1. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Writing Project Report Multi-Purpose Reporting

2. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Management Function Monitoring and reporting are firstly intended to produce clear, transparent, timely information on activities and impacts. This information allows for reliable short-term forecasting of implementation, problems and prospects for success, and is the basis for necessary adjustments of the workplans

3. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Information Function At the same time, the information produced also serves to inform donors and the governing board/executing agency about achievements to date and constraints to progress. It can also be used to enhance co-operation and information sharing within the project and with other partner agencies concerned.

4. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Public Relations Function In addition to forwarding the monitoring reports to the next management level (internally), and to the respective donor agency and national agencies concerned, results can also be used for public relations.

5. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Reports Inception Report Interim Report Progress Report Mid-term Report Back-to-office Report Special Assessment Report Final/Completion Report Design – Concept Paper Management – PAM Reporting – PPR Evaluation – PCR Post-evaluation - PPER

6. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Project Administration Memorandum All project information to facilitate project implementation and to allow the Executive Agency and ADB to monitor project progress and evaluate project outcome The design and monitoring framework is the basis for building the project performance report format

7. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Project Performance Report An early warning system for ADB management to take corrective actions Mirrors the design summary, performance targets and indicators, and assumptions and risks in the design and monitoring framework Serves as historical basis for evaluating project performance

8. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Project Completion Report Evaluates the rationale for the project, adequacy of its formulation and clarity and comprehensiveness of the TOR Evaluates the achievement of the project’s outcome and outputs Evaluates the quality of outputs Describes project implementation and significant changes in project design Identifies majors lesson learned Rates the performance of the project

9. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Report Format Executive Summary Objectives and Approach Brief Description of Program/Project (Evaluation Object) Findings (Analysing and evaluating programme results and effects) Lessons learned Recommendations

10. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Annexes List of Abbreviations List of Tables Appendices  Terms of Reference (tasks and statement of work)  Evaluation process  List of interview partners  Sources  Description of methods (questionnaires, interview guidelines, tables, etc.)  Case descriptions

11. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand ADB PCR Format Basic Data Map I. Project Description II. Evaluation Design and Implementation III. Evaluation of Performance (REESI) IV. Overall Assessment and Recommendations I.Overall Assessment II.Lessons III.Recommendations IV.Appendices

12. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand UN/IGO Format Executive Summary Introduction and Background The Findings  Relevance  Performance  Success Conclusion Recommendations References Annexes

13. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Executive Summary Short introductory remarks on the programme's rationale and objective. Main observations (especially the degree of achieving the objective and implementation strategies of the Project). Main recommendations.

14. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Objectives and Approach (Evaluation Design & Implementation) Objectives and Users (Refer to TOR as agreed) Evaluation method and approach  Composition of the expert's team.  Brief description of methods, including the kind and form of partner participation in the evaluation.  Description of the limits of the method applied. (Detailed description of the method in the appendix)

15. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Brief Description of Program/Project (Evaluation Object) Background situation and needs. -Objectives and approach. -Country/region and target groups -Partner organisations. -Strategic partners, cooperation(s) with other implementing agencies and political funding bodies. -Participants. -Professional external partners. -Importance of the conditions for the programme objective and implementation, as well as changes in the conditions over the programme period. -Comparison with programme planning documents. -Summarised description of the primary factors supporting or limiting the programme's success.

16. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Findings (REESI) 5.1 Evaluating relevance: Are we doing the right thing? 5.2 Evaluating Efficacy: Analysing and evaluating the programme's effectiveness in achieving of outcome 5.3 Evaluating efficiency: Are we working cost-effectively? 5.5 Evaluating sustainability: Are the results durable? Are we helping to achieve overarching development goals (impact)? 5.6 Institutional Development: Evaluating coherence, complementarity and coordination Overarching question: Is the programme properly aligned within Organization Direction and with other donors? Did the program build local capacity? 5.7 Evaluating the programme in relation to crosscutting issues

17. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Relevance Performance SUCCESS Substantive Focus Program Quality

18. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand UN Key criteria relevance – the degree to which the objectives of a programme remain valid and significant; performance – progress of a programme towards achieving its objectives, in terms of effectiveness, efficiency and timeliness; success – attaining a measurable level of benefits that can be directly attributed to the programme, in terms of impact, sustainability and capacity development.

19. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand SMART Results Specific: What, Who, Where Measurable: Quantitative or Qualitative indicators. The type of change is defined Achievable: result is within the scope of the project’s control, within the budget and time period Relevant: Result addresses identified needs and/or problem(s) Time-bound

20. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Conclusions (Overall Assessment) Conclusions are reasoned and rational judgements based on an analysis of the findings, and as such must flow logically from those findings. They serve as the basis for recommendations

21. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Lessons Learned Lessons Learned are those positive and negative experiences of the programme that may be applicable to other programmes, as a result of their generic nature. Influencing factors  -Which factors have contributed to the effects?  -What has hindered the effects?  -How have the goals of the activities and the programme's activities contributed and what have other programmes added?

22. Project Management Learning Program 7-18 May 2012, Mekong Institute, Khon Kaen, Thailand Recommendations Recommendations are proposals for certain actions or decisions of a remedial, corrective or initiating nature. They should identify an order of priority, actors, and a specified time-frame.