PROJECT IMPLEMENGTATION,

MONITORING AND
CONTROLLING

Chapter 5
MEANING
 Process whereby “project inputs are converted to project
outputs”. May be looked at as:
Putting in action the activities of the project.
Putting into practice what was proposed in the
project document (i.e. transforming the project
proposal into the actual project.)
Management of the project or executing the
project intentions.
PROJECT IMPLEMENTATION PHASE
INCLUDES...
 Project activation, and
 Project operation

 Project activation
This means making arrangements to have the project
started. It involves coordination and allocation of
resources to make project operational.
 Project operation

This is practical management of a project. Here, project

inputs are transformed into outputs to achieve immediate
objectives.
APPROACHES TO PROJECT
IMPLEMENTATION
Top-down approach
Bottom-up approach
Collaborative participatory approach
PROJECT IMPLEMENTATION PLAN
 It is none other than the detailed plan that describes
everything and anything about the project and its
activities. Such a plan should include
 Project deliverables
 Project implementation schedule
 Role of implementing agency
 Beneficiary participation
 Organizational structure and management
 Financial management
 Reporting system
 Sustainability
 Controlling and monitoring plans
 FACTORS AFFECTING PROJECT
IMPLEMENTATION
 Factors that lead to  Factors and problems
success of projects that lead to failure of
 PoliticalCommitment projects
 Simplicity of Design  Financial Problems
 Careful preparation
 Management problems
 Good management
 Technical problems
 Involvement of
 Political problems
beneficiaries/community
OTHER TYPICAL IMPLEMENTATION
PROBLEMS
 Poor scheduling of projects leading to delays in implementation.
 Misallocation of funds

 Lack of accountability and transparency

 Bureaucracy in decision-making.

 Selfishness/nepotism/favouritism by some project managers.

 Weak monitoring systems

 Natural calamities like drought, earthquakes, landslides, and

hailstorms.
 Policy changes

 Migration of beneficiaries

 Lack of team work

 Lack of incentives for implementers. etc

PROJECT CONTROLLING
 Control is a management function which is the process
of monitoring, evaluating and comparing planned results
with actual results to determine the progress torward the
project cost, schedule, and technical performance
objectives, as well as the project's ”strategic fit” with
enterprise purposes.
 It's role is more predictive than investigative and answers
the question what may happen according to the
management type than what has happened.
 STEPS IN CONTROL CYCLE
(1)
Establishing
standards

(4)
(2)
Taking
Observing
corrective
performance
action

(3)
Comparing actual
performance
MONITORING & EVALUATION
 Monitoring is to keep track of and to check
systematically all project activities.
 Evaluation is the examination and appraisal of how
things are going on the project.
 Monitoring and avaluation of the project require that the
project team look inward to the project and the
sponsoring organization as well as outward to the
stakeholders and the general ”system” enviroment.
 LOGICAL FRAMEWORK FOR M&E
Project description Indicators Source / mean of Assumptions / risks
verification

Goal
If the OBJECTIVES are produced, then this should
contribute to the overall GOAL
Objectives /
outcomes
If OUTPUTS/RESULTS are produced, then the
OBJECTIVES are accomplished

Deliverable outputs
If adequate ACTIVITIES are conducted, then
OUTPUT/RESULTS can be produced
Activities
If adequate RESOURCES/INPUTS are provided; then
activities can be conducted