Project monitoring and evaluation involves collecting data on project processes, outputs, and outcomes to track progress and inform stakeholders. Monitoring is continuous and internal, while evaluation is periodic and can be internal or external. The key aspects of monitoring include tracking inputs, activities, the process, and outputs, while evaluation assesses outcomes, impacts, efficiency, effectiveness and sustainability. Both use qualitative and quantitative data and involve stakeholders. Participatory monitoring and evaluation engages local people and beneficiaries to better understand impacts and ensure the process is learning-focused and adaptive.

1. Project Monitoring and Evaluation :
Dr. Bijaya Bhusan Nanda,
bijayabnanda@yahoo.com

2. What is a project?
 a starting and an ending point
 clear objectives
 a plan of the work to be done
 a budget
 specific performance requirements that
must be met

3. SYSTEM
PROCESS RESULTS
INPUTS-
OUTPUTS-
PRODUCTS/
SERVICES
Outcome
Impact

4. Project to Reduce Child Mortality Rate in A Particular Area
R
e Reduced mortality rates for
Impact
s children under 5 years old
u
l Improved use of ORT for managing
t Outcome
childhood diarrhea
s
15 media campaigns completed
Outputs 100 health professionals trained
Increased maternal knowledge of
ORT services
Increased access to ORT
Imple- Activities Launch media campaign to educate
mentation mother
Train health professionals in ORT
Trainers
Inputs ORT supplies
Funds
Participants

6. What is Monitoring?
 A continuous management function.
 Provides programme/projects managers and
key stakeholders with regular feedback and
early indications of progress or lack thereof in
the achievement of intended results.
 Tracks the actual performance against
planned or expected.
 Involves collecting and analysing data on
programme/project processes and results.
 And recommends corrective measures.
 Generally internal.

7. Regular feed
back
Monitoring
Collecting &
Analysing
data

8. Purpose & Goals for the Monitoring Tool
~Collect information regarding project quality
~Support the stake holders in project
implementation.
~Lead the beneficiaries to possible solutions of
the problems detected in the implementation.
~ Be familiar with the real resources.
~ Assess the progress of the projects.
~ Disseminate examples of good practices.
~ Establish a close relation between the Stake
holders and the organisation

9. What to Monitor
 Physical activity – Quality, timeliness
 Financial – Cost of component, target
 Performance – Overall performance of
system

10. What to Monitor
 Inputs: Money, Material, human resources
 Activities: A set of tasks performed
 Process: A set of activities, towards a common
purpose
 Output
 Outcomes: Series of effects of some action and
activities (e.g. Crop diversity, reduced
alkalinity, Increased Water table)
 Impact: Changes in peoples lives and livelihoods
(e.g. Increased income, reduced
mortality, Increased capacity to bargain)

11. Principles of developing Monitoring
 Demand driven
System
 Simple and easy
 Participatory
 Not for policing or punishment rather for learning
 Mix of qualitative and quantitative data
 Aggregation of data
 2 way feedback
 Meaningful use of analysed information at source

12. MONITORING DICHOTOMY
Emphasis on Emphasis on
physical the way the
achievements target has
vis-à-vis been
targets achieved
Progress monitoring or
Input-output monitoring or
Target-achievement Process monitoring
monitoring
A complete monitoring system will have
both progress and process monitoring
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13. Mechanism
 Reports: Regular , specific
 Visit/observations/ transects, both at field and
office
 Meetings/reviews – Regular, specific
 Studies – Impact studies, other special studies
 Special tools – for measuring specific
processes or outputs.
Levels of monitoring are to be decided based on the project management level

14. Monitoring Tool
Management Information System (MIS)
 A system for
 Collection,
 Organisation,
 Maintenance,
 Analysis,
 Interpretation of data
 For assessment,
 Better decision,
 Corrective measures,
for better performance at various level

15. Criteria of a good (MIS)
Regularity,
Continuity,
Timeliness,
Relevant Indicators,
Forward & Backward feedback,
Automated
Hence a computerized MIS is a must
 Records & registers
 MPRs, QPRs, APRs

16. TRIPLE A PROCESS
Assessment
Analysis
Action

17. TRIPLE A
 Assessment: Identify the “what” -
 Analysis: Identify the “why” - Talking and
understanding the causes
 Action: Identify the “how”-
 praise for good practice, agree on
actions to improve the situation

18. Broken Triple A
A supervisor during her field visit finds that in
an Anganwadi Centre the number of children
in grade II, III and IV has increased. She
advises the AWW to take more care of these
children. However in her next visit she finds
that the situation has not improved.
What is missing?

19. Broken Triple A
A supervisor during her field visit finds that
in an Anganwadi Centre the number of
children in grade II, III and IV has
increased. She discusses the causes with
the AWW and is informed that a number of
children are suffering from diarrhoea. She
checks whether the AWW has stock of
ORS and advises her to give ORS to the
affected families.
What is missing?

20. What is Evaluation?
A time-bound exercise.
Assess systematically and objectively the
relevance, performance and success, or the lack
thereof, of ongoing and completed programmes.
Evaluation is undertaken selectively to answer
specific questions to guide decision-makers and/or
programme managers, and to provide information
on whether underlying theories and assumptions
used in programme development were valid, what
worked and what did not work and why. Evaluation
commonly aims to determine the relevance, validity
of design, efficiency, effectiveness, impact and
sustainability of a programme.

21. Relevance
Programme
continues to meet
needs
Results vs.
Efficiency
Anticipated/
Unanticipat
Evaluation-
ed results
costs
concerned
with
Design
Validity of
Source: ILO, 1997.

