Project Monitoring and Evaluation AAU OO

Welcome to
Ethiopian Management Institute
Research
Training
Consultanc 1
y
Good Morning
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Training on Project Monitoring and
Evaluation
Duration: Ginbot 28 to Sene 2 /2009
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• Introduction
• Setting Norms
• Time management
• Reporters
• Energizing team
• Expectations
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“ Everything begins with project and ends
with another project…”
… now let us start our project…with the

introduction …
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Introduction
 Full Name
 Educational Background
 Work experience and current position
 What I like most?
 What I hate most?
 What is your experience on project management?
 What do you expect from this training?
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Facilitator:
Temesgen Dagne (PhD candidate, MBA, MCom)
Researcher, Consultant, Trainer/Lecturer
Deputy General Manager, Super Consult PLC
Associate Consultant at Ethiopian Management Institute
Email: teme2112@gmail.com
Cell phone number: 0911103995
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• How should we govern our
training?
• What are the Individual
duties and responsibilities?
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• Time manager
1. Zenebe Sorii
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• Day 2 : Dinkneh Hailu
• Day 3 : Elias Zewdie
• Day 4 : Kalkidan Sinshaw
• Day 5 : Meklit Tsegaye
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• Team members
1. Elias Asgedom
2. Dinkineh Hailu
3. Mulugeta Tefera
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Objectives of the Training
Upon completion of this training, the trainees would be
able to:
 Define project and project management;
 Describe the stages of project life cycle;
 Identify feasible project ideas to solve problems or
exploit opportunities;
 Apply Logical Framework approach in project
identification and preparation;
 Prepare feasibility report;
 Prepare project proposal;
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Objectives of the Training --- cont’d
 Identify the basic cost elements relevant to project appraisal
and decision;
 apply the project planning , implementation and control
processes;
 identify tools and techniques of M & E;
 design M & E instruments;
 evaluate and monitor projects;
 write M & E report .
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Contents
1. Concept of Project and Project Management
2. Project Cycle Management (PCM)
3. Stages of PCM
3.1 Programming
3.2 Identification
4. Project Design/Formulation
4.1 logframe
4.2 Project Proposal
4.3 Project Planning
5. Project Appraisal
6. Project Financing
7. Project Implementation
8. Monitoring and Evaluation
9. Report Writing
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Reflections
• What is a Project?
• What features do projects have?
• What is project Cycle management? Mention
the phases of a project.
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Quote
If you can’t fly, then run,

If you can’t run, then walk,
If you can’t walk, then crawl,
But whatever you do,
You have to keep moving forward.
Martin Luther King Jr.
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1. Concepts of a Project and Project Management
 A project refers to a temporary endeavor undertaken to
create a unique product or service.
 It is a group of tasks performed in a definable time period in
order to meet a specific set of objectives.
 It is a proposal for an investment to create, expand and/or
develop certain facilities in order to increase the production
of goods/services/ during a certain period of time.
 It is an endeavor in which resources are organized in a novel
way to undertake a unique scope of work, within constraints
of cost and time so as to achieve beneficial change defined
by quantitative and qualitative objectives.
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“Trade Off” Triangle”
e)
BU
PROJECT
im
D
(T RISK
G
ET
LE
U
(C
Y
ED
I T
os
AL
QU
H
t)
SC
SCOPE (Requirements)
Balancing the “Project Success diamond”
 A clear understanding of customer

priorities
 “People” skills
 Thorough planning
 An organized, structured process
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Knowledge area/Category
1. Scope Management
2. Time Management
3. Cost Management
4. Quality Management
5. Human resources management
6. Communications management
7. Risk management
8. Procurement management
9. Integration management
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10. Stakeholder management
Project Mgt. Framework
Source: Schwalbe, 2015:12

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2. Project Cycle Management(PCM)
 It is the term given to the process of planning and
managing projects, programmes and organizations.
 Development projects sometimes fail because they are
badly planned and do not take account of some important
factors.
 It refers to a process oriented project management system
covering the whole project cycle from project conception
to project completion
 PCM is based around a project cycle, which ensures that all
aspects of projects are considered.
 PCM involves a set of planning tools which feed into the
logical framework (logframe).
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2. Project Cycle Management(PCM)– cont’d
 The project cycle can take a number of years and involve
many different individuals and organizations at each stage
of its various phases.
 Typically the project cycle has a number of distinct
components:
 Conceptualization
 Feasibility study/cost-benefit analysis
 Proposal Development and Funding
 Project Start-up and baseline surveys
 Implementation
 Periodic monitoring,
 Reporting and evaluation,
 and phase out/closure or development of subsequent phases.
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2. Project Cycle Management(PCM)– cont’d
 The project cycle provides a structure that ensures:
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2.1 Planning
 It is the systematic process of establishing a need and then
working out the best way to meet the need, within a strategic
framework that enables you to identify priorities and
determines your operational principles.
 It means thinking about the future so that you can do
something about it now.
 “ If you fail to plan, you would plan to fail.”
 Planning could be strategic, tactical, operational.
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2.1 Planning … cont’d
Why Planning?
 Provides a clear understanding of what you need to do;
 Guides you in prioritizing and making decisions;
 Keeps you in touch with your context
 Provides a tool to help you communicate your intentions to
others;
 Provides a coherent guide for day-to –day implementation;
 Helps to think ahead and prepare for the future;
 Ensure right directions;
 Make the best use of resources;
 And others
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2.1 Planning … cont’d
 Barriers to Planning:
1. Lack of time, or not making time to plan.
2. Not knowing how to plan.
3. Difficulty in getting the right people together.
4. Finding it difficult to plan because the future is
uncertain.
5. Wanting to do things immediately because the need is
urgent, rather thank about them.
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2.2 Project Vs Programs
What is a Project?
 It temporary process, which a clearly defined start and end
time, a set of tasks, and budget.
 It is a temporary effort of sequential activities designed to
accomplish a unique purpose.
 It is a group of inter-related activities, constrained by time,
cost and scope, designed to deliver a unique purpose.
 It is a temporary endeavor undertaken to create a unique
product or service.
 Temporary the project has an end date.
 Unique the result of the project is different
from the results of other functions of the organization.
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2.2 Project Vs Programs … cont’d
What is a Program?
 It is a package of projects within a common focus/theme.
 a program is an ongoing development effort or plan
involving a number of projects.
 Programs require a more complex governing structure
because they involve fundamental implementation change
with significant bottom-line impact.
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Difference
1. Has specific area 1. May not have specific area
2. Is specific in purpose 2. Has got general objectives
3. Has specific targets groups 3. May not have specific target groups
4. Has clearly determined and 4. May not have clear and detailed
allocated fund financial allocation
5. Has specific time 5. May not have specific time and
ending
Similarities
1. Has purpose/objectives
2. Require input (financial, human resource, material etc)
3. Generate output (goods and/or services)
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4. Operate over space and time
2.3 PCM Principles and Characteristics
 Principles of PCM
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2.3 PCM Principles and Characteristics --- cont’d
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2.4 Project Management
 It is the planning, organizing, directing and controlling of

organizational resources to achieve a short-term objective
that has been established to complete specific goals and
objectives.
 It is a set of disciplines and principles that support an
efficient way of managing a project.
 Good project management deals with three factors: time,
cost and performance.
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2.4 Project Management --- cont’d
Project Management helps to integrate:
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Role of the Project Manager
 A project manager’s job is to see the project team is
clear about the purpose of the project and four levels
of results the team expects to achieve (impact,
outcome, output, and activities).
Skills of a Project Manager
1. Leadership
2. People Management
3. Effective communication
4. Influencing
5. Negotiation
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6. conflict Management
7. Planning
8. Contract management
9. Problem solving
10. Creating thinking
11. Strategic Thinking
12. Assertiveness
13. Time Management
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3. Stages of PCM
 The generic project cycle has six phases:
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3.1 Programming
 A programme is a set of priorities based on indices of

deprivation, a defined geographical area, a time period.
Programming is the first stage in the PCM cycle and
establishes the strategy framework in which projects can be
initiated, funded and implemented.
In this phase , the situation at national and sectoral level is
analyzed to identify problems, constraints and opportunities
which development cooperation could address.
 it involves a review of socio-economic indicators, and of
national and donor priorities.
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3.1 Programming --- cont’d
Sequence of activities in the programming stage:
1. Review of local, social and economic conditions;
2. Review of other agency and local government initiatives in
the same area;
3. Comprehensive country analysis;
4. Focus on outcomes.
N.B.: At this stage funders, local and regional government

