TRAINING COMPLETION REPORT

Programme
On
Project Management Tools for PACS
Partners

February 2 -4, 2006

At Hotel Shree Nath Palace Jhansi (Uttar Pradesh)

Under

Poorest Areas Civil Society (PACS)

Programme
Supported By DFID, UK

Organized by,
Development Alternatives, Jhansi

Resource Group

Mr. Shirish Y. Kulkarni/Sachin Mardikar

Constructive Catalyst Community Development Consultancy
Services Private Ltd.
K - 2 02 , Amo d Ank u r C o O p Hs g S oc i e t y
38/1 Kothrud
P u n e 4 11 0 3 8
P h on e s : 09 4 22 3 1 87 9 5 / 0 9 42 2 1 45 8 21
Email: [email protected], [email protected]
Constructive Catalyst Community Development Consultancy Services Pvt. Ltd

Background:

The civil society has been at the forefront of the efforts to bring about change in the
lives of millions in our country. The efforts have been generously supported by
government, private and bilateral donors. The ground realities however have not
changed much. This is not a comment on the work being done by the civil society.
They are working in some of the most challenging environment and therefore their
efforts are commendable. The failure to see changes in the life of people with whom
we work forces us to rethink our paradigm.

Civil society has been playing important role in changing lives of the poor people and
they need to continue playing this role due to growing challenges arising out of
liberalisation, environmental degradation and increasing gap between poor and rich.
What is needed perhaps is a close scrutiny of the way we have always been doing
things. This includes taking a close look at the processes concerning the
development project planning and implementation.

The empirical evidences show that many a times the CSOs themselves have little
idea about the kind of projects they are implementing and what they have to achieve
from the projects and beyond. Efficient Project Management has three components
viz, Project Selection, Project Implementation and Project Evaluation. It is with this
background that we have designed a three day module that looks at the cross
cutting issues related to project management.

This was the second programme on the project management organised by Training
Systems Group.

Programme Goal, Objective and Coverage

The programme goal was to impart knowledge and skills on the tools and techniques
used for identification, selection, preparation and appraisal of projects, their
implementation, monitoring, control and evaluation.

The training Objectives are,

1) To create awareness and develop appreciation for tools in project planning
and management in the development sector, and
2) To develop appropriate skills amongst the participants to help develop in
house project management tools
The contents for the workshop were,

1- Project Planning covering situation and stakeholder analysis, project cycle and
developing log frame, objective and goal setting etc.

2- Project Management to cover, Risk, Cash Flows and Budgeting,

3- Project Evaluation Techniques to cover doing inhouse and facilitating

externally supported evaluation process, developing terms of reference etc.

4- Managing Project Teams – Issues and Challenges

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Constructive Catalyst Community Development Consultancy Services Pvt. Ltd

5- Other Project Management tools such as PIP, Standard Costing and Budgeting

6- Project Evaluation Techniques to cover doing in-house and facilitating

externally supported evaluation process, developing terms of reference etc.

Methodology Adapted:

We used the following training methodologies:

ƒ Lectures

ƒ Participatory lectures

ƒ Group Exercises

ƒ Case/Situation analysis

ƒ Card sort

Based on the feedback received from the participant’s participatory lectures were
most preferred.

Course Material:

Although the Project Management is an important need of the NGO sector there is
dearth of accurate and relevant material which can be easily accessed by the
development practitioners. Much of the available literature in India on the subject is
based on the international publications and commissioned studies by the
international/bilateral agencies. Many of the academicians and experts (national and
international) have extensively used the language from corporate sector.

For developing the course material we visited a number of libraries and consulted
senior development professionals. In developing the same we have extensively used
the UNDP guidelines as well as relevant material from other published source.

Summary of Proceedings of three days

Day One

The first day started at 9.30 Am sharp. Santosh Kr.Pathak welcomed the participants
and initiated the proceedings of the three days. Mr. Pathak informed that as against
expected 20-25, only 15 persons have participated and he expressed more
committed response from PACS CSO partners for such important facility. Sachin
Mardikar provided a synopsis of the three days programme and the basis of
developing the same.

The first day started with the round of introduction and expectations mapping. The
objective of this session was to know the kind of work the CSOs have been doing on
the field. This would help customize the examples and illustrations from their field of

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interest during the next three days. The participants used cards to introduce them as
also wrote down their expectations from the programme. Each of the participants
introduced him/herself and their organisations and kind of the projects they are
handling not only in PACS but also others. They also informed as to what position
they held in their respective organisations alongside number of years of experience.

Most of the participants were at Project Co-ordinator level and had about 0 to 2
years of experience. Four of the participants had professional degrees in social work
while the rest had graduated from the field work experience.

Expectations

The expectations of the participants were as under:

1) How to utilise HR in Project Management

2) How to get RBM
3) Project Mgt. in the training should be limited to just Pacs project of the CSO but
overall PM
4) How to look at outputs and objectives of a project
5) How to synergise between goals of the Organisation vis a vis project
6) How can we monitor the project centrally
7) Some simple tips on PM
8) Improving understanding on LFA
9) How to meet expectations of
stakeholders
10) How to identify and address
process gaps
11) How to prepare a cash flow and
activity plan
12) More information about PACS
programme
13) How to manage the project
14) Steps in project report preparation
15) Basic concepts on Project Planning
and Management
16) To get better understanding of management tools and apply them at
organisational level
17) Practical use of project management tools
18) How to be successful in project implementation
19) Understanding principles of PM

These expectations were discussed in detail and trainers informed that they will try
to deal with the above expectations during the course.

