Chapter 4

Project Planning, Management, Monitoring, & Evaluation

Introduction

Achieving the vision and mission of the organization involves the

implementation of development projects. Project Development is one of
the key areas of competence that is needed to transfer to the community
so that the people will be equipped to find solutions to emerging
problems. Projects, when implemented , also serve to strengthen an
organization.

Some Guidelines in Project Development

1. Orient the group/organization on the project development cycle

a. Situational Analysis – the laying out in a logical sequence of the

causes and effects of priority problems identified during the
validation of the community profile which helps set the
objectives. It is the most critical phase of the project cycle. A
wrong assessment of the project situation will lead to
inappropriate project intervention.

b. Project Planning – involves two stages - - project design and

feasibility study. Project design involves the formulation of
project objectives based on the situational analysis,
identification of activities, resources (human, material
equipment), and financial requirements.

c. Project Appraisal – the evaluation of the project by the funding

group/ organization/ agency. It tries to determine if the project
plan meets its development requirements.

d. Project Implementation – the actual execution of the project

based on the plan.

e. Project Operation – the full transfer of the operation of the

project to beneficiaries. In this case, the core group or
committee shall be initially implementing the project.
Operations start when the beneficiaries actually continue the
activities.

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 f. Monitoring – the effort to measure the progress,
accomplishments and deviations of the project, which serves as
a reference for adjusting and controlling the project.

g. Evaluation – the effort to measure the effects or impact of the

project.

2. Facilitate situational analysis.

This involves the analysis of a priority problem; setting of

objectives to address the problem; identification and prioritization
of solutions.

3. Facilitate problem analysis.

 Based on the validated community profile, agree on a starter

problem.
 Identify all possible causes and effects of the problem.
 Arrange the causes in the shape of a tree, establishing their
relationship to each other.
 Review the diagram as a whole and verify its validity and
completeness.

4. Facilitate objectives analysis.

 Reformulate all negative conditions in problem tree into

desirable conditions that are achievable.
 Formulate a diagram showing the means-ends relationships
in the shape of an “objectives tree.”
 Review the diagram as a whole and verify its validity and
completeness.

5. Using the “Objectives Tree,” identify possible alternative strategies

or solutions to the problem.

Each branch can correspond to one strategy.

6. Rank each strategy

 Define a set of criteria. Make sure everyone agrees on the

definition. You may assign weight for each criterion.
 Rank each strategy or possible solution using the criteria
set. You may assign weights for each of them.

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Understanding Concepts

Project Planning

Projects become successful due to planning. People are trapped

with the experience that work is done without appropriate planning.
Proper planning results to a slot of saving in terms of money, materials,
machines, and manpower resources.

Elements of a Project Plan:

1. Clarity of statement of goals
2. Feasibility studies conducted
3. Approaches/Methods to be Used
4. Target Time Frame
5. Resources Required

Project Management

Project management is a carefully planned and organized effort to

accomplish specific objectives.

The right people with the right combination of skills should be put
to ensure effective project outcomes. They should follow well-defined
processes and utilize tools that ensure effective project implementation.
Everything should be in place before the work starts.

Project Monitoring

Project monitoring provides an understanding of and

communicating the progress of a project that is being undertaken. It is
also referred to as controlling as a function in administration. It helps
identify when the project performance is significantly deviating from the
plan. This will involve the use of appropriate corrective actions and
preventive actions. Project monitoring is performed throughout the
project. Effective project monitoring and controlling can lead to a
successful project outcomes.

 Project Evaluation

Project Evaluation is a step-by-step process of collecting, recording

and organizing information about project results, including the
immediate results of activities, and immediate and longer-term project
outcomes, like changes in behaviour or practice.   

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PROJECT PLANNING

 The Project Plan aims at creating an effective and well-

coordinated project. It provides the implementors ways to
monitor project implementation. It is an interative process.

 It involves project designing and feasibility study

preparation.