authorities, support agencies and residents of the defined
areas should be involved.
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3. 2. Identification phase
• In this phase ideas for projects and other
development actions are identified and screened for
further study.
• It involves consultations with the intended
beneficiaries of each action.
• It involves ‘needs assessment’ what community
needs and whom they affect.
• The need assessment is followed by ‘ capacity
assessment’ to see what strengths the community
has which it can use to address its problems.
• A decision can be made on the relevance of each
project idea.
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3. 2. Identification phase --- cont’d
• Sources of project ideas
1. Technical specialists
2. Local leaders and community
3. Entrepreneurs
4. Government policy
5. Unusual events
6. External threats
7. Research studies
8. Donors and NGOs
9. Unsatisfied demands
10. Under utilized natural resources
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3. 2. Identification phase --- cont’d
 There are six stages to the identification/analysis phase:
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3.2.1 Needs Assessment
 It the process of identifying and understanding people’s
needs and helps to find out what community needs are and
whom they affect.
 It can be done using listening, interviews. Community
mapping, focus group discussion etc.
a. Listening
 a team of people( development workers or village
members) ask a community or group questions to find out
what people are worried, sad, happy, fearful, hopeful or
angry about.
 The Questions should be open-ended.
 It is important to have a clear idea about what we are
looking for so we can make sense of answers.
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3.2.1 Needs Assessment --- cont’d
b) Interviewing
 It involves talking to key people in the community in order
to discuss their knowledge, experience and understanding
of the issues.
 Key people include health workers, traders, religious
leaders, village chiefs, pastors, and teachers.
C) Focus Groups
 This tool is used with a group of 10-20 people.
 It helps them to understand and voice some of the
problems they face and the needs they have.
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3.2.1 Needs Assessment --- cont’d
D) Community Mapping
 This tool involves community members drawing a
map of their community to tell their story together.
 They draw either on paper or outside on the ground,
using whatever resources are available.
 The map might show the natural and physical
resources in the area – forests, rivers, roads, houses,
wells.
 It might show important people and organization.
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3.2.2 Capacity Assessment
 Communities should be encouraged to use their own capacities and
resources to address the problems they face.
 Here we can facilitate the community to address their problems rather
than addressing their problems for them.
 Capacity assessment involves six types of assets:
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3.2.3 Stakeholder Analysis
 ‘Stakeholders’ are people affected by the impact of an
activity and people who can influence the impact of an
activity.
 A person or a group of people who have an interest in
the intervention that is being planned.
 Stakeholders include: Decision maker, beneficiaries,
interest groups and user groups
 Stakeholder analysis is a technique used to identify
and assess the interests of the people, groups or
institution that the intervention seeks to help and others
who may significantly influence the interventions'
success.
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3.2.3 Stakeholder Analysis --- cont’d
 Stakeholders can be divided into two main types:
1. Primary Stakeholders
 who benefit from, or are adversely affected by an activity.
 Primary stakeholders are usually vulnerable.
 They are the reason why a project is carried out- the end users.
2. Secondary stakeholders
 Include all other people and institutions with an interest in the
resources or area being considered.
 They are the means by which project objectives can be met rather
than an end in themselves.
If stakeholders are not identified at the project

planning stage, the project is at risk of failure.
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Stakeholder Participation
 Participation is the involvement of people in development
projects.
 Participation is essential in development work, but in
practice is a concept that has been misused.
 Someone can be said to participate by: attending a
meeting, taking part in decision making, contributing
materials, money or labor, providing information,
answering questions for a survey.
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• Stakeholders participation in decision process through out
the project cycle is likely to result in:
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Stakeholder analysis Matrix
Stakeholders Interests Potential Relative
Project Impact Priorities
(+, -, ?) (1-5)
Primary
-----------
-----------
Secondary
-----------
-----------
External
-----------
-----------
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3.2.4 Problem Analysis
 Problem analysis helps primary stakeholders to identify the
causes and effects of the problem they face.
 It involves drawing a problem tree, from which project
objectives can be identified.
 Problem analysis can be carried out with different
stakeholder groups in order to see how their perspectives
vary.
 Problem tree enables stakeholders to get the root of their
need and to investigate the effects of the problem.
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3.2.4 Problem Analysis --- cont’d
Method of Constructing a Problem Tree
 Step 1: Agree on the main problem
 Step 2: Identify the causes of the main problem by asking ‘
But why’?
 Step 3: Identify the effects of the main problem by asking
‘so what’?
 Step 4: Identify objectives that correspond to the problems,
i.e. the desired future situation.
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Reduction in
patients reporting Decrease in 25%Increased
increase in
Objectives
Effects Angina
syms of angina Heart
prevalence of Dependency on
people living
services & family
heart attacks
attack independent
memberslives
Aim
Core Rising
Reduce
Problem CHD
CHD
Mass media
Increase awareness of
Diet
campaign to Smoking
dangers of smoking via
Causes
Activities promote healthy
campaign
eating
Cookery
Fast Fresh food
Availability of Habit
Nicotine
PeerPeer
education
Classes
Foods delivery in poor Replacement
1
fresh produce
areas Forming
Therapy Pressure
programmes
FORMAT OF A PROBLEM TREE
Secondary Secondary Secondary

Effects Effects Effects
Primary Primary Primary

Effects Effects Effects
FOCAL
PROBLEM
Primary Primary Primary

Cause Cause Cause
Secondary/ Secondary/ Secondary/

Root Cause Root Cause Root Cause
1
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High incidence of
Problem Tree malnutrition
Food shortages
Rice production Food production

in low lands High immigration
on hills decreasing rates
decreasing
Irrigation water does Irregular supply of Soil fertility Ethnic clashes in

not reach field in inputs for rice on hill slopes neighboring
Effect
desired quantity production is decreasing districts
Canals are Dikes are Soil erosion on

blocked degraded hill slopes
Cause
Poor maintenance
system for irrigation
facilities 60
Loss of confidence in
bus company
Effects
Passengers hurt People are late
or killed
Frequent bus
accidents
Core problem
Drivers not careful Bad conditions of Bad road
enough vehicles conditions
Causes
Vehicles too old No ongoing
maintenance
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3.2.5 Objective Analysis
 An objective tree is a technique for identifying the
objectives that will be achieved as a result of solving the
problems cited in the problem tree.
 The objectives are also displayed as a series of means and
end relationships.
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Incidence of
Malnutrition reduced
Diagram of objectives
Improved Food
situation

in low lands Lower
on hills increased immigration
increased
rates
Sufficient irrigation Regular supply of Soil fertility on Less ethnic

water reaches the inputs for rice hill slopes clashes in End
fields production increased neighboring
districts
Canals Dikes are Soil erosion on hill

cleared upgraded slopes reduced
Means
Maintenance
irrigation facilities
improved
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Objectives Analysis
Customers have a
better image of the
bus company
Less passengers Passengers arrive

hurt at scheduled time
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Frequency of bus
accidents
considerably
reduced
Drivers drive Vehicles kept in Road conditions

carefully and good condition improved
responsibly
Old vehicles are Vehicles regularly

regularly replaced maintained and
checked
Alternative Tree Analysis
• is a technique for identifying alternative solutions

or course of action that can be used to achieve the
same or alternative objectives and the display of
this information in a simple format.
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Rating
VG G A P VP Factor
Factor
5 4 3 2 1
Factors Weight Score
Input availability 0.25  0.75
Technical know-how 0.10  0.40
Reasonableness of cost 0.05  0.20
Adequacy of market 0.15  0.75
Complementary relationship 0.05 0.20

with other products
Stability 0.10  0.40
Dependence on firm's strength 0.20  1.00
Consistency with 0.10 0.30

governmental priorities
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Rating Index 4.00
Incidence of
Malnutrition reduced
Diagram of Alternatives
Improved Food
situation

