Difference between revisions of "Monitoring"
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{{Term|MONITORING|A periodic assessment by programme or project managers of the progress in achieving the expected accomplishments and delivering the final outputs in comparison with the commitments set out in strategic and annual workplans. It provides assurance that the implementation of a programme or project is proceeding as planned. Monitoring should be considered as routine and on-going so as to consistently collect information on a programme or project's activities, outputs and outcomes to track its performance. | {{Term|MONITORING|A periodic assessment by programme or project managers of the progress in achieving the expected accomplishments and delivering the final outputs in comparison with the commitments set out in strategic and annual workplans. It provides assurance that the implementation of a programme or project is proceeding as planned. Monitoring should be considered as routine and on-going so as to consistently collect information on a programme or project's activities, outputs and outcomes to track its performance. | ||
| − | Monitoring is an internal activity usually carried out by project staff but might also include partners’ staff in some situations. While monitoring assures that programmes or projects are being implemented "as planned" it also enables adjustments to be made in a timely way, integral to day to day management.<ref>[http://www.un.org/Depts/oios/mecd/mecd_glossary/index.htm Office of Internal Oversight Services (OIOS). Monitoring, Evaluation and Consulting Division, 2006.]</ref> <ref>[http://www.oecd.org/dataoecd/29/21/2754804.pdf Organization for Economic Co-operation and Development (OECD) / Development Assistance Committee (DAC). Glossary of Key Terms in Evaluation and Results Based Management, pp 27. Paris, 2002.]</ref><ref>Imas Linda G. Morra, Rist C. Ray. The Road To Results; Designing and Conducting Effective Development Evaluations pp 16. The World Bank, Washington DC, 2009.</ref>}} | + | Monitoring is an internal activity usually carried out by project staff but might also include partners’ staff in some situations. While monitoring assures that programmes or projects are being implemented "as planned" it also enables adjustments to be made in a timely way, integral to day to day management.<ref>[http://www.un.org/Depts/oios/mecd/mecd_glossary/index.htm Office of Internal Oversight Services (OIOS). Monitoring, Evaluation and Consulting Division, 2006.]</ref><ref>[http://www.oecd.org/dataoecd/29/21/2754804.pdf Organization for Economic Co-operation and Development (OECD) / Development Assistance Committee (DAC). Glossary of Key Terms in Evaluation and Results Based Management, pp 27. Paris, 2002.]</ref><ref>Imas Linda G. Morra, Rist C. Ray. The Road To Results; Designing and Conducting Effective Development Evaluations pp 16. The World Bank, Washington DC, 2009.</ref>}} |
Revision as of 09:59, 18 July 2011
 MONITORING |
| A periodic assessment by programme or project managers of the progress in achieving the expected accomplishments and delivering the final outputs in comparison with the commitments set out in strategic and annual workplans. It provides assurance that the implementation of a programme or project is proceeding as planned. Monitoring should be considered as routine and on-going so as to consistently collect information on a programme or project's activities, outputs and outcomes to track its performance. Monitoring is an internal activity usually carried out by project staff but might also include partners’ staff in some situations. While monitoring assures that programmes or projects are being implemented "as planned" it also enables adjustments to be made in a timely way, integral to day to day management.[1][2][3] |
References
- ↑ Office of Internal Oversight Services (OIOS). Monitoring, Evaluation and Consulting Division, 2006.
- ↑ Organization for Economic Co-operation and Development (OECD) / Development Assistance Committee (DAC). Glossary of Key Terms in Evaluation and Results Based Management, pp 27. Paris, 2002.
- ↑ Imas Linda G. Morra, Rist C. Ray. The Road To Results; Designing and Conducting Effective Development Evaluations pp 16. The World Bank, Washington DC, 2009.