22. Why evaluate?
•To inform decisions on operations, policy, or strategy
related to ongoing or future programme interventions;
•To demonstrate accountability to decision-makers
•To enable learning and contribute to the body of
knowledge on what works and what does not work and
why;
•To verify/improve programme quality and management;
•To identify successful strategies for extension/
expansion/ replication;
•To modify unsuccessful strategies;
•To measure effects/benefits of programme and project
interventions;
•To give stakeholders the opportunity to have a say in
programme output and quality;
•To justify/validate programmes to donors, partners and
other constituencies.

23. Three Common Evaluation Purposes
 To improve the design and performance of
an ongoing programme – A formative
evaluation.
 To make an overall judgment about the
effectiveness of a completed programme,
often to ensure accountability – A
summative evaluation.
 To generate knowledge about good
practices.

24. Monitoring vrs. Evaluation
 Monitoring  Evaluation
 Continuous  Periodic: Mid-term, End
 Keep track; oversight, term, Appraisal
analyses and documents  In-depth analysis compare
progress planned with actual
 Focuses on inputs, achievement
outputs, process,  Focuses on out-puts in
continued relevance, relation to inputs, results in
likely results at purpose l relation to cost, processes,
 Translate Objectives to overall relevance, impact
performance indicators and sustainability
 Collect data on Indicators  Answers why and how
routinely results were achieved.
 Report progress to stake  Contributes to building
holders & Alert them to theories and model
problems and provides  Provide managers with
options for corrective strategy and policy options
actions  Internal and or External
 Internal Self assessment

25. Evaluation
Evaluative Activities: Activities such as
situational analysis, baseline surveys, applied
research and diagnostic studies.
Evaluation Questions: A set of questions
developed by the evaluator, sponsor, and/or
other stakeholders, which define the issues the
evaluation will investigate and are stated in
such terms that they can be answered in a way
useful to stakeholders.

26. Evaluation
Evaluation Standards: A set of criteria against
which the completeness and quality of
evaluation work can be assessed. The
standards measure the utility, feasibility,
propriety and accuracy of the evaluation.
Evaluation standards must be established in
consultation with stakeholders prior to the
evaluation.
Ex-ante Evaluation: An evaluation that is
performed before implementation of a
development intervention. Related term:
appraisal.

27. Evaluation
Ex-post Evaluation: A type of summative
evaluation of an intervention usually conducted
after it has been completed. Its purpose is to
understand the factors of success or failure, to
assess the outcome, impact and sustainability
of results, and to draw conclusions that may
inform similar interventions in the future.
External Evaluation: An evaluation conducted
by individuals or entities free of control by those
responsible for the design and implementation
of the development intervention to be evaluated
(synonym: independent evaluation).

28. Participatory Monitoring & Evaluation
 Strengthening self development initiatives
 Public accountability of programmes to
communities
 Encouraging institutional reform towards
participatory structures
 Organization building and learning
 Capturing social dynamics

29. M&E Stakeholders
Funding Implementing
Beneficiaries NGOs
agency agency
Need & Interest
Of all should be taken care of
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30. Participatory monitoring and evaluation
is a different approach which involves –
 Local People,
 Development Agencies, and
 Policy Makers
deciding together how progress should be measured, and results
acted upon.
 It can reveal valuable lessons and improve accountability.
 However, it is a challenging process for all concerned since it
encourages people to examine their assumptions about what
constitutes progress, and to face up to the contradictions and
conflicts that can emerge.
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31. At the heart of P M & E, however, are four broad
principles:
'Participation' –
‘Negotiation' to reach agreement about what will be
monitored or evaluated, how and when data will be
collected and analysed, what the data actually means, and
how findings will be shared, and action taken.
This leads to 'learning' which becomes the basis for
subsequent improvement and corrective action.
Since the number, role, and skills of stakeholders, the
external environment, and other factors change over time,
'flexibility' is essential.
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32. Identify who Clarify participants
Clarify if the PM&E should and want Expectations of the
Process needs to be Process,and in what
to be involved Way each person
Sustained and
Or group wants to
If so how contribute
Agree on how
The findings are Define the priorities
To be used and
Steps involved in For M&E
By whom PM&E
(Clockwise)
Identify indicators
Analyse the That will provide
information The information
needed
Agree on the methods,
Collect the information Responsibilities and
Timings of information
collections
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33. Key Characteristics of Participatory M&E-
 Draws on local resources and capacities
 Recognizes the innate wisdom and knowledge
of the end-users
Demonstrates that end-users are creative and
knowledge about their environment
Ensures that stakeholders are part of the
decission-making process
Uses facilitators who act as catalysts and who
assist stakeholders in asking key questions
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34. Benefits of participatory M&E
 All Stakeholders owns the M&E Process &
Results.
 Correction, redesigning of the policy, plan of
action, budgeting become easy.
Better decision making by insiders
Insiders develop evaluation skills
Outsiders have better understanding of insiders
Insider to insider communication is strengthened
Information is useful for ongoing management of
project
Entry point for the participatory approach
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35. STEPS FOR EVALUATION
FIRST Step: Review objectives and activities
Second step :Review reasons for evaluation
Third step: Develop evaluation questions
Fourth Step: Decide who will do the evaluation.
Fifth step: Identify direct and indirect
indicators.
Sixth step :Identify the information sources for
evaluation questions
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36. Seventh Step: Determine the skills
and labour that are required to obtain
information
Eighth step: Determine when
information gathering and analysis
can be done.
Ninth step : Determine who will
gather information.
Tenth step: Analyze, present and
use results.
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