Project Cycle Management Training Handbook - CFCU

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30 Project Cycle Management Training Handbook greater detail during implementation when additional information is available and to allow for effective monitoring. In fact, as Figure 19 shows the role of indicators is not limited to project monitoring and evaluation. They also play a vital role in all phases of the project cycle. Add your own notes here… Figure 19: Indicators and Aid Management Indicators & the Project Cycle � Evaluation against structured indicators enables effects, impacts & sustainability to be assessed, & lessons to be drawn � Monitoring compare planned vs actual achievement of targets (budget, activity schedule, results) to identify necessary remedial actions � Sectoral indicators provide basis for performance monitoring of cooperation programmes Evaluation Implementation 3.3.6 Sources of Verification (SOVs) Programming Financing Identification Formulation � QQT indicators + resultsbased budget provide basis for assessing cost-effectiveness & justifying allocation of resources � Discussion of objectives & possible indicators helps to identify stakeholder interests, & build ownership � Finalisation of indicators (with QQT), identification of key assumptions, & development of budget provide the basis for developing an M&E plan When indicators are formulated, the source of information and means of collection should be specified. This will help to test whether or not the indicator can be realistically measured at the expense of a reasonable amount of time, money and effort. The SOV should specify: • the format in which the information should be made available (e.g. progress reports, project accounts, project records, official statistics etc.) • who should provide the information
Project Cycle Management Training Handbook How will we know what is being achieved? • how regularly it should be provided. (e.g. monthly, quarterly, annually etc.) Sources outside the project should be assessed for accessibility, reliability and relevance. The work and costs of collecting information to be produced by the project itself should also be assessed, and adequate means provided. There is often a direct relationship between the complexity of the SOV (ie. ease of data collection and analysis) and its cost, as illustrated in Figure 20 below. Other indicators should replace those for which suitable SOVs cannot be found. If an OVI is found too expensive or complicated to collect, it should be replaced by a simpler, cheaper OVI. Figure 20: The Relationship Between Cost and Complexity in the Collection of Data Cost 3.3.7 Means and Costs Selecting SOVs Administrative records Management reports Adapted routine statistics Routine statistics Specific sample surveys Beneficiary interviews Complexity 'Means' are the human, material and financial resources required to undertake the planned activities and manage the project. In order to provide an accurate estimate of the means and costs required for a project, planned activities and management support activities must be specified in sufficient detail. An area for particular attention is the cost of collecting data on OVIs. 31
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Project Cycle Management Training Handbook - CFCU

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