PROJECT

MANAGEMENT
1
BY
NAITER PAYIKANI MKANDAWIRE
Dip. B.Sc. BBA. MSc. Student.
 Course Objectives
• Familiarize students with basic terms, types,
classes and concepts of Monitoring and
Evaluation.
• To help students develop an understanding of
principles, procedures, tools, purposes, necessity
of monitoring and evaluation in programming,
• To help students have skills with which to design
Monitoring and Evaluation Systems for projects
and programs,
• To aid students to have skills with which to
Monitor and Evaluate development programs and
projects.
 Chapter One
INTRO. TO PROJECT MANAGEMENT
1. Understanding project and project
management,
2. Differentiating between a project
and a program,
3. Terms and concepts in project
management
4. Link between Monitoring, Evaluation
and Project Management,
5. Principles of Reporting Writing
 Chapter Two
MONITORING AND EVALUATION
SYSTEM
 Understanding Monitoring & Evaluation system
(M & E System)
 Components of Monitoring & Evaluation System
 Understanding of Monitoring & Evaluation Levels
(M & E Levels)
 The link between a Baseline Survey and
Monitoring & Evaluation
 Understanding the process of developing a
Logical Frame work
 Understanding Results Based Management (RBM)
 Chapter Three:
MONITORING
• Defining monitoring and need of
monitoring
• Discussing types, classes and forms of
monitoring
• Discuss importance/necessity of
monitoring projects/programs
• Differences and similarities between
Monitoring and Evaluation
• Designing Monitoring Plan
• Tools and techniques used in conducting
monitoring
 Chapter Four
EVALUATION
• Defining Evaluation and need of
Evaluation
• Discussing types, classes and forms of
Evaluation
• Discussing importance/necessity of
Evaluating projects/programs
• Differences and similarities between
monitoring and evaluation
• Designing evaluation Plan
• Tools and techniques used in conducting
evaluation
 Chapter One:
Introduction to Project
Management
There is direct relationship between
Monitoring & Evaluation and a
project/program hence need to
understand the following;
What a project or Program is
Project Cycle Management
Types of Projects
Terms and Concepts in Project
Management
 Origin of Monitoring &
Evaluation
As soon as your organization decides
to engage to have something done it
has three problems:
1. Get the Right people to do it!
2. Check whether they do it the right
way!(Monitoring)
3. Find out whether it was done well!
(Evaluation)
 Understanding a
Project/Program
• When an organization wants to find a
solution to a particular
business/community problem and identify
the best way for implementing that
solution, it needs to plan and develop a
project that might provide an effective
action plan for addressing the problem
through implementing the solution.
 A project is answer to a identified problem
that people, organization or community
face,
 The process of coming up with a realistic
 Understanding a Project
Discrete package of investments,
policies, strategies and actions
designed to achieve a specific
developmental goal,

