Project Management, Monitoring and Evaluation

Abstract Africa and the developing world have been the theatre of countless rules of law assistance projects since the end of World War II, with mixed results. While the reasons for the mixed results vary from project to project and from country to country, this paper seeks to address the limitations that arise right from project inception, reviews the cycle of project management from problem construction to monitoring and evaluation, taking into account the core and secondary aspects of project management such as scope, budget, quality, schedule, as well as stakeholder engagement, communication, risk management and performance management. With a focus on the attainment of the Sustainable Development Goals of Agenda 2030, the paper addresses the following aspects: identify challenges of past approaches of major development partners and interrogate the current shift in paradigm by the World Bank, United Nations and the United Kingdom’s Department for International Development (DfID). It will consider lessons from complexity and other methodologies, theories of change, theoretical frameworks, and the Problem Driven Iterative Adaptation (PDIA) model as tools for doing development differently. The paper concludes with recommendations on improving the effectiveness of rule of law programmes, including a better approach to project design that makes allowance for results based programming, ease of adaptation, reflective learning through after action reviews and lessons learned from military science’s doctrines and practices in the management of complex operations. The paper also recommends, back and forth iteration and better stakeholder engagement, including at the lowest level of governance (local contextualization), to increase effectiveness of rule of law and change in mind-sets especially donor and development partner ideology.

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PROJECT MANAGEMENT AND ITS STRATEGIES IN GLOBAL ORGANISATION: CASE STUDY

CBU International Conference Proceedings ◽

10.12955/cbup.v7.1337 ◽

2019 ◽

Vol 7 ◽

Author(s):

Kateřina Bočková ◽

Miroslav Škoda ◽

Tomáš Lengyelfalusy

Keyword(s):

Project Management ◽

Cultural Differences ◽

Monitoring And Evaluation ◽

It Project Management ◽

It Project ◽

Management Plans ◽

Time Periods ◽

Future Project ◽

Global Project

The goal of the presented paper is to compare the different approaches of the Novartis Global IT project management in its four divisions. The basics of the project management with the focus on the global or international project management are described in the theoretical part. There are highlighted the ways of projects´ monitoring and evaluation. The history and the evolution of the project management in the context of used methods and approaches in various time periods in the particular divisions of the Novartis Global group are described in the analytical part. The comparison is used through the identification of positives and negatives of the analysed IT project management parameters. Currently we underline the importance of the communication within and outside of the projects with emphasis on the cultural differences in global project management. The results of the comparison are becoming essential for the recommendation for future project management plans in the Novartis Global group.

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Effect of Project Management Practices on Performance of Women Economic Empowerment in Kiambu and Nairobi

Business Management and Strategy ◽

10.5296/bms.v11i2.17573 ◽

2020 ◽

Vol 11 (2) ◽

pp. 22

Author(s):

Faith Kathure Kaluai ◽

Stephen Muathe

Keyword(s):

Risk Management ◽

Project Management ◽

Management Practices ◽

Monitoring And Evaluation ◽

Project Planning ◽

Mitigation Strategies ◽

Economic Empowerment ◽

Program Performance ◽

Women And Girls ◽

Empowerment Program

The major concern regarding humanitarian program in the developing world is that they do not address the larger socio-economic challenges hence, not being sustainable. Even though, the application of project management practices in Africa shows positive project outcomes, the project management practices usage has been largely low. Hence, the study sought to determined the influence of project management practices on performance of Kenya’s Women and Girls Economic Empowerment program performance in Kiambu and Nairobi counties, Kenya. Specifically, the study sought to determine the influence of stakeholder’s involvement, project planning, risk management and monitoring and evaluation on program performance. The study was anchored on the stakeholder theory, prospect theory, contingency theory and realistic evaluation theory. This study adopted a census research design. The population targeted were staff of the CARE’s Kenya’s Women and Girls Economic Empowerment program comprising of project managers, project coordinators, quality control officers, government officials and beneficiary representatives. Semi-structured questionnaire was adopted for data collection. Descriptive statistics and multiple regression were utilized to analyze the quantitative data. The study revealed that risk management contributes the most to Performance of Kenya's Women and Girls Economic Empowerment Program followed by stakeholder involvement, Project Planning and monitoring and evaluation respectively. The study recommends that there is need to come up with more rigorous strategies for making sure that appropriate processes of monitoring and evaluation are adhered to. Further, the program needs to emphasize on risk management linked to empowerment of economy and make staff education on mitigation strategies its priority.

