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PROJECT MANAGEMENT
Chapter 7.0 :
Project Evaluation and Auditing
Presented by: Suman Mishra
MSc. in Civil Engineering
University of Calgary, Canada
Project Evaluation
• Evaluation is an objective and systematic judgmental
process for determining relevance, efficiency,
effectiveness and impact of project performance.
• It is an assessment of project during implementation.
• Evaluation is done to improve project implementation
and to improve future project planning and decision
making.
Project evaluation is a systematic and objective
assessment of an ongoing or completed project. The aim
is to determine the relevance and level of achievement
of project objectives, effectiveness, efficiency, impact
and sustainability.
It focuses on the Scope, Quality, Schedule, Budget, Resources
and the Risk of Construction Project.
Evaluation
• What? Evaluation is an assessment that refers to assessment of design,
implementation and results of completed or on-going project / program / policy.
• How? Evaluation should be systematic and with objectives. It should consider
relevance, fulfillment of objectives, developmental efficiency, effectiveness, impact
and sustainability.
• Why? Evaluation should provide credible and useful information to enable the
incorporation of lessons learned into the decision-making process.
Just as the name suggests, Real time evaluation (RTE) is an approach with 'the primary objective is to provide
feedback in a participatory way in real time (i.e. during the evaluation fieldwork) to those executing and managing
the programme'
Myth #2: The types of evaluation are limited
The truth is that there are different types of evaluation available depending on
context and the available information and resources.
• Formative evaluation
• needs assessment determines who needs the program, how great the need is,
and what might work to meet the need
• evaluability assessment determines whether an evaluation is feasible and how
stakeholders can help shape its usefulness
• structured conceptualization helps stakeholders define the program or
technology, the target population, and the possible outcomes
• implementation evaluation monitors the precision/accuracy of the program or
technology delivery
• process evaluation investigates the process of delivering the program or
technology, including alternative delivery procedures
• Summative evaluation
• outcome evaluations investigate whether the program or technology caused
demonstrable effects on specifically defined target outcomes
• impact evaluation is broader and assesses the overall or net effects -- intended or
unintended -- of the program or technology as a whole
• cost-effectiveness and cost-benefit analysis address questions of efficiency by
standardizing outcomes in terms of their dollar / rupees costs and values
• secondary analysis re-examines existing data to address new questions or use
methods not previously employed
• meta-analysis integrates the outcome estimates from multiple studies to arrive at
an overall or summary judgment on an evaluation question
Myth # 3: Only the success stories from an evaluation have value
• Oftentimes the motivation behind an evaluation is a desire to show that a project
was a success.
• This is to prove that public/private funds or donor moneys were well spent and
targeted people / communities were well served. However, most evaluations show
mixed results and the 'brilliant failures' of a project are just as useful as the
successes.
• One example comes from a health, education and water program in Mali. The
evaluation findings revealed that failure to establish terms of engagement led to
divisions and miscommunication affecting the program's implementation.
• As a result of this finding, the different stakeholders developed a Memorandum of
Understanding.
• The moral of the story is that a 'failure' that is unearthed by an evaluation can (and
should be) be used for learning and program improvement.
6 Ways of Measuring Project Success
Measuring the success of a project once it’s brought to completion is a
valuable practice. It provides a learning opportunity for future undertakings,
and, the opportunity to assess the true effectiveness of the project.
1. Scope
2. Schedule
3. Budget
4. Team satisfaction
5. Customer satisfaction
6. Quality
Project Success
“As Project Manager, juggling all of the schedule, within the agreed budget
balls is important, but keeping your eye and to the expected quality standards
on the right ball is the key to delivering • Tier 4 – The project was a success it
truly successful projects” – delivers on all agreed project
Robert Goatham objectives, be they scope, schedule,
• Tier 1 – The project was a success if it budget, quality or outcomes based
delivers all or most of what it said it (i.e. goals to be achieved or strategic
would (the scope), regardless of positions to be attained)
schedule or budget performance • Tier 5 – The project was a success if the
• Tier 2 – The project was a success if it product produced by the project
delivers what it said it would, on creates significant net value for the
schedule and/or within the agreed organization after the project is
budget completed.
