Evaluation is defined as an examination as systematic and objective as possible of an on-going or completed project or programme, its design, implementation and results, with the aim of determining its efficiency, effectiveness, impact, sustainability and relevance. The purpose of an evaluation is to guide decision-makers. Traditionally, this assessment is seen as an external, retrospective activity at one point in time. But it also includes “on-going evaluation”, built into the project, and “self-evaluation” (continuous or “once off”) by the implementing organisation. Large projects and programmes often have a mid-term evaluation halfway project implementation to assess their progress. The aim of this type of evaluation is to see whether the project is still on the right track, following the project outline as agreed upon in the formulation phase. These evaluations, or reviews, assess the project organisation and project structure. Mid-term evaluations are usually internal evaluations. Such "internal evaluations" are mainly initiated by the project organisation itself. They primarily serve the project's own internal information needs.    (more ...)

During implementation the management on various levels monitors the implementation of the activities and the achievement of the results and purpose. Monitoring is in the first place a management tool. Monitoring is the “regular collection and analysis of information for the surveillance of progress of the project implementation”.    (more ...)

The appraisal of a project proposal is not directly the task of the person preparing the proposal. However, the person who formulates the proposal needs to be aware of the appraisal criteria that are used by the various committees and/or organisations concerned. Different questions are asked in different phases of planning and implementation. From that perspective the appraisal criteria of all committees and/or organisations the proposal is presented to, should be known to the project initiator and/or formulator. Specifically it should be clear what the criteria for appraisal are of the:    (more ...)

The stakeholder analysis, the participation matrix and the sustainability questions stated above may give direction for an adequate organisational set-up and/or additional "strengthening" activities. Depending on the operational responsibilities of the various actors, all kinds of co-ordination mechanisms need to be defined. Where co-ordination is assessed not to function adequately additional activities may be designed to be added to the logframe.   (more ...)

Sustainability can be defined on activity, project or programme level, in reference to the level of functioning of an organisation, or on global level. At development programme or project level a sustainable intervention is defined as the situation, in which the project is able to deliver an appropriate level of benefits for an extended period of time after major financial, managerial, and technical assistance from an external donor is terminated.    (more ...)

Individual interventions know two types of indicators: the objectively verifiable or planning indicators (OVIs) and the monitoring indicators or milestones. An Objectively Verifiable Indicator (OVI) or shortly a Planning Indicator should give a clear picture of the situation to be reached at the end of a certain period.    (more ...)

Assumptions are external factors for which the intervention is not responsible, but on which the realisation of the intermediate results, the project purpose and the overall objective depend. Assumptions answer the question: "Which are the external factors that are not influenced by the intervention but affect the realisation of the intervention significantly?" The realisation of such external factors may either be taken up by other actors, or are beyond anybody's control and are only to be monitored to enable the "project manager" to take adequate remedial measures if necessary. In the logical framework, they are presented as indicated in figure 11:    (more ...)

The logical framework is a set of related concepts that describes in an operational way the most important aspects of an intervention. The description is presented in the form of a matrix. With help of a logical framework it can be verified whether the intervention has been well designed. It also facilitates improved monitoring and evaluation.    (more ...)

The procedure for strategy analysis includes:    (more ...)

After the problem analysis follows the analysis of objectives. Objectives are defined as positively achieved situations. The analysis of objectives is usually based on a participatory analysis and a number of reports and other documents for factual and therefore more objective information.    (more ...)