Evaluation and Performance Measurement, Essay Example

Abstract

This study will focus on an argumentative discussion regarding whether it is desirable to perform an evaluation of a project. The report will capture the arguments and counter-arguments as regards the desirability of performing an evaluation of a project while the project is underway. Critical factors on why projects should be evaluated at the end and not while underway will have the way. My argument is that it is not desirable to conduct an evaluation of a project while the project is going due to the possibility of making omissions, or prejudgments that may lead to wrong judgments. This study will analyze both sides of the divide and culminate with the position that projects should not be evaluated when they are underway.

Introduction

Project managers have the responsibility of ensuring that projects are well evaluated. Project evaluation is a critical process to the success of business organizations, because it allows projects done by businesses to be done professionally. In addition, through project evaluation, the outcomes of the project can be measured against the set objectives present before the project was undertaken. Therefore, project evaluation becomes a mirror of the entire project management processes. However, as project evaluation continues to be strength in managing project, there exists an argument on when the evaluation process should begin. One side of the debate argues that it should precisely be handled at the end of the project while the other side argues that projects would be best evaluated when they are underway. I hold on the first argument that projects should not be evaluated while underway, but at the end (Chiesa & Frattini, 2009).

Project Evaluation

The claim in this argument is that projects should not be evaluated while underway, but at the end. This is because of a number of reasons/facts/data. A diversity of data associates conducting an evaluation of a project while it is underway as not advisable due to the complex nature of the projects. Many projects especially the large projects involve many people, diverse processes, skills and competencies. Complex design and implementation structures also make the process of managing projects such a complex one. A diversity of data sourcesdefends the need to avoid conducting an evaluation while a project is underway (Jackie & South, 2006).

First is the fact that it is difficult to measure accountability of staff while a project is underway. There is a strong argument that in evaluating projects at different stages, it may be difficult to take accountability of all staff. This is by virtue that in some stages of the project, certain staffs may be involved at work than others. This data supports the claim through emphasizing on the need to conduct evaluation at the end of the project and not while it is underway. The main backing to this reasoning is that projects are complex. For instance, in context of a building project, it may be difficult to evaluate the accountability of roofing experts if the project is evaluated after the slab has been poured. The rebuttal argument is that accountability of staff can be measured while project is underway, through focusing on work done as per the period of during the evaluation.

Secondly, data also provides the argument that evaluating a project while it is underway may lead to workers demoralization. This argument supports the claim against conducting an evaluation while a project is underway, because in the event it is found workers have not done well, it may lead them to be demoralized. The main backing behind this argument is that staff often works on projects with confidence that they are doing their best, and identifying their weaknesses during the implementation process may lead demoralization. The main counter claim against this view is that evaluation undertaken during project implementation is to protect the project from heavy losses by identifying mistakes at an early stage. However, the view of minimizing mistakes cannot hold water for mistakes should be minimized in the planning period and not while implementing the project (Blankenship, 2009).

Third, data provides that through evaluating projects that are underway, pre-judgment errors are commonly registered by the evaluators and the staff handling the project. Pre-judgment error may occur due to the assumption that if the project has performed well up to the time of evaluation, it would continue performing best or vice-versa to the end. This may lead to false confidence among the staff. This argument supports the claim against evaluating projects that are underway to avoid the development of assumptions and pre-judgment on the success of failure of a project. Having a successful project when it is half way done does not guarantee that the project will experience success at the end of the process. The main backing of this argument is that a result of the performance of a project that has not completed is not a measure of the projects success or failure. Those who counter this claim argues that periodic evaluation of a project would finally sum up to the overall success of the whole project meaning one can evaluate the success of a project while it is underway. However, this argument fails to hold water because all projects have objectives, and these objectives can only be effectively assessed at the completion of the project.

Conclusion

Conclusively, project managers should evaluate project at their completion and not when they are underway. Project managers should consider projects as one entity, whose effectiveness can be measured when the project is finished. From this essay, it is evident that it may be challenging and risky to evaluate unfinished projects for the results may fail to offer a true account of the performance of the project as per the objectives set vis-à-vis the outcomes expected at the very end of the project.

References

Blankenship, D. (2009). Applied Research and Evaluation Methods. New York: Human Kinetics.

Chiesa, V. & Frattini, F. (2009). Evaluation and Performance Measurement. New York: Edward Elgar Publishing.

Jackie, G. & South, J. (2006). Evaluation. London: McGraw-Hill International.