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SayPro MONITORING, EVALUATION AND CONTROL OF A PRIMARY HEALTH CARE PROJECT
4.1 INTRODUCTION
Just like any project, primary healthcare projects must be monitored and controlled throughout the implementation process. Project monitoring is essentially about measuring actual progress against the project plan or indicators, detecting variance, and taking corrective action.It is mainly concerned with the following:
- Measurement of physical and financial resources
- Time management
- Information management
- Quality control
- Human resource performance
- Achievement of project objectives.
To identify and solve implementation problems, project leaders must ask the following questions:
| Question | Answer |
| Which activities are underway and what progress has been made? | |
| At what rate are resources being used and costs incurred in relation to implementation? | |
| Are desired results being achieved? | |
| To what extent are these results furthering the project purpose? | |
| What changes have occurred in the project environment? |
| ActivityExplain the importance of monitoring the schedule in a project. |
4.2 MONITORING TOOLS AND TECHNIQUES(260406, SO 5, AC 3, SO 6, AC 1; 260379 SO 4, AC 4)The following are some of the tools that give the project team information about the progress of the project with respect to the schedule.
- Progress Reporting
A progress report refers to any routine progress report: monthly, bimonthly, quarterly, bi-annual or annual that is written to give feedback on project activities underway. Usually progress reports are written by project team members to the project manager inorder to report on the progress of a project. During the planning stage, the project team must agree on the frequency of reporting.In the progress report, you explain any or all of the following:
- How much of the work is complete
- What part of the work is currently in progress
- What work remains to be done
- What problems or unexpected things, if any, have arisen
- How the work or task is going in general
Below is an example of a progress report template.
| PROGRESS REPORT TEMPLATENAME OF REPORT WRITER (mandatory) …………………………………………………………………..DEPARTMENT………………………………………………………………………………………………………EMPLOYEE No (optional)…………………………………………………………………………………………RECEIVER OF THE REPORT (mandatory)…………………………………………………………………..DATE…………………………………………………………………………………………………………………..1.INTRODUCTION (mandatory)…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………2. DESCRIPTION OF TASK (BACKGROUND, OBJECTIVES, TARGET DATES (mandatory)………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………..3. WORK COMPLETED TO DATE(mandatory)3.1 TASK 1…………………………………………………………………………………………………………………3.2 TASK 2……………………………………………………………………………………………………………….3.3 TASK 3……………………………………………………………………………………………………………….4. DIFFICULTIES ENCOUNTERED(mandatory)………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………..5. NEXT PHASE(mandatory)……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………6. CONCLUSIONS AND RECOMMENDATIONS(mandatory)…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….7. SIGNATURE (Optional) …………………. |
2. MeetingsUseful information on the progress of the project with respect to the schedule can be obtained from progress meetings. Like progress reports, progress meetings can provide information on actual start and finish dates, and the remaining durations for unfinished schedule activities.3. PanelsThese are more or less like Focus Groups. But Focus groups are formed for one-time discussion to decide about a particular issue. On the contrary, panels are of long-term nature for meeting frequently to resolve an issue.6. In-depth interviewsIn-depth interviews, also called as one-to-one interviews, are expensive in term of time and money but are good for exploring several factors surrounding schedules. The interviews may be conducted face to face or through telephone or these could be computer assisted interviews. Nowadays, television interviews have become more common.But interviews are fraught with bias from three sources, the interviewer, the interviewee and the interview setting. The interviewer may misinterpret the response or distort it while writing down. He may unintentionally encourage certain responses though gestures and facial impressions. The interviewee may not give his or her true opinion or avoid difficult questions. The setting may be good or bad creating comfort or discomfort. It may be open or in presence of some colleagues or senior or level of trust may be inadequate.5.3 PROJECT CONTROLLING(260406 SO 6, AC 2)As highlighted by Brad Egeland (2009) project controlling can be likened to steering a ship. That is, it’s about continually making course adjustments with one main objective in mind bringing the ship into safe harbour, as promised at the start of the voyage. And the successful project voyage includes identifying a specific destination, carefully charting a course to get there, evaluating your location throughout the voyage, and keeping a watchful eye on what lies ahead.Project Control involves the regular review of metrics and reports that will identify variances from the project baseline. The variances are determined by comparing the actual performance metrics in the Execution Phase against the baseline metrics assigned during the Planning Phase. These variances are incorporated into control processes to evaluate their meaning. If significant variances are discovered (variances that place the completion of the project in jeopardy) adjustments or remedial actions are made to ensure that the project achieves its objectives. Controlling also includes taking preventative action in anticipation of possible problems.
| LEARNING ACTIVITYDiscuss the importance of making remedial actions when a project does not go according to plan during implementation. |
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