1 / 13

NRLM Process Monitoring

NRLM Process Monitoring. What is Process Monitoring?. GOAL. BLS FUS IE. Impact. Outcomes. BLS FUS. PM. Process. Outputs. MIS FMS. PM. Process. Project Inputs. Process Monitoring – What and Why?.

gizela
Télécharger la présentation

NRLM Process Monitoring

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. NRLMProcess Monitoring

  2. What is Process Monitoring? GOAL BLS FUS IE Impact Outcomes BLS FUS PM Process Outputs MIS FMS PM Process Project Inputs

  3. Process Monitoring – What and Why? • Process Monitoring is a management tool designed to help “top-down” organizations become more participatory and demand-responsive. • Progress monitoring deals with quantitative results, while process monitoring examines the quality of efforts behind these results • Monitors conversion of inputs into outputs/ intermediate results and identifies internal and external factors critical for successful conversion • Monitors deviations in implementation from intended processes, their causes and effects on results • Addresses underlying causes of problems/issues

  4. Process Monitoring – What and Why? • Verifies key Mission strategies and assumptions and facilitates course corrections • Based on perceptions/views of all stakeholders and interactions among them • Provides critical information to the management and tracks management response on a continuous basis – effective management tool • Identifies good practices and facilitates their mainstreaming • Links Mission to the community needs and demands

  5. Nine Steps to Process Monitoring

  6. Guiding Principles of Process Monitoring • Study of processes at all levels and during all stages of the Mission cycle • Adoption of uniform methodology by teams in different geographies • A high level of interaction between the Project and the community. • Inferences based on optimum cross-section sample • Focus on key processes having implications for decision-making • Adoption of user-friendly reporting template • Clear dissemination protocol and follow-up

  7. Certain Pre-Requisites • Shared conviction among major stakeholders about the purpose and value of process monitoring • Competent process monitoring team, sound methodology and balanced presentation of findings • Management’s open mind to feedback, willingness to learn and correct • Institution of appropriate learning arrangements

  8. Key Decisions Required • Nature of process monitoring - concurrent or ex-post • Frequency of process monitoring • Agreement on team size and composition • Agreement on manner of deployment of team (hub and spokes or mobile teams or a combination) • Sample size and distribution (including panel and repeat sample) and methods and tools to be used • Key themes to be covered in each round and in each geography • Report template

  9. Key Decisions Required • Dissemination protocol and institution of learning groups/forums at different levels • Agreement on documentation and filming of best practices and case studies • Use of senior CRPs as community monitors • Preparation of process monitoring guide/manual • Preparation of EOI and TOR/RFP

  10. Potential Contribution of PM to Mission • Contribution to work planning at all levels • Documentation, sharing and replication of best practices • Facilitating timely response to emerging project requirements • Communication of Gaps and concerns for immediate action • Validation of MIS data • Replication of methodologies for internal process monitoring

  11. Relevance to Management • Provides continuous feedback • Focuses on all critical processes of project implementation – SM, CB, CIF, HR etc • Gives insights into qualitative aspects of project implementation • Recognizes the need for being a learning org. • Demands accountability on hitherto un-thought of areas • Facilitates mid course corrective measures • Provides information about what works, what does not, what is to be done, where to change…..

  12. Relevance to Management • Provides ‘Process Audit’ • Intended processes vis-à-vis actual process observed • What are contributing or impeding factors to the process • Effectiveness of the process in promoting intended outcomes • Suggestions for addressing the concerns

  13. Key Messages • Recognition of the value and purpose of process monitoring • Need for positive working relationship between PM teams and Mission units – proximity, communication and mutual learning • Balanced and constructive approach in presentation – appreciate enquiry method • Management’s openness to feedback and criticism • Flexibility and adaptability in process monitoring • Adoption and adherence to clear time frame • Awareness of limitations of process monitoring – it is a complementary tool

More Related