Monitoring and evaluation in project management from a stakeholder's perspective

1. Jacques Myburgh
Existential Coach
ThroughTheLine Coaching
Oct 2013
Project Management South Africa

2.  Science degree in Information Systems & Geology
 Corporate IT environment
 MBA (Oxford-Brookes, UK) in Strategic Marketing
Management, with thesis in change facilitation
 Organisational change management
 Project, program & project office management, and served on
PMSA Western Cape committee
 Business intelligence – monitoring and reporting of corporate
business performance
 Coaching part-time for the last 5 years – management
coaching, business coaching, midlife coaching, SLOW coaching
 Current research in monitoring and evaluation of the strategy
to professionalise the coaching industry in South Africa as part
of an MPhil in Management Coaching (USB). Due date –
Dec2013

3. Monitoring and Evaluating Projects and Programs:
A Stakeholder Perspective
Using a results-based evaluation framework to determine the
efficiency and effectiveness of a project.
This workshop:
 Introduces the results-based evaluation framework, how it monitors efficiency and evaluates
effectiveness,
 Reviews stakeholder management,
 Describes the process of designing an impact-map to ensure stakeholder satisfaction, and
 Provides a practical opportunity to implement the framework on a current or planned project
On completion of the workshop, you will be able to:
 Describe the difference between monitoring and evaluation,
 Distinguish between project stakeholders, in a wide and narrow sense,
 Map project activities through to results, and
 Document the relationships in your project between deliverables, project outcome, performance
indicators, and impact on stakeholders.

4. Results-based monitoring & evaluation
(RBM&E)
"Results-based monitoring and evaluation is a
management tool to help track progress and
demonstrate the impact of development projects,
programs, and policies" (Morra Imas & Rist, 2009:105).
 Results-based monitoring
"Continuous process of collecting and analysing information on
key indicators in order to measure progress toward goals" (Morra
Imas & Rist, 2009:108).
 Results-based evaluation
Assessment of a planned, ongoing, or completed intervention to
determine its relevance, efficiency, effectiveness, impact, and
sustainability" (Morra Imas & Rist, 2009:108).

5. Monitor implementation
Measure progress
Measuring efficiency
Are we doing things right?
Are we using resources economically?
Formative evaluation
Evaluate results
Measure achievement
Measure effectiveness
Are we doing the right things?
To what degree are results
achieved?
Summative evaluation

6. Choose a current, past or future project
Or use your own future as a project
Write a short description of:
Planned outputs (deliverables)
Intended outcomes
 Change in behaviour
 Change in knowledge
 Change in skills
 Change in status
 Change in level of functioning

9. For your chosen project
Write a short description of:
Your resources
Your controls
Your inputs

10. Monitor implementation
Measuring efficiency
Formative evaluation
Evaluate results
Measure effectiveness
Summative evaluation

11. Stakeholders may be individuals or groups, either
friendly and supportive, or hostile and adversarial
towards an organisation and its goals.
In the wide sense
"Any identifiable group or individual who can affect the
achievement of an organization's objectives or who is affected
by the achievement of an organization's objectives" (Freeman &
Reed, 1983)
In the narrow sense
"Any identifiable group or individual on which the organization
is dependent for its continued survival" (Freeman & Reed, 1983)
PMBOK, 2004:24

12. For your chosen project
List your stakeholders:
And describe the intended impact of your
project on each stakeholder
Any unintended impacts?

13. Important aspect of stakeholders
Bi-directional

14. PMBOK 2004
 Managing a project includes: “… Adapting the
specifications, plans, and approach to the different concerns and
expectations of the various stakeholders”
 The project management team has a professional responsibility
to its stakeholders
 Scope definition: “… Stakeholder needs, wants, and expectations
are analyzed and converted into requirements”
 Project Scope Management tools
 Stakeholder analysis
 Work breakdown structure
 Important in Project Cost Management
 Change control
 Communication of cost performance measurements
(CV, SV, CPI, SPI) for WBS components
 Project Quality Management
 Quality requirements per WBS component
 Cost-benefit analysis of stakeholder requirements
 Project Communications Management
 Manage stakeholder process
 Project Risk Management, etc.

15. PMBOK, 2004:21,110
?
Influence on
stakeholdersInfluence ON
stakeholders

16. ??

17. For your chosen project
Can you link your outputs to your outcomes?

18. Controls
Policies Processes
Standards Guidelines
Frameworks Strategy
Plans
Input Activities Output Outcome Impact
Transformed into output ==>
Transforms input into
output
==>
Direct product or service
delivered by activities
==>
Changes in behaviour,
knowledge, skills, status
or level of functioning
==>
Fundamental intended
and unintended change
At end of activities 1 - 6 years 7 - 10 years
Resources
People Tools
Techniques
Events Technology
Finances
Document history
Document:
Purpose:
Developed by: Jacques Myburgh, ThroughTheLine Coaching
Date
Version
25/07/2013
Prototype 0.1
Adapted Result-Based Monitoring & Evaluation Framework
Monitor implementation
Measure progress
Measuring efficiency
Are we doing things right?
Are we using resources economically?
Formative evaluation
Evaluate results
Measure achievement
Measure effectiveness
Are we doing the right things?
To what degree are results achieved?
Summative evaluation
Adapted Monitoring and evaluation logic model
Explanation of monitoring & evaluation

19.  Who are your project’s stakeholders? Wide & narrow.
 What is the intended impact of the project on each stakeholder?
Fundamental change caused.
 What outcomes should be in place to create the intended impact?
 Change in behaviour
 Change in knowledge
 Change in skills
 Change in status
 Change in level of functioning
 What output is supposed to cause each outcome?
 i.e. Can you link outputs to outcomes?
 What outputs are being delivered that are not linked to your
outcomes?
 What unintended outcome & impact will these outputs cause???
 Risk analysis: What other unintended outcomes & impacts are
you and your project causing?

20. Jacques Myburgh
Existential Coach
ThroughTheLine Coaching
083-261-8820
throughthelinecoaching@gmail.com
http://youtu.be/5f4rNEsyEYY
Project Management South Africa