• Tier 3 – The project was a success if it
delivers what it said it would, on
Project Success criteria
Factors for Project Success and Failure ?
Since projects are temporary in nature, the success of the project should be
measured in terms of completing the project within the constraints of scope, time,
cost, quality, resources, and risk as approved between the client and contractor
(executing and construction bodies)
The project manager is responsible and accountable for setting realistic and
achievable boundaries for the project and to accomplish the project within the
approved baselines. The success of the project will depend on how well project time,
cost, scope and quality meet the requirements established at the beginning of the
project.
Success or Failure Factors in Relation to the Initial Project
Definition
• project scope (the extent of work required) is not clearly stated and understood;
• the technical requirements are vague;
• estimates of cost, timescale or benefits are too optimistic;
• risk assessment is incomplete or flawed;
• the intended project strategy is inappropriate;
• insufficient regard is paid to cash flows and the provision of funds;
• the interests and concerns of stakeholders are not taken into account;
Success or Failure Factors in Relation to the Initial Project
Definition
• undue regard is paid to the motivation and behavior of the people who will
execute the project;
• particularly in management change projects, insufficient thought is given to how
all the managers and workpeople affected by the project will adapt to the changes
expected of them;
• approval to proceed with the project is given for political, personal or intuitive
reasons without due consideration of the business plan.
Types of evaluation based on time
Ex-ante evaluation - is performed before programme implementation and its
objective is to assess whether the planned intervention is accurate with regard to
needs as well as coherent with reference to planned aims and how they will be
implemented.
On-going evaluation - has a supplementary character for all above-mentioned
evaluation types and can be conducted independently. The on-going evaluation is
carried out throughout the period of implementation of an intervention; however it
can not be taken for monitoring, as it consists of the in-depth assessment of the
chosen problems that have appeared during other evaluations.
Mid-term evaluation is the evaluation performed towards the middle of the
implementation of an intervention. This evaluation critically considers the first
outputs and results, which enable assessing the quality of programme
implementation.
Types of evaluation based on time
Thematic evaluations focus on the analysis of a selected part of the policy, and this
analysis is of the cross-sectional and/or comparative character.
Ex-post evaluation is the evaluation of an intervention after it has been completed.
It should be carried out not later than three years after the end of the
implementation period. The ex-post evaluation aims at examining long-lasting
effects of a programme and their sustainability.
Evaluator and Purpose
Role of Evaluator
• To track project progress and take corrective actions.
• To check the efficiency and effectiveness of the project and improve project
implementation.
• To suggest improvement for future planning.
Purpose
• To observe project performance
• To observe impact of project on beneficiaries
• Lessons for future project for better planning- a learning strategy
• Enhance decision making for future project
Method of Evaluation
Data collection methods
The most popular data collection methods for the evaluation needs are:
document analysis,
individual interviews,
questionnaires,
focus groups,
observation and group techniques
Project Audit
-A formal review of any aspect of a project
- An audit is systematic, independent, documented
assessment using standards and set criteria.
• Identifying
• Forces and factors that have prevented or may prevent achieving cost,
schedule, technical performance goal
• Evaluating
• Efficacy of existing project management strategy including organizational
support, policies, procedures, practices, techniques, guidelines, action plans,
funding patterns, human and other resources utilization
• Providing opportunity
• To exchange ideas, information, problem, solutions and strategies
Key components of project audit
• Engineering
• Manufacturing
• Finance and accounts
• Contracts
• Purchasing
• Marketing
• Human resources
• Organization and management
• Quality
• Reliability
• Tests
• Logistics
• Construction etc.
Depth of Audit
Time and money limit the depth of an audit.
Audits are distracting to those working on the project.
A poor audit result will lower morale on the project.
• General
• The auditor must maintain independence in mental attitude in all matters
related to the audit.
• The auditor must have adequate technical training & proficiency to perform the
audit.