in low lands Lower
on hills increased immigration
increased
rates
Soil fertility on
Sufficient irrigation Regular supply of hill slopes
water reaches the inputs for rice increased
fields production
Less ethnic
clashes in
neighboring
districts
Canals Dikes are
cleared upgraded Soil erosion on hill
slopes reduced
Maintenance
irrigation facilities
improved 68
Decision
• Irrigation system
• Agricultural inputs
• Soil fertility
• Immigration
Conclusion: the project will focus on the irrigation system cluster
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Exercise 1
1. Identify a project area from your organization or any
organization you are familiar with.
2. Conduct stakeholders analysis for the indentified
project.
3. Develop a problem tree for the identified project.
4. Turn the problem tree into an objective tree.
5. Develop alternative objective tree for the identified
project.
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3.2.6 Strategy Analysis
 It involves the selection of the strategies which will be used to
achieve the desired objectives.
 It involves deciding what objectives will be included in the
project, and what objectives will remain out, and what the
project propose and overall objectives will be.
 The key questions to use when appraising the strategy options
and to help choose which option to follow are:
1. What is likely to solve the problem?
2. Can the focal problem be solved by one or two projects?
3. What is achievable?
4. What is acceptable to the users?
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3.2.6 Strategy Analysis --- cont’d
5. What resources are available?
6. What is the capacity of potential implementing
agencies?
7. What other projects/initiates are planned or being
implemented?
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3.2.7 SWOT Analysis
SWOT stands for:
• Strengths: the positive internal attributes of the
organisation.
• Weaknesses: the negative internal attributes of the
organisation.
• Opportunities: external factors which could improve the
organisation’s prospects.
• Threats: external factors which could undermine the
organisation’s prospects.
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3.2.7 SWOT Analysis…
• SWOT analysis is a tool for institutional appraisal and a
brainstorming exercise in which the representatives of the
organization participate fully.
• “Strengths” and “weaknesses” are taken to be factors internal to
an organization and “opportunities” and “threats” to be external
factors.
• An alternative is to define “strengths” and “weaknesses” as
current factors and “opportunities” and “threats” as future
factors.
• Its purpose is to assess the performance and capacity of the
participating units, divisions of organization.
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4. Project Design/Formulation
 Beneficiaries and other stakeholders participate in the detailed
specification of the project idea.
 The project is assessed for its feasibility (whether it is likely to
successes) and sustainability (whether it is likely to generate
long-term benefits for the beneficiaries.
 Project design consists of : logframe, action planning, and
budgeting.
 Logical framework (LF) is used as the project design tool to test
the feasibility of the strategy options.
 The problem tree and objective tree exercises need to be
brought together to form the logical framework.
 Once the logical framework is complete, the project proposal is
prepared encompassing all the necessary components with a
budget and an activity plan.
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4.1 The Logical Framework Analysis
(LFA)
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4.1 Logical Frameworks (logframes)
What is a logframe or project framework?
 Developed in the 1970s by USAID.
 It is a tool for planning and managing development projects.
 Although it is constructed during the planning stage of
project, it is a living document, which should be consulted and
altered throughout the project’s life cycle.
• It is a four by four matrix, which enables the decision maker
to identify project purposes and goals and plan for project
outputs and inputs.
• It is useful in planning, analysis, follow up and evaluation of
the project.
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4.1 logframes--- cont’d
Uses of logframes
 Is used identify problems and needs in a certain
sector of society,
 helps to facilitate selecting and setting priorities
between projects,
 Used to plan and implement development projects
effectively,
 used to follow-up and evaluate development projects,
• It is Management tool,
• It is an Evaluation tool,
• It is a communication and reporting tool.
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LFA explains
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Causal Logic Modeling
Causal Logic Modeling
– A systematic tool that visually shows, through a
graphic illustration or picture, how a particular
initiative occurs through logical relationships.
Project Indicators Source of Assumptions
Description Verification
Label?
Label?
Label?
Label?
Important Terms in LFA

 Goal: it is the broader objective to which a project
contributes.
 Purpose: it is the primary intention or aim of the
project.
 Outputs: are the services or products that a project
delivers to a target population.
 Inputs: financial, human , material and information
resources available to implement the project.
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• Activities: refers to the collection of tasks to be
carried out in order to achieve an output.
• Objectively verifiable indicators (OVI): demonstrate
the desired results have been accomplished ( in terms
of quality, quantity, cost and time).
• Means of verification (VOI): sources of information
for the accomplishments of the project.
• Assumptions: it refers to a condition that needs to be
met for the successful achievement of objectives.
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• The logic: A vertical and horizontal logic.
• A vertical logic/cause and effect/ clarifies why a project
is being undertaken. It specifies goal, purposes, outputs
and inputs.
• A horizontal logic/measuring results/ identifies what is
to be produced and the evidence that will signal success,
OVI, MoV and assumptions.
• Sector: is the largest system of which a project belongs
to.
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If-then causality
Project Indicators Source of Assumptions
Description Verification
Goal If the OBJECTIVES are accomplished;

Then this should contribute to the overall
goal
Objective(s)/ If DELIVERABLES are produced;
Outcome(s)/
Then the OBJECTIVES are accomplished
Purpose
Deliverables/ If the ACTIVITIES are conducted;

Outputs
Then RESULTS can be produced
Activities
If adequate RESOURCES/INPUTS are
provided;
Then the ACTIVITIES can be undertaken
Example of an LFA matrix,
Project: Bus
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Example of an LFA matrix,
Project: Drinking water
Narrative Objectively verifiable Means of Verification Important assumptions

Summary indicators
Goal: 10% fewer cases of diarrhea, Reports from health

Target groups’ health shall scabies, eye infections, clinics in the project area
improve malaria, blood parasites
(bilharzias) and malnutrition
Purpose: 8 water points erected and •Project half –yearly Water sources remain
- Consumption of clean water their use recorded reports unpolluted
shall increase from 10 % to 40 % Primary health care and
education are still provided
Outputs: Water points taken into Field visit Maintenance system will
1. 50% of the target group operation; water quality Project half-yearly continue to function
supplied with sufficient tested reports
quantities of clean water Reports from the District Target group is willing to
2. 50% of existing water points 50% of existing water points Development Fund adopt new habits in respect
in the target area Repaired in working order Reports from the District of water and sanitation
Council
All water points included in
the maintenance program
Inputs: Necessary capital goods,
Train 20 personnel materials and personnel are
Designate 8 places for water available
points
Procure materials Target group will cooperate
Drill and construct 30 wells
Train 5 “water groups” Implementing organization
Repair 15 old water points fulfill its obligations

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 Indicators are targets that show progress towards achieving
objectives.
 They answer the question ‘how do we know whether or not
what we planned is happening, or has happened?’
 Indicators help us to monitor, review and evaluate the project.
 logframes sometimes call indicators ‘Objectively Verifiable
Indicators.’
 Types of indicators:
1. Formative indicators (also called Milestones): used during an activity.
2. Summative indicators: used at the end of the project
3. Direct indicators: measure objective directly
4. Indirect indicators (proxy indicators) are used if direct indicators are
not appropriate or possible.
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5. Quantitative indicators: that can be analyzed in

numerical form- who, what, when, where, how
much, how many, how often?
6. Qualitative indicators: that measures things that
cannot be counted like:
- Satisfaction, opinions
- Decision-making ability
- Changes in attitude
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Examples of basic indicators:
 Economic: yielded per hectare, production per
laborer, average income, cattle per house hold etc.
 Social: infant mortality rate, number of deaths,
literacy rate, number of students entering secondary
school, difference between male and female wages.
 Environmental: Fish harvested per year, length of
fallow, forest cleared each year, water availability in
solid, erosion, etc.
 Spiritual: crime rate, divorce rate, church
membership, attendance at church meetings.
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Setting Good indicators:
 Indicators should be:
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Evidence
 It is also called ‘Means of Verification’ in some long frame.
 It describes the sources of information we will use to measure
the indicators.
 When appropriate evidence for each indicator has been
identified, consider whether it is :
1. Available
2. Low cost
3. Timely
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A popular code for remembering the characteristics of indicators is
SMARTERS:
 S: Specific ( they are not too vague or general)
 M: Measurable( it is possible to check them)/Meaningful
 A: Attainable/Attainable
 R: Relevant (they can be tracked over a specific period of time)
 T: Timely/Time bound
 E: Evaluate/extending/ethical
 R: Re-evaluate/rewarding/Readjust
 S: Strategic 98
 When the logframe has been filled in, recheck it to make sure it is
logical. Ensure that:
1. Objectives are stated clearly and logically linked to higher
objectives;
2. The project has only one purpose;
3. All key assumptions have been made and the project is likely to
be a success;
4. Indicators and evidence are reliable and accessible;
5. The indicators can measure the progress and impact of the
objectives;
6. The indicators are Quality, Quantity, Time (QQT);
7. The activities include actions needed for gathering evidence;
8. The indicators and evidence can be used for monitoring and
evaluation.
99
 Exercise
• Prepare LFA for the identified project.
100
4.2 Project Proposal Writing
1
Project proposal writing
• What is a project proposal?

