THE PME This presentation is a very general introduction to PME. It will be progressively revised, so please let us have your comments. Version 1 –

Report
THE
PME
This presentation is a very general
introduction to PME. It will be progressively
revised, so please let us have your
comments.
Version 1 – January 2003
After the PBD, the EBD,
the AFU, the UAD, the
ODP, the FPD, the PFR,
the GAP, the MAP, the
PAP, the PP, the IAP, the
AC, the HCP, the HR, the
EBD, and other ABBS …
the acronym family is
pleased to announce the
arrival of the PME (PSE in
French).
 PME
= Planning, Monitoring
and Evaluation
 PSE
= Planification, Suivi et
Evaluation
This is not just
something for the
specialists

The acronym may be unfamiliar, but
fundamentally there is nothing really
new.

Some people are already PME-ing
without realising it.
But what is it exactly?

Planning, evaluation, and monitoring are individual
components of a development activity. These
instruments require a climate of co-operation where
everyone is willing, with their partners, to observe
their own activities with a critical eye and draw the
necessary conclusions for future actions and
attitudes. Once the PME is part of everyone’s
concern, it becomes a tangible element of
organisational practice. (DDC, 1996)
Er … OK, but can you be
a bit more specific…

The PME is the unit around which
the individual elements, which are
planning, monitoring and
evaluation, revolve.

These elements need to be
considered globally, and their
results implemented via an
apprenticeship process.
DDC, 1996
Desired
final
situation
We can see the
«P»…
Initial situation
Questions to be examined during planning
Who ?
does what
?
when?
how?
why ?

