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 10. Monitoring (not a specific phase as such)

 10.1. Why is monitoring often required?

Monitoring allows project managers to regularly oversee the implementation of activities. It ensures that information is collected, analysed and fed into the decision-making process, which itself is based on the Logical Framework matrix and work-plans (e.g. GANTT charts). Monitoring enables the intended 'activities' to be redirected or adjusted and enables project cycle managers and decision-makers to justify major redirections of the project. Only when `Results` have been specified by means of Objectively Verifiable Indicators then the project itself can be sufficiently objective too to measure and report achievement of Objectives (Results, Purpose and Overall Objectives). To secure the success of the intervention it it obvious that ASSUMPTIONS are key and need to be monitored closely.

 10.2. What are the difficulties involved in monitoring?

Monitoring of results is often a sensitive area as it provides information on how well activities have been implemented. Implementers may thus find it difficult to carry out this type of monitoring objectively and it is therefore advisable to have the monitoring of 'objectives' carried out by external agencies. It may also be difficult for project implementers to monitor assumptions, as by definition these may fall outside the scope of the project staff's expertise.

 10.3. Who should carry out the monitoring?

Monitoring of 'activities' can be carried out by project staff, while the monitoring of 'objectives' and 'assumptions' is best done by external agents. Embassies and delegations are often well placed to act upon 'assumptions'.

 10.4. How should a monitoring system be designed?

The design of a monitoring system is based upon the type of information required and by whom. It is important to establish the different levels of demand for information and to determine the precise level of detail required. It is also important to understand the timing of the information flow, the type of analytical processes required at each stage of the chain, and the need to provide project managers with the resulting analysis and feedback. Often the effort and resources required to create and make operational a system that satisfies project cycle managers, decision-makers and project implementers, is severely underestimated.

 10.5. What is the difference between monitoring and evaluation?

Monitoring records the implementation of project 'activities', while evaluation aims to measure the achievement of 'objectives' and to study the processes involved in the preparatory and implementation phases. Evaluation can take place mid-term to help project managers re-adjust the implementation of the project. It can also take place at the end of the project (ex-post) so that lessons can be drawn by policy- makers and applied to newly formulated projects.

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