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TAU PMIG Evaluation in Practice
“Flexible Methodology” 19 Oct 2010
By Barrie Kroukamp & Cliff Matthews
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Or……..
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Some hard data can never be hard enough
The key to flexible evaluation
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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.
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The Q sort oka the 10 card trick
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OCAT Methodology
B. MANAGEMENT PRACTICES 1. Organisational structure and culture a. TAU has an organisational structure with clearly defined lines of authority and responsibility
0 1 2 3 4 5 6
b. Management policies are in place to ensure regular audits of organisational development
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c. Management policies reflect equality as defined in the South African Constitution
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d. Systems are in place for regular measure of congruence between stated mission and operating culture
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e. Systems are in place to ensure appropriate involvement of all levels of staff in decision making
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f. TAU has policies and procedures in place to ensure mutual accountability to key stakeholders
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How we normalized the data
OCAT - External Responses
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
CLIENTS 6.1 6.4 6.2 6.1 6.6 6.1 6.6
STAKEHOLDERS 6.6 6.8 6.2 6.4 6.6 7 6.8
SERVICE PROV 5.9 5.6 5.9 6.4 6.8 6.3 6.6
TOTAL 6.1 6.2 6.1 6.2 6.7 6.2 6.7
GOVERNANCE MNG PRACTICEHUMAN
RESOURCESFINANCIAL
RESOURCESSERVICE
DELIVERYEXTERNAL
RELATIONSSUSTAINABILITY
EXTERNAL VIEW
GOVERNANCE MNG PRACTICE HUMAN RE-SOURCES
FINANCIAL RE-SOURCES
SERVICE DE-LIVERY
EXTERNAL RE-LATIONS
SUSTAINABILITY
CLIENTS 6.05882352941177
6.35294117647058
6.17647058823529
6.11764705882353
6.64705882352941
6.05882352941177
6.64705882352941
STAKE-HOLDERS
6.6 6.8 6.2 6.4 6.6 7 6.8
SERVICE PROV
5.875 5.62499999999999
5.875 6.375 6.75 6.25 6.62499999999999
TOTAL 6.07407407407407
6.18518518518519
6.07407407407407
6.21739130434783
6.70370370370371
6.21739130434783
6.69565217391304
0.5
1.5
2.5
3.5
4.5
5.5
6.5
7.5
OCAT - External Responses
INTERNAL VIEW
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3939
27
2412
Role Clarity
Communication
Leadership
Cooperarion
Job Security
Perf Mng
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SUMMARY OF FINDINGS
GOVERNANCE MNG PRACTICE HUMAN RE-SOURCES
FINANCIAL RE-SOURCES
SERVICE DELIV-ERY
EXTERNAL RE-LATIONS
SUSTAINABILITY
External 6.07407407407407 6.18518518518519 6.07407407407407 6.21739130434783 6.70370370370371 6.21739130434783 6.69565217391304
Internal 5.6 5.25 5.5 6 6.5 6.5 5.8
MTR View 6 5.7 5.8 6.5 6.7 6.5 6
Average 5.89135802469136 5.71172839506174 5.79135802469136 6.23913043478261 6.63456790123457 6.40579710144928 6.16521739130435
0.5
1.5
2.5
3.5
4.5
5.5
6.5
7.5
OCAT Summary
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SUPPLY CHAIN MANAGEMENTTopic Rating Comments
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
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KEY SUCCESS FACTORS1. 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
ORG. MATURITY STAGES
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GREINER MATRIX
Category Phase 1
Creativity
Phase 2
Direction
Phase3
Delegation
Phase 4
Co-ordination
Phase 5
Collaboration
ManagementFocus
Development of process
Efficiency Growth of clients base
Consolidation Problem solving and innovation
OrganisationStructure
Informal Centralized Functional
Decentralized Line reporting and process groups
Matrix
Top Management Style
IndividualisticEntrepreneurial
Directive Delegation Oversight Participative
MonitoringSystems
Results and feedback
Standards and regulations
Reporting mechanisms
Plans and strategic focus
Mutual Goal setting
Recognition Emphasis
Commitment and ownership
RemunerationPerformance
Individual achievement
Commitment and ownership sharing
Team acknowledgement
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THANK YOU