Initial Considerations
| dc.date.accessioned | 2025-04-14T09:12:56Z | |
| dc.date.available | 2025-04-14T09:12:56Z | |
| dc.date.issued | 0000 | |
| dc.description | Monitoring is often undervalued, yet it's crucial for identifying long-term trends and project impact beyond daily tasks. It ensures accountability to donors and helps project teams stay aligned with their original goals. When done participatorily, monitoring supports reflection, avoids centralised control, and improves management. Focusing on both process and results, it becomes a tool for real-time learning and adaptive planning. | |
| dc.description.abstract | Monitoring is often seen as the poor relation of appraisal and evaluation, the assumption being that monitoring is not really necessary because everyone knows what is happening anyway even without recourse to a structured information flow. In practice the pressures of the daily routine often obscure from view the general trends in a project's work. People may think that they know what is happening in their own project, but a concern with detail can impede progress towards attainment of long-term objectives. As participants become caught up in realising certain limited, short-term goals such as the maintenance of plant, management of resources or the organisation of specific events they may fail to monitor the impact of the project in the operational area (for example its effect on prices, mortality rates, hygiene standards etc.). | |
| dc.identifier.uri | http://192.9.200.215:4000/handle/123456789/376 | |
| dc.language.iso | en | |
| dc.subject | Project management | |
| dc.subject | Long-term objectives | |
| dc.subject | Accountability | |
| dc.subject | Donor reporting | |
| dc.subject | Project reporting | |
| dc.subject | Centralist management | |
| dc.title | Initial Considerations | |
| dc.type | Technical Report |