THE PLACE OF M&E IN PM CYCLE- STEP BY STEP
- 1. KENYA INSTITUTE OF MANAGEMENT MONITORING &CERTIFICATION COURSE UNIT 2 DESIGNING & IMPLEMENTING M&E SYSTEMS SESSION2 THE PLACE OF M&E IN PROJECT MANAGEMENT CYCLE L.K.KIPLAGAT-0722366888 Email: labankiplagat@yahoo.com
- 2. Contents • Project management key terms • Types of projects • Characteristics of projects • Project management cycle • Components of project cycle • Linking m&e to project design • Critical factors to consider as part of project design.
- 3. Course objectives • Define project management and the project cycle • Describe the essential components of the project cycle • Provide an overview of the monitoring and evaluation as integral components of the project cycle • Describe the Logical framework Approach and the link between the Log Frame and Monitoring and Evaluation • Describe the Results chain and results based monitoring and evaluation
- 4. Project management- key terms A project: is an activity or set of activities that are undertaken either to overcome a problem and/or to develop an opportunity in given time & budget Program: A group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually. Portfolio: Projects, programs, sub portfolios, and operations managed as a group to achieve strategic objectives.
- 5. Project management- key terms A Project Life cycle: is a logical sequence of activities to accomplish a project’s goal or objectives. Each phase needs to be completed for the next to be tackled with success Project management: Is the application of knowledge, skills, tools and techniques to project activities to meet project requirements • Also described as an organizational approach to the management of ongoing operations • It is accomplished through the use of processes which include initiating, planning, executing, monitoring, controlling and closing
- 6. Types of projects • Project classification varies a lot depending on organization to organization. • Broad classification can group projects into: -Construction projects -Manufacturing projects -Extraction/mining projects -Management projects -Research and development projects • etc.
- 7. Types of projects • List 3 examples of each of the above classification • Distinguish between public and non public projects – How are they identified ? – Top down vs bottom up concept • Discuss the performance of projects around you • What factors affect the success of projects ?
- 8. Characteristics of projects • Projects exhibit the following characteristics: – Has objectives – Life span – Single entity – Team work – Life cycle – Uniqueness – Change – Successive principle – Made to order – Unity in diversity – High level of subcontracting – Risk and uncertainty
- 9. Characteristics of projects • When does a project stop being a project ?
- 10. Characteristics of projects Project boundaries
- 11. The Project management cycle • A project life cycle is the series of phases that a project passes through from its initiation to its closure. • The phases are generally sequential, and their names and numbers are determined by the management and control needs of the organization or organizations involved in the project, the nature of the project itself, and its area of application.
- 12. The Project management cycle • A project may be divided into any number of phases. • A project phase is a collection of logically related project activities that culminates in the completion of one or more deliverables. • Project phases are used when the nature of the work to be performed is unique to a portion of the project, and are typically linked to the development of a specific major deliverable.
- 13. The Project management cycle • There are various models to project management cycles. This include: -Project management institute (PMI)model -Pure waterfall model -Spiral model -Evolutionary prototyping model -Evolutionary delivery model -Throw away prototyping model -Staged delivery model -Design to schedule model
- 14. The Project management cycle • Each of the model is broken down into components also known as phases/stages. • According to PMI, the phases are • Initiation • Planning • Implementation/Execution • Monitoring and control • Termination/closure
- 15. The Project management cycle • According to Pure water fall model the phases are: -Requirements specification -Design -Construction or implementation -Testing -Installation and maintenance
- 16. The Project management cycle • According to Spiral model the phases are: -Planning -Risk analysis -Implementation -Evaluation
- 17. The Project management cycle • According to Evolutionary prototyping model the phases are: -The identification of the basic requirements -Creating the prototype -Verification of prototype -Change of prototype
- 18. The Project management cycle • According to Evolutionary delivery model the phases are: -Gathering of requirements -Designing -Iteration -Testing -Re design of iterations
- 19. The Project management cycle • According to Throw away prototyping model the phases are: -Identification of requirements and materials -Planning -Implementation prototyping and verification -Prototype enhancement and revision -Finalization
- 20. The Project management cycle • According to Staged delivery model the phases are: -Requirements specification -Planning -Implementation and testing -Closure
- 21. The Project management cycle • According to Design to schedule model the phases are: -Concept creation and requirements gathering -Planning and designing -Implementation -Evaluation
- 22. Components of project cycle… a).Initiation • Includes all activities performed to define a new project • Problem/ opportunity identified & proposal developed • Project manager is assigned • Project charter is developed and approved • Initial project scope is defined • Initial project finance is committed • Internal & external stakeholders are identified • Project feasibility is undertaken
- 23. Components of project cycle… ….Initiation • The project business case approval and commitment to funding may be handled externally from the project manager’s control (project boundary) • Project boundary is the point in time that a project is authorized to its completion • Large complex projects should be divided into separate phases. • Examples of large complex projects?....
