Monitaring and Evaluation of Business

8/9/2019 Monitaring and Evaluation of Business

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MONITORING AND EVALUATION OF

BUSINESS


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MONITORING

y Monitoring is an instrument for systematic collection of data on

specific indicators to provide management and the main

stakeholders of an ongoing development intervention with

indications of the extent of progress and achievement of

objectives.


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EVALUATION

y Evaluation is the systematic and objective assessment of an on-

going or completed project, programme or policy, its design,

implementation and results.

y The aim is to determine the relevance and fulfillment of

objectives, development efficiency, effectiveness, impact and

sustainability.


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Contd

y Controlling is often been limited to controlling of the budget,

schedule and resources.

y However, in a policy context controlling also includes the

monitoring and evaluation of policy impacts and outputs results in

the desired quality.

y Another relevant aspect is to ensure the the internal and external

information flow is provided and updated (communication

management).


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Contd

y Many companies know the effect that low skills have on their

bottom line: it decreases profitability and their competitive

position.

y However, there is a surprising lack of evidence available to help

build the strong business case for improving these skills.


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Example

y Employer fromWoLLNET Stakeholder Survey

y This lack of evidence severely limits the ability of employers to

make accurate judgements about where their skills needs are, and

therefore to plan and invest appropriately.

y Business Action on Skills continues to make the case for

monitoring and evaluation. The campaign is supporting the

development of the Workplace Literacy, Language and Numeracy

Evaluation Toolkit (WoLLNET).


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Levels ofMonitoringand evaluation

y Monitoring and evaluation takes place at two levels:

y The first level is assessing the impact of the e-business policy on

the regional level and more concrete on the business processes ofSMEs.

y The second level is the internal management of e-business support

measures.


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The Quality Management Plan

y The Quality Management Plan is a guideline for reporting quality control

and assurance problems. This plan will help to monitor and control the level

of quality produced by the e-business support measure. The quality

management plan will ensure that

Deliverables are designed to meet agreed upon standards and

requirements

Work processes are performed efficiently and as documented

Non-conformances found are identified and appropriate corrective action is

taken


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Contd..

The Quality Management Plan consists of

y Quality objectives

yKey project deliverables and processes to be reviewed for

satisfactory quality level

y Quality standards

y Quality control and assurance activities

y Quality roles and responsibilities


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Reasons

Three good reasons for establishing a quality management plan:

y Enable accountability for the initiatives spending

yQuality assurance of e-business support measure

y Possibility for improvement during the policy implementation


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Impact assessment of regional

e-business policies

y The regional needs analysis covers the current state of play concerning

e-business uptake in SMEs at regional level and is often the basis for

further undertakings.

y In addition, existing support schemes are being screened and

evaluated with regard to their current efficiency, effectively and impact

for the region.


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Methods

Methods of evaluation and monitoring are

y Uptake of measures and activities (uptake)

y Recipients opinion of with the service provided (satisfaction)

y Comparison of the performance of SMEs with and without assistance

(outcome for SMEs)

y An interesting instrument for data collection is designing useful, quick

and tailored ICT tools that allow obtain update and cross data (control

panel) at any time.


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Difficulties measuring the impact

y However, assessing the impact of "soft measures" such as information

activities or awareness raising activities in comparison to "hard

measures" such as grants and loans is limited.

y Often it remains on the level of measuring the uptake of an e-business

measure and/or the satisfaction with the services (e.g. no of

participants in awareness raising workshop).

y Some do also assess the difference made by the support service (e.g.

through questionnaires).


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Contd

y But only very few evaluate the performance of an e-business

policy (e.g. comparison of performance of assisted SMEs with

SMEs without any assistance).

y Furthermore, measuring the difference is often impossible until a

certain amount of time has passed e.g. in order to claim that one

concrete measure is the result of a certain e-business support

action.


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Indicators

y The following table is taken out of the Final Impact Assessment

Report published by the European Commission.

y

We have revised with regard to a more practical approach.

y This table is not exhaustive but should give the opportunity for a

quick self-assessment and an overview which indicators might be

useful for monitoring and evaluation.


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Contd..

y In the two left columns you will find the indicators for evaluating

e-business support measures.

y

The attributes in the red and green boxes illustrate the two ends ofthe scale.

Date post:	29-May-2018
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Monitaring and Evaluation of Business

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