 As a planning tool, it helps determine the development

objective, key result areas, allocating time, personnel,
equipment/facilities, budget.

 The project plan has to be revised, updated, and adjusted

periodically.

 The project plan consists of two tools namely:

Implementation and the resource/budget plan

The project plan provides necessary information on:

What the project intends to achieve (Development Goal)

How the project will achieve the components (Activities)
How the success of the project can be measured (Indicators)
Where the data can be found, which are required to
measure the success
of the project (Means of Verification – MOV)
How much it would take to implement the project (Budget)
Where the budget will be sourced (Budget Allocation)

Steps in Formulating the Implementation Plan

1. Define the Development Objective of the Project.

The development goal should reflect a change in condition
or situation or capacity of the target group (s) as a result
of the attainment of the various components or activities.

2. Identify the Key Result Areas

Key Result Areas (KRA) are fields in which the project
could make an impact on.

3. For each KRA specify activity / sub-activity.

4. Formulate the indicators.

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 Indicators are qualified or quantified parameters that
detail the extent to which a project objective/activity has
been achieved within a given time frame and in a specific
location.

5. Identify the Means of Verification (MOV).

MOVs are tangible proofs or evidences to substantiate
the indicators.

6. Assign responsibility for Implementation (Persons

Responsible).
Determine if the personnel required is organic or external
to the organization. Likewise, indicate the number of
persons per month.

7. Determine the start and end of the implementation

considering possible relationships with other activities.
(Linkage)
Linkage between activities are dependencies between
activities where the start or finish of one activity depends
on the start or finish of another activity. We may use
some codes, i.e.
FS – Activity can not begin until another is finished.
FF – Activity cannot finish until another finishes.
SS – Activity cannot start until another activity starts.

8. Estimate the duration of activity / sub-activity.

(Implementation Date)

Steps in Formulating the Resource/Budget Plan

1. Transfer activity number to the first column

2. Identify required project inputs (personnel, equipment,
operations and repairs, etc.)
3. Specify the quantities and the time when the inputs are
required.
4. Specify the quantities and the time when the inputs are
required.
5. Calculate cost for each input and set up project budget
6. Prepare your project proposal based on agreed outline.

What is a Project Proposal?

 an outline reflecting the project’s concept, manner of
implementation, and the output expected to be generated
through it and how much it would cost to undertake it.

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 The requirement of designing or packaging a proposal
depends largely on the funding agency and on the nature of
the project.

Generic Description Tools

Outline
Identifying Refers to the following: Implementati
Information  Name of the Project on Plan
 Project Location
 Duration Stakeholders’
 Project Beneficiaries Analysis
 Project Cost
 Sources of Fund Resource /
Budget Plan

Rationale/ Describes the reasons for Problem

Background proposing the project based on the Analysis
“problem tree.”
Stakeholders’
Analysis
Objectives Is an overview of the project’s aim
(general and towards which all of the project’s Project Plan
Specific) various elements will contribute

Project Describes the activities and Implementati

description schedule of implementation of the on Plan
project.
Project Refers to the structure by which Implementati
management the project will be managed or on Plan
implemented.
Project
Organization
Budgetary Provides a clear presentation of Resource/Bu
Requirements the cost of implementing the dget Plan
project – the cost requested and Implementati
the proponent’s counterpart. on Plan
Endorsement Includes the different
recommending bodies

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PROJECT MANAGEMENT

The application of knowledge, skills, tools and techniques to

project activities in order to meet or exceed stakeholder’s needs and
expectations. Invariably, this involves balancing the competing demands
among:
 Scope, time, cost, and quality
 Stakeholder with differing needs and expectations
 Identified requirements (needs) and unidentified
requirements (expectations)

It is often described as the process of planning and directing a

project from its inception to its completion in a given time at a given cost
for a given end product.

