
Monitoring of Activities and Means • Whenever individual Activities deviate from the
schedule, the consequences on other Activities
and resources must be considered
• Causes of these deviations need to be analyzed
and timing may have to be adjusted.
• If deadlines for Activities that are on the “critical
path” or influence the timing of other Activities
cannot be respected, project management is
also required to react by adjusting plans, shifting
resources, etc.
Monitoring of Activities and Resources• Usually human & physical, need to be available at the
right time in sufficient quantities and quality
– Utilization of the required resources is monitored on the
basis of the Activity and Resource Schedules
– Monitoring the use of resources mainly concerns analyzing
the resources used as to the Results they achieved
(estimates project efficiency)
– Properly managing the use of resources means identifying
deviations from the scheduling, and taking corrective
action if required
– Control of funds requires regular budget reviews and
updates
Monitoring of Results
• Based on the Indicators for the
Results
• Indicators rep-resent the desired
situation at a specific time or at the
end of the planning period
• Progress is assessed by comparing an
initial situation with the current
situation
Monitoring of Assumptions
• Adequate monitoring of Assumptions
and Risks is rarely done
• Assumptions can also tagged with
Indicators and Sources of Verification
Monitoring of Impacts
• Impact monitoring looks at: – Project effectiveness (“doing
the right things”) and
beyond, i.e. the positive and
intended impacts;
– The side effects not
included in the logframe;
– The negative impacts.