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Flexible Methodology in Evaluation Practice

Learn how to strike a balance between being uncompromising on data while remaining philosophically flexible in evaluation practices. This article emphasizes the importance of ongoing projects, encouraging developmental approaches, and embracing feedback to drive actions. It discusses the application of various balancing instruments to ensure accuracy and the avoidance of personal biases in evaluations. Explore key success factors such as leadership, industry knowledge, and supporting structures for effective evaluation. Discover how to normalize data using methodologies like Q sort and OCAT, along with insights on supply chain management. Gain a deeper understanding of the GREINER Matrix and organizational maturity stages in evaluation practices.

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Flexible Methodology in Evaluation Practice

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Presentation Transcript

  1. TAU PMIG Evaluation in Practice “Flexible Methodology” 19 Oct 2010 By Barrie Kroukamp & Cliff Matthews

  2. Or……..

  3. Some hard data can never be hard enough The key to flexible evaluation

  4. It’s All in the Mind • While it is critical to be uncompromising when doing evaluation it is realistic to be philosophically flexible. • This applies especially to on going projects or mid term reviews • So get hard on data but soft on application • Try to be as developmental in approach as possible • Organizations value and respect interim feedback so that they can take action immediately • Try to see it as a process rather then a moment in time balance sheet • Allow for and encourage robust debate and even conflict within the evaluation team • Apply a number of balancing “instruments” to check data • Ensure that personal or marketing agendas do not get in the way of the truth. • Listen intently but don’t hold back with any feedback …just be nice.

  5. The Q sort oka the 10 card trick

  6. OCAT Methodology

  7. How we normalized the data

  8. EXTERNAL VIEW

  9. INTERNAL VIEW

  10. SUMMARY OF FINDINGS

  11. SUPPLY CHAIN MANAGEMENT 3 = Good, 2 = Average, 1 = Insufficient

  12. KEY SUCCESS FACTORS • Leadership • Brand, niche • Loyal clients • Skills • Industry knowledge and “intimate” relationships • Accountability – Counterpart, MOA • Discernment with projects – Justification, diagnostic • Management – Project, SCM, Contract, Business, QA • Support Structures • Process & Methodologies (Technical) Balance • Trust – NT & Government

  13. ORG. MATURITY STAGES

  14. GREINER MATRIX

  15. THANK YOU

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