A series of interrelated and

interdependent activities and
investments that aim at solving a
specific problem within a given time
frame and in a particular location,
 Understanding project cont’
• Project is likened to production
function that is: Pdn=F(L, K, T, C)
• Where:
L=Labour (skilled and unskilled)
K= Capital (Funds)
C= Factors of Production (NR)
T=Time
Difference between a Program
and a Project
The difference between a project and
a program is not in size but
relatedness of activities and
objectives of the program and a
project.
The program like a project has one
goal and purpose but different
objectives,
Food Security Project: Irrigation farming
only,
Difference between a Program and
a Project (Clifford Worth, 9th
Edition)
• A Program is combination of several related
projects that aim at solving specific problems in
a given time and location.
• Good Examples:
• Class Exercise: which are projects and
programs here
– Green Belt Initiative
– Presidential Initiative on Aquaculture
Development
– Mudzi Transformation
– Cement & Malata Subsidy
– Farm Input Subsidy
– Sustainable Rural Livelihoods
 Key Features of a Project
A project has some key features that
distinguish it from other activities.
Finite: Has a starting and finish
time
Homogenous: Related and
interdependent activities.
Complex: Interplay of human,
material, financial liked to
methodologies and approaches
Non Repetitive: viewed as one time
 Types of Projects
• Different authors have categorized
projects differently but major ones are
two;
• Hardware:
 Projects that produce tangible results
which can be seen by our eyes like
construction projects; roads, schools,
clinics, bridges, boreholes, maize mills,
farming etc
• Soft ware:
Projects whose outcomes are abstract in
 Classes of Projects
Classified based on objective and aims
to achieve
 Social : Provision of social amenities, food,
water etc
 Commercial: Profit maximization
 Cultural : Tackles cultural beliefs,
practices/customs,
 Infrastructural: Construction of structures,
schools etc
 Political :Those that address political problems
 Economic :Those that address economic
problems (IGAs)
 Characteristics of Projects
 Projects vary in size, scope, cost and time but all have the
following characteristics:
 Time Frame: A start and a finish
 Activities: which are related and interdependent
 Goal/Objectives: to be achieved
 Resources
Human (Skilled and Skilled)
Material (Factors of production)
Financial (purchases what the project cannot provide)
Time: amount of time required for execution
 Stakeholders: Those that it benefits and help it achieve
desired goals
 Project Management
• The purpose of project management is to
foresee or predict as many of the dangers
and problems as possible and to plan,
organize and control activities so that
project are completed as successful as
possible in spite of all risks.
• The art of matching resources(L, K, T & C)
to reach optimal level to produce desired
results or products.
• A good manager deals with the three Triple
Constraints of project mgt which are Time
(t), Quality (q) and Cost (c) to operate a
 Triple Constraints of project
Mgt
• Triple constraints of project management. A good
manager operates from the centre of an
equilateral triangle. Time (T)

Quality(Q)
Cost (C)
 Triple Constraints of Project Mgt

• A project is a unique, transient endeavour, undertaken to achieve planned

objectives, which could be defined in terms of outputs, outcomes or
benefits. A project is usually deemed to be a success if it achieves the
objectives according to their acceptance criteria, within an agreed
timescale and budget.
 Project Cycle Management
Projects generally progress through
main stages, the sequence of which
is referred to as ‘Project Cycle’
Project Cycle provides an opportunity
for understanding how to design,
plan, implement, Monitor and
Evaluate a realistic project that
addresses peoples needs and
aspirations.
 Project Cycle Defined
 An agreed Strategy (Programming) which
leads to
 An idea generation for a specific action,
(Identification Phase) which is then is
 Planned by coming up with list of activities
(Planning Phase), then
 Those Activities appraised for feasibility
(Appraisal Phase) and then,
 Implemented and Monitored
(Implementation Phase) and finally,
 Evaluated for assessment of impact
Project Cycle Management
Project
Design
(PD)
Project Project
Evaluati Monitoring Planning
on (PE) Community
(PP)
Participation

