Project Planing Page 16
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27Projplan1.doc
June 2000
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One useful way to summarise a proposed project is through the use of an Activity chart,
which provides a quick visual overview of the different project activities and correspond to
the sections and key aspects of the descriptive proposal. While activity charts should
contain some general categories of information, they can be adapted to meet your specific
needs and situation. In the case of the Bangladesh Red Crescent Society, their activity chart
contain the following column headings: Code Number (corresponds to project objective
described in the proposal, (brief) activity description, Time frame (for activity
implementation), Responsibility, Persons required, Materials required, Unit costs, Budget
requirements and remarks. See Annex 6 for an example of an activity chart.
5.
Monitoring, Evaluation and Reporting
5.1
Monitoring
Your project plan should also establish milestones that can be monitored for completion or
deviation. Even with a good plan and a good budget, you cannot expect the actual work to
go ahead without problems from time to time. As the project is implemented, it is important
to monitor and control progress based on the objectives that were established in the project
plan. In addition to ensuring adherence to project objectives, it also may be necessary to
make adjustments to address unforeseen challenges, obstacles and opportunities as they
arise. This monitoring should be done in parallel with the donor’s reporting requirements.
During all periods of project implementation, actual costs should be constantly compared
with the planned budget. Such financial monitoring is the easiest means to check deviation
from the plan.
5.2
Evaluation
Evaluations should determine the effectiveness and impact of the project. They should also
study the process used to complete the project. Evaluation determines the value of a
program. Project evaluation answers the following questions: "What has the project
achieved?" "Have the original goals been achieved?" "What unexpected results do we
have—positive as well as negative?" "Should this project be spread on other regions?"
Usually evaluation is done as an ultimate stage of the whole program activity to determine
the final result and compare actual and planned achievements.
Because monitoring and evaluation are basic functions essential to the effective
management of disaster preparedness and emergency response programs and to the
achievement of program objectives, these inter-related functions should be planned for in
the project document. The document should specify when and how project monitoring and
evaluation will occur including what indicators will be used to monitor progress and
determine success.
5.3
Reporting
5.3.1. The need for reporting
Most, if not all, projects require some level of reporting. The project plan should identify
who needs to receive information and updates about the project, what types of information
they need to receive, and how this information will be reported.
International Federation
Disaster Preparedness Training Programme
of Red Cross and Red Crescent Societies
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