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Problems In Project‐Level Monitoring And Evaluation: Evidence From One Major Agency

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  • G. Coleman

Abstract

Project‐level monitoring and evaluation (M & E) systems have been in place since the 1960s but their effectiveness has often been questioned. This paper reviews the experience of M & E systems in a large number of projects world‐wide which have been supported by one international funding agency over the last ten years. The review identifies a series of problem areas involving the establishment of M & E units, resources, vague specification, over‐ambitious designs, baseline surveys, staffing, organisational location, M & E as separate activities, beneficiary contact monitoring, project follow‐up/supervision, and the use o M & E information. What emerges from the review is the extent to which the problems have been recognised by the agency and remedial measures taken, particularly in the areas of methodology, organisational arrangements and training. Problems still exist, but there is evidence that many M & E systems do provide a valuable — and valued — service to project management.

Suggested Citation

  • G. Coleman, 1990. "Problems In Project‐Level Monitoring And Evaluation: Evidence From One Major Agency," Journal of Agricultural Economics, Wiley Blackwell, vol. 41(2), pages 149-161, May.
    • Handle: RePEc:bla:jageco:v:41:y:1990:i:2:p:149-161
    DOI: 10.1111/j.1477-9552.1990.tb00631.x
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    Cited by:

    1. Biggs, Stephen & Smith, Sally, 2003. "A Paradox of Learning in Project Cycle Management and the Role of Organizational Culture," World Development, Elsevier, vol. 31(10), pages 1743-1757, October.

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