Unit 5

Project Monitoring and

Evaluation

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 Concepts of Project Monitoring and Evaluation

 M&E is one of the most talked about, but least

practiced aspects of organizational management.”

 Why do you think this is??

 Why do people fear M & E?

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 Did you know …?
 Managers commonly state that Few managers consider M&E as:
measuring performance is
 The strategic system for judging
complex, time intensive, and
their economic effectiveness;
costly.
 A tool to ensure the organization
 Many organizations consider
is promoting change;
M&E to be a requirement of the
funding agencies that support  Predicting their organization’s
them and thus see M&E as an future sustainability.
external necessity.

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
Presented By Desta Mulugeta (Asst. Prof.,
PhD)
M&E Overview (key concepts)

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 Monitoring
 Monitoring is a systematic process of collecting and analyzing

information to track efficiency of organization.

 In its simplest term it is collection and analysis of information to

track and compare what is planned with what is done.

 It involves about the use of resources, the progress of activities,

and the way these are carried out.

 Identifies shortcomings before it is too late.

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 Monitoring….
 It is the systematic and routine collection of information from
projects and programs for four main purposes:

1. To learn from experiences and improve activities in the

future

2. To have internal and external accountability of the

resources used and the results obtained;

3. To take informed decisions on the future of the initiative;

4. To promote empowerment of beneficiaries of the

initiative.

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 During monitoring, we have to apply triple A
process
Identify the “what”

Assessme
nt

Action Analysis

Identify the “how”- agree Identify the “why”

on actions to improve the understanding the
Presented By Desta Mulugeta (Asst. Prof., PhD)
situation causes
Monitoring Questions

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 Common Types of Monitoring?

1 4
Activity/Process Benificiary
Mon. Mon.

2 5
Result/Performa Context Mon.
nce Mon.

3 6
Compliance Mon. Financial Mon.
Presented By Desta Mulugeta (Asst. Prof.,
PhD)
 Activity Monitoring

Community
•Funds consultation Reduced
•Staff and Community Better disease due
•Buildings participatory water points access to to water
•Equipment design. constructed safe water. borne illness
Inputs Activities Outputs Outcome Goal

Check Check if
availability activities are
of inputs - being
quality, implemented
quantity and as planned
Presented By Desta Mulugeta (Asst. Prof.,
timeliness. PhD)
 Results Monitoring

Community
•Funds consultation Reduced
•Staff and Community Better disease due
•Buildings participatory water points access to to water
•Equipment design. constructed safe water. borne illness
Inputs Activities Outputs Outcome Goal

Check if Check extent

activities are to which
leading to outcomes are
outputs. being
Presented By Desta Mulugeta (Asst. Prof., achieved
PhD)
Types of Monitoring Indicators

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 Evaluation
 Evaluation is a systematic process of collecting and analyzing
information to assess the effectiveness of the organization.

 Evaluation provides regular feedback that helps analyze

consequences, outcomes and results.

 Evaluation also provides regular feedback that helps

organizations assess relevance, scope and sustainability

 Evaluation is result based (???)- measures the results

through indicators.

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
Evaluation Questions

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 Evaluation Criteria /What to Evaluate?/
• Most of the basic evaluations criteria and concepts are
universally accepted and used by all organisations as well as
by the donors’ community.
• The criteria for evaluation address five major sets of issues.
These are:
1. Relevance
2. Efficiency
3. Effectiveness
4. Impact
5. SustainabilityPresented By Desta Mulugeta (Asst. Prof.,
PhD)
 Purpose of Evaluation
 to identify the constraints or bottlenecks that hinder the
project in achieving its objectives.
 to assess the benefits and costs that accrue to the intended
direct and indirect beneficiaries of the project.
 to draw lessons from the project implementation experience
and using the lessons in the planning of other projects in that
community and elsewhere.
 to provide a clear picture of the extent to which the
intended objectives of the activities and the project have
been realized.
 to provide feedback on project outcomes and successes to
the community involved.