Bodies and
persons
involved

Activities

Schedule


Resources
Objectives
and methods and results
IUED, 1996
Programming is done in outline and at least for the project
period. planning concentrates on a shorter period and is
much more detailed.
But the M and the E are a bit harder
to make out
Monitoring = The systematic and continuous
collecting, analysis and using of
information for the purpose of
management and decision-making.
Evaluation = A periodic assessment of the
efficiency, effectiveness, impact,
sustainability and relevance of a project in
the context of stated objectives. It is
usually undertaken as an independent
examination of the background,
objectives, results, activities and means
deployed, with a view to drawing lessons
that may guide future decision-making.
UE,2001
In other words:
Evaluation is not monitoring!
Monitoring is the periodic supervision of the implementation of an action
with the aim of determining to what extent the delivery of resources,
the schedule of activities, other requisite actions and the expected
results are proceeding as planned, in order to be able to react in time
to any problems that may have been detected (…) Monitoring does
not call the formulation, the action operation plan or the choice of
objectives into question, but rather examines the present state of
activities against what was initially intended.
The evaluation does not assume that the original formulation of the
action is the best. It is a process that attempts to determine, as
systematically and objectively as possible, what has really happened,
the cause of these findings and their origins. It can challenge the
main options (such as the formulation and planning) in seeking to
determine the background to the action and its justification. The
evaluation not only allows improvements tp be made in the activities
underway, but also in the programming and decision-making.
COTA, 2002
To be even more precise
…
The evaluation
The monitoring
Provides an assessment
Carries out the supervision
Examines the past, the whole duration of the action,
from the beginning up to the time of the evaluation
Focuses on the present moment
Aims to determine the relations of cause and effect,
the unforeseen and the unplanned, the correct
policies, the achievement of results and objectives
Aims to measure the divergences planned / realised
based on activities implemented and adherence to
the approaches
Provides feedback : occasional (the important
milestones), based on achieved results and in a longterm context.
Provides feedback : continuous or systematic, based
on intermediate activites and results, in the shortterm.
Supports decisions on :
Major re-planning of the action,
Re-formulation,
The success or failure of the action
The validity of the hypotheses of the action,
The potential for reproduction
Supports decisions on :
Regular management of the action,
Adjustments to the action plan,
Conformity with legal procedures,
The programming of resources COTA, 2002
But above all, more than the P, the M or the E,
it is the link between the three that is essential
in PME.
Desired
final
situation
Initial
situation
The plan is
redefined as a result
of the evaluation.
planning
The evaluation uses
the plan as a point of
reference for
analysis.
The planning needs
to be measured in
order to be adjusted.
The monitoring
needs a measuring
reference.
Evaluation
The monitoring
relies on the
evaluation to be
« amended».
The evaluation uses
the results of the
monitoring.
Monito
ring
The approach is
simple enough, after
all.
Well… so are the tools!
Or they should be…
How will the PME tools be formalised
at HI ?
They will be formalised during 2003 by using :
– The (many) tools that already exist;
– The tools recommended in the methodological
guides;
– Consultations with the different parties
concerned (PBD, FPD, DO, TC, FC…);
– A trial within the 15 or so programmes
concerned by the PME in 2003.
An essential tool
The logical framework is an essential
tool to PME.
And yet, only too often we produce it for
the funding body, and then hardly refer
to it during the implementation of the
project
Breaking down the logical framework allows us to
programme, to define the monitoring tools and also
serves as a reference for the evaluation.
Logical
framework
Evaluation
Monitoring
The evaluation and monitoring base themselves
on work/ budget plans.
They focus on different parts of the logical
framework
Work plans and budget plans based on activities
Budget
Work plan
Budget
Budget
Salaries
Allowances
Transport
Office
……..
Programming/ planning
500
1250
3750
750
….
5500
1760
4250
750
…...
UE, 2001
Bibliography
The following references are
available on line or from the
documentation centre
On the PME in general
DDC, 1996, PSER – une entrée en matière [PMER
- an introduction], 29p.
This brochure outlines the principles of PME clearly
and concisely.
The DDC prefers to speak of PMEI to stress the
fact that the PME procedure should not be too
heavy and end up being prejudicial to the project ’s
implementation (I).
The brochure is available from the documentation
centre. The Methodology TC can provide you with a
paper copy, if you so wish.
On project cycle management:
UE, March 2001, Manuel Gestion du cycle de projet
[Project cycle management handbook].
This handbook is an essential reference on the
project cycle management method and the logical
framework approach. It offers a reminder of the
concepts and principles and presents the essential
tools. It is available on line or a computerised
version can be obtained from the Methodology TC
(.pdf).
To download (in French/ English/Spanish) :
http://europa.eu.int/comm/europeaid/evaluation/methods/pcm.htm
On planning :
HI, 2000, Logic of programming, 30p.
This guide was produced by the Methodology resource group.
It only describes the logic of programming and its tools, and
not how this logic may be implemented.
It has 5 sections : observation of the situation, problem
analysis, programming the objectives and strategy, action
plans, evaluations of the programming and programming
evaluations.
The guide is incorporated into the Administrative handbook
(Chapter IV), available on the intranet (Programmes/ tools)
and on CD Rom.
On monitoring
Europact, 2002, Le suivi d’un projet de
développement [Monitoring a development project],
84p.
This methodological guide appears in the F3E
collection. It is available on line on their web site :
www.f3e.asso.fr
It presents the objectives, the approach and the
implementation of project monitoring.
It is one of the rare documents to be devoted
specifically to monitoring.
On evaluation :
COTA, 2001, Organiser l’évaluation d’une action de
développement dans le sud – Un guide pour les ONG du nord
[Organising the evaluation of a development activity in the
south - A guide for NGO from the north] , 82p.
This practical guide is for NGO with little experience of
evaluation. Particularly didactic, it is divided into 2 main
sections : Definitions and concepts (1/ the stakeholders in
the action and partnership, 2/ definitions, final objectives and
evaluation functions, 3/ the different types of evaluation;The
practical organisation of an evaluation (4/ stages in an
external evaluation; 5/ drawing up the terms of reference; 6/
useful information).
END

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