Project
Project Appraisal
Implementatio (PA)
n (PI)
 Project Design (PD)
• The process of coming up with an
idea or problem identification also
called need assessment.
1. This done through a process called Need
Assessment (NA) or Baseline Survey
(BLS)/Formative Evaluation (FE).
2. Usually this must be participative where
communities should take a leading role.
3. Testing whether what we think is realistic
on the ground.
 Project Planning (PP)
• This is a process of coming up with a
plan that include:
– Identifying project activities to be
carried out,
– Coming up and scrutinizing project
objectives,
– Defining roles and responsibilities of
stakeholders
– Coming up with execution plan and
strategy,
 Project Appraisal (PA)
• The process of examining the Feasibility
and Viability of a project. Financial and
Non-Financial
• Importance
1. Helps in decision making as to whether to
continue or discontinue with the undertaking,
2. Helps in mobilization of resources as gaps
may be identified in the process,
3. Helps in deciding strategy/method of
implementation
4. Helps to improve, alter, modify objectives,
strategy of an undertaking,
 Project Implementation
• The actual process of executing a
plan that was developed before
hand.
1. Different stakeholders execute their
roles and responsibilities according
to plan,
2. Communities take a leading role in
implementation
3. Intensive monitoring to ensure that
the project is on course.
 Project Evaluation (PE)
• The process of assessing progress
made against each set objective.
1. Assess the impact of the project on
direct and indirect beneficiaries.
2. Make recommendations of what
aught to be done in the next phase,
3. Make a final decision to continue or
discontinue with the project based
on results.
Terms and Concepts in M
&E
Monitoring
• The continuous process of tracking
down progress made in line with set
goals and objectives.
Evaluation
• The periodic assessment of relevance,
efficiency, performance, effectiveness
and impact of the project in reference
of stated objectives.
 Terms and Concepts
cont:
Project Activity
These are the sequential steps
necessary to achieve a result. They are
tasks to be carried out according to each
result.
 Each activity needs to be specific and
detailed to allow for complete clarity as
to what is to be done, and to allow for
budgeting.
The activities (actions of the project)
must be numbered in sequence
Terms and concepts cont
 Goal:
 The Overall objective is beyond the
scope and control of the project, but
project will contribute to this change
anyway.
• Specific objectives
• Explains what will be achieved under
each activity. They directly contribute
to one purpose and one goal.
 Terms and concepts
cont:
Purpose

This refers to what the specific objective

of the project is, and describes the
changed situation the project should
result in if it achieves its results.
 It should define the sustainable
benefits for the target group/s.
There is only one project purpose.
Terms and Concepts Cont
Results:
• The results are a statement of the outcome, or
the effects of the activities undertaken.

• If all of Results are achieved, we would expect

that the Project Purpose is achieved as a
consequence. (Describes the product or service
delivered by the project to the target group)

• Results are within the control of the Project -

they are what the project guarantees it can
deliver. They describe the effect of the
completion of the activities.
 Terms and Concepts
Cont:
• A stakeholder is an individual,
group or institution that may affect
or be affected by a project either
positively or negatively.
• They have influence on success of
failure of the project.
 Terms and concepts cont:
 Beneficiaries are those who benefit
from a project – they may be
categorised as:
Target Group – The group that
will be directly positively affected
at project purpose level. Also
refereed to as Direct Beneficiaries.
Beneficiaries – Those that benefit
from the project in the long term
(Impact Level). Also refereed to as
 Summary on
Understanding Project
• A project or program is an
answer to a problem that
communities face.
• Remember that someone
need to conduct a baseline
survey before coming up with
a project.
 Assignment One
• QUESTION
• Using and applying knowledge gained in this course,
develop a project proposal seeking donor funding using the
following format;
– Cover Page Table of Contents
– Acronyms & Abbreviations Executive Summary
– Background/Contextual Analysis Problem Statement
– Justification/Rationale Goal, Purpose &
Objectives
– Project Location and Coverage Description of Project
Activities
– Budgeting and Costing Action Plan/Schedule of
Activity
• AREAS OF FOCUS:
• Students are strongly advised to choose from the two areas
of focus
• 1-Improving Access and Quality services in Primary
 Instructions
• Marks will be deducted for not
following instructions.
– Typed and Bounded Copy
– Maximum 24 Pages(excl cover page/abreviations/table
of contents)

– Font Type: Aerial Narrow

– Font Size: 12
– Not less than ten (10) references
– Deadline 19h March 2017
 CHAPTER TWO
Monitoring & Evaluation
System
• What is a System?
 A continuous set of interrelated and
interdependent activities that are
usually arranged in chronological order
to achieve certain goals and objectives.
 A system has a Starting Point (A) and
an End Point (B) but the process is
continuous,
 A system has parts or components
which perform specific tasks,
 A-B Framework by Clifford
Worth
• Development Officers, use A-B
Framework by Clifford Worth to
establish the starting and end point
of the project.
• The process of establishing these
points is called baseline Survey or
Informative Evaluation.
• This forms the basis of Monitoring
and Evaluation, as it is easier to
monitor and evaluation if you have
 A-B FRAMEWORK EXPLAINED