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 Types of Evaluation
Evaluation can be seen in terms of periods of evaluation,
persons conducting evaluation and Evaluation Technicality or
Methodology.
 Ex-ante Evaluation (Start up Evaluation), Mid-term Evaluation or On-
going Evaluation/Formative Evaluation, Terminal/Summative Evaluation;

and Ex-post Evaluation (Impact Assessment).

o Internal, External, and Joint evaluation

 Real-time evaluations (RTEs), Meta-evaluations.

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
What is the difference between Monitoring
and Evaluation?

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
Difference between M&E

Presented By Desta Mulugeta (Asst.

Prof., PhD)
Difference between M&E

Presented By Desta Mulugeta (Asst.

Prof., PhD)
 Monitoring vs. Evaluation
Monitoring Evaluation

Why?  Check progress, ✓ Assess progress and worth,

✓ Inform decisions and ✓ Identify lessons and
remedial action, recommendations for longer-
✓ Update project plans, term planning and
✓ Support accountability ✓ Organizational learning;
✓ Provide accountability
When? Ongoing/continuous during Periodic: Mid-term, End term
project/program
Who? Internal self assessment Internal and or External

Link to Focus on inputs, activities, Focus on outcomes and

logical outputs and shorter-term overall goal i.e. relevance,
hierarchy outcomes impact and sustainability
Presented By Desta Mulugeta (Asst. Prof.,
PhD)
 WHY M&E?
 M&E provides organizations with a tool to monitor how
EFFICIENTLY the organization promotes change.

 M&E provides organizations with a tool to evaluate how

EFFECTIVELY they promote change.

 M&E fosters public and political cooperation and supports

particular information needs for target audiences.

 M&E provides managers with a tool to gain timely

information on the progress of activities, and allowing them
to compare what was planned to what is actually
occurring.

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 WHY M&E?… CONT’D

 M&E promotes organizational learning and encourages

adaptive management (actions in response to learning).

 Monitoring data helps us, do good evaluations.

 It is easier to evaluate a project’s impact or success if you

have information about the project history to examine.

 So, improve the chances of project success

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
WHY M&E?… CONT’D

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 Benefits of M&E

Do our job better so Uphold

that we better accountability and
transparency
achieve our mission
to help those in need

Contribute to
Promote work
organizational
and celebrate
learning
our work
Presented By Desta Mulugeta (Asst. Prof.,
PhD)
 Setting up M&E System
 The system aims at gathering, processing, reporting and utilizing information in the
progress of activities, outputs, outcomes and impacts of projects
 The M&E system contains the following steps:

 Determine objective of M&E,

 identify key stakeholders and their information need
 Identify and allocate resources for M&E
 Identify results and key indicators
 M&E plan
 Determine data collection, process and analysis
 Prepare, disseminate and use M&E reports

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 Developing M&E Plan

 Is a process of developing a clear plan for monitoring and

evolution of a project.

 M&E plan concerns setting up the systems and processes to

project goal and objectives.

 It provides the information needed to assess and to guide the

project strategy.

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 Developing M&E plan …

Ensure planned results

are achieved

Why

Generate new knowledge Generate shared

and support learning understanding
Presented By Desta Mulugeta (Asst. Prof.,
PhD)
 Developing M&E plan …

Foster public and political support

Help in mitigating and

managing crises Help in determining
Why what success will look
like

know what and when should be

Improve focus on priorities done

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 Developing M&E plan …
When do We develop M&E Plan?
 Before project implementation.

How long does it take to do a M&E plan?

 Depends on the logframe, but usually 2 days (or weeks), and then review time.

Who should be involved in M&E Plan development?

 Critical to involve the program team:

1. Familiar with local context

2. Reinforce understanding for reliable data collection

3. Ownership of M&E

Is it worth ?
 Saves MUCH time in clarifying what and how to collect data, and avoiding extra
Presented By Desta Mulugeta (Asst. Prof.,
time to address poor quality data. PhD)
 Developing M&E plan …
Steps in developing M&E plan

 Step 1: Identify information

 Step 2: Identify informants

 Step 3: Identify data collection methods

 Step 4: Identify responsible persons and time

 Step 5: Identify data analysis methods

 Step 6: Identify report writing process

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 Developing M&E plan …

Monitoring and evaluation plan format

Data informa Data Responsibil Frequen Data Reporti
needed nts collection ity cy analysis ng
What do Who can How to Who will How How to How to
we provide? collect do? often? analyze report?
need? data? data?

