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Project M&E: Continuity beyond the final whistle

Copyrights: Gabriel T Tabona

Project M&E: Continuity beyond the final whistle

The founder of Inuka Direct, Gabriel Tito Tabona, shares a five-part series outlining the different phases of a sport for development project life cycle. The fifth and final article discusses project monitoring and evaluation.

The “last phase" in the project life cycle is project cleanup. However, although it appears as the last part, this is not the case. It instead sets the pace for sustainability, relevance, effectiveness and efficiency. Monitoring and evaluation basically looks at factors influencing success, failure, achievement and challenges. It must be remembered that the four main parameters of scope, cost, quality and time is instrumental in guiding decisions on the future of projects.

As part of the monitoring and evaluation family, all project documents are “raw materials” that assist in quantitative and qualitative analyses. This is a reason why the project manager had prepared a terms of reference document prior to implementation - to guide the team in the monitoring and evaluation process. 

The project management committee of Kilimo value based agricultural football league conducted formative evaluations through quarterly meetings to update the log frame. A baseline survey formed part of the evaluation, and pre- and post-implementation questionnaires were administered to sampled participants to understand the level of change achieved in the project. Summative evaluation was organised through an experience sharing meeting for all stakeholders where participants sought to find out whether the target indicators was met.

The inputs are simply tangible and intangible resources which facilitate the actualisation of a task and may include financial, human and material resources. In this example farm tools, football equipment, the football field, instructors, and the skills imparted on the participants by instructors were the inputs.

The outputs are the immediate results of activities. The project management committee saw that negative attitudes towards farming changed; football was a key mobilisation tool that inspired the participants to be committed to their assigned farming plot.

Outcomes and impacts in project management normally look at behaviour change among beneficiaries. In this case, the project management committee agreed to do impact research after the third cohort.

Upon graduation, the first cohort were given farming tools to start commercial farming in their backyards. The recruitment of the second cohort commenced with the recommendation from the impact report stating that lessons learnt from the Kilimo value based agricultural football league be embedded as part of the new school curriculum.

With both the intended and consequential results gathered, this final phase of the project life cycle demonstrates that each of the phases build on each other and cannot work in isolation of the other.


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Monday, September 9, 2019 - 07:49