- 24. Components of project cycle… ...Initiation • Project vision is set i.e. what is needed to be accomplished. • The success criteria are developed and verified. • Project alternatives are evaluated • Project drivers and objectives are developed • Influence of stakeholders is established and decision made whether to continue or not.
- 25. Components of project cycle… …..Initiation • Initial deliverables, project duration and forecast of resources done. • Project manager given authority to apply organizational resources to the subsequent project activities • Involving the project sponsors, customers, and other stakeholders creates a shared understanding of success criteria and hence their satisfaction
- 26. Components of project cycle… b).Planning • Planning consists of activities performed to establish total scope of the effort and refine objectives and develop the course of action required to attain those objectives. • Project management plan is developed and other project documents • Use of feed back loop for additional analysis is done • As more project information is gathered and understood, additional planning is required. • Project activity updates are done from new ideas.
- 27. Components of project cycle… ….Planning • Project planning and documentation are iterative and ongoing activities • Well planned projects is easily implemented , more successful and accepted by the stakeholders • The project management plan will explore aspects of: – Scope mgt plan – Schedule/time mgt plan
- 28. Components of project cycle… ...Planning – Cost mgt plan – Quality mgt plan – Communication mgt plan – Human resources mgt plan – Risks mgt plan – Procurement mgt plan – Stakeholder engagement plan – Monitoring and evaluation plan – Change management plan. – Etc.
- 29. Components of project cycle… c).Implementation • Implementation consists of activities to complete the work defined in the project management plan to satisfy project specification • It involves coordinating people and resources, managing stakeholder expectations as well as integrating and performing activities of project in line with project management plan.
- 30. Components of project cycle… ...Implementation • During implementation, results may require planning updates and re base lining. • The updates include changes in activity durations, resource productivity and availability and un anticipated risks. • Such variance may affect the project mgt plan or project documents and may require detailed analysis & mgt response • A large portion of project budget is expended at this phase.
- 31. Components of project cycle… d).Monitoring and Control • These phase contains activities required to track, review and orchestrate the progress and performance of the project. • It identifies areas in which changes to the plan are required and initiate corresponding changes. • Here, project performance is measured and analyzed at regular intervals, appropriate events or exceptional conditions to identify variance from project mgt plan
- 32. Components of project cycle… ...Monitoring and Control • It also involves – Controlling changes and recommending corrective or preventive actions – Monitoring ongoing project activities against project management plan and project performance measurement baseline. – Influencing the factors that could circumvent integrated change control Continuous monitoring provides project team insight into the health of the project.
- 33. Components of project cycle… e).Termination/ Closure • Project closure/termination consists of the activities performed to conclude all activities in the entire project to formally complete it. • It verifies that the defined activities are completed within all the phases as appropriate. • It also formally establishes the premature closure of a project e.g. those that are aborted, cancelled or those with critical situations • When some contracts cannot be formally closed( e.g. claims, termination clauses..) or some activities are handed to the parent organization, specific hand over procedure may be arranged and finalized.
- 34. Components of project cycle… ...Termination/ Closure • The following may also occur: – Obtain acceptance by customer or sponsor to formally close project – Conduct post project review – Record issues of each phase – Document lessons learned – Archive all relevant project documents as historical data – Close out all procurement activities – Perform team members assessment – Release project resource – Make any other recommendation
- 35. Components of project cycle… f) Other models components • Other models may have their components as: Programming Identification Formulation/ designing Appraisal Implementation Evaluation
- 36. Components of project cycle… … Other models components Programming stage • In this stage the strategy framework in which projects can be initiated, funded and implemented is established • Lessons learnt from previous evaluations are reviewed to inform program strategy • Projects are linked to program strategy in order to achieve sustainability. In order to achieve sustainable benefits the program strategy creates the context in which support for these benefits can exist • This stage sets the context for monitoring and evaluation
- 37. Components of project cycle… .. Other models components Identification stage • Stakeholders are defined, the problem (s) are defined and possible solutions are identified • Analysis of the problems faced by stakeholders through- – stakeholder mapping, analysis and mapping – Problem and objective assessment – Determining acceptable strategy options • The results of this exercise establish the rationale for project objectives and stakeholder expectations which will have to be monitored through out the project
- 38. Components of project cycle… …. Other models components Formulation- designing stage • The information obtained in the identification stage is used to prepare a logical framework in which the objectives, assumptions, indicators and evidence are ordered • Activity schedule and budget for the project are then prepared from the logical framework • The full project proposal is then prepared
- 39. Components of project cycle… … Other models components Appraisal stage • Here the proposal is examined to see whether it is technically and financially sound and whether it feasible • If not the previous stages are repeated until the design is feasible
- 40. Components of project cycle… .. Other models components Implementation stage - Project is mobilized and executed - Monitoring and evaluation supports management to make decisions and steer the project to success - Activities, budget schedule, outputs, assumptions, stakeholder responses and project contributions towards outcomes will be monitored at this stage - The projects progress towards meeting its objectives and contribution to the strategy should be measured at this stage
- 41. Components of project cycle… …Other models components Evaluation • At this stage evaluation is carried out to measure the project’s outcomes, impact and contribution to the strategy using quantitative and qualitative methods that focus on relevance, efficiency, effectiveness, impact and sustainability • Conclusions, recommendations, impact and lessons learnt will complete the evaluation
- 42. Linking M&E to project design and implementation • Traditional Project Management placed monitoring and evaluation as the last step in the project cycle. Contemporary project management practices highlight M&E as an important aspect hat should be evident thorough out the life of the project • Monitoring and evaluation are an integral part of the whole project cycle and should be planned for and designed at the same time as planning and designing a project.