• Why we need to write project proposal?
• What are the components of a project
proposal?
1
What is a Proposal?
• A project proposal is a description of a series of
activities aimed at solving a certain problem.
• A proposal is a request for financial assistance to
implement a project.
• Funding is sought, in whole or in part, from:
– government funding agencies,
– charitable foundations,
– businesses,
– individuals, and
– other sources.
• Proposal writing is a skill and requires considerable
1
knowledge.
The contents of a standard and acceptable document
must answer the following eight key questions:
1. What is the problem which the project will try to solve?
2. Which group of people will benefit from the solution?
3. To which development objective will the project
contribute?
4. What are the immediate objectives of the project?
5. What will the project actually produce (outputs) to
enable the achievement of the immediate objectives?
6. How will it produce the outputs? What activities will be
undertaken?
7. What financial, material and human resources (inputs)
are needed?
8. What is the institutional framework or implementing
organization structure?
1
Cont’d ….
Points to focus on:
 Clarify the purpose of your project
 Define the scope of work
 Determine the broad project goals and specific
objectives
 Be aware that there are a number of grant making
organizations
 Identify the requirements of the grant making
agency
 Make certain that the resources you seek can be
obtained from the grant making organization that
your contacted
 Know maximum amount available
1
Writing a Grant Proposal is like Playing a Game
• You have to play by the Rules

– Get the (most recent) guidelines
– Read the guidelines
– Follow the guidelines
1
A grant proposal is a selling document written to:
• Influence decision-makers
• Convince them to commit dollars/birr in support of
a specific project.
• A winning proposal addresses an important question
with an innovative idea, well expressed, with a clear
indication of methods for pursuing the idea,
evaluating the findings, and making them known to
all who need to know.
107
What do you think are the components of
a wining project proposal?
1
COMPONENTS OF A PROJECT PROPOSAL
• There is a variation in terminology and

specific requirements from donor to donor.
But the underlying questions and concepts
will be the same.
1
Cont’d….
1. Cover letter
2. Proposal Title
3. Executive Summary
4. Organization Information/Introduction
5. Background/ Project context
6. Problem/Need Statement
7. Beneficiaries
8. Project Goals and Objectives
9. Project Outputs/Results
1
Cont’d ….
10. Activities
11. Inputs
12. Organization and Administration
14. Phase Out Strategy and Sustainability
15. Project Budget
16. Risks and Assumptions
17. Supplementary Materials
1
1. Cover Letter
• The cover letter is important because it is the piece
of information about your project proposal read by
donors or funders. It should:
– quickly gain the reader attention,
– show why the particular agency can be interested
in your proposal,
– convey the importance and urgency of your
project,
– keep the letter short and to the point,
– make it look good.
1
2. Proposal Title
• Make the title short and do not forget to
keep the interest of your reader’s mind.
• As much as possible, make it persuasive,
positive and one that capture your donor’s
attention.
1
3. Executive summary
• Clear and concise summary the entire proposal.
• It is useful to insert a short project summary: an
abstract.
• The executive summary should include:
 the problem statement;
 the project’s objectives;
 implementing organizations;
 key project activities; and
 the total project budget.
• Help the donor understand and visualize the project.
• 1-3 pages.
1
4. Organizational Information /Introduction/
• Describe the organization that seeks funding.
• Briefly summarize the organization’s history,
mission, clients, track record of achievement and
current programs undertaken
• Include also some background information about the
location, how the organization is managed and does
work, and other details that build the creditability of
the organization should be included in this part of the
project proposal, i.e. evaluation of your program,
letters of support and referring agents.
1
5. Background/Context
• It gives some background information on

geographic and climatic information, political
and administrative scenario and socio-
economic status, etc.
1
6. Problem Analysis/Need Statement
• The problem/Need statement or situation description is a
key step in grant proposal writing.
• It is where you convince the funder that the issue you
want to tackle is important and shows that your
organization is an expert on the issue.
• In developing problem/Need statement:
– State the problem/Need using facts and figures
– Use statistics that are clear and support your
argument
– If possible use research and comparative statistics
– Don't assume that the funder knows much about your
subject area
– Describe why this need/situation is important
– Describe your issue in as local context as possible
1
7. Beneficiaries
• The beneficiaries and the satisfaction of their needs
is the major motivating element to bear in mind
when preparing a project proposal.
• The needs of beneficiaries must be compatible with
the project’s objective.
• Note that terms like “target group”, “target
population”, and “target audience” are often used
instead of beneficiaries in various project proposal
documents.
1
8. Development Objective /General Objective /Goal
• Used to describe a desired end, a solution to national

or regional development.
• In project proposal writing, a distinction is made
between development objective and immediate
objective.
1
Specific/ immediate Objectives
• are short term:
•S – Specific
•M – Measurable outcomes
•A – Achievable, attainable
•R – Realistic
•T – Time-bound, achievable in a
specified time period
1
9. Project Outputs/results
• Outputs are the results of project activities (services
made available, infrastructure built, financial products,
human resources trained, etc.) intended to achieve the
immediate objective.
• The results are more detailed than the objectives and
the goal
• Should be possible to measure through the use of
objective indicators.
• Relating back to the previous example, the results
would be written as:
• Increased number of households connected to the water
supply system; and
• increased number of water taps in the village.
10. Project Activities
• Activities are the action taken to produce the

output.
• Activities take place overtime and are
coordinated to be complete by the date
required in the description of the output.
1
11. Inputs
• Are the financial, material equipment, logistics) and
human resources (project team, partner organization)
necessary for carrying out the activities.
• Identifying local resource is important for a project to
be “sustainable”, capable of carrying on after the
completion date.
1
12. Organization and Administration
• The project’s internal organization as well as its

relations to partner organizations has to be expressed
in hierarchical and operational terms.
• M&E procedure should be described here.
1
• A proposal must include a plan for M&E and method
to be followed
• This is extremely important for funders
• Include the following information:
– Who should monitor and evaluate?
– What to monitor and evaluate?
– How to monitor and evaluate? and
– Resource requirements
1
Description Monitoring Evaluation
When is it done? Continuously – throughout Occasionally: at the end

life of a project project
What is measured? Efficiency Longer-term impact
– use of inputs, activities, and sustainability –
outputs, assumptions achievement of purpose and
goal
Who is involved? Staff within the organization People from outside
the organization
What sources of Internal documents Internal and external
information are used? e.g. monthly or quarterly Documents e.g. consultants’
reports, work and travel reports, national statistics,
logs, minutes of meetings impact assessment
Who uses the results? Managers and project staff Managers, staff, donors,
beneficiaries, other
organizations
How are the results To make minor changes Major changes in policy,
used? strategy and future work
126
14. Phase-out Strategy and Sustainability
• Institutions or communities who will take over the
project have to be identified and indicated from the
outset during the formulation stage.
• Furthermore, if you continue this project in the
future, how will it be supported? This is a difficult
question to answer effectively since most funders
don't want to support the same set of project forever.
What the funder really wants to see is that you have a
long-term vision and funding plan for the project.
This is important not only for the funder but for the
success of the project or organization.
1
15. Project Budget
• Budgets are cost projections.
• Attach a one or two-page budget showing:
• Expenses:
– Personnel Expenses
– Direct Project Expenses
– Administrative or overhead expenses
• Income:
– Earned income
– Contribution income (cash and in kind)
1
Some Characteristics of Well-written,
Fundable Proposals
 Innovation
 Relevance
 Demonstrated Competence
 Feasibility Study
 Time Schedule
 Enthusiasm
 Simple Straightforward Language
 Complete Literature Search
129
Top 10 Reasons for an Unsuccessful Proposal
1. Project doesn’t address agency priorities
2. Guidelines not followed
3. Not a compelling idea
4. Ideas not clearly presented
5. Methodology appears to be flawed
6. Overuse of jargon
7. Overly ambitious
8. Narrative and budget don’t correspond
9. Sloppy presentation
10.The work has already been done
130
Group Activities:
Form a small group:

• Prepare a project proposal and a
complete project design matrix using a
Logical Framework Approach for the
project that you have already
identified.
• Present the proposal to the plenary.
1
4.3 Action Planning
What is action planning?
 A sequence of steps that must be taken, or activities that
must be performed well, for a strategy to succeed.
 An action plan has three major elements :
1. Specific tasks : Who will do what?
2. Time horizon: when will it be done?
3. Resource Allocation: what specific funds are available for
specific activities?
132
Work Breakdown Structure (WBS)
 It represents a systematic and logical breakdown of the project
into its component parts.
 It is constructed by dividing the project in to its major parts,
with each of these being further divided in to sub parts.
 This is continued till a breakdown is done in terms of
manageable units of work for which responsibility can be
defined.
Thus, the work breakdown structure helps in:
 Effective planning by dividing the work in to manageable
elements which can be planned, budgeted and controlled;
 Assignment of responsibility for work elements to project
personnel and outside agencies;
 Development of control and information system.
133
Tools of planning
1. Bar or Gantt chart