A B
Project activities/Specific objectives

• Starting Point/Datum/Benchmark) (End Point/Ideal

Situation)

• MONITORING: Is how do we move from point A to

point B

• EVALUATION: Where are we on points A and points

B and why
 A-B FRAME WORK EXPLAINED
Starting Point
• The starting point (A) also called
datum/benchmark is where goal,
objectives and activities of the
project are derived from.
End Point
• The ideal situation/desired situation.
This gives us the goal of the
Program/project.
 Chain Form
In a project, activities should be are
arranged in a chain form based on
relatedness and interdependency.
These helps to get complementarily
of activities and therefore bring
desired outputs/results.
It is therefore necessary to follow the
planned schedule of activities in a
project.
Project Activities arranged
in chain form

Activ
Activity
Activity
Activity
2 3 4
ity 1
 Chain Form Explained
• Arranged based on relatedness and
inter-dependentness,
• Activity 2 is dependent of activity
one hence activity one must be done
first as it lays foundation for activity
two.
• It is easier to do activity two if one is
done first as they
 Components of M & E
System
Like any other system, M & E
Systems has components that
forms it
Indicators
Data Sources
Information products
Stakeholders
 1-Indicators
Definitions
Standards against which we measure
success
Road maps that shows how activities
need to be carried out.
They are used to assess a
program/project /organization in
terms of
Impact: Outcomes
Outputs Inputs
 Types of Indicators
• Input:
These measure the human, financial
material and other resources that are
dedicated to a project,

• Out put:
These measures what has been directly
achieved by the activity i.e. number of
trained volunteers, number of IEC
materials available
 Types Cont:
Out come:
These measure the broader result
that has been achieved out of the
activity carried out

Impact:
These measure the long-term impact
of the activity i.e. reduced
discrimination against PLWAs
 Classes of Indicators
Quantitative
These focus on numbers
Qualitative:
These describe the processes involved e.g.
the story behind the numbers for instance
reduced stigma on PLWAs by 2007
Proxy:
This is an indicator that indirectly measure
what you want to know about i.e. how do
you measure increase in household income
Characteristics of indicators
• Relevant: -should be focused on the
appropriate level
• Feasible: -should be to measure
• Reliable: should yield the same
responses when used by different
people at different times
• Usable:- must be understood by those
collecting the information and should
be easy to collect
Characteristics of indicators
Participatory: ideally any stakeholder
should be able to collect the
information and use it.
Timely: time taken to collect the data
should be relatively quick and easy
Credible and Sensitive: Appropriate
to the population
Cost effective
Valid: Giving a true picture
 Development of indicators
Indicators form the foundation of
monitoring and evaluation
They are decided before hand that
you will look these on regular basis
with reference to specific goals
 2-Data Sources
This acts as a means of verification
of the existence of the indicators,

The data source is provided on

regular intervals to the project team
who analyze and summarize them
to prepare information products.
• How do we know that an activity took
place as scheduled.
 3-Information Products
The Information that is gathered is
presented in a format that can be
understood by different stakeholders
depending on their interests,
These are expected outputs of each
activity in the project,
Immediate results of an activity
called expected outputs because
inputs were used
 4-Stakeholders
 A good M & E system should be able to
identify its stakeholders,
 It should be able to group them into
categories in order to be able to furnish
them with proper information products.
implementers, donors and partners
 Their roles should be specified and defined
properly,
 Who should do what, how and why
properly spelt in the plan.
 Assignment 1: Develop M & E
System
• Students to develop an M & E system
of the project of their choice with
detailed explanations of each
component, goal, objective and
name of the project.
 Designing a M & E System
• By way of designing a Management
Information System (MIS)…which
requires three sequential steps:
Decision on how much info & what info
is needed to measure progress on
indicators
Method/way of analyzing the info &
using it to improve project
implementation & management
A clear simple regular staff reporting
process for collecting project information
 Designing a Project
Monitoring System
• Step 1: Analyze the project objectives and
its indicators (what must be done, how
and when to achieve these) (Qualitative &
Quantitative indicators)
• Step 2: Review Implementation
Procedures (who has to know what)
• Step 3: Review what data has to be
collected to measure achievements on the
project indicators
• Step 4: Design the way to capture/record
information (reporting)
 M & E System
Activity Indicator Informa Data Stakeholde
s tion Sources rs
product
s
•Conversant with Change in behavior •Reports •Project officer,
Awarenes objectives
•Knowing evils of GBV
and attitude •Women assertiveness •Beneficiaries
•DC
s

