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PROJECT MONITORING, EVALUATION AND CONTROL
Monitoring is the systematic collection and analysis of information as a project
progresses
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It is based on set targets and activities planned during the planning
phase of work
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If done properly, it is an invaluable tool for good
management, and it provides a useful base for evaluation
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Monitoring is the process of observing progress and resource utilization and
anticipating deviations from planned performance and expectations
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It is continuous gathering of information on all
aspects of the project
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• Giving feedback about the progress of the project to donors, implementers
and beneficiaries of the project
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Objectives of project monitoring
• To determine the real start and real finish date
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If the project is
not finished, it is also to establish the outstanding work
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These are used internally and as well as to stakeholders
(outsiders)
c) Project reviews
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This is an important milestone in project implementation
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This review will build on the annual
reviews but it will be more detailed to bring out the lessons learnt
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e) Key results
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f) Indicators
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It looks at what you set out to do, at what you have accomplished, and how you
accomplished it
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It can also be summative (drawing learnings from a
completed project or an organization that is no longer functioning)
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This could be input in terms of money, time, staff, equipment and so on
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Effectiveness is a measure of the extent to which a development programmes or
project achieves the specific objectives it set
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In other words, was your strategy useful? Did
ensuring that teachers were better qualified improve the pass rate in the final year of
school? Before you decide to get bigger, or to replicate the project elsewhere, you
need to be sure that what you are doing makes sense in terms of the impact you want
to achieve
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Evaluation Project managers take interim evaluations during implementation as a
first review of progress, a prognosis/predictions/ forecast/projection of a project’s
likely effects, and a s away to identify necessary adjustments in project design
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It is not restricted to the completion stage only but involves periodic
investigations at many stages
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The on-going evaluation is carried out by the organization of its own to reassess the projected feasibility of the PC-I content because of the time lag, while
external evaluation is done by an agency other than the body involved in the

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implementation of a project
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(b) Post-Completion Evaluation
The purpose of an ex-post or post-hoc evaluation is to discover the actual, as opposed
to the projected, results of implementing a project
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The examination of different aspects of the project can provide important lessons
derived from experience for the new projects
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Ex-post evaluation takes place after the completion of the
project and is often more in-depth as it focuses on the analysis of impact
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Factors for effective project evaluation
1) Where possible evaluation should be carried out by an external consultant
2) The consultant should be qualified and with no vested interest
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3) The consultant terms of reference(TOR) must be exhaustive incorporating back
ground material background sensitive information and the need for lessons and
recommendations
4) Management has to be willing and ready to facilitate the exercise including
availing secondary reading materials such as operation and financial audits,
periodic and annual reports
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6) The exercise must be executed in the most effective time period as many
activities and decisions tend to get paralyzed awaiting the outcome of
evaluation
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Controlling refers to the process of responding to the anticipated deviations from
planned project performance with the goal of enhancing the project’s capability to
achieve its objective (on time, within budget, to meet specific customer needs)
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Its
process of taking a corrective action to resolve any deviations from planned progress
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Purpose of Monitoring is to ensure timely completion of projects for which resources
have been allocated in the plan
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Objectives of project control
✓ To compare work done and what was planned as at the control date
✓ To compare the actual cost of work done and the planned costs of the piece of
work
✓ To compare between practice in respect of procedures, systems etc as
opposed to those stipulated and agreed to with various stakeholders
✓ To compare between the achievement of indicator and their target values
✓ To make extrapolation on expected duration on the outstanding activities and
on costs having taken necessary corrections and adjustments
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This is because project performance often generates
requests for alterations of some aspects of the project
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These are reports produced by the monitoring staff
• Performance reports
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These are amounts put aside during the cost estimation
process to allow for contingencies and scope changes
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Also outsourcing some
activities insteady of producing them in house
❖ Modification of target dates
❖ Modification of project scope
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This could be achieved through involving the
whole project staff
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The
challenge to the manager is t creatively find workable control mechanism
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Steps in monitoring and control
Ensure that project activities (technical performance) are completed on schedule
(time performance), within budget (cost management)
Six steps in project monitoring and controlling
(a) Planning: planning is intended to establish expectations against which the project
authority monitors and controls project performance
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(c) Implementation: implementation refers to doing the technical work planned in the
activities
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(d) Measurement: Measurements, which is equivalent to monitoring, means observing
performance indicators on all parameters with a view to deciding deviations from
planned
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(f) Adjustment: adjustment is taking corrective action to resolve any deviations which
exist
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(a) Monitoring technical performance
-Activity team or technical team
-Activity Bar chart/Gantt chart ie is a tool for monitoring technical performance of a
project it indicates the dates by which these deliverables should be completed (start
and end dates, comprehensive list of objectives, outputs, activities; calendar for the
entire project
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It identifies actual or potential success and problems as early as
possible to facilitate timely adjustments to project operation
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(a) The acknowledged need to improve the performance of development assistance
calls for close attention to the provision of management information, both to support
the implementation of projects and programs and back into the design of new
imitative
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Given the greater transparency now expected of the development community,
governments and agencies assisting them need to respond to calls for more “success
on the ground” with examples of development impact and with evidence that they
have systems in place that support learning from experience
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There is a growing awareness that participation by
beneficiaries in the design and implementation of projects brings greater ‘ownership”
of the project objectives and encourages the sustainability of project benefits
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-Situational analysis should be continuous, in order to provide additional information
during project implementation, monitoring and re-planning
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-The goals and objectives provide the basis for monitoring and evaluating a project
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(b) The work plan is a guide to project implementation and basis for project monitoring
and evaluation
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This enables the tracking of progress towards
achievement of the desired goals, and demonstrates that systems are in place to
support organizational learning, continued program improvement, and adaptive
management
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Benefits at a sector level:
• Improve project and programme design through feedback provided from baseline,
mid-term, terminal and ex-post evaluations
• Inform and influence sector and country assistance strategy through analysis of the
outcomes and impact of interventions, and the strengths and weaknesses of their
implementation, enabling governments and organizations to develop a knowledge
base of the types of interventions that are successful (i
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What works, what does not
and why
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Strictly these should be done before the start of
project implementation, if they are to facilitate with and without project comparisons
and evaluation
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Personal computers can process data easily and quickly but to make the most of
these capabilities requires the correct software and capable staff

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