MODULE 1: FUNDAMENTALS OF MONITORING AND EVALUATION
MODULE 2: MONITORING AND EVALUATION FRAMEWORKS
MODULE 3: MONITORING AND EVALUATION SYSTEM
MODULE 4: MONITORING AND EVALUATION PLANNING
MODULE 5: CONDUCTING AN EVALUATION

Project Monitoring Activities and Tools

Common project monitoring activities include:

  • Establishment of work plans and periodic revision of planned vs. actual activities;
  • Budgeting and budget revisions to provide the management and funder with a clear picture of the necessary modifications in the planned expenditure, level of activities, and project time frame.
  • Validation of the progress made by verifying if an assumed or reported progress actually was made or not, through physical inspections, spot checks, field visits, etc;
  • Verification of progress through third parties by seeking out the feedback provided by project partners, stakeholders, and project beneficiaries.
  • Regular/continuous data collection and analysis.

Monitoring Tools

Monthly Financial Reports

This tool enables the project manager to monitor the project’s cost according to the schedule of expenditure. These monthly reports are usually requested by funders and should be prepared with the perspective of being shared externally – also for transparency of funds management.

Progress Status Reports

These reports serve as the basis for assessing the performance of a project in terms of its contributions toward the intended goals. These reports should reflect the achievements, challenges, problems, solutions, and alternative strategies arising during project implementation. Progress status reports can be submitted on a monthly, quarterly, bi-annual, or annual basis.

Final/Summative Reports

These reports can be similar in terms of content to the progress status reports. They provide the funder(s) and implementing organization(s) with an additional focus on the following:

Self-Evaluation Reports

Self-evaluation reports are often considered as a monitoring tool, being in fact an evaluation of the intervention by the program/project manager himself. They contain evaluative elements that add another dimension to a traditional activity report.

Key terms in M&E.
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