Sensitizati
on

•Ability to define Knowledge and •Reports •Project Officer

Training terms and skills gained •Reg. Forms •Participants
concepts
 M & E LEVELS
Levels at which organization Monitor
and Evaluate programs. Usually they
are sequential;
4 Impact: Actual change in
individuals’ life
3 Outcome: Long term results of an
activity
2 Outputs: Immediate results of an
activity
1 Inputs: Investments going into
a project (HR, FR, MR &
 M & E Levels
ACTIVITY INPUTS EXPECTED OUTPUTS
Training Facilitator Ability to define
Guest of Honour gender and sex
Manual
Allowances

Awareness

Sensitization

Group Formation
Student Assignment: M & E
Levels
Students to develop their own
Monitoring and Evaluation Levels of
the activities of their already
developed project.
Output
Inputs
Objective
Activity
Results Chain Explained

IF
Inputs are provided
THEN
Activities can be undertaken
IF
Activities are undertaken
THEN
Outputs will be produced
IF
output are produced
THEN
Objectives will be achieved
IF
Objectives are met
Results Chain
 Importance of Levels
Each level of the project
Management may have specific
indicators
Impact and outcome level indicators
measure long term effects or results
of overall project or program.
Output and inputs level indicators
measure the activities being
undertaken resources and activity
outputs.
 Project Summarized
WHY a project is carried out --Overall Goal
WHAT the project is to accomplish - Purpose
WHAT the project aims to achieve – Results
How the project intends to achieve the
outputs/results – Activities
WHICH external factors are crucial for the success
of the project - Assumptions
HOW the success of the project can be measured –
OV Indicators
WHERE data can be found to assess the success of
the project – Means of verification
WHAT the project will cost - Inputs
 LOGICAL FRAME WORK
Logical Frame Work is derived from
the M & E Levels,
It is a technique used to present an
intervention (Project) strategy in a
logical and transparent way,
It serves as both a planning and
management tool for the project (a
requirement for all EC funded
projects).
Understanding a Log Frame
• The logical framework or logframe or 4 by 4
matrix is an analytical tool used to plan, monitor,
and evaluate projects. It derives its name from
the logical linkages set out by the planner(s) to
connect a project’s means with its ends.
• The logframe is only one monitoring and
evaluation tool and its use does not pre-empt the
use of other evaluation tools such as priority-
setting or rate-of return analysis.
• The logframe was originally developed by the
United States Department of Defense, and
adopted by the United States Agency for
International Development in the late 1960s. Now
adopted by many donors.
 Understanding Cont
• Logical Framework (LogFRAME)… has the
power to communicate a project's objectives
clearly and simply on a single page. Its power
comes from the ability to incorporate the full
range of views of all stakeholders of a project.

• LogFRAME is a tool for summarizing the key

features of a project design at the time of project
identification (what is it?) during definition (what
should we do?) and appraisal (should we do it?).
• It is an up-front planner which provides the
Project Team with essential planning information
for the development of project plans
 STRUCTURE OF LOGICAL
FRAME WORK
Level/ Objectively Means of Assumptio
Narrative Verifiable verificatio n and
Indicators n Risks (AR)
(OVI) (MOV)

Goal
Purpose
Objective
s
Inputs
 CONTENTS OF LOG FRAME
Intervention Objectively Sources and Assumption
Logic verifiable means of s
indicators of verification
achievemen
t
Overall What is the What are What are
objective overall the key the source
broader indicators of
objective to related to information
which the the overall for these
project will objective? indictors?
contribute?
Purpose What are What are What are What are
the specific the the sources the factors
objectives quantitative of and
which the or information conditions
project shall qualitative that exist or not under
achieve? indictors can be the direct
showing collected? control of
 Development of a Logical
Frame Work
1-The Analysis Phase
Situation under consideration is
screened and analysed to select
strategies that will be applied in the
intervention design.

