M

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ME IS A MANAGEMENT TOOL

• A good project plan contains a built-in
  control system, which resembles the dashboard of
  the cockpit of an airplane, instantly showing
  performance on all critical issues for a safe
  flight

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PM MUST ENSURE THAT

• The bearer of bad news is not punished.
• Nor is the admitter to error executed.
• However, the hider of mistakes may be shot
  without impunity

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DEFINITION OF ME

• Monitoring is collecting, recording, reporting
  information concerning any and all aspects of
  project performance that the project manager or
  others in the department/sector wish to know

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DEFINITION OF EVALUATION

• Evaluation is a process which determines
  systematically and objectively the relevance,
  efficiency, effectiveness and impact of project
  activities in the light of their set objectives

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PLANNING-MONITORING-CONTROLLING CYCLE
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ME
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TYPES OF ME

• Types Methods CPI
• Monitoring Regular - Operations
• - Inputs
• Occasional - Outputs
• - Schedules
• - Finance
• - Performance

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TYPES OF ME

• Type Methods CPI
• Evaluation Impact Study - Effects
• Ex Post - Impact

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TYPES OF ME

• Type Method CPI
• Project In-depth - Current
• Audit Study Status
• - Critical
• Tasks
• - Resource
• Utilization
• - Risk

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FIELD VISIT ME APPROACH

• Preparation Stage
• ME Team and Teamleader
• Review all relevant information
• Review funding data
• Determine data to be collected
• Inform management about purpose and time
• Arrange for the necessary logistics
• Until the above steps are completed the trip will
  not proceed!

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FOCUS OF PROJECT
Good Customer Relations
Time
Cost
Performance
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COST OVERRUNS

• COST, TIME
• PERFORMANCE
• TRIANGLE
• VARIANCES
• T TIME
• R COST
• P PERFORMANCE

C'
T
R
C
P
B
A
A'
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SHORTCOMINGS INHERENT IN THE SYSTEM

• Retro-active Tool
• Less Glamorous
• Little Evaluation Done
• Correlation between project outputs and societal
  change difficult to establish

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CHARACTERISTICS OF AN EFFECTIVE PERFORMANCE
MONITORING INFORMATION SYSTEM

• Simple and Possible
• Relevant and Precise
• Need Driven
• Instant and Timely
• Cost-Effective
• Predictive

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WHAT DO YOU SEE?
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HIERARCHY OF OBJECTIVES AND RESULTS

• Time Hierarchy Planning Hierarchy
• Horizon Objectives Level Results
• Long- Goal Policy Impact
• Medium- Purpose Strategic Effects
• Short- Outputs Activity Outcomes
• Term

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UNITS OF ANALYSIS

• Components to be monitored
• performance
• time
• manpower
• finance
• infrastructure
• utilization

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Selection of Critical Performance Indicators

• Key performance indicators to be controlled
  cost, time,labour, inputs, outputs, milestones
  etc
• Pre-determined standards are in the plan
• management might want to know more morale,
  clients attitudes etc.
• The art is to determine in advance precisely data
  to be collected

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Critical Performance Indicators

• Indicators to measure performance for each
  identified key result area
• Direct CPIs are events, facts, quantities, OVIs,
  inputs, outputs etc
• Indirect CPIs are used if direct measurement is
  not possible

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GUIDELINES FOR IDENTIFICATION OF INDICATORS

• They fall within key result areas
• They are measurable
• They represent hard numbers, problems to
  overcome,soft numbers etc.
• They state what will be measured, not how much
• They can be concurrent, pre- and terminal
  indicators
• They must be cost-effective/not exceed value of
  information

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STANDARDS

• Standards are the benchmarks against which the
  performance data are judged
• This assessment will indicate if there is
  variance between the planned and the observed
• Standards are the pre-determined
• targets/yardsticks in the plan

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STANDARDS

• OVIs, Schedules, etc
• National Targets
• Baseline Data
• Past Performance
• Similar Projects
• Control Group
• Hypotheses

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DATA REQUIREMENT ANALYSIS FOR ME

• Objectives Units of CPI Standards Collection
• Analysis Methodology

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THE END