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Constructive Catalyst Community Development Consultancy Services Pvt. Ltd

The second session of the day was on components of project management. Mr.
Shirish Kulkarni informed the participants about the project planning process and
how effective project management starts off with planning process. And this includes
a through understanding of the target group, situation and stake holder analysis. The
participants were asked to reflect on their projects and then identify the target
group. While there was clarity with some participants, a good number needed inputs
in the area of identifying the target group. The facilitators helped them think through
this process. For this an using an analogy of marriage within a family the participants
were asked to write down various activities on a chit. These chits were then mixed
and drawn one by one. The participants read out the activities which were recorded
on the board in a logical sequence.

The facilitators established an analytical framework as what you do for an activity to

organise at home the same principles are applicable in any project planning and
management situation. The following outline was generated from the discussion of
participants:

Need assessment -> Organisational background -> Vision and Mission -> Goal ->
Objective -> Strategy -> activities -> monitoring -> Output -> outcome -> Impact -
> Evaluation

Thereafter the session on Project cycle was taken up by Mr. Sachin Mardikar. The
participants were given a framework that helped them understand the project cycle,
starting with the Project Selection and ending with Project evaluation.

The participants were explained the

various terminologies associated with
the programme management. They
were introduced to topics such as
INPUT, ACTIVITY, PROCESS, OUTPUT,
OUTCOME AND IMPACT.

They were also told about what are

the various issues that are normally
looked into when project feasibility is
judged. These are the fundamental
concepts that once should understand
in order to follow a project. The
participants were also told that these
concepts are not straight jacket compartmentalized options but it is a continuum. It
is a process.

During the Post Lunch Session the participants were given a framework on Project
Planning Process. This was followed by an elaborate lecture giving illustrations from
the field. Based on the inputs provided in the session, three groups of participants
were formed. Each of the group was to have prepared an outline of the project based
on predetermined thematic areas of Panchayat Raj, Women’s Empowerment and
Livelihood.

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The groups made

presentations in the plenary
and each of the charts
prepared by the participants
was individually referred to
and suggestions on what
constitutes Goal, Objectives,
Activities and Outputs were
given. There was considerable
discussion on the
fundamental terms such as
Goal and Objectives. This was
in spite of the fact that most
of the participants had
expressed that they are
comfortable with the terms at
the beginning of the
programme.

The day concluded with a small assignment on a case of Bus Driver which the
participants were required to go through discuss on day two.

Day Two

The second day started with recap of the first day by a group of participants. They
presented their learning’s of the first day and also provided with a feedback of the
participants.

Session on developing
monitoring indicators
for objectives,
activities, outputs and
outcomes was
organised to help
people understand the
effective monitoring
tools during the
implementation
process. Inputs on
developing
quantitative and
qualitative indicators
were given and with a
view to help
participants develop
the skills in this area they were given group exercise on developing the indicators for
objectives and activities. The participants were asked to use the same project
examples that were utilised for understanding the project planning framework viz.
Panchayat Raj, Women’s Empowerment and Livelihood. The participants presented
the indicators developed by them which were further refined with a view to help
them understand as to how to develop effective qualitative and quantitative
indicators for effective monitoring of the progress of the project. From the project

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monitoring point of view having well articulated indicators help everyone concerned
in effective management of the project because they know the activities and also the
measurement aids beforehand.

The case given on the previous day one was that of increased incidents of accidents
and that of bus operator. The participants were required to frame the problem and
also develop objectives.

Three groups were formed. The

groups presented their findings in
the plenary and this was followed by
a detailed discussions. While not all
responses were accurate, the
facilitators helped them develop
ability to think through the process
of situation analysis and the cause
and effect technique to do problem
analysis.

In the session on PRA techniques

involved an overview of the various
participatory techniques that are commonly available for project management. We
used a film produced by Sahabhagi Shikshan Kendra, Lucknow for the purpose. SSK
is a pioneer in imparting participatory techniques for effective management of
projects.

After screening of the film the relevance adapting participatory approach in todays
context was explained. While the participants had prior knowledge of various
techniques being used, they expressed that they had used it in the context of project
planning and less as an effective tool for monitoring and management as well.

The post lunch session on understanding human processes used the principles game
to create an artificial situation where two groups take a decision based on known
outcome (pay offs are known). Please refer to Annexure 3 for an outline of the
exercise. The game brings out quite clearly that we tend to look at the whole concept
of winning as defeating others and yet it is clear that cooperation and collaboration
are key to success within an organization.

The main learning’s from the game were,

- Leadership behaviour
- Negotiation Skills
- Decision making and consensus
- Winning through cooperation rather than competition

In the context of project management this is very important because projects are
executed by teams and unless we learn to collaborate and cooperate the project
wont be a success.

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The visit to taragram was useful and participants were exposed to working models of
development and livelihood generation. They appreciated the efforts made by
Development Alternatives group in technology and livelihoods.

Day Three

The third day of the programme started with disbursement of travel dues to the
participants by the DA Accounts team. The recap team presented the learning’s of
the programme from the day 2.

At the start of the day we reviewed the participant’s expectations that had been
enlisted the day before at the start of the programme. We realized that we had dealt
with all the issues that were enlisted on the first day. However, the participants felt
that we need to give them some ready tips or tools on Project Management. This
concern was put before the rest of the group and it was decided to change the
schedule to accommodate the concerns of the participants.

The following