2-The Planning Phase

The intervention Strategy is developed
into a Practical Operational Plan ready
for implementation!
 Development of a Logical
Frame Work
3-Stakeholder Analysis
Identifying & characterizing potential
major stakeholders; assessing their
capacity and roles in the project
using a Venn diagram
4-Problem & Needs Analysis
Identifying key problems, constraints
and opportunities; determining cause
& effect relationship
 Development of a Logical
Frame Work
5-Objective Analysis
Developing solutions to the identified
problems

6-Strategy Analysis
Identifying different strategies to
achieve solutions
 Log Frame Explained
• Narraitive
• 1st column is Narrative Summary – detailed
description of the project at each of the four
levels of project sequence or project hierarchy
 At the top you have Project Goal (National Plan or
Sectoral Plan)
 This is what the project is expected to contribute.
The project alone may not be sufficient to achieve
a goal
 e.g. Improved food security
• 2nd column on the narrative summary is Project
purpose or Objective
 Log Frame Explained
 This is the immediate objective that the
project will try to achieve
 The objective is specific to the project
– Increased fish productivity in Ntchisi
district
• 3rd is Output- specific results and tangible
products arising from undertaking a
certain task
• 4th are Inputs (resources) needed to
undertake the tasks
 Log Frame Explained
• 1-OVI (Objective verifiable indicators)
Measure of achievement i.e. to measure
the achievement of each of the
narrative summary
Indicators should be measureable
(quality and quantity) and consider
timing
OVI demonstrates the achieved results
that can be used in monitoring and
evaluation on what the project has tried
to achieve
 Log Frame Explained
• 2-Means of Verifications (MOV)
 Sources of information which will assist in
verifying what the project has achieved or
it provides an opportunity for the project
analyst to indicate where the project
management and those to evaluate the
project are to get the information to
evaluate the achievement.
 Progress reports, survey, production
statistics
 Log Frame Explained
• 3-Assumptions and Risks
 Conditions which could affect the progress or
successes of the project but over which the
project has no direct control. These assumptions
can be relating to changes in prices or weather.
 If the likelihood of the assumption prevailing in
minimal then the project should be redesigned
and change certain aspects
 Killer assumptions: an external factor which is
very important for the achievement of the
objectives but at the same time very unlikely to
occur
 IMPORTANCE OF 4*4 MATRIX
 It indicates :
Causal/fundamental relationships
between different levels of
objectives,
How achievement of the project
will be verified ,
What are the assumptions and
establish favourable resonance
mechanisms for the success of the
project.
 Assignment 4
 Students to develop a Logical Frame
Work of the already developed
project of their choice after M & E
System and M & E Levels.
 Basic differences between Monitoring
and Evaluation
Monitoring Evaluation
Continuous Periodic
Focuses on inputs, Outputs in relation to inputs,
activities, output, results in relation to cost,
implementation, processes used to achieve
processes e.t.c. results overall relevance
impact and sustainability.

Answers which activities Answers why and how results

were implemented. were achieved.