PROJECT MANAGEMENT CYCLE

PLANNING . Objective Setting

. FormulatingStrategies

. Allocating Resources
EXECUTION
. Coordinating Efforts
. Motivating Staff
. Guiding Execution

CONTROL . Measuring Achievement

. Resolving Problem
. Comparing Goals with
Report

The project plan will serve as the guide for the project manager
during project implementation .

The implementation plan will also enable the project manager to

monitor the day- to- day activities of the project.

Note: Change the implementation plan if conditions change

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Major Aspects in Managing a Project
1. Financial – action taken to mobilize, employ and control the
financial resources invested in the project.

2. Procurement and Contract Administration – detailing of

requirements, setting-up of procurement procedures, bid
evaluation and awarding, contract administration.

3. Human – refers to staffing, management of project personnel.

Project Manager

A project manager should be assigned. To effectively manage the

project, the project manager should know and understand:
 the project and its objectives
 the systematic processes for managing a projects
 how to get the project to reach its desired objectives through
people.

Tasks of a Project Manager

 Completes final detailed implementation plan

 Builds a cohesive team among all project participants
 Manages and trains staff
 Manages activities
 Reports on the project
 Liaises with external agencies
 Manages conflicts
 Addresses changes
 Handles finances
 Ensures technical quality of project
 Turns over the project

Competencies Required of a Project Manager

Leadership Ability to direct, control, animate, plan,

handle people, manage activities
Communication Ability to convey messages clearly
Negotiation Ability to manage and resolve conflicts,
manage project stakeholders
Problem Solving Ability to identify and resolve project-related
problems
Technical Ensuring the technical quality of the project

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Common Problems in Project Management
 Mobilization of funds
 Setting-up legal foundations for project (right of way, etc.)
 Lack of qualified personnel
 Political interference
 Lack of support from stakeholders
 Inadequate logistical support
 Lack of counterpart funds
 Delayed fund releases
 Failure of suppliers to meet term(s) of reference
 Quality control
 Cost overruns
 Poor working conditions
 Labor availability

MONITORING AND EVALUATION

 Provides critical bases for planning, decision-making,

problem-solving and strategic adjustments.

 Monitoring is the routine gathering and reporting of project

accomplishments (input, throughput, output) against
measures of expected performance. It is necessary to assess
progress and make timely decisions to ensure that progress
is achieved and maintained in accordance with schedule.

Elements of Effective Monitoring

1. Measures physical progress of a project against plans and

work schedules.
2. Measures financial progress against projected cash flow
and budget allocation/plan
3. Identifies problems at project level, permitting immediate
corrective measures

EVALUATION
 Concerned with the achievement of program objectives, its effect
and impact.

Importance of Conducting Project Evaluation

1. For accountability
2. Evidence of effective, efficient and equitable use of financial and
other resources;

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 3. Demonstration of actual changes and progress made;
4. Presence of success indicators, need for improvement or where
expected outcomes are unrealistic;
5. Proof for project partners that desired outcomes are being achieved
by project staff

Two Types of Evaluation

1. On-going evaluation – conducted within project life as early-

warning system that may lead to adjustments in project design
2. Ex-post evaluation – done after project life to determine impact.

The monitoring and evaluation system defines what should be

measured, for whom, for what and how as well as who collects the
data, how and when.

Guide Questions:

1. Discuss the importance of project planning.

2. What may happen if an NSTP student implements a community
project without planning? Present five practical measures to
address this concern.
3. Discuss the four (4) competencies required of a project
manager. Choose only two (2) competencies and describe how
these can be demonstrated by a project manager.
4. What is the difference between monitoring and evaluation?
Explain how these processes are conducted.
5. Present a simple community project in NSTP and discuss at
least five (5) problems that you might encounter in managing
the project.

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 Chapter 5
Social Mobilization

Social mobilization is a process of bringing together different

sectoral groups for purposes of raising their social awareness and
intensifying their participation and involvement on issues that affect
their life. Considering the belief that there is power in number, social
mobilization becomes an effective approach to help achieve the goal of
community empowerment.

