Chapter 4

Project Planning, Management, Monitoring, & Evaluation

Introduction

Achieving the vision and mission of the organization involves the

implementation of development projects. Project Development is one of the key
areas of competence that is needed to transfer to the community so that the
people will be equipped to find solutions to emerging problems. Projects, when
implemented, also serve to strengthen an organization.

Some Guidelines in Project Development

1. Orient the group/organization on the project development cycle

a. Situational Analysis – the laying out in a logical sequence of the causes

and effects of priority problems identified during the validation of the
community profile which helps set the objectives. It is the most critical
phase of the project cycle. A wrong assessment of the project situation
will lead to inappropriate project intervention.

b. Project Planning – involves two stages - - project design and feasibility

study. Project design involves the formulation of project objectives based
on the situational analysis, identification of activities, resources (human,
material equipment), and financial requirements.

c. Project Appraisal – the evaluation of the project by the funding group/

organization/ agency. It tries to determine if the project plan meets its
development requirements.

d. Project Implementation – the actual execution of the project based on the

plan.

e. Project Operation – the full transfer of the operation of the project to

beneficiaries. In this case, the core group or committee shall be initially
implementing the project. Operations start when the beneficiaries
continue the activities.

f. Monitoring – the effort to measure the progress, accomplishments and

deviations of the project, which serves as a reference for adjusting and
controlling the project.

g. Evaluation – the effort to measure the effects or impact of the project.

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2. Facilitate situational analysis.

This involves the analysis of a priority problem; setting of objectives to

address the problem; identification and prioritization of solutions.

3. Facilitate problem analysis.

• Based on the validated community profile, agree on a starter

problem.
• Identify all possible causes and effects of the problem.
• Arrange the causes in the shape of a tree, establishing their
relationship to each other.
• Review the diagram as a whole and verify its validity and
completeness.

4. Facilitate objectives analysis.

• Reformulate all negative conditions in problem tree into desirable

conditions that are achievable.
• Formulate a diagram showing the means-ends relationships in the
shape of an “objectives tree.”
• Review the diagram as a whole and verify its validity and
completeness.

5. Using the “Objectives Tree,” identify possible alternative strategies or

solutions to the problem.

Each branch can correspond to one strategy.

6. Rank each strategy

• Define a set of criteria. Make sure everyone agrees on the definition.

You may assign weight for each criterion.
• Rank each strategy or possible solution using the criteria set. You
may assign weights for each of them.

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Understanding Concepts

Project Planning

Projects become successful due to planning. People are trapped with the
experience that work is done without appropriate planning. Proper planning
results to a slot of saving in terms of money, materials, machines, and manpower
resources.

Elements of a Project Plan:

1. Clarity of statement of goals
2. Feasibility studies conducted
3. Approaches/Methods to be Used
4. Target Time Frame
5. Resources Required

Project Management

Project management is a carefully planned and organized effort to

accomplish specific objectives.

The right people with the right combination of skills should be put to
ensure effective project outcomes. They should follow well-defined processes and
utilize tools that ensure effective project implementation. Everything should be in
place before the work starts.

Project Monitoring

Project monitoring provides an understanding of and communicating the

progress of a project that is being undertaken. It is also referred to as controlling
as a function in administration. It helps identify when the project performance is
significantly deviating from the plan. This will involve the use of appropriate
corrective actions and preventive actions. Project monitoring is performed
throughout the project. Effective project monitoring and controlling can lead to a
successful project outcome.

Project Evaluation

Project Evaluation is a step-by-step process of collecting, recording and

organizing information about project results, including the immediate results of
activities, and immediate and longer-term project outcomes, like changes in
behavior or practice.

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PROJECT PLANNING

• The Project Plan aims at creating an effective and well-coordinated project. It

provides the implementors ways to monitor project implementation. It is an
interactive process.

• It involves project designing and feasibility study preparation.

• As a planning tool, it helps determine the development objective, key result

areas, allocating time, personnel, equipment/facilities, budget.

• The project plan must be revised, updated, and adjusted periodically.

• The project plan consists of two tools namely: Implementation and the
resource/budget plan

The project plan provides necessary information on:

What the project intends to achieve (Development Goal)

How the project will achieve the components (Activities)
How the success of the project can be measured (Indicators)
Where the data can be found, which are required to measure the
success of the project (Means of Verification – MOV)
How much it would take to implement the project (Budget)
Where the budget will be sourced (Budget Allocation)

Steps in Formulating the Implementation Plan

1. Define the Development Objective of the Project.

The development goal should reflect a change in condition or situation or
capacity of the target group (s) as a result of the attainment of the various
components or activities.

2. Identify the Key Result Areas

Key Result Areas (KRA) are fields in which the project could make an impact
on.

3. For each KRA specify activity / sub-activity.

4. Formulate the indicators.

Indicators are qualified or quantified parameters that detail the extent to which
a project objective/activity has been achieved within a given time frame and in
a specific location.

5. Identify the Means of Verification (MOV).

MOVs are tangible proofs or evidences to substantiate the indicators.

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6. Assign responsibility for Implementation (Persons Responsible).
Determine if the personnel required is organic or external to the organization.
Likewise, indicate the number of persons per month.

7. Determine the start and end of the implementation considering possible

relationships with other activities. (Linkage)
Linkage between activities are dependencies between activities where the start
or finish of one activity depends on the start or finish of another activity. We
may use some codes, i.e.
FS – Activity cannot begin until another is finished.
FF – Activity cannot finish until another finishes.
SS – Activity cannot start until another activity starts.

