Project Cycle Management Training Handbook - CFCU

Project Cycle Management Training Handbook
Communication
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6.2.4 Reporting
Information needs must be related to levels of management, and
selection of indicators should reflect this through the specification
of a minimum set of information. More detail is required at the
day-to-day operational level, while aggregated and summarised
data is used at higher levels.
♦ selection of overly-complex indicators which present major
problems for data collection, either in terms of the skills or the
resources required. Qualitative indicators are also a means of
conveying complex information in summarised form.
♦ over-concentration on progress indicators which provide
insufficient information on the performance of the project. A
common response to such a criticism is that it is not possible to
measure impact during the lifetime of a project. However, by using
leading indicators 8 , it should be possible to gain a clear indication
of the likelihood of achieving objectives - if clients are satisfied
with the services being provided by the project, then it is likely that
they will continue to utilise these services and therefore that this
change in their behaviour will translate into real benefits in the
longer term. Selection of impact indicators is a critical part of
project design and can in fact sharpen definition of objectives and
identification of intended clients. It should form an important focus
for early discussions between project partners.
Project managers will want to review progress very frequently,
perhaps weekly or fortnightly, against their contracted budget and
planned activities. Much of this data will be of an operational nature
for internal use by the project team. A few selected items, plus
aggregated data on equipment and materials, are considered ‘key’
indicators for reporting in the progress reports.
Monitoring cannot be described as being successful simply because
the required information is collected. The information collected must
be communicated - in the right form, to the right person, at the right
time. Only then can timely and appropriate management decisions be
made to address problems and ensure that the project is brought ‘back
on track’.
8 A leading indicator is a proxy or substitute for an impact indicator.
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