Three important factors should be taken into consideration: First,

people should be properly informed about issues that a particular social
mobilization is addressing; second, facilitation, not manipulation,
should be the primary method used in mobilizing people to action; and,
both the organizers as leaders, and the people themselves, should take
full responsibility for the collective action taken.

Guide Questions:

1. Assessing the present pandemic brought about by COVID-19,

what mobilization maybe initiated by individuals or groups to
minimize, if not resolve the massive effects of this phenomenon?

2. How would social mobilization help the COVID-affected

barangays achieve community empowerment?

3. Given the present global crisis, what could be a more

appropriate method to use in mobilizing people to action-
facilitation or manipulation? Please explain our answer.

4. Present a critique of the ongoing social mobilization activities of

the barangay officials to address the problem of COVID-19.

5. As an NSTP student, what social mobilization activities would

you propose to help your own barangay.

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 Chapter 6
Community Leadership

Definition of Leadership
-Leadership is defined as a process of giving control, guidance,
headship, direction and governance.
-It is the ability to lead
-The activity of leading a group of people or an organization
-The act of inspiring subordinates to perform and engage in
achieving a goal.

Types of Leadership

1. Authoritarian Leadership- leads by means of the rank position. A

self-centered type of leadership where the leader believes he or she is the
only one capable of directing the subordinates.
2. Paternalistic Leadership- leads men by always setting an example.
This type of a leader manifests an example of a father, who seems to be
always after the welfare of his children
3. Participative Leadership- makes the men participate actively in the
activity or task in the organization but reserves the right to make final
decisions on critical matters.
4. Laisse-Faire Leadership- leaves the decision making to the
subordinates. The leader will give assignment, and then it is up for the
subordinates to accompolish the task in whatever manner they can.

Ten Principles of Servant Leadership

Robert Greenleaf defined the following 10 principles and
characteristics as critical to success for a servant leader:
1. Listening- seeks to identify the will of the group and helps clarify that
will. The servant leader seeks to listen receptively to what is being said.
2. Empathy- Strives to understand and emphatize with others. People
need to be accepted and recognize for their special and unique spirits.
3. Healing- Becomes one of the greatest strenghts of servant leadership,
the potential for healing one's self and others whereby many people have
broken spirits and have suffered from a variety of emotional hurts.

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4. Awareness- Aids the servant leader in understanding issues that
involve ethics and values and view most situations from a more
integrated and holistic person.
5. Persuasion- Reminds servant leaders to give primary reliance on
persuasion rather than positional authority in making decisions within
an organization.
6. Conceptualization- Seeks to nurture the servant leader's abilities to
"dream great dreams." The ability to look at a problem (or an
organization) from a conceptualizing perspectives means that one must
think beyond day-to-day realities with sensible and functional ideas.
7. Foresight- Enables the servant leader to understand the lessons and
events from the past, the realities and phenomena of the present and the
likely impact of a decision for the future.
8. Stewardship- Prioritizes the needs of others and emphasizes the use
of opennes and persuasion rather than control.
9. Commitment to the Growth of People- Makes servant leaders
believe that people have an essential value beyond their concrete
contributions as workers thereby the servant leader is deeply committed
to the growth of each individual.
10. Building Community- Suggests that true community can be created
among those who work in businesses and other institutions.

Ten Qualities of a Good Leader

1. Honesty

Leaders have to be honest. If those under your charge do not trust you,
then they won’t follow you.

2. Responsibility

If you are going to make decisions, then you should take responsibility
for the decisions that you make. Good leaders don’t pass the buck or
blame other people – they deal with situations that arise and take
responsibility for the results. If you delegate a responsibility to someone
under your charge and they screw it up, then it is YOU who have
screwed up. That’s what leadership and responsibility is all about.

3. Confidence

You have to believe in yourself. Confidence makes the leader. You have to
believe every word that comes out of your mouth. If you don’t, your
charges will begin to question whether or not you know what you are
talking about.