• The auditor must exercise due professional care during the performance of the
audit and the preparation of the report.
Auditor’s responsibility
World bank had supported the ministry of physical planning and works for capacity
enhancement related activities and technical audit works from the public entity.
To avoid the conflict of interest in technical audit within the same public entity, it
has been transferred to the National vigilance Centre (NVC) by Shrawan 1st 2060
B.S. however, in 2063 B.S as per PPA this responsibility has been assigned to (Public
Procurement Monitoring Office) PPMO but PPMO is only responsible for
Procurement related issues rather than technical audit of construction works. So
then after the responsibility has been transferred to NVC.
Objectives of Technical auditing
Procurement Phase
In this phase, technical audit regarding procurement plan, procurement strategies,
selection of procurement method, procurement process, use of PPA, PPR, PPMO
guidelines, preparation of bidding documents, bid or proposal evaluation, contract
agreement, effectiveness in implementation of agreement, timeliness, quality,
transparency, competitive process, accountability etc. are examined.
Construction Phase
In this phase, technical audit regarding the use of technical norms, quality
standards, drawings and designs, cost estimates, work schedule, human resources
of contractor, material, fund mobilization, workmanship in terms of effectiveness in
cost , quality, time etc. are examined.
Operation Phase
In this phase, technical audit regarding sustainability, relevancy of design,
environmental study, effectiveness of cost and benefit analysis, effectiveness of
outcomes, operation cost, effectiveness of maintenance cost, participation for
people etc. are examined
Process of TA and Criteria to be an Technical Auditor
• In Nepal, NVC usually schedules and defines the programmes related to TA.
• The project implemented by GON and Donor Agencies are taken for TA in sample basis which shall
be programmed by NVC.
• NVC mobilizes the third party consultant for the TA work.
• NVC prepares the standing list of third party consultant.
• NVC sets the criteria for Technical Auditor as:
• Bachelor in engineering + 10 years experience in relevant field
• Registered in Nepal engineering Council
• Effectiveness of cost estimates, timeliness, quality and result including following details
• Relevancy of design
• Possibility in getting proposed result
• Effectiveness and sustainability of project
• Relevancy of Conceptual study, feasibility study, procurement of services, works, goods,
quality standards
• Budgetary provisions and work plan
• Goal setting and objective setting
• Work schedule (start of activities and end of project)
• Progress of work schedule and use of work schedule
• Quality related issues and its handling
• Budgetary provision for operation and maintenance
TA shall follow following Methodologies for above mentioned TOR
Social auditing creates an impact upon governance. It values the voice of stakeholders,
including marginalized/poor groups whose voices are rarely heard. Social auditing is
taken up for the purpose of enhancing local governance, particularly for strengthening
accountability and transparency in local bodies.
The key difference between development and social audit is that a social audit focuses
on the neglected issue of social impacts, while a development audit has a broader focus
including environment and economic issues, such as the efficiency of a project or
program.
Social Audit
A social audit looks at factors such as company’s record of charitable giving, volunteer
activity, energy use, transparency, work environment and worker pay and benefits to
evaluate what kind of social impact a company is having in the location where it
operates.
Social audit is based on the principle that democratic local governance should be
carried out, as far as possible, with the consent and understanding of all concerned. It is
thus the process not an event.
Objectives of Social Audit
• Assessing the physical and financial gaps between needs and resources
available for local development.
• Creating awareness among beneficiaries and providers of local social and
productive services.
• Increasing efficacy and effectiveness of local development programmes.
• Scrutiny of various policy decisions, keeping in view stakeholder interests and
priorities, particularly of rural poor.
• Estimation of the opportunity cost for stakeholders of not getting timely
access to public services.
Advantages of social audit
Though audit and evaluation differ in the skills and methods used and
practiced, there are also some basic similarities between the two. Both
methods analyze the data objectively and within defined standards and
protocols. Both are conducted by professionals and fall under committees.
These are mutually supportive and organizationally close. The results of both
should be posted and easily accessible.
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