2. Network Techniques
134
Bar or Gantt Chart
135
• A Gantt chart is a graphical representation of the
duration of tasks against the progression of time.
• A Gantt chart is a useful tool for planning, scheduling
and monitoring projects.
The advantages of the bar chart are:
• It is simple to understand
• It can be used to show progress
• It can be used for human resource planning
136
Network Techniques
• In this technique, the
• activities,
• events, and
• their relationships
are presented by a network diagram, also called an
arrow diagram.
137
The advantages of network technique:
• It can effectively handle interrelationships among
project activities;
• It identify the activities which are critical to the
completion of the project on time and indicate the
float (spare time ) for other activities;
• It can handle very large and complex projects; and
• It can be easily computerized and updated.
138
Drawbacks of network technique
• Being more complicated than the traditional bar chart

it is not easily understood by the project personnel,
and
• It does not define an operational schedule which
tells who does what and when.
139
Basic Network terminologies
• An activity is a task or a job that takes time and

resources.
• It is represented in a network by an arrow.
• The arrow doesn’t have any relationship with a scale.
• Example: Excavate the land, Dig foundations, Lay
foundation, Build a wall, etc.
140
In a network analysis, it is important to establish:
• The activities involved in the project,
• Their logical relationship, e.g. Building a wall
comes after laying the foundation.
• An estimate of the time that an activity is going
to take.
141
• An event is a point in time and indicates the start or
finish of an activity or activities, e.g. wall built,
foundations dug, etc.
• An event is represented in a network by a circle.
• The establishment of activities automatically
determines events because they are the start and
finish of activities.
142
 Dummy activity: an activity that does not consume
time or resources.
 It shows merely the dependencies or proper
relationship between activities.
 A dotted arrow represents dummy.
143
Network: this is the combination of activities, dummy
activities and events in logical sequence according to
the rules of drawing networks. Example:
144
CPM and PERT
• Critical Path is one of the two ways or tools to
identify the paths through your project.
• PERT stands for program evaluation review
technique.
• CPM means critical path method.
• CPM uses one time estimate, whereas PERT uses
three time estimates.
• CPM is used when you are sure about the duration of
each activity.
• PERT is used in more uncertain situations.
145
Critical Path Method
146
How to find the Critical Path?
1. Start with an activity network diagram
4 2
A C
Start
7
3 B Finish
D
5
E
2. Find all of the paths in the diagram. A path is any string of

activities that goes from the start of the project to the end.
3. Find the duration of each path by adding up the durations of
each of the activities on the path.
• The critical path is the one with the longest duration.
147
How to find the Critical Path?...
• The float for each of the activities on the critical path is
zero.
• Find the next longest path. Subtract its duration from
the duration of the critical path, and that’s the float for
each activity on it.
• You can use this method to find the float for every
activity in a network diagram.
• Another word for float is slack.
• Do the same for the next longest path, and so on
through the rest of the network diagram.
• Float tells you how much extra time you have.
• Once you know the float, you know how much play you
have in your schedule.
148
Example
Immediate
Activity Description Predecessor(s) Responsibility
A Select administrative and medical staff.

B Select site and do site survey.
C Select equipment.
D Prepare final construction plans and layout.
E Bring utilities to the site.
F Interview applicants and fill positions in
nursing, support staff,
maintenance,
and security.
G Purchase and take delivery of equipment.
H Construct the hospital.
I Develop an information system.
J Install the equipment.
K Train nurses and support staff.
149
Example Activity Duration
Immediate
Activity Description Predecessor(s) Responsibility
12
A Select administrative and medical staff. —
B Select site and do site survey. — 9
C Select equipment. A 10
D Prepare final construction plans and layout. B 10
E Bring utilities to the site. B 24
F Interview applicants and fill positions in A 10
nursing, support staff, maintenance,
and security. 35
G Purchase and take delivery of equipment. C
40
H Construct the hospital. D
I Develop an information system. A 15
J Install the equipment. E,G,H 4
K Train nurses and support staff. F,I,J 6
150
Diagramming the Network
Immediate
Predecessor
I
A
—
B A F K
—
C
A
D Start C G Finish
B
E
B
F B D H J
A
G
C
E
H
D
I 151
Cont’d…
Paths are the sequence of
I
activities between a project’s
start and finish.
A F K
Path Time (wks)

Start C G Finish
A-I-K 33
A-F-K 28
A-C-G-J-K 67 B D H J
B-D-H-J-K 69
B-E-J-K 43
E
152
Cont’d…
The critical path is the
longest path!
I
Path Time (wks)

A F K
A-I-K 33
A-F-K 28
A-C-G-J-K 67 Start C G Finish
B-D-H-J-K 69
B-E-J-K 43
B D H J
Project Expected
Time is 69 wks. E
153
Early Start and Early Finish
• When you find the early start and early finish for each task,
you know exactly how much freedom you have to move the
start dates for those activities around without causing
problems.
• Early start is the earliest time that an activity can start.
• An activity near the end of the path will only start early if all
of the previous activities in the path also started early.
• If one of the previous activities in the path slips, that will
push it out.
• Early finish is the earliest time that an activity can finish.
• It’s the date that an activity will finish if all of the previous
activities started early and none of them slipped.
154
Late Start and Late Finish
• It’s also important to know how late any activity can run
before it delays the project.
• That’s what late start and late finish are for!
• Late start is the latest time that an activity can start.
• If an activity is on a path that’s much shorter than the
critical path, then it can start very late without delaying
the project—but those delays will add up quickly if other
activities on its path also slip!
• Late finish is the latest time that an activity can finish.
• If an activity is on a short path and all of the other
activities on that path start and finish early, then it can
finish very late without causing the project to be late.
155
Late Start and Late Finish
• They let you figure out how late you can start a certain
task and how much it can slip before it delays your project.
5 6
A B 3
Start C
4 Finish
D
This path is much shorter than the critical path, so you should
be able to start Activity D very late and still complete the
project on time!
156
Early and late durations of your
diagrams
• You can use a method called forward pass to add the
early start and finish to each path in your network
diagram.
• Once you’ve done that, you can use backward pass to
add the late start and finish.
• Take a forward pass through the network diagram.
• Start at the beginning of the critical path and move
forward through each activity.
• Follow these three steps to figure out the early start and
early finish!
157
Network Diagram
• Activity Duration = EF - ES or
• Activity Duration = LF - LS
• Total Float = LS - ES or LF – EF
• EF = ES + duration
• ES = EF of predecessor
• LF = LS of successor
158
Early and late durations of your diagrams
• Calculate the early and late duration of this network
diagram.
5 6
A B 3
Start C
4
D Finish
a) For forward pass use this formula

EF= ES + D
If there are two arrows pointing to one node, take the node with
the highest value
b) For backward pass use this formula
LS= LF-D
If there are two arrows pointing to one node, take the node with
the lowest value
159
What AON Nodes look like
Determined by the earliest finish
Slack is the difference, if any,
time of the precedent activity. If
between the earliest start and latest
there are two or more precedent
start times (or the earliest finish and
activities, this time is the same as
latest finish times).
precedent activity with the latest
S = LS – ES or S = LF– EF
“Earliest Finish” time.
Slack
The earliest you can complete
an activity -- determined by
Activity
adding the activity time to the
Earliest Earliest
Finish
earliest start time.
Start
This is the Latest
Latest Latest
Finish time minus Finish
Start Activity The latest you can finish an
the activity time.
Duration activity without delaying the
project completion date. It is the
same as the Latest Start time of
the next activity. If there are two
or more subsequent activities,
this time is the same as the
earliest of those “Latest Start”160
times.
Earliest Start and Earliest Finish Times
12
I 27
Earliest start time