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This literally means that even when a situation is hopeless, you have to
give off an air of confidence. Your charges will look to YOU for guidance
when times get tough. If they see panic or uncertainty in your eyes, then
all is lost.
4. Enthusiasm

How do you make someone do something that they don’t want to do?
Enthusiasm! Emphasize its importance, and rollup your sleeves and
demonstrate. Enthusiasm is contagious – if your charges see you all
excited and ready to have at it, they’ll get excited too. If you give off an “I
just don’t give a hoot" attitude, then your charges won’t give a hoot
either.

5. Reliability

Saying that you’re going to do something means that you will actually
have to do it. Nobody likes an unreliable person, even if they’re not a
leader. After your first time going back on your word, people just aren’t
going to trust you anymore. If you are unreliable, you won’t be a leader
for long.

6. Patience

Don’t underestimate the importance of patience. If you explain a task or

situation to you charge and they don’t understand, then clarify it for
them. It’s not their fault that they don’t understand your instructions –
it’s YOUR fault. Take the time to help out your charges so that they can
perform their assigned tasks as you intended. Answer their questions
and make sure that they understand by asking a few yourself!

7. Decisiveness

Don’t waffle on see-saw on decisions. Go through this exactly once:

gather relevant information, gather input from your charges, and make a
safe and reasonable decision based on the information that you have
available. Never second-guess yourself unless new and important
information is available.

Often, leaders have to make important decisions very quickly.

8.Determination

This pretty much amounts to “finish what you start.” See tasks through
to the bitter end, and keep your charges motivated to continue.

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9. Loyalty

This is something that you expect of your charges. It is also something

that your charges expect from you. The first time that you stab your
charges in the back will also be the last.

10. Courage

This could be the most important of the list, since it encompasses so

much. As a leader, you must have courage in order to be decisive. You
can’t be afraid of failure, or else you will not be able to function as a
leader. Have the courage to stick to your convictions or go with a gut
instinct. Don’t be afraid to try a new approach.

Most importantly, don’t be afraid to admit that you made a mistake. This
is what separates the true leaders from the wanna-bees. If you messed
up, admit that you messed up, then take corrective action to fix your
mistake. Your charges won’t think less of you for it – in fact, they’ll think
more of you because you didn’t insist that black was white when both
you and your charges know you’re wrong.

Four Challenges Leaders Always Face

1. To be respected and to be liked.

Too many leaders use “being respected” as an excuse for not being liked.
If you really have to choose one over the other, then respected is the
better choice. But you don’t have to choose.

Being competent at what you do gains respect. Being nice to people gets
people to like you. To do both takes only a little extra effort. You don’t
have to be patronizing (that won’t get you liked anyhow), but you need to
pay attention to how you treat the people you lead.

2. Balancing the needs of the organization and the needs of people.

Neither should this be an either/or choice, but many leaders are better
at one than the other (or willing to sacrifice one for the other).

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You can’t succeed for the long haul if you don’t pay attention to both.
Both needs aren’t always perfectly balanced, but if people don’t feel cared
for and supported with necessary resources, they won’t produce desired
results. There are times when sacrifices will need to be made and most
people understand that. But if you continually achieve results at the
expense of your team, you’ll experience resentment and high turnover.
If you can’t turn in results for your organization, you likely won’t get to
stick around to take care of your team. Being liked but unable to deliver
results is faux leadership.

3. Staying motivated.

The biggest mistake a leader can make is waiting for or hoping someone
else will motivate him or her. Motivation is ultimately an inside job. An
employer can provide a positive environment and aid in motivation, but
staying motivated is something a responsible adult does for him or
herself.

There are many ways to stay motivated, but knowing your purpose is a
great beginning point.
"Low sense of purpose, low motivation. High sense of purpose, high
motivation."

One of the biggest failure points of leadership is when “what” trumps

“why.” Leaders rarely last when they don’t have a clear sense of the why,
their purpose.

