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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?.

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NRLM Process Monitoring

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  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

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