15 Earliest finish time
0 A 12 12 F 22 63
K 69
12 10 6
12
C 22 22
G 57
Start Finish
10 35
0
B 9 9
D 19 19
H 59 59
J 63
9 10 40 4
Example 9 E 33
24
161
Earliest Start and Earliest Finish Times
12
I 27 The Critical Path
15 takes 69 weeks
A K 69
0 12 12 F 22 63
12 10 6
12
C 22 22
G 57
Start Finish
10 35
0
B 9 9
D 19 19
H 59 59
J 63
Critical Path 9 10 40 4
Example 9 E 33
24
162
Latest Start and Latest Finish Times
12
I 27
48 15 63
A K
0 12 12 F 22 Latest 63 69 Latest
2 12 14 53 10 63 start 63 6 69
finish
time time
C
12 22 22 G 57
Start Finish
14 1 24 24 59
35
0
0
B 9 9
D 19 19
H 59 59
J 63
0 9 9 9 10 19 19 40 59 59 4 63
Example 9 E 33
35 24 59
163
Earliest start time I Earliest finish time
12 27
48 15 63 Latest finish time
Latest start time
A K
0 12 12 F 22 63 69
2 12 14 53 10 63 63 6 69
C
12 22 22 G 57
Start Finish
14 10 24 24 59
35
0
B 9 9
D 19 19
H 59 59
J 63
0 9 9 9 10 19 19 40 59 59 4 63
Example 9 E 33
35 24 59
164
Program Evaluation Review
Technique
165
PERT
• PERT uses three time estimate
a= Optimistic Time
a + 4m + b
m
= Most Likely Time  = the mean completion time =
6
b-a 2
Variance ( 2 )  ( )
b= Pessimistic Time 6
Find the variance along the critical path and its standard
deviation.
Std. dev is the square root of the variance
166
PERT
Activity a m B te variance
A 2 4 6
B 3 2 4
C 1 3 5
D 2 4 5
E 1 2 3
F 1 2 4
G 3 5 6
H 2 4 7
a) Calculate the expected time for each activity

b) Calculate the variance for each activity and indicate the project deviation
from its plan
c) Determine the probability of project success in being completed in time
167
PERT
• Z = (Due date-expected date/standard deviation)
• The value should be referred from the statistics table.
For example,
• a value of 0.57 is read from the table as: .5 from the rows
and .07 from the columns; the intersection of the two is
0.7157.
• This means that the project has the probability of success
at 71.2%
168
The Project Completion Time Distribution -
Assumptions
• Assumption 1
– A critical path can be determined by using the
mean completion times for the activities.
– The project mean completion time is
determined solely by the completion time of
the activities on the critical path.
• Assumption 2
– The time to complete one activity is independent of the
time to complete any other activity.
• Assumption 3
– There are enough activities on the critical path so that
the distribution of the overall project completion time
can be approximated by the normal distribution.
169
Outputs to Develop Schedule Process
a) Project schedule
• All of that analysis and modeling should produce a
schedule that everyone can get behind.
• After thinking your way through everything that can go
wrong and assigning resources, you should have a pretty
accurate prediction of the work required to complete the
project.
b) Milestone chart
• All of the major chunks of work can be marked with
milestones to track their completion.
• Usually this list is published for other teams or
stakeholders who are depending on parts of the work to
be accomplished by a certain time.
170
c) Schedule data
• The schedule data is a collection of information
about your schedule.
• It will include things that you’ll need to analyze your
schedule later on in the project: alternative schedules,
specific requirements for resources, milestone charts,
bar charts, project schedule network diagrams, and
other data and metrics about your schedule.
171
5. Appraisal
 The appraisal and commitment stage is when the
project is appraised for its ability to achieve its stated
objectives within the resources available and agreed.
 It is the single most important decision made about a
project and it should be an objective and open
process.
 The appraisal process should be standardized and
clearly linked to the way the project is structured.
 It should follow the structure of the project proposal
using the four PCM Parameters by which project
proposal are appraised: Eligibility, Relevance,
Feasibility and Sustainability.
172
5. Appraisal--- cont’d
Quality of Project Proposal
 Overall, does the proposal cover all the necessary
components for the stated objective to be achieved?
 Is the project design consistent and fully coherent?
 Are all the project design components, in your
experience, necessary?
 Do you feel confident that the project can achieve its
stated objectives on time and within budget?
At the end of the appraisal the team either decides to fund
the project or reject it and resend back to the proposer.
173
6. Financing
 Finance is a simple task of providing the necessary
funds (money) required by the business of entities
like companies, firms, individuals and others on the
terms that are most favorable to achieve their
economic objectives.”
 During this phase, project proposals are examined by
the funding agency, and decision is taken on whether
to fund the project or not.
 The funding agency and the implementer will agree
the modalities of implementation and formalize these
in legal document.
174
7. Implementation
 Implementation is the carrying out, execution, or practice of a
plan, a method, or any design for doing something.
 The implementation stage is when the work of the project is
carried out/ plans are tested in reality.
 The project implementation stage brings the project from the
feasibility study stage to the execution stage.
 This is preceded by the appointment of the organization that
will carry out the work.
 At the very beginning, an inception review/monitoring should
be undertaken to make sure the initial project design is still
valid and the external conditions are still the same.
 Throughout the implementation stage regular and planned
monitoring reviews will be required.
175
7. Implementation --- cont’d
Pre-requisites for successful project
implementation
1.Adequate information;
2.Sound project organization;
3.Proper implementation planning;
4.Timely available of funds;
5.well thought-out equipment tendering and
procurement;
6.Efficient contract management;
7.Effective monitoring .
176
Recapitulate
• Concept of project and project management
• Stakeholder and community participation
• Problem, objective and alternative objective tree
• Logical Framework Analysis
• Project Proposal Writing
• Action planning (WBS, PERT, CPM…)
Today
• Monitoring and Evaluation
Next Time
Monitoring and Evaluation…. Cont’d
 
Report writing
177
178
8.1 What is Monitoring and Evaluation ?
What is Monitoring?
 “Monitoring is the systematic and continuous
assessment of the progress of a piece of work over
time.”
 It is the routine collection and analysis of information to
track progress against set plans and check compliance to
established standards.
179
8. Monitoring and Evaluation…
 It is the systematic and routine collection of information
from projects and programmes for four main purposes:
1. To learn from experiences to improve practices and
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.
180
8.1 What is Monitoring and Evaluation --- cont’d?
 Monitoring is a periodically recurring task already beginning
in the planning stage of a project or programme.
 Monitoring allows results, processes and experiences to be
documented and used as a basis to steer decision-making and
learning processes.
 Monitoring is checking progress against plans.
 The data acquired through monitoring is used for evaluation.
181
What is M&E?
 M&E is an embedded concept and constitutive part of every
project or programme design (“must be”).
 M&E is not an imposed control instrument by the donor or an
optional accessory (“nice to have”) of any project or programme.
 M&E is ideally understood as dialogue on development and its
progress between all stakeholders.
 M&E can help one to:
1. Identify problems and their causes;
2. Recommend possible solutions to problems;
3. Raise questions about project assumptions;
4. Reflect on where the project is going, and on how best to
accomplish its aims and objects.
182
 The power of measuring results:
1. If you do not measure results, you cannot tell success
from failure.
2. If you cannot see success, you cannot reward it.
3. If you cannot reward success, you are probably
rewarding failure.
4. If you cannot see success, you cannot learn from it.
5. If you cannot recognize failure, you cannot correct it.
6. If you can demonstrate results, you can win public
support and donor interests.
183
8.2 Differences and Links between M&E
Monitoring
 It is an on-going activity that tracks the progress of the project
during its lifetime.
• It seeks to oversee whether resources are being mobilized as
intended and products are being delivered on schedule.
• It involves the provision of regular feedback on the progress of
project implementation and the problems faced during
implementation.
• It consists of operational and administrative activities that
track resource acquisition and allocation, delivery of services
and cost records.
• It helps to pinpoint problems requiring corrective and timely
action and it is also important in the context of coping with
uncertainty in implementation.
184
185
8. 2 Monitoring and Evaluation --- cont’d
 Why undertaking M&E?
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
.186
Monitoring involves the following:
1. Establishing indicators on efficiency, effectiveness
and impact,
2. Setting up and M&E system relating to these
indicators;
3. Collecting and recording information( sourcing and
management data);
4. Analyzing the information; and
5. If necessary, using the information to improve project
management.
187
What is Evaluation?
 “ An evaluation is the assessment at one point in time of the
impact of a piece of work and the extent to which the stated
objectives have been achieved.”
 It is a scientifically based assessment of the strengths and
weaknesses of the project.
 It deals with strategic issues such as project relevance,
effectiveness, efficiency, impact, and sustainability in the light
of the objectives formulated at the outset of the project.
Evaluation Includes:
1. Looking at the aims and objectives of the project.
2. Assessing the progress chosen to implement the project.
3. Looking at the strategy chosen to implement the project.
4. Assessing whether or not funds were used efficiently.
188
189
190
 There are different ways to perform an evaluation:
1. Self-evaluation
2. Participatory evaluation
3. Rapid participatory evaluation
4. External evaluation
5. Interactive evaluation
191
192
Types of evaluation
 According to evaluation timing:
1. Formative evaluation
 It takes place in the lead up to the project, as well as
during the project in order to improve the project
design as it is being implemented (continual
improvement).
 Formative evaluation often lends itself to qualitative
methods of inquiry.
 Is conducted at mid-term (also called periodic
evaluation) or semi-annually ( also called process
evaluation) 193
2.Summative evaluation
 It takes place during and following the project
implementation, and is associated with more
objective, quantitative methods.
 Is conducted only when the project has been
completed.
 Summative evaluation is also called terminal, final,
outcome, or impact evaluations.
 Summative evaluation falls into two categories: end
evaluation and ex-post evaluation.
3. Midterm evaluation: are formative in purpose and
occur midway through implementation.
194
4. Final evaluations are summative in purpose and are
conducted (often externally) at the completion of
project/programme implementation to assess how
well the project/programme achieved its intend
objectives.
5. Ex-post evaluations
• According to who conducts the evaluation:
1. Internal or self-evaluation
2. External or independent evaluation
3. Participatory evaluations
4. Joint evaluations
195
• According to evaluation technicality or methodology:
1. Real-time evaluation (RTEs)
2. Meta-evaluations
3. Thematic evaluations
4. Cluster/sector evaluations
5. Impact evaluations
196
• Based on persons involved in the evaluation process
we have:
1. Internal Evaluation: It is performed by persons who
have a direct role in the programme/project.
2. External Evaluation: Here the evaluation is carried
out by persons from outside the programme/project.
197
Difference between Monitoring and Evaluation
Item Monitoring Evaluation