8. Estimate the duration of activity / sub-activity. (Implementation Date)

Steps in Formulating the Resource/Budget Plan

1. Transfer activity number to the first column

2. Identify required project inputs (personnel, equipment, operations and
repairs, etc.)
3. Specify the quantities and the time when the inputs are required.
4. Specify the quantities and the time when the inputs are required.
5. Calculate cost for each input and set up project budget
6. Prepare your project proposal based on agreed outline.

What is a Project Proposal?

• an outline reflecting the project’s concept, manner of implementation, and
the output expected to be generated through it and how much it would cost
to undertake it.

The requirement of designing or packaging a proposal

depends largely on the funding agency and on the nature of
the project.

Generic Outline Description Tools

Identifying Refers to the following: Implementation Plan
Information ✓ Name of the Project Stakeholders’ Analysis
✓ Project Location
✓ Duration Resource / Budget
✓ Project Beneficiaries Plan
✓ Project Cost
✓ Sources of Fund
Rationale/ Describes the reasons for proposing the Problem Analysis
Background project based on the “problem tree.” Stakeholders’ Analysis
Objectives (general Is an overview of the project’s aim
and Specific) towards which all the project’s various Project Plan
elements will contribute

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 Project description Describes the activities and schedule of Implementation Plan
implementation of the project.
Project Refers to the structure by which the Implementation Plan
management project will be managed or Project Organization
implemented.
Budgetary Provides a clear presentation of the cost Resource/Budget Plan
Requirements of implementing the project – the cost Implementation Plan
requested and the proponent’s
counterpart.
Endorsement Includes the different recommending
bodies

PROJECT MANAGEMENT

The application of knowledge, skills, tools and techniques to project activities in

order to meet or exceed stakeholder’s needs and expectations. Invariably, this
involves balancing the competing demands among:
▪ Scope, time, cost, and quality
▪ Stakeholder with differing needs and expectations
▪ Identified requirements (needs) and unidentified requirements
(expectations)

It is often described as the process of planning and directing a project from its
inception to its completion in a given time at a given cost for a given end product.

PROJECT MANAGEMENT CYCLE

PLANNING . Objective Setting

. Formulating Strategies

. Allocating Resources
EXECUTION . Coordinating Efforts
. Motivating Staff
. Guiding Execution

. Measuring Achievement
. Resolving Problem
CONTROL . Comparing Goals with
Report

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 The project plan will serve as the guide for the project manager during
project implementation .

The implementation plan will also enable the project manager to monitor
the day- to- day activities of the project.

Note: Change the implementation plan if conditions change

Major Aspects in Managing a Project

1. Financial – action taken to mobilize, employ and control the financial
resources invested in the project.

2. Procurement and Contract Administration – detailing of requirements,

setting-up of procurement procedures, bid evaluation and awarding,
contract administration.

3. Human – refers to staffing, management of project personnel.

Project Manager

A project manager should be assigned. To effectively manage the project,

the project manager should know and understand:
• the project and its objectives
• the systematic processes for managing a projects
• how to get the project to reach its desired objectives through people.

Tasks of a Project Manager

❖ Completes final detailed implementation plan

❖ Builds a cohesive team among all project participants
❖ Manages and trains staff
❖ Manages activities
❖ Reports on the project
❖ Liaises with external agencies
❖ Manages conflicts
❖ Addresses changes
❖ Handles finances
❖ Ensures technical quality of project
❖ Turns over the project

Competencies Required of a Project Manager

LEADERSHIP Ability to direct, control, animate, plan,

handle people, manage activities
COMMUNICATION Ability to convey messages clearly

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 NEGOTIATION Ability to manage and resolve conflicts,
manage project stakeholders
PROBLEM SOLVING Ability to identify and resolve project-related
problems
TECHNICAL Ensuring the technical quality of the project

Common Problems in Project Management

• Mobilization of funds
• Setting-up legal foundations for project (right of way, etc.)
• Lack of qualified personnel
• Political interference
• Lack of support from stakeholders
• Inadequate logistical support
• Lack of counterpart funds
• Delayed fund releases
• Failure of suppliers to meet term(s) of reference
• Quality control
• Cost overruns
• Poor working conditions
• Labor availability

MONITORING AND EVALUATION

• Provides critical bases for planning, decision-making, problem-solving

and strategic adjustments.

• Monitoring is the routine gathering and reporting of project

accomplishments (input, throughput, output) against measures of
expected performance. It is necessary to assess progress and make
timely decisions to ensure that progress is achieved and maintained
in accordance with schedule.

Elements of Effective Monitoring

1. Measures physical progress of a project against plans and work

schedules.
2. Measures financial progress against projected cash flow and
budget allocation/plan
3. Identifies problems at project level, permitting immediate
corrective measures

EVALUATION
• Concerned with the achievement of program objectives, its effect and
impact.

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Importance of Conducting Project Evaluation

1. For accountability
2. Evidence of effective, efficient and equitable use of financial and other
resources.
3. Demonstration of actual changes and progress made.
4. Presence of success indicators need for improvement or where expected
outcomes are unrealistic.
5. Proof for project partners that desired outcomes are being achieved by
project staff

Two Types of Evaluation

1. On-going evaluation – conducted within project life as early-

warning system that may lead to adjustments in project design
2. Ex-post evaluation – done after project life to determine impact.

The monitoring and evaluation system define what should be measured, for
whom, for what and how as well as who collects the data, how and when.