Project m&e & logframe

MONITORING
AND
EVALUATION
5/29/2012 M&E Training (Travellers Beach Hotel) 1

Learning objectives
• To explore methods of data collection, Data
Organisation, Data Analysis and Report
Writing and and presentation of monitoring
and evaluation results.


Remember… The
Principles of Project
Management


Project Control Tools


Project Implementation Management
• Project Manager must:
– Control work in progress
– Provide feedback
– Negotiate for resources – materials, supplies,
services
– Resolve differences


Controlling WIP
• All project performance dimensions must be
controlled to attain planned objectives:
– Quality through specifications
– Time through a schedule
– Cost through a budget
• Quality standards are specified during
planning stage. There exist general
specifications for various types of projects,
project designers may choose to adopt one
e.g. for construction, for ICT, for health etc.

Control tools
• Gantt chart
• CPM/PERT diagram
• Control point identification chart
• Project control charts
• Milestone chart
• Budget control chart


Control point identification chart
• Anticipates what may go wrong and what will
be done about it to avoid nasty surprises.

Control Element What is likely to go How and when will What will we do
wrong? I know? about it?
Quality Workmanship might Personal inspection Redo substandard
be less than desired of each stage work
Cost Cost of any sub-unit When purchase Seek alternative
may exceed budget agreements are supplies, the
made consider alternative
materials
Timeliness Time to complete Monitoring progress Improve efficiency,
any subunit may along critical path recapture time from
exceed schedule other steps, allow
overtime if within
5/29/2012 M&E Training (Travellers Beach Hotel) budget 37

Milestone chart
• Presents a concise summary of a projects
status on the basis of key events and their due
dates. These events may require approval
before proceeding or clearly demarcate
relatively independent sets of project
activities.
• It is more useful during implementation than
during planning when more information is
required.


Milestone chart

Milestone Scheduled Actual
completion completion
Foundation completed October 5 October 6
Framing completed October 10 October 12
Exterior finished October 25
Electrical wiring completed October 20
Heating and air conditioning installed October 25
Interior finished November 22


Project and Budget control charts
• Compares actual to planned performance by
computing cost and schedule variances
• It is based on WBS work packages (tasks) for
which we record progress in time and cost. It
is usually done on a spreadsheet or using PM
software; these may be integrated with the
accounting system in large companies.


Project and Budget control charts
COST SCHEDULE
Project Budget Actual Variance Planned Actual Variance
Item
1
2

 Cumulative amounts are obtained and presented
in graphical format as a line or bar graph to
compare budgeted and actual occurrence.
 These analyses form part of Earned Value
Analysis (EVA)

Earned Value Analysis (EVA)
• A set of analyses that provide key metrics of
project performance and provide information
for continues budget and scheduled progress
monitoring
• It is by now recognized as an industry
standard. In the US it is required of
government projects:


• The Office of Management & Budget
prescribed that EVA is required on
construction projects in Circular A-11, Part 7:

"Agencies must use a performance-based
acquisition management system, based on
ANSI/EIA Standard 748, to measure achievement
of the cost, schedule and performance goals."


Traditional Cost Analysis


“Voodoo” project Management


• EVA is built upon the WBS budgeted cost and
time estimates that serve as a baseline to
measure project performance
• For each task we obtain:
– The Planned Value (PV), (formerly known as the
budgeted cost of work scheduled or BCWS)—that
portion of the approved cost estimate planned to
be spent on the given activity during a given
period.


• The Actual Cost (AC), (formerly known as the
actual cost of work performed or ACWP)—the
total of the costs incurred in accomplishing
work on the activity in a given period.
– This Actual Cost must correspond to whatever was
budgeted for the Planned Value and the Earned
Value (e.g. all labor, material, equipment, and
indirect costs).


• The Earned Value (EV), (formerly known as the
budget cost of work performed or BCWP)—the
value of the work actually completed. Obtaining
EV requires estimating the proportion (%) of work
completed by a given date.
– EV = Budgeted cost x % work completed
– In practice some rules of thumb are used when there
are very many activities, e.g. the 50-50 rule, each
activity is considered 50% complete when its start
date is reported and it is 100% complete when the
activity finish date is reported

EVA Elements


EVA Performance Indicators
• Progress indicators
– Cost Variance (CV) = EV - AC
– Schedule Variance (SV) = EV – PV
• Efficiency indicators reflect the cost and schedule
performance of the project.
• The most commonly used cost-efficiency
indicator is the cost performance index (CPI)
– CPI = EV / AC
– The sum of all individual EV budgets divided by the
sum of all individual AC's is known as the cumulative
CPI, and is generally used to forecast the cost to
complete a project.