Frequency Periodic, regular Episodic
Main action Keeping track/oversight Assessment
Basic Purpose Improve achievement Improve effectiveness,

Adjust work plan impact, future
programming
Focus Inputs, outputs, process, Outcome, relevance,
work plan sustainability, impact
Information Sources Routine or sentinel systems, Same, plus surveys and

field observation, progress studies
Undertaken by Internal staff, community, Internal staff, stakeholders,
funder/donors funders/donors, external
evaluators, community198
Six key steps for project/Programme M&E
1. Identify the purpose and scope of the M & E system;
2. Plan for data collection and mgt.;
3. Plan for data analysis;
4. Plan for information reporting and utilization;
5. Plan for M & E human resources and capacity
building;
6. Prepare the M & E budget.
199
8.3 Indicators for Monitoring and Evaluation
What is an indicator?
 The quantitative or qualitative evidence that will be
used to assess progress towards an objective.
 Provide the basis for monitoring progress and
evaluating the achievement of outcomes.
 An objective may have more than one indicator.
200
Different types of indicators
1. Process indicators
2. Impact indicators
3. Quantitative indicators
4. Qualitative indicators
201
Indicator tracking table (ITT) – for one quarter only
202
Criteria for selecting indicators
1. Does the indicator measure what you want to
measure?
2. Does the indicator yield data that it is essential to
know (rather than just nice to know)
3. Does the indicator yield data that is useful for
programme planning and management?
4. Is the indicator worth the time and effort to
measure?
203
Activity: Form a small group and discuss the
following points:
 Evaluate the monitoring and evaluation

practices of your organization or any
organization you are familiar with.
204
8.4 Tools, Methods and Approaches
for Monitoring and Evaluation
205
Tools, Methods and Approaches for Monitoring and
Evaluation… Cont’d
1. Performance Indicators
What are they?
 Performance indicators are measures of inputs, processes,
outputs, outcomes, and impacts for development projects,
programs, or strategies.
What can we use them for?
 Setting performance targets and assessing progress toward
achieving them.
 Identifying problems via an early warning system to allow
corrective action to be taken.
 Indicating whether an in-depth evaluation or review is
needed.
206
2. The Logical Framework Approach

What is it?
 The logical framework (Logframe) helps to clarify
objectives of any project, program, or policy.
 It aids in the identification of the expected causal
links—the “program logic”—in the following results
chain: inputs, processes, outputs (including coverage
or “reach” across beneficiary groups), outcomes, and
impact.
207
208
What can we use it for?

 Improving quality of project and program designs—
by requiring the specification of clear objectives, the
use of performance indicators, and assessment of
risks.
 Summarizing design of complex activities.
 Assisting the preparation of detailed operational plans.
 Providing objective basis for activity review,
monitoring, and evaluation.
209
3. Theory-Based Evaluation
What is it?
 Theory-based evaluation has similarities to the
LogFrame approach but allows a much more in-
depth understanding of the workings of a program or
activity—the “program theory” or “program logic.”
In particular, it need not assume simple linear cause-
and effect relationships.
 Mapping design of complex activities.
 Improving planning and management .
210
4. Formal Surveys
What are they?
 Formal surveys can be used to collect standardized
information from a carefully selected sample of
people or households.
 Surveys often collect comparable information for a
relatively large number of people in particular target
groups.
211
 Providing baseline data against which the performance of the
strategy, program, or project can be compared.
 Comparing different groups at a given point in time.
 Comparing changes over time in the same group.
 Comparing actual conditions with the targets established in a
program or project design.
 Describing conditions in a particular community or group.
 Providing a key input to a formal evaluation of the impact of a
program or project.
 Assessing levels of poverty as basis for preparation of poverty
reduction strategies
212
5. Rapid Appraisal Methods
What are they?
 Rapid appraisal methods are quick, low-cost ways to gather the
views and feedback of beneficiaries and other stakeholders, in
order to respond to decision-makers’ needs for information.
 Providing rapid information for management decision-making,
especially at the project or program level.
 Providing qualitative understanding of complex socioeconomic
changes, highly interactive social situations, or people’s values,
motivations, and reactions.
 Providing context and interpretation for quantitative data
collected by more formal methods.
213
6. Participatory Methods
 Participatory methods provide active involvement in decision-
making for those with a stake in a project, program, or strategy
and generate a sense of ownership in the M&E results and
recommendations.
 Learning about local conditions and local people’s perspectives
and priorities to design more responsive and sustainable
interventions.
 Identifying problems and trouble-shooting problems during
implementation.
 Evaluating a project, program, or policy.
 Providing knowledge and skills to empower poor people.
214
Tools, Methods and Approaches for Monitoring
and Evaluation… Cont’d
7. Public Expenditure Tracking Surveys
 Expenditure tracking surveys (ETS) track the flow of
funds and determine the extent to which resources
actually reach the target groups.
 The surveys examine the manner, quantity, and
timing of releases of resources to different levels of
government, particularly to the units responsible for
the delivery of social services such as health and
education.
215
8. Cost-Benefit and Cost-Effectiveness Analysis
 Cost-benefit and cost-effectiveness analysis are tools for
assessing whether or not the costs of an activity can be
justified by the outcomes and impacts.
 Cost-benefit analysis measures both inputs and outputs in
monetary terms.
 Cost-effectiveness analysis estimates inputs in monetary terms
and outcomes in non-monetary quantitative terms (such as
improvements in society living standard)
216
9. Impact Evaluation
What is it?
 Impact evaluation is the systematic identification of
the effects – positive or negative, intended or not –
on individual households, institutions, and the
environment caused by a given development activity
such as a program or project.
217
 Measuring outcomes and impacts of an activity and
distinguishing these from the influence of other
external factors.
 Helping to clarify whether costs for an activity are
justified.
 Informing decisions on whether to expand, modify or
eliminate projects, programs or policies.
 Drawing lessons for improving the design and
management of future activities.
 Comparing the effectiveness of alternative
interventions.
 Strengthening accountability for results.
218
Evaluation Criteria/What to Evaluate/
1. Relevance
2. Efficiency
3. Effectiveness
4. Impact
5. Sustainability
219
Exercise
 What methods, tools and approaches you have

