EVALUATION

Approaches
Quantitative
Analysis
Particulars
method. This principle of ‘triangulation’ comes from the surveying profession,
where one must take a minimum of three theodolite readings to be confident of
the exact location of a reference point.
By definition, quantitative data involves numbers that can be subjected to
various forms of statistical analysis. Qualitative data on the other hand usually
provides information on people’s views, opinions, or observations and is often
presented (at least initially) in a narrative form. An appropriate balance
between the two is often best – with the interpretation of quantitative data
being ‘enriched’ through an understanding of ‘what people think.’ Conversely,
the statistical analysis of quantitative data may help confirm or raise questions
about the information collected from surveying people’s opinions.
Some of the main methods that can be used to analyze and present
quantitative data in a way which Project Managers are likely to find useful are
outlined below:
• Planned vs. Actual - Monitoring is primarily about comparing what was
originally planned with what actually happened. This analysis should
therefore form the foundation of any monitoring, review, and reporting
system.
• Percentages/Ratios - Calculating percentages and ratios is a particularly
useful way of presenting performance information. Assuming that the
planned targets are reasonably accurate/realistic, such ratios help us see
how close we are to achieving what we originally intended. If for example;
we are comparing planned with actual performance, low percentage
figures immediately highlight areas of potential concern and should trigger
an analysis of cause and subsequent decisions on what remedial actions to
take.
• Trends Over Time And Comparisons Between Periods - An analysis of
available data over different time periods can be extremely useful in
revealing how the project is performing. This can aid the researcher in
determining whether performance is improving or worsening between
periods and allowing for the identification of seasonal variability.
• Geographic Variance - Projects which are being implemented in a number
of different locations can be monitored in such a way that geographic
variations in performance can be identified. Aggregate service delivery or
‘outcome’ indicators may show results that are generally in accordance with
planned targets, but do not reveal location-specific problems that need to
be addressed. An analysis of data from different districts, provinces or regions
may therefore reveal issues requiring management attention.
• Group Variance - As with geographic variance, it may be important to
monitor variance in outcomes between different social groups. For example,
an important concern for many projects will be the impact of the project on
both women and men.
• Work Norms and Standards -Many service delivery activities can be usefully
Annex 2 - 13