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

2. 2 Or……..

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

4. 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. 5 The Q sort oka the 10 card trick

6. 6 OCAT Methodology

7. 7 How we normalized the data

8. EXTERNAL VIEW

9. INTERNAL VIEW

10. 10 SUMMARY OF FINDINGS

11. 11 SUPPLY CHAIN MANAGEMENT TopicRatingComments Use and compliance with governance documents and Standard Operating Procedures (SOPs) Record-keeping Bidding process Bid evaluation/ Contract award Contract preparation and signing Management of Contract Execution Professional behavior and ethics Anticorruption Measures Appeal Mechanisms for bidders 3 = Good, 2 = Average, 1 = Insufficient

12. 12 KEY SUCCESS FACTORS 1.Leadership 2.Brand, niche 3.Loyal clients 4.Skills 5.Industry knowledge and “intimate” relationships 6.Accountability – Counterpart, MOA 7.Discernment with projects – Justification, diagnostic 8.Management – Project, SCM, Contract, Business, QA 9.Support Structures 10.Process & Methodologies (Technical) Balance 11.Trust – NT & Government

13. ORG. MATURITY STAGES

14. 14 GREINER MATRIX CategoryPhase 1 Creativity Phase 2 Direction Phase3 Delegation Phase 4 Co-ordination Phase 5 Collaboration Management Focus Development of process EfficiencyGrowth of clients base ConsolidationProblem solving and innovation Organisation Structure InformalCentralized Functional DecentralizedLine reporting and process groups Matrix Top Management Style Individualistic Entrepreneurial DirectiveDelegationOversightParticipative Monitoring Systems Results and feedback Standards and regulations Reporting mechanisms Plans and strategic focus Mutual Goal setting Recognition Emphasis Commitment and ownership Remuneration Performance Individual achievement Commitment and ownership sharing Team acknowledgement

15. 15 THANK YOU