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 Developing M&E plan …
Example of a Monitoring and evaluation plan
Information informa Data Responsib Frequen Data Report
needed nts collection ility cy analysis ing
What do we Who can How to collect Who will How How to How to
need? provide? data? do? often? analyze report?
data?
• Significa Women • Semi- • Field • Ongo • Quantitat See
nt who structured staff ing (for ive and interna
changes received interview • Trainer monitori qualitativ l
training • Focused s ng) e data versus
group • Externa • Whe analysis externa
discussions l n there is l
• Observatio consult external reporti
n in ants evaluatio ng
communiti (if n
es evaluat
• Informal ion)
Presented By Desta Mulugeta (Asst. Prof.,
dialogue PhD)
 6 M&E Plan Columns
1. Indicators - what

2. Indicator Definition & Unit of Measurement -

what

3. Data Collection Tools & Methods - how

4. Frequency & Schedule - when

5. People Responsible - who

6. Information Use/Audience - why

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 Developing M&E plan …
Indicator Definition Frequency Information
Data Collection Responsibilit
Or (& unit of & Use &
Source-Method ies
Assumption measurement) Schedule Audience
OUTCOME 1:
Indicator 1a:

Indicator 1b:

OUTPUT 1a:
Indicator 1a:

Indicator 1b:

ASSUMPTION:
Assumption 1b:

ETC.
Presented By Desta Mulugeta (Asst. Prof.,
PhD)
 Column1: Indicator…
Definition Data Frequen
Indicator Information
(& unit of Collection cy & Responsibilitie
Or Use &
measurement Source- Schedul s
Assumption Audience
) Method e
Objective 1.1: #
communities
that successfully
conduct a
minimum
of one annual
mock disaster
exercise-scenario.

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 Column 6: Information Use & Audience
Indicator
Definition Data Collection Frequency Responsibiliti Information Use
Or
(& unit of measurement) Source-Method & Schedule es & Audience
Assumption
Objective 1.1: Community: refers to those Pre-arrange to be Frequency: Community
recognized by the local government present during the
1.Project
# Data
communities
municipality and census. actual disaster
collection Field
monitoring
Success: exercise; use
that 1. Scenario must be unannounced
Disaster Simulation is quarterly Coordinator 2.Project
successfully through the early warning (QPR).
Checklist to assess
conduct a
system; evaluation
2. Response time must be under performance of
minimum 15 minutes; scenario, using a Schedule:
of one annual 3. Community Disaster Response rating scale with a 1) Develop
3.Informational
mock disaster Team (CDRT) must assemble, minimum score to disaster reporting to
fully equipped and ready to determine
exercise- respond; “successful.” simulation senior
scenario. 4. General public reports to checklist by management,
public shelters as designated in 4/15/2023.
their disaster management Enter indicator ERCS and
plan;
5. Etc.
information into the 2) Begin data Danish, donors,
Quarterly Project
collection on public, and
Numerator: # communities w/ Report (QPR).
4/15/2023.
successful scenario in year. government
Denominator: total # targeted
communities. (Ministry), and
Example: 75 successful communities beneficiaries.
/ 100 total communities = 75%
Presented By Desta Mulugeta (Asst. Prof.,
PhD)
M&E Plan Columns…

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
Column1: Indicator…
Hierarchy of Indicators

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
Presented By Desta Mulugeta (Asst. Prof.,
PhD)
Why undertaking Monitoring and Evaluation?