4. Maintaining focus.

There are many demands on a leader’s attention and too many leaders
allow others to determine theirs. Effective focus comes from knowing
what is most important and choosing to focus on that first. Not all
distractions can be ignored, but most can be tabled until a better time to
deal with them.

Not all tasks are equal, and just as a clear purpose helps in staying
motivated, so does it help in staying focused. Never confuse activity with
accomplishment. One is an input, the other an output.

At the beginning of each day, in addition to your to-do lists and other
time management tools, ask yourself, “What is the most important thing
we need to accomplish today?” Make sure your team knows the answer,
too.

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Learn to look at challenges as the real work of leadership.

Characteristics of an Effective Leader

1. Charismatic
A charismatic person is someone who is edited, animated,
entertaining, inspiring.

2. Sense-making
Sense-making is making sense of your environment.

3. Visioning
A person who is visioning is a person who has sense of the goal.

4. Inventing
A person who is inventing is a person who thinks of a new way to
get things done.

5. Relating
A good leader knows their members personally.

6. Communication
A good leader must tell others what is on your mind.

Guide Questions:

1. Taking into consideration the types of leaders, how would you

assess yourself as a leader? Please explain fully.
2. As a CEU student, cite at least three (3) instances when you
have been an effective steward of university resources.
3. Explain your opinion on this statement: “Leaders rarely last
when they don’t have a clear sense of purpose.”
4. How would you describe a visionary leader? Name at least
three (3) prominent Filipino personalities whom you consider as
visionary leaders.
5. As an NSTP student, what do you think should be the
characteristics of an effective national leader?

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 Chapter 7
Facilitating Community Meetings

As an NSTP student who will be implementing community service

activities with people of different backgrounds, it is important that
he/she knows how to deal with them during meetings or assemblies.

Facilitating the conduct of meetings necessitates some skills on the

part of the NSTP student. It should be noted that making sound
decisions can be brought about by an effective facilitation of discussions
during meetings.

Role of the Facilitator in Community Meetings

A facilitator is the person responsible for leading a meeting. S/he
ensures that the meeting runs smoothly from organization, to start, to
finish. A well-facilitated meeting should ensure that the goals of the
meeting are met by its conclusion.

The facilitator should:

1. design and plan the group process, and select the tools that
best help the group progress towards the outcomes;
2. guide and control the group processes;
3. ensure that outcomes, actions, and questions are properly
documented, and appropriately dealt with afterwards.

Role of the Participants in Community Meetings

1. Prepare for the meeting.
2. Forward apologies if you are unable to attend.
3. Use your set agenda.
4. Listen to the members.
5. Learn from the co-members.

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 6. Speak up when you have something to say.
7. Ask questions if you are unclear or unsure.
8. Consider all the options and share your views.

Guidelines in Facilitating Meetings

1. Have attendance sheet signed.
2. Ensure quorum.
3. Call meeting to order.
4. Read out agenda for approval.
5. Review minutes/records of previous meeting
6. Tackle business arising from previous meeting
7. Resolve one agenda at a time
8. Repeat agreements reached. As much as possible,
agreements should be specific, with timeframe or deadline
and designated persons responsible
9. Write all agreements for everyone to see. Summarize all
agreements before adjournment.
10. Send summary of agreements to all members
immediately after meeting, especially to those who have
assignments.

Guide Questions:

1. Have you experienced facilitating a group or community

meeting? Briefly describe your experience.
2. What do you think are some of the problems experienced when
facilitating meetings? Present at least three (3) problems and
briefly explain each.
3. Identify some “problem people” in the meeting. What strategies
may be used to properly handle them during meetings?
4. What do you think are the basic skills of a community
facilitator?
5. Prepare a one-page documentation of a community meeting
which includes:
5.1 Date, Time and Venue of the Meeting
5.2 Agenda of the Meeting
5.3 List of Participants, including the Facilitator and
Documentor
5.4 Brief Proceedings of the Meeting
5.5 Agreements/Decisions Reached
5.6 Plans for the Next Meeting

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