Alerts managers to Provides managers with

 Difference between
Monitoring and Evaluation
Level
Focus
Timing
Data Sources/Techniques
Aims
 Level
Monitoring
 Progress on day-to-day implementation
 Focus on project activities
 Checks on what is happening overtime (Input and Output
levels)
 No in-depth analysis

Evaluation
 Progress on whole Progress scope/
 Focus on project objectives/and results (Higher Project Levels)
 Checks on impact of the project...extent of project
achievements (outcome/impact levels)
 In depth analysis on effects of project intervention efforts
 Timing
Monitoring
Routine and frequent data collection
on process indicators
Evaluation
Done at Beginning of project; Mid
Term and End of Project...data
collected against result/objective
indicators/assess sustainability
 Focus
Monitoring
Activities-Links implementation
progress to resource utilisation
towards achieving objectives
Evaluation
Focus on in –depth analysis on
concrete project achievement over a
specific period of time (two years)
 Aim
Monitoring
 Feedback to Project Managers/ awareness
on impl. progress/challenges towards
expected results/objectives
Evaluation
 Highlight significant accomplishments
(Higher level change) on the project
 Offer recommendations for
improvement/lessons learnt
 Data Sources/Mechanics
Monitoring
• Monthly reports, weekly project meetings,
Beneficiary Registers, Debriefings, Field
reports, Client tracking systems, progress
reviews
Evaluation
• Baseline Survey, Mid-term Reviews, End of
Project Review, External Project
Evaluations, peer Assessment,
Performance appraisal
 RESULT BASED
MANAGEMENT
This is a system that is set to
improve Program Management
effectiveness and accountability and
orientation towards results.
It is also a tool for systematically
focusing on results of its programs
and operations so as to ensure that
the financial and human resources
achieve the greatest impact.
 Elements of RBM
A participatory Approach to
Management.
Focuses on achieving results
(defined) at organizational,
national as well as local levels.
Improves Program and
Management effectiveness and
accountability.
 Strategies in RBM
 Identifying measurable changes to be achieved
 Designing activities that will lead to results.
 Balancing expected results with resources
available
 Monitoring progress regularly and adjusting
activities as needed to ensure that the desired
results are achieved.
 Evaluation and incorporating lessons learnt into
decision making and;
 Reporting on results achieved and contributions
too reaching desired goals.
 Result Defined
This is “an observable change in the
state that is derived from a cause
and effect relationship”

Two important elements to note about

results are
Observable, measurable, desirable and
Attributable to change.
 Types of Results
• The result/change may happen
within a short or long period of time
and may be
– Planned or unplanned
– Positive or negative.
• A result statement describes the
following: Change, what, target,
who/for whom and time.
 Characteristics of a good
result
 Short
 Simple (One idea for each statement)
 Outcome oriented (all statements should be
stated in terms of outcomes and not processes)
 Feasible (should be practically attainable)
 Relational (should be logically related to program
activities).
 Example: increasing percentage of Service
Delivery Points (SDPs) providing SRH services
from 94% in 2001 to 100% in 2005.
 RBM Diagram
On going Monitoring
and Evaluation

PLANNE
ACTUAL
D
RESULT
RESULT
S
S
 Objective of RMB
• As a management tool, the RBM aims
at improving performance through
various steps as per the indications
in the diagram above. i.e.
Identifying strategies and planning
for results to be achieve,
Undertaking regular M & E,
Analyzing actual results achieve,
Providing regular feedback and
adjustments.
 PROJECT REPORT
1. Project reports are produced based on
donor requirements and varies from one
donor to another.
2. However, many donors require quarterly
reports which detail the status of the
project or program.
3. However, internally, organization
generate/keep daily, weekly, monthly
reports. Thus form part of the
MONITORING TOOLS.
4. Quarterly and annual Reports are needed
 Types of Project Reports
Technical /Activity Report
• This is narrative report that details
how activities have been
unimplemented in reference to
project goals and objectives.
Financial Report
• This is financial analysis that shows
how funds have been utilized in the
project in pursuant of project goals
and objectives
 2-Technical/Narrative
Report?
• A report gives feed back on the
objectives of the project or program.
Major details include but not limited
to the following:
1. What has been done or not done,
2. What went on well and what did not go
well,
3. Challenges faced in course of
implementing,
4. New knowledge or skills gained/lessons
gained,
 Contents of a Report
• Cover Page
• Acronyms and Abbreviation
• Executive Summary
• Acknowledgements
• Background of Organization
• Background Information of the project
• Objectives of the project
• Description of activities under each objective
• Lessons Learnt
• Challenges faced by the project
• Recommendations/Way forward
• Conclusion
• Attachments/Appendices
 Table of Contents
• At this level it should be automatic table of contents and
not manual. Automatic adjust itself as one changes font
size.
• (i) Acronyms and Abbreviation
• (ii) Executive Summary
• (iii) Acknowledgements
• 1.0 Background of Organization 6
– 1.1 Introduction …………….. 7
– 1.2 Experience
• 2.0 Background Information of the project
• 3.0 Objectives of the project
– 3.1 Overall objective
– 3.2 specific objectives
 Table of Contents cont’
• 4.0 Description of activities under each objective
– 4.1 objective 1
• 4.1.1 River bank protection
• 4.1.2 Hot spot dyking

