Technology-Based Project Evaluation

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Table of Contents

Introduction
Formative evaluation
Summative evaluation
Project Evaluation Phases
Steps in Evaluation Process
Other Project Evaluation Tools and Techniques
Conclusion
References

Introduction

Project evaluation is a structured method for gathering, analyzing and using information to get answers about project policies and procedure, particularly the project efficiency and effectiveness. The main aim of evaluation is to give feedback to the stakeholders, sponsors, client groups, and administrators. This feedback is important because it aids in decision-making and policy formulation.

It gives answers to the stakeholders about the progress, whether the project team has achieved the desired results, and better ways to change project activities to achieve better results, and whether the project outcome justifies its input (Thamhain, 2005). This paper focuses on project evaluation tools and techniques, and the importance of evaluating technology-based projects.

Project evaluation is performed either by an internal evaluator for example selected staff or by an external evaluator who is not a partner in the project but is hired as an expert to do that task. Evaluation carried out in various stages in a program’s lifetime.

Each stage has different concerns for the evaluator, thus a good technique for evaluation is essential. The two major types of evaluation are formative and summative evaluation (Rossi, Lipsey, Freeman, 2004).

Formative evaluation

Formative evaluation strengthens or improves a program by examining the delivery of the program or technology, the process of implementation, structures and methods. This type of evaluation is change-oriented and checks any inconsistency in the program’s direction, its outputs and generated ideas of how to improve the implementation of the program.

Activities found in formative evaluation include analyzing information during the project cycle, and giving appropriate feedback of the evaluation results to the program directors so that they can make decisions and take necessary actions (Rossi et al., 2004).

The evaluator’s roles are not fixed because they are ever changing. The roles include gathering data, giving feedback about the evaluation findings, and engaging those who are involved in the project in the evaluative inquiry.

When formative evaluation is participative – when all the program actors, contributors and other participants are involved – it is likely to have a positive effect and improve professional development. It mobilizes the staff and involves them in thinking about future alternatives.

Summative evaluation

Rossi et al. (2004) argue that summative evaluation takes place after the completion of the project, and is used to review whether objectives are met. It provides the information gathered on the activities and results of the project. Nevertheless, the evaluation has the following phases: outcome evaluation, impact evaluation, cost benefit and effectiveness analysis, secondary analysis and meta-analysis (Turner, 2009).

Outcome evaluation indicates whether the technology shows effects on the set goal results. Impact evaluation assesses all the net effects, which are either planned or unplanned in the program. Secondary analysis evaluates the existing data to generate new questions or use other new techniques.

Project Evaluation Phases

Project evaluation phases include ex-ante evaluation, mid-term evaluation, terminal evaluation, and ex-post evaluation. Ex-ante evaluation occurs before implementing the project. The project manager performs policy assessments and feasibility study in this phase. Thus, the process of project implementation depends on the outcome of ex-ante evaluation.

After implementation, it is important to check the project to ensure that it meets the requirements. Similarly, midterm evaluation is essential because it improves project management.

The evaluator performs terminal evaluations towards the end of the project. This is where reports are produced about efficiency, costs, output, and the impact. Finally, ex-post assessment is the examination of the completed project focusing on the overall result of the project (Turner, 2009).

Steps in Evaluation Process

Before starting the evaluation process, it is advisable to break it down into manageable tasks. First, the team members have to come up with a conceptual model and indicate important evaluation points. Use of conceptual models ensures that all the team members and stakeholders understand the structure of the program and the results in order to concentrate more on the key elements of the project.

Second, the team members generate evaluation questions and identify measurable results. The next step is to build up a design that suits the project. The evaluator must decide whom to study when coming up with an evaluation design and get the best data collection tools (Barbazette, 2006).

The fourth step involves data collection. The methods used for data collection includes mixed method, qualitative, and quantitative. The quantitative method concentrates on numerical calculation and examining the data using statistical method, particularly on large population.

Qualitative method focuses on smaller groups. When using this method, it is easy to interpret data since it also uses observations and interviews to the target group. Bamberger et al. (2000) argue that although stakeholders prefer quantitative method because it is informative, the method is costly and consumes a lot of time.

Generally, it is difficult to get many respondents as compared to the quantitative method. Mixed method uses both qualitative and quantitative methods and thus becomes more reliable. After collecting the relevant data, the final step is data analysis and presentation of evaluation reports and recommendations to the interested audience.

Other Project Evaluation Tools and Techniques

However, there are other project evaluation strategies, including milestone chart reports, project scheduling controls, control point charts, and group feedback sessions (Turner, 2009).

Milestone charts are represented in graphs that show the progress alongside the organized stages that lead to the final project objective. Milestone charts gives a formative assessment, which makes the existing projects better. They grant the contributors or staff to a chance to identify the processes that require change.

Project scheduling controls are used to quantify the real progress versus the planned progress. They allow the project managers to manage time schedules. They use the Gantt charts, PERT (Project and Evaluation Review Technique) and critical path methods management tools for managing timescales. For instance, PERT shows the time taken to complete each component of a project and time necessary for its completion.

PERT simplifies the project by breaking it down into activities and events, then arranged into a sequence, which forms a network of activities and time. Lines named as paths connect the events and the one attached to all events is called the critical path. The length of this path shows the duration of the project. If any delay occurs within that line, then the whole project is delayed (Thamhain, 2005).

The control point chart assesses problems that may occur in terms of time, quality, and cost. It shows any discrepancy in project target such as differences in project costs and the budgeted amount.

However, measuring quality has proved to be difficult using control point charts. Group feedback sessions are important after the completion of the project because the project evaluator can get feedback from the team members about their experience with the program.

The Gantt charts are used for scheduling and budgeting. They present the project arrangement and progress. However, they are not as better than the Critical Path flow diagrams when mapping a plan. Gantt charts are developed using software tools like the Microsoft Excel.

They can also be used to follow the progress for the events and activities and the cost columns are drawn to show the actual costs of each activity and variances. They are more flexible and better than other charts, despite the fact that they do not show interdependence of activities like the Critical Path Analysis.

Project VIP Task Manager is another tool used for project evaluation. It is software with a toolkit that is used to monitor projects and its associated approximate costs and budgets. It has many features such as a Task Tree view, which permits the use of evaluation and report templates.

Templates help the project managers to make decisions and be able to complete the project. The task manager has calendars for scheduling the projects. Another tool for evaluation is the VIP organizer, software used for organizing tasks (Barbazette, 2006).

Conclusion

Project evaluation is essential in project management because it provides reasons for improving projects. As discussed in this paper, selecting the appropriate tools and techniques for project evaluation is helpful for the success of project evaluation. These tools include the PERTs, VIP Task Manager, and Gantt charts. Moreover, the assessment must occur in all the phases of an ongoing project and a completed.

This allows users or team members to give feedback for the improvement of the project, and identify problems that might later become risks. Therefore, evaluation is a continuous process and is important because it helps in identifying whether project was effective or has achieved its set goals and objectives.

References

Bamberger, M., Rugh, J., Church, M., & Fort, L. (2004). Shoestring evaluation: Designing impact evaluations under budget, time and data constraints. American Journal of Evaluation, 25, 5-37.

Barbazette, J. (2006). Training needs assessment: Methods, tools, and techniques. New York, NY: John Wiley & Sons.

Rossi, P. H., Lipsey, M. W., & Freeman, H. E. (2004). Evaluation: A systematic approach (7th ed.). Thousand Oaks, CA: Sage Publications, Inc.

Thamhain, H. J. (2005). Management of technology: Managing effectively in technology-intensive. New York, NY: John Wiley & Sons.

Turner, J. R. (2009). The handbook of project-based management: Leading strategic change in organizations (3rd ed.). New York, NY: McGraw-Hill.

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