Project Cycle Management Training Handbook - CFCU
Project Cycle Management Training Handbook - CFCU
Project Cycle Management Training Handbook - CFCU
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
30<br />
<strong>Project</strong> <strong>Cycle</strong> <strong>Management</strong> <strong>Training</strong> <strong>Handbook</strong><br />
greater detail during implementation when additional information is<br />
available and to allow for effective monitoring.<br />
In fact, as Figure 19 shows the role of indicators is not limited to<br />
project monitoring and evaluation. They also play a vital role in all<br />
phases of the project cycle.<br />
Add your own notes here…<br />
Figure 19: Indicators and Aid <strong>Management</strong><br />
Indicators & the <strong>Project</strong> <strong>Cycle</strong><br />
� Evaluation against<br />
structured indicators<br />
enables effects, impacts<br />
& sustainability to be<br />
assessed, & lessons to<br />
be drawn<br />
� Monitoring compare<br />
planned vs actual<br />
achievement of targets<br />
(budget, activity schedule,<br />
results) to identify<br />
necessary remedial<br />
actions<br />
� Sectoral indicators provide basis<br />
for performance monitoring of<br />
cooperation programmes<br />
Evaluation<br />
Implementation<br />
3.3.6 Sources of Verification (SOVs)<br />
Programming<br />
Financing<br />
Identification<br />
Formulation<br />
� QQT indicators + resultsbased<br />
budget provide basis for<br />
assessing cost-effectiveness &<br />
justifying allocation of resources<br />
� Discussion of objectives<br />
& possible indicators<br />
helps to identify<br />
stakeholder interests, &<br />
build ownership<br />
� Finalisation of indicators<br />
(with QQT), identification<br />
of key assumptions, &<br />
development of budget<br />
provide the basis for<br />
developing an M&E plan<br />
When indicators are formulated, the source of information and means<br />
of collection should be specified. This will help to test whether or not<br />
the indicator can be realistically measured at the expense of a<br />
reasonable amount of time, money and effort. The SOV should<br />
specify:<br />
• the format in which the information should be made available (e.g.<br />
progress reports, project accounts, project records, official statistics<br />
etc.)<br />
• who should provide the information