1. To check whether our project meets its objectives.

2. To generate data about the project’s progress.
3. To build greater transparency and accountability.
4. To improve day-to-day decision-making.
5. Inform us about the strengths and weakness of the project.
6. To detect unexpected and unintended results and effects of
the project.
7. To provide early warning of problems.
8. Explain the reasons why project activities succeed or fail.
9. To build understanding and capacity.
10. To stimulate learning.
11. To demonstrate & strengthen accountability
Presented By Desta Mulugeta (Asst. Prof.,
PhD)
 The power of measuring results
 If you do not measure results, you cannot tell success
from failure.
 If you cannot see success, you cannot reward it.
 If you cannot reward success, you are probably
rewarding failure.
 If you cannot see success, you cannot learn from it.
 If you cannot recognize failure, you cannot correct it.
 If you can demonstrate results, you can win public
support and donor interests.

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
Monitoring and Evaluation Report
The M & E Report could be presented in two forms:
1. Narrative Report
The following information should be addressed in a narrative
report:
 Introduction. Significant developments in the reporting
period.
 Objectives and planned activities for the period.
 Were the objectives and the activities of the project
achieved?
 Did you meet any bottlenecks and/or problems? (If yes,
what? What was done to deal with them?)
 Were you able to carry out the activities according to
schedule? (If not, why? What was done to adapt the
activities? )

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
 Does the target group reached?
 Copies or samples of every material produced during the
project implementation, like posters, leaflets, study reports,
newspaper articles, publications, training lessons and
programs, etc.
 Objectives and planned activities for the next period.
 Specific recommendations for any action necessary to
ensure that the project achieves its objectives.

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
2. Financial Reports

Financial reports should address the following

information:
 An account of the progress made towards the achievement of the
project objective.
 An overview of expenditures during the reporting period.
 An explanation of any deviation from the budget and links to
actual progress.
 An overview of the budget required for financial activities and
expected output over the next 12 months.
Presented By Desta Mulugeta (Asst. Prof.,
PhD)
5.3 Project Closure Phase

• The last major phase of a project's life cycle is

project closeout. Project closeout is performed
once all defined project objectives have been
met and the customer has accepted the project’s
product. In this phase, you will formally close
your project and then report its overall level of
success to your donor.
Presented By Desta Mulugeta (Asst. Prof.,
PhD)
 Project Closing
• A successful project can be closed either by extinction or
by addition or by integration; whereas an unsuccessful
project can be terminated by starvation.
• A project can be said to be closed successfully only when
it has a proper final report in place.
• A final report contains all the knowledge gained from the
processes of the project. Project final report along with
the project records is the best source to gain experience
from previous projects and improve the way future
projects are handled.

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
The main functions of the project closeout process
are:
• to formalize project completion and disseminate
information to project participants;

• to assess the project and derive any lessons learned and

best practices to be applied to future projects; and

• to verify that all work has been accomplished as agreed

and that the client or customer accepts the final product.

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
• The project manager must ensure that the project is brought
to its proper completion. The closure phase is characterized
by a written formal project review report containing the
following components:
• completion and closeout of any contractual
agreements with suppliers or providers
• formalizing customer acceptance
• closeout of any financial matters
• preparation of the project’s final performance report
• conducting a project review
• documenting lessons learned
• completing, collecting and archiving project records
• Celebrating project success.

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
• There are two processes that occur during project closeout.
These are contract closure and administrative closure.
• Contract closure involves checking the work for
completeness and accuracy and documenting formal project
acceptance. In other words, contract closure involves
verification that all work has been completed correctly and
satisfactorily, updating of contract records to reflect final
results, and archiving information for future use.

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
Among other activities of contract closure includes:

• Confirming the project has addressed the terms and

conditions of the contracts

• Confirming completion of exit criteria for contract

closure

• Formally closing out all contracts associated with

the completed project

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
Administrative closure involves gathering and disseminating
project closure information to relevant parties, archiving
files, and documenting lessons learned. Among other
activities administrative closure includes:
 confirming the project has met all sponsor, customer, and
stakeholder requirements
 verifying that all deliverables have been delivered and
accepted
 validating exit criteria have been met

Presented By Desta Mulugeta (Asst. Prof.,

PhD)
Any Questions
Presented By Desta Mulugeta (Asst. Prof.,
PhD)