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Development of a management support tool for stricto sensu graduate programs

Revista de Gestão ◽

10.1108/rege-11-2018-0104 ◽

2019 ◽

Vol 26 (2) ◽

pp. 180-195

Author(s):

Ricardo Antônio Câmara ◽

Emerson Antonio Maccari ◽

Renato Ribeiro Nogueira Ferraz

Keyword(s):

Project Management ◽

Evaluation System ◽

Graduate Programs ◽

Monitoring And Evaluation ◽

Research Strategy ◽

Project Work ◽

Management Approach ◽

Management Support ◽

Content Type ◽

Support Tool

Purpose The purpose of this paper is to investigate the contribution of a project management approach to develop a tool to support the management of Brazilian stricto sensu graduate programs (SS-GP). The Adaptive approach was chosen by applying the Project Management Life Cycle (PMLC) method. Design/methodology/approach The study corresponds to the concept of applied research. The qualitative approach was used. The research strategy was the action research, where participants cooperate to understand their environment, identify problems and seek a solution, simultaneously producing and using the knowledge produced. Findings The results showed one possible way to apply a contingency project management approach to develop the tool. In addition, indicated that its application facilitated the project work, especially when finding a solution for the project’s development and when dealing with the changes inherent to the uncertainties about the problem. Research limitations/implications The lack of more updated information and the limitation of time and resources led to the reduction of the environment scope and of the number of functionalities developed. Practical implications To contribute to the generation of knowledge and expertise to support the management of SS-GP in activities such as providing information to the CAPES evaluation system, academic production analysis, collaborative researcher network analysis and post-graduation program monitoring and evaluation. Originality/value To fill a gap pointed out by several studies, that it is not possible to automatically generate input lists to be processed by ScriptSucupira tool, based on filtered criteria, comprising the entire universe of the Brazilian SS-PG. The creators of ScriptSucupira also declared to ignore the existence of an artifact similar to that.

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DATA SCIENCE APPROACH FOR IT PROJECT MANAGEMENT

Environment Technology Resources Proceedings of the International Scientific and Practical Conference ◽

10.17770/etr2019vol2.4163 ◽

2019 ◽

Vol 2 ◽

pp. 51

Author(s):

Janis Grabis ◽

Bohdan Haidabrus ◽

Serhiy Protsenko ◽

Iryna Protsenko ◽

Anna Rovna

Keyword(s):

Project Management ◽

Data Science ◽

Monitoring And Evaluation ◽

It Project Management ◽

Key Factors ◽

Science Models ◽

Data Vector ◽

Project Data ◽

High Level ◽

Project Life

Majority of the IT companies realized that ability to analyse and use data, could be one of the key factors for increasing of number of successful projects, portfolios, programs. Key performance indicators based on data analysis helps organizations be more prosperous in a long term perspective. Also, statistical data are very useful for monitoring and evaluation of project results which are very important for managers, delivery directors, CTO and others high level management of company. The Data Science methods could make more efficient project management in several of business problems. Analysis of historical data from the project life-cycle based on Data Science models could provide more efficient benefits for different stakeholders. Differential of the project data vector with target as an integral evaluation of the project success which allow for the complex correlations between separate features. Therefore, the influence of features importance and override creatures could be decreased on the target. This study propose new approach based on Data Science providing more efficient and accurately project management, taking into account best practices and project performance data.

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Influence of Project Management Practices on The Implementation of Environmental Non-Governmental Organizations’ Projects: A Case of World-Wide Fund for Nature- Kenya, Kwale County

Journal of Entrepreneurship and Project Management ◽

10.47941/jepm.543 ◽

2021 ◽

Vol 6 (1) ◽

pp. 24-48

Author(s):

Onsongo Binitah Bosibori ◽

Moses Otieno

Keyword(s):

Project Management ◽

World Wide ◽

Management Practices ◽

Monitoring And Evaluation ◽

Project Team ◽

Project Design ◽

Successful Implementation ◽

Design Project ◽

Governmental Organizations ◽

Non Governmental Organizations

Purpose: Non-Governmental Organizations are faced with project implementation challenges specifically 70% of environmental projects fail to meet their estimated timeline, budget and objectives. These factors have led researchers to look for possible solutions to pilot smooth execution of projects. The study’s’ drive was to institute the effect of Project Management Practices on Implementation of environmental Non-Governmental Organizations’ projects: A Case of World-Wide Fund for Nature- Kenya-Kenya, Kwale County. The study measured Stakeholders’ Engagement, Project Design, Project Team competence and Monitoring and Evaluation to establish their influence the execution of environmental projects of Non-Governmental Organizations. Methodology: Descriptive research design was adopted for the study. The target population was 3,486 drawn and a sample of 90 respondents was arrived using purposive sampling. Data collection was carried out using questionnaires and analyzed using Statistical Package to develop descriptive statistics and draw inferences. Results: The findings clearly showed that all the factors were present in environmental NGOs projects since they had high average means of 4.45, 4.22, 4.37 and 4.5 for the independent variable while the dependent variable Y had a mean of 4.35. Hypothesis was tested after each alternative as per the objective of the researcher using the Chi-Square test and it was determined that all the factors have significant influence on successful implementation of environmental donor-funded projects since they had a significance P value of less than 0.05. The findings further showed that all the four factors; Stakeholders’ Engagement, Project Design, Project Team competence and Monitoring and Evaluation have a positive influence on implementation of environmental Non-Governmental Organizations’ projects. The study established that Stakeholders’ Engagement, had the highest influence on successful implementation of environmental Non-Governmental Organizations’ projects with a significant positive change of 77% if a unit of it is increased, followed by Project Team competence with 72%, Monitoring and Evaluation had an influence of 63% and lastly Project Planning process, had a 47% influence on sustainable implementation of environmental Non-Governmental Organizations’ projects Unique contribution to theory, policy and practice: The study recommended improved stakeholder involvement and project team competence and improving the monitoring and evaluation function for better performance of environmental Non-Governmental Organizations’ projects.

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