- 43. Linking M&E to project design and implementation Good practice in project design: • Involve all relevant stakeholders in the participatory process of project design • Undertake a thorough situational analysis with primary stakeholders to learn as much as possible about the project context as a basis for designing project strategy and implementation process • Develop a feasible and logical project strategy that clearly expresses what will (goal and purpose) be achieved and how it will be achieved (outputs and activities)
- 44. Linking M&E to project design and implementation Good practice in project design: • Agree and focus on cross cutting issues (e.g. gender, environment, hiv ..) in order for them to be built into the project strategy • Plan for long tem capacity development and sustainability to ensure the project contributes to the empowerment and self reliance of the people and institutions • Build on opportunities and activities that support learning and enable adaptation of the project strategy during implementation
- 45. Linking M&E to project design and implementation • For M&E to be successful the whole project cycle needs to be understood and approached as a whole entity • At each stage of the project cycle there are tasks that will plan and implement the project and also monitor and evaluate. • Used effectively at all stages of the project cycle, monitoring and evaluation can help to strengthen project design, implementation and partnership with project stakeholders
- 46. Linking M&E to project design and implementation • During project formulation, a broad M&E frame work should be developed and included in the formulation and appraisal documents. • The M&E framework complements the highly summarized M&E information in the log frame • The M&E framework should provide; – Sufficient detail to enable budgeting and allocation f technical expertise – An overview of how M&E will be undertaken – Guidance for the project staff about how M&E should be set up during start up
- 47. Linking M&E to project design and implementation Key Questions Steps/level M & E Why a project? Statement of the problem What will be the impact? Articulation of impact (long term development objectives) Impact indicators What will it achieve? Articulation of outcome (immediate objectives) Effect/Outcome indicators What will it produce? Expected outputs Output indicators What are the activities and resources needed? Activities/ Inputs/ Financial resources Input indicators/ schedules What are the external factors? Threats, risks, complementarities Each planning level/ step represents a set of indicators
- 48. Linking M&E to project design and implementation Project cycle and M&E 1. Programming Contributing to the program /strategy 2. Identification Stake holder analysis Problem and objective analysis 3. Formulation Project design Activity schedule Budget planning Setting up M7E system 4. Appraisal Technical appraisal; Financial AppraisalPre- conditions Implementation Activities Planned and Actual Achievement of outputs Assumptions and risks Stakeholder responses Analyze progress to outcomes 6. Evaluation Undertake summative evaluation Conclusions and recommendationLessons learnt Learning lessons OUTPUTS INPUTS IMPACT IMPACT EVALUATION INPUT/OUTPUT MONITORING/ MID TERM EVALUATION SUSTAINABILITY MONITORING OUTCOME INPUT MONITORING M&E plan developed INPUTS INPUT MONITORING Undertake baseline assessment
- 49. Linking M&E to project design and implementation The log frame and m&e 49
- 50. Linking M&E to project design and implementation The projects results & m&e Project Objective Hierarchy Project Results chain Goal Purpose Objectives Activities Inputs Impact Outcome Output Activities Inputs Evaluation Monitoring
- 51. Project phase Type of evaluation -Initiation -Planning -Implementation -Monitoring & control -Termination *O&M *Rehabilitation Ex-ante evaluation Mid-term/ ongoing evaluation Summative / end of project evaluation Ex-post evaluation Linking M&E to project design and implementation
- 52. Critical factors to consider for M&E as part of project design • Attitudes , relationship and commitment of all – individuals and organizations involved and have been active from the design phase of a project are more likely to take an interest in monitoring the progress and achievements of the project • The logic and feasibility of the project strategy – when a project lacks strategy and its objectives are unrealistic , good M&E is almost impossible. • The evaluation questions and indicators become meaningless and do not produce useful information
- 53. Critical factors to consider for M&E as part of project design • Resources allocated to M&E (funding, time, equipment, expertise etc). – Funding is necessary for information management, participatory monitoring activities, field visits. – Time for establishment of the M&E system, conducting a participatory baseline, training. – Technical expertise to support M&E development . • Operational guidelines for M&E – during project design, the broad framework of the M&E system with clear roles and responsibilities as well as information rights needs to be defined
- 54. Critical factors to consider for M&E as part of project design • The degree of inbuilt flexibility during project implementation . • M&E systems are supposed to generate the learning that helps project /organizational partners to continually improve implementation of strategy. • The design team needs to have identified the degree of project flexibility and boundaries of process for design and adaptation.
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