Project Planning Matrix
..............
Logical Framework
(LogFrame)


Background
• The logical framework (logframe) was developed
in 1969 by Practical Concepts Incorporation for
USAID as a management tool to enhance
planning and evaluation of development projects.
• It is a planning tool for all stages of the project
cycle in a simple and systematic frame work
• It allows participatory project planning and
evaluation by non-expert stakeholders, making it
a popular tool in project management today.


Definition of Terms
• The GOAL of a project is a value judgement which
satisfies one or more human needs. A
programme or sector goal is the broader
objective to which a project contributes.
• The PURPOSE or Immediate Objective of a project
is its primary intention or aim; it is the reason
why a project is designed.
• The OUTPUTS of a project are the desired results
of the transformation process of a system, e.g.,
patients leaving a hospital cured or not, are the
results of a health delivery system.

Definition of Terms
• The INPUTS of a project are the people,
information, and/or physical items which enter
the system to be transformed by a sequence into
the outputs of the system, e.g., for an agricultural
development project, the inputs may be seeds,
money, etc.
• The SECTOR is the larger system of which a
project is part, e.g., building a dam is a project in
the agricultural sector, if the main purpose is
irrigation or in the energy sector if the main
purpose is the generation of hydro-electric
power.


Definition of Terms
• OBJECTIVELY VERIFIABLE INDICATORS (OVI)
demonstrate that certain desired results have
been accomplished.
• MEANS OF VERIFICATION are the specific
mechanisms by which quantitative indications
of the accomplishments of a project may be
observed.


Definition of Terms
• The LOGIC: The decision-maker uses two types of
logic to arrive at explicit statements which serve
to help in planning or in evaluating a project in
progress: A vertical and horizontal logic.
– A VERTICAL LOGIC clarifies why a project is being
undertaken. It specifies the programme or sector goal,
and project purposes, outputs and inputs.
– A HORIZONTAL LOGIC identifies what is to be
produced and the evidence that will signal success. It
lists objectively verifiable indicators, means of
verification, and important assumptions.

Components and Structure
Project Title………………. Total Funding…………….
Life of Project……………..from……to…… Date prepared…………….
NARRATIVE OBJECTIVELY MEANS OF IMPORTANT
SUMMARY VERIFIABLE VERIFICATION ASSUMPTIONS
INDICATORS
Programme or Measures of goal Source of information Assumptions for
Sector goal: achievement for goal indicators achieving goal target
The broader objective
to which the project
contributes
Project purpose: Measures of purpose Source of information Assumptions for
Immediate objective of achievement: for indicators of project achieving purpose
the project (Conditions that will objective (objective)
indicate purpose has
been achieved)
Outputs: Desired Magnitude of outputs Source of information Assumptions for
results for indicators of providing outputs
outputs
Inputs: The people, Implementation target: Source of information Assumptions for
information, and (Type and quantity) for indicators of inputs providing inputs
physical items which
enter the system

Developing a Log Frame
• Identifying Important Assumptions
• Objectively Verifiable indicators
• The Means of Verification
• Determining the Quantities and the Costs for
each Individual Activity


LOG FRAME Example
Narrative Summary Objectively Verifiable Means of Critical Assumptions
Indicators Verification
Goal: -Agricultural - Data collected by Agricultural
-Improved agricultural production increased Ministry of extension service
yield Agriculture is available

Project purpose: - Area covered by - Observation - Appropriate land use
- Improved soil and forest policy
water conservation - Data collected by - Family planning
through afforestation Ministry of Agriculture

Outputs: - The degree of soil be - Soil Test - Soil fertility can
- Retain soil fertility regenerated quickly degradation decreased
- Reduced
- Deforestation

Inputs:
- Labour - 2000 labour/hrs - Demographic - Availability of experts
- Nursery sites - 30 sites data - Willingness of
- Establishment - (3,000,000 seedlings) community to provide
labor force

Using the Log Frame
 The Log frame provides a high level project perspective
and augments rather than replaces other planning tools
(CBA, CEA, CPM/PERT etc). It should be integrated in
the overall project cycle management for best results.
 It allows the project team have information to adapt to
changing project contexts as captured in the
assumptions at four levels. The relationship between
objectives and assumptions is:
 If the pre-conditions are fulfilled, then the activities can be
executed according to plan,
 If the planned activities are executed and the assumptions
at that level are fulfilled, then the intermediate results will
be reached,

 if the intermediate results are reached and
the assumptions at that level are realized,
then the specific objective will be reached,
and
 once the specific objective is attained and
the assumptions made at that level are
realized, then the project will contribute to
the overall objectives.
 The Log Frame thus attempts to “keeps us
real”.


Project m&e & logframe

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