been using in your organization? Which tools,
methods, and approaches do you think is
appropriate for your organization? Why?
220
Designing Monitoring and
Evaluation Instruments
221
Commonly Used M & E tools
1. Logical Framework,
2. Formats,
3. Observations and field visit checklists,
4. Report,
5. Questionnaires,
6. Interview guide /group and individual interview/,
7. Key informant interview guide,
8. Focus Group Discussion guide.
222
M & E instruments design has five
components:
1. Clear statements of measurable objectives
e.g. Providing more equitable access to health
services.
2. A structured set of Indicators
Types of Indicators:
a. Input Indicators- are quantified and time-
bound statements of resources to be provided.
E.g. Vehicle operating costs for the crop extension
service.
223
Designing Monitoring and Evaluation
Instruments
b. Process indicators -measure what happens during
implementation.
e.g. latest date for delivery of fertilizer to farm stores.
c. Output indicators- show the immediate physical
and financial outputs of the project: physical
quantities, organizational strengthening, and initial
flows of services. E.g. cost per kilometer of road
construction.
224
Instruments
d. Impact indicators refers to medium or long-term
developmental change. e.g. (education) continuation
rates from primary to secondary education by sex,
proportion of girls completing secondary education
e. Exogenous indicators are those that cover factors
outside the control of the project but which might
affect its outcome. e.g. currency exchange rates.
225
Designing Monitoring and Evaluation Instruments
3. Provision for Collecting Data and Managing Project
Records -so that the data required for indicators are
compatible with existing statistics, and are available
at reasonable cost.
 Indicators of inputs and processes will come from
project management records originating from field
sites.
 To measure output and impact may require the
collection of data from sample surveys or special
studies.
226
Instruments
4. Institutional arrangements for gathering, analyzing,
and reporting project data, and for investing in capacity
building, to sustain the M&E service.
5. Proposals for the ways in which M&E findings will be
feedback into decision making.
227
Designing M & E Instruments…
Steps in Developing Evaluation Tools:
 Review project objectives
 Convert project objectives into evaluation objectives
 Identify and list down key factors
 Select indicators for key factors
 Determine the key factors that should be used for
developing the evaluation tools
228
Designing M & E Instruments…
Steps in Developing Evaluation Tools….
• Decide the method used for evaluation
• Determine the tools to be used
• Utilize the key indicators in formulating key questions
• Check the relevance of the key questions to the
information needs
• Pre-test evaluation tools, orient evaluators on the tools
and put the tools to use
229
Critical gaps in M & E in Ethiopian Context
1. Lack of attention to M & E during design,
insufficient and timely resource allocation;
2. Unclear role and responsibilities of the M & E units;
3. Lack of commitment;
4. M & E seen as a mechanical exercise filling in the
form for project manager purpose and monitoring as
a form of data collection for report writing;
5. Lack of sustaining the M & E system;
6. Poor quality and irrelevant information produced
through monitoring;
7. Lack of sufficient and timely feedback;
230
Critical gaps in M & E/Ethiopian Context…
8. Overlooking the stakeholders involvement in M & E;
9. Lack of cooperation and integration between project M & E and
project management;
10. Lack of accountability;
11. Lack of linking monitoring and evaluation activities -M & E
system not integrated;
11. Problems of mainstreaming the lessons learned;
12. Reports remain on the shelves without being discussed and
rectified;
13. Planning and post implementation M & E (planning process,
outcome and impact monitoring are overlooked;
14. Absence of comprehensive M & E guideline.
231
Approaches in M & E System
• The two commonly used approaches in the M & E
system design are:
1. Conventional or “Blueprint” approach: in this
approach project planning and appraisal team
formulate detailed organizational setup and work
plans before project implementation starts.
2. The “ process” approach: In this case the appraisal
team do not produce detailed work plan rather the
project managers and stakeholders/partners jointly
determine what is to be evaluated.
232
Steps in Designing M & E system
1. Determine the objectives of M & E system
2. Identify and involve the stakeholders
3. Determine what should be monitored and evaluated
4. Determine the priority areas to be monitored and evaluated
5. Identify and indicate key elements and indicators to be
focused on
6. Design and test M&E instrument
7. Plan how you will execute the M&E activity /responsibility/
8. Determine how and when data will be collected, processed
and analysed
9. Prepare, disseminate and use the M&E report
233
Two Golden Rules of M & E
1. Do not define indicators that cannot be measure.

2. Do not collect data that are not useful for decision-
making or from which no lessons can be learned.
234
Data Collection, Analysis and
Monitoring and Evaluation Report
235
Data Source and Method of Collection
 Data: Simply, it is raw facts.

 Information is data placed into a meaningful context
for its recipient.
236
Sources of Data
1. Primary Data from primary sources via:

a. Semi-structured interview
b. Focus group
c. Structured interview
d. Direct observation
2. Secondary Data from Secondary sources:
a. Documentary research
b. Statistical and planning data
237
Types of Data
1. Quantitative Data: Numbers

2. Qualitative Data: Words
238
The Difference between Quantitative and
Qualitative Data
Quantitative Data Qualitative Data
 Number as data  Words as data
 Ask: How many? How  Ask: How? Why?
much?  Data collected through
 Data collected through interviews and observation
surveys  Generalizability is not a goal
 Generalizability is a goal  Use purposive, convenience,
 Use probability sampling snowball, or quota sampling
 Use a large sample size  Use a small sample size
 Goal: Prove/verify  Use: Discover/explore
239
Data Collection Through Survey
Steps:
1. Plan the survey
2. Design survey materials
3. Conduct and supervise survey
4. Analyze and report survey data
240
Data Analysis
• It comprises:
a. Data Compilation
b. Cross tabulation
c. Statistical analysis
d. Reporting
241
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 not,
why? 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? )
242
Monitoring and Evaluation Report …
cont’d
• Has the target group been 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.
243
Monitoring and Evaluation Report … cont’d
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.
244
Criteria of good reporting
1. Relevant and useful

2. Timely
3. Complete
4. Reliable
5. Simple and user-friendly
6. Consistent
7. Cost-effective
245
Project/program Mgt. Report Outline
1. Project/program information
3. Financial status
4. Situation/context analysis
5. Analysis of implementation
6. Stakeholder participation and complaints
7. Partnership agreement and other key actors
8. Cross-cutting issues
9. Project/programme staffing-human resource
10. Exit/sustainability strategy summary
11. PMER status
12. Key lessons
13. Report annex such as ITT 246
Project/program Mgt. Report Outline
1. Project/program information
3. Financial status
4. Situation/context analysis
5. Analysis of implementation
6. Stakeholder participation and complaints
7. Partnership agreement and other key actors
8. Cross-cutting issues
9. Project/programme staffing-human resource
10. Exit/sustainability strategy summary
11. PMER status
12. Key lessons
13. Report annex such as ITT
247
Reporting Roadblocks
1. We don’t have the time

2. It doesn’t make a difference anyhow
3. Data analysis is for experts, not us
4. Fear of variance
248
Activities: Form a small group and discuss the
following points:
• Assess the reporting practice of your
organization or any organization you are
familiar with and indicate the major
components of the report.
249
Comments
250
251
Best wishes!
252
Thank you very much!
Wishing you continued success on
your Project Monitoring and
Evaluation Journey!
253
Goodbye!
254
Address:
Temesgen Dagne
Ethiopian Management Institute
Tel: 0911 103995
E-mail: teme2112@gmail.com

Project Monitoring and Evaluation AAU OO

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Welcome to

Ethiopian Management Institute

Duration: Ginbot 28 to Sene 2 /2009

… now let us start our project…with the

If you can’t fly, then run,

Martin Luther King Jr.

 A clear understanding of customer

Source: Schwalbe, 2015:12

 It is the planning, organizing, directing and controlling of

 The generic project cycle has six phases:

 A programme is a set of priorities based on indices of

N.B.: At this stage funders, local and regional government

 There are six stages to the identification/analysis phase:

If stakeholders are not identified at the project

Secondary Secondary Secondary

Primary Primary Primary

Primary Primary Primary

Secondary/ Secondary/ Secondary/

Rice production Food production

Irrigation water does Irregular supply of Soil fertility Ethnic clashes in

Canals are Dikes are Soil erosion on

Rice production Food production

Sufficient irrigation Regular supply of Soil fertility on Less ethnic

Canals Dikes are Soil erosion on hill

Less passengers Passengers arrive

Drivers drive Vehicles kept in Road conditions

Old vehicles are Vehicles regularly

• is a technique for identifying alternative solutions

Rice production Food production

Important Terms in LFA

Goal If the OBJECTIVES are accomplished;

Deliverables/ If the ACTIVITIES are conducted;

Narrative Objectively verifiable Means of Verification Important assumptions

Goal: 10% fewer cases of diarrhea, Reports from health

5. Quantitative indicators: that can be analyzed in

 M: Measurable( it is possible to check them)/Meaningful

 R: Relevant (they can be tracked over a specific period of time)

• Prepare LFA for the identified project.

• What is a project proposal?

• You have to play by the Rules

• There is a variation in terminology and

• It gives some background information on

• Used to describe a desired end, a solution to national

• Activities are the action taken to produce the

• The project’s internal organization as well as its

When is it done? Continuously – throughout Occasionally: at the end

Form a small group:

1. Bar or Gantt chart

• Being more complicated than the traditional bar chart

• An activity is a task or a job that takes time and

2. Find all of the paths in the diagram. A path is any string of

A Select administrative and medical staff.

Path Time (wks)

Path Time (wks)

a) For forward pass use this formula

Earliest start time

a) Calculate the expected time for each activity

Item Monitoring Evaluation

Main action Keeping track/oversight Assessment

Basic Purpose Improve achievement Improve effectiveness,

Information Sources Routine or sentinel systems, Same, plus surveys and

 Evaluate the monitoring and evaluation

2. The Logical Framework Approach

What can we use it for?