– 4.2 Objective 2

– 4.3 Objective 3

• 5.0 Lessons Learnt

– 5.1
– 5.2
 Table of Contents Cont
• 6.0 Challenges faced by the project
– 6.1
– 6.2
– 6.3
• 7.0 Recommendations/Way forward
– 7.1
– 7.2
• 8.0 Conclusion
– 8.1
– 8.2
• 9.0 Attachments
– 9.1 List of participants
– 9.2 Pictures of functions
– 9.3 Newspaper cuttings of function
– 9,4List of beneficiaries
 Acronyms and
Abbreviations
• ADC Area Development Committee
• CMDRR Community Managed Disaster Risk Reduction
• DoDMA Department of Disaster Management Affairs
• GVH Group Village Headmen
• IGA Income Generating Activity
• NGO Non Governmental Organization
• PMC Program Management Committee
• QRM Quarterly Review Meeting
• SPM Stakeholders Planning Meetings
• T/A Traditional Authority
• VDC Village Development Committee
 Ensure that in the document you use the
abbreviations as given by yourself,
 Please note some of them you create them
yourself
 Always make sure they are alphabetically
 Executive Summary
 This explain briefly to a leader what
they are going to find in the report.
Maximum of one page,
 The shorter the better and it should
be direct to the point,
 Ironically though come earlier in the
report but it is written last of all
sections/chapters.
 Background Information of
implementing organization
• Brief introduction of the organization
in terms of legal status,
management, governance,
affiliations, experience and physical
presence.
 Background of the
project
• Brief description of the project in
terms of partnership, level of
funding, period of implementation,
location and coverage.
 Reporting Period
• State length of time(implementation
period) the project will be reporting
on.
• i.e. This report covers three
month implementation period
from January 2016 to march
2016.
 Goals and Objectives
• Overall Objective
• The overall objective of the program is to reduce community risk
to natural hazards and increase community resilience to hazards
in 5 T/As in Karonga by 2020.
• Specific objectives
• In order to achieve the overall goal, the program will implement
the following specific objectives:
1. To reduce community risk to flood through implementation of
disaster risk reduction interventions that include river bank
protection, dyking, establishment of early warning systems,
and construction of flood proof houses,
2. To reduce community risk to drought through promotion of
agricultural diversification (animal production), planting of
drought tolerant crops, promotion of irrigation farming and
winter cropping,
3. To increase and sustain community resilience to disasters in
Karonga through cotton growing, village savings and loans
and opening of group accounts,
Specific Objectives
 Description of activities
under each objective
• Objective One: To reduce community risk to flood through
implementation of disaster risk reduction interventions that
include river bank protection, dyking, establishment of
early warning systems, and construction of flood proof
houses,

• River bank protection

• Hot spot dyking

 Description of activities
under each objective
• Objective Two:
 Assignment 4: Individual
Assignment
• As a project officer of ARCOD, write a
final technical report of not less than
4000 words on the just ended
irrigation farming project that was
implemented in Traditional Authority
Chanza in Lilongwe District.
 2-Financial Report
• Usually done in excel but for non
finance people word is acceptable.
 Contents
• Reporting period
• Cash book
• Trial balance
• Balance sheet
Explain the following