Topic 12: Evaluation Planning Paper
Evaluation Planning
An evaluation plan forms part of the project related to creating an effective decision process on how the project needs to be monitored to determine its success and effectiveness. An important evaluation plan needs to show how the project will be monitored and how to meet its objectives (Habibi et al., 2018). Evaluation planning comes with two major questions. The first questions are about the project’s desired outcome, and the second one is about the ways of measuring the desired outcome. Consequently, the purpose of this paper will be to examine at what point evaluation needs to begin, what point readjustments need to be done, and how one needs to about these processes.
Evaluation needs to happen at regular intervals in the project life. This is significant in building a picture of the progress and defining its impact. A project should commence with an effective evaluation process that further allows the project manager to have a clear direction for the project. Collecting information for monitoring and ongoing evaluation needs to be built on the project as one of the continuous processes. The evaluation occurs in four major stages (Xuan et al., 2019). The first stage is an appraisal or ex-ante evaluation, where information is collected before the commencement of the project. The second stage is an ongoing evaluation where monitoring indicates that all the planned activities are being carried out as planned. The third stage is a mid-evaluation, where the evaluation process happens within a particular stage (Jepson et al., 2020). The process aids in viewing the progress of what has happened and adjusting to the next stage. The final evaluation occurs at the end of the project as it aids in learning lessons about the implementation of results.
The readjustment in the project plans starts immediately after the project manager has enough evidence that a particular issue would affect the project’s success. For instance, the increase in the overall prices of products in the market would require budget adjustment to meet the project’s needs (Jepson et al., 2020). Besides, a projected natural disaster would also heighten the time of project completion. Therefore, readjustment in a project does not have a definite time of commencement, but as long as the project kicks off, project managers are always ready for any form of readjustment.
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The need for readjusting process in a project is always data-driven. The new information gained by the project manager can always show the inability of a project to meet its objectives, which prompts the readjustment. The project readjustment can also be budget-driven. A cut in the project budget requires the manager to shift resources and time of project completion (Jepson et al., 2020). The resources required for the project could as well result in the readjustment of the entire project. The project owner might be in a hurry to complete the project earlier to fit in the current market, and this would push the manager to hasten the entire process of project completion. Again, a change in resources would require a change in the scope to meet the objectives.
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The evaluation process is not the same for every project because each project has a specific goal that it would want to meet at the need of its completion. The uniqueness of each project comes from the methodology applied to the project. While other projects can depend on the agile method, others might be operating on the waterfall method creating a big difference between projects. Therefore, the evaluation process of each project would also remain unique to the project.
Conclusion
In conclusion, the evaluation process is one of the most important stages in project implementation. It shows the direction that a project is taking towards meeting its goals. The readjustment process would allow the project to beef up its resources and ability to meet its set objectives.
References
Habibi, F., Birgani, O., Koppelaar, H., & Radenović, S. (2018). Using fuzzy logic to improve the project time and cost estimation based on Project Evaluation and Review Technique (PERT). Journal of Project Management, 3(4), 183-196. http://dx.doi.org/10.5267/j.jpm.2018.4.002
Jepson, J., Kirytopoulos, K., & London, K. (2020). Insights into the application of risk tools and techniques by construction project managers. International Journal of Construction Management, 20(8), 848-866. https://doi.org/10.1080/15623599.2018.1494673
Xuan, Q., Moslehpour, M., & Tien, D. (2019). An evaluation of project management tools and techniques in Vietnam. Management Science Letters, 9(2), 283-300. http://dx.doi.org/10.5267/j.msl.2018.11.011
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Objectives:
1. Describe processes to evaluate outcomes.
2. Create an evaluation and adjustment plan for the practicum project.
3. Describe attributes or characteristics that are important in leadership.
Topic 12 DQ 1
Assessment Description
Evaluation is an important part of the implementation process. At what point should evaluation begin? At what point should the readjustment process begin? How would you go about determining this? Are these processes the same for every project? Why or why not?