Section 4: Project Monitoring

CUES NOTES
How to monitor a Project?
On the implementation of the project, it should be monitored to assess the project performance and
developments in external factors. There includes four main reasons for monitoring and evaluation activities.
These are accountability; improve performance; learning; and communication.

The project services and products should be factored to minimize wastage of funds and related resources. It is
important to manage purchasing process to make substantial savings because if not, costs can spiral out of
control.

The following are the typical cost components:

What are the types of
Monitoring? • Labour
• Overhead
• Materials
• Supplies
• Equipment rental
• General and administrative
• Profit

SUMMARY:

Section 9: Gender and Development (GAD)

CUES NOTES
The start of Gender and 1933 – the guidelines for Developing and implementing Gender responsive Program and Projects was produced
Development by NEDA with the National Commission on the Role of Filipino Women. (NCRFW)in cooperation with
various Philippine Government agencies.
Mid 2003 – NEDA and ODA-GAD Network came up with new GAD guidelines that reflect the evolution of
assistance framework from Women in Development (WID) to GAD and the current focus on Women’s rights.
Objectives and Contents
- The harmonized GAD guidelines seeks to promote the twin goal of gender equality and
Women’s Empowerment.
Program and Project Development: General
 Agriculture and Agrarian Reform
  Together with environment and natural resources, they form parts of poverty reduction
and rural development strategy that comprise the distribution of resources.
 Natural Resource Management
 Include social forestry and community based coastal resources management project.
 Social Infrastructure
 Include construction of facilities which can facilitate marketing of farm produce and
reduction of fare to and from the community.
 Private Sector Development
 Includes industrial undertakings; cover a broad range of programs for both formal and
informal sector producers, traders and service providers.
 Education
 Education projects hae to contend with various interrelated gender issues. It can also
develop interventions that will ultimately improve the level of quality of education for
both men and women.
 Health Projects
 Housing and settlements
 Women in areas under armed conflicts
 Justice projects
 Micro Finance results
 Decent Work labor and employment sector
 Migration Programs and Projects
SUMMARY:

Section 6: Project/Programme Evaluation

Section 7: Project Human Resource Management
Section 8: Project Risk Management
CUES NOTES
What is Evaluation in Project and Section 6: Project/Programme Evaluation
Program Development?
- It is a systematic study using a participatory action research to collect and analyse data in order to
What is the process of Evaluation?
determine project performance.
Project Review and Evaluation
- it is an important component of Project Cycle Management. It allows its performance
and effects to be measured. There are 2 types of evaluation: internal and external.
Project Ending/ Closing
- This is the hardest part where in the project manager ensures that the project is
wrapped up properly. He/she has to conduct a post- project evaluation on this part.
Impact Assessment
- Is the systematic analysis of significant or lasting changes – positive or negative,
intended or not brought about in people’s lives by a given action or series of action

How valuable is Human resources Section 7: Project Human Resource Management

and how does it affect the project - The people are always the most valuable resource in ensuring effective delivery. The team members need
and program? to carefully selected, trained and effectively supported throughout the lifespan of the project.

o Management - can be defined as the art of getting others do what you cannot necessary do yourself,
by organizing, controlling and directing resources.
o Leadership – is the ability to identify what has to be done and to select the people who are best able
to tackle it.
o Conflict management – is the art of managing and resolving conflicts creatively and productively.

What are the risk in Project Section 8: Project Risk Management

Management?
Risks are present in all projects. These are factors that might cause a project to fail to meet its objectives.
o Project Risks – are defines as undesirable event, the chance that this event might occur and the
consequences of all positive outcomes.
How do we manage Risk in Project
Management? o Project Risk Management – the process concerned with identifying, analysing and responding to
project risk.
Risk Management Major Steps
1. Identification
 Identify all the possible risk events that could affect the project. These are the
internal risks and the external risks.
2. Assessment
 Assess each risk in terms of probability, impact severity and controllability.
 
Involves risk analysis to develop understanding of each risk, its consequences
and the likelihood of those consequences
 Involves evaluating risks and risk interactions to make a decision about the
level of priority of each risk.
 Assess the range of possible project outcomes and determines which risk
events warrants response.
3. Risk Response Planning
 After reviewing the results of the risk assessment activities, the project teams
decides what actions are needed to reduce or remove threats
 This includes risk avoidance, risk reduction/ mitigation, risk transference, and
risk acceptance
4. Risk Monitoring and Control
 Takes place primarily during the implementation of the project. That’s when
the project team continually monitors the status of risks, or risks turn into
issues.

Typical Risk Categories: Useful Checklist

1. Technical - Organizational lack of familiarity with the
Feasibility technology, Relative level of technical
complexity like maturity of technology,
Interconnectivity of technology with existing
systems, Existing assets are underutilized in this
project, Obsolete approach for program
delivery, Customer demand projections
incorrect, and Uncertainty over ownership and
control
2. Political and - Regulatory Environment Unfavorable,
External Market Organizational changes in priorities , Viability
of project, Changes in decision makers, Natural
Hazards, and Political changes (new laws, tax
policies, etc)
3. Financial and - Project costs can exceed budget, High inflation
Economic or cost increases , Cash flow profile
unfavourable , Funding not approved by
beneficiaries/ stakeholders, Excessive price
fluctuation on imported components , and
Required investment too high for return
4. Legal and - Breach of contract, Penalty clauses, Excessive
contractual warranties, Contract claims/ failure to perform,
Contract disputes escalation procedure
inadequate , Excessive liability, and Team
unfamiliar with procurement method.
5. Human - Unavailability of internal technical knowhow,
behaviour Unavailability of external technical expertise,
Lack of staff support for project ,Delays in
partner-beneficiary approvals, and Delays in
documentation
6. Scope and - Unreality of stated deadline, Inadequate project
Schedule definition, Standards incompatible with
requirements , Designs incorporates high
maintenance materials, Lack of resource
availability, Poor coordination of resources, and
Requirement inflexibility
7. Project - Unavailability of key project personnel ,
Organization Change of key volunteers , Unsatisfactory
choice of subcontractors, Engineering design
not keep to schedule and staff not trained on
time, and Inadequate contract documentation.
8. Security and - Heterogeneous presence of culture, customs,
Cultural/Societal and tradition and religion.
- Stability of security, peace and order, and
Internal and external security (Organizational)
SUMMARY: