| dc.description.abstract | This study was set out to assess the influence of Monitoring and Evaluation (M&E) on project
performance at African Virtual University (AVU). Monitoring and evaluation helps track project
performance at any given time and provides reasons for an observed project status. In this study
monitoring and evaluation was defined by its activities: M&E planning, M&E training, baseline
surveys and information systems while project performance was considered as the degree of goal
achievement. The objectives of the study were to establish how M&E plans influence project
performance; to assess the influence of M&E training on project performance; to determine how
baseline surveys influence project performance; and establish the influence of information systems on
project performance. Currently, there is inadequate knowledge on the influence of M&E on project
performance a situation that this study addresses. It is hoped an understanding of M&E – Project
performance relationship can improve the practice of M&E and consequently project performance
among NGOs, learning institutions, students of project management and researchers in M&E. The
study also reviewed the evolution of M&E and examined how the discipline has evolved over time.
Two projects successfully implemented by AVU, the Multinational Project (MNP) and the Virtual
University for Cancer Control Network (VUCCnet) were analysed through a mixed research design
of ex-post facto and survey to determine a possible M&E - project performance relationship. All
documents for the two projects, the project appraisal reports, inception report, databases and end of
project reports were reviewed. This secondary data was supplemented with primary data collected
from a survey of two funding agencies, AVU as the implementer and 15 beneficiary institutions. This
data was analysed using quantitative and qualitative methods. Results show that monitoring and
evaluation as a management function, indeed has influence on project performance. This is
demonstrated in activities like M&E planning in which prior to project implementation, appropriate
performance indicators are identified and a data collection schedule is devised. How data would be
analysed to show project performance is also planned under M&E. In this way all necessary measures
to ensure project performance is enhanced, are taken care of under M&E planning. Further, results
show that all participating institutions underwent M&E training, participated in baseline surveys and
were privy to the M&E plans developed by AVU. On average, 92% of the respondents gave plausible
reasons why they thought M&E influences project performance in reference to the projects under
study. Spearman correlation showed a positive relationship of 0.6 between M&E and project
performance for both projects. Particularly, it showed that on average, M&E planning and M&E
training had statistically significant correlation with project performance at 0.8 and 0.7 respectively.
In conclusion, the study has shown that monitoring and evaluation has a directly proportional
influence on project performance and that an M&E plan should be in place if a positive influence of
M&E has to be seen. Further, M&E needs to be implemented in full and systematically in order to
influence project performance. Considering that projects are implemented by institutions that have
structures, it is hereby recommended that an M&E unit should be part of an institution. Short of that, a
full-time M&E officer should be part of an institutional establishment in order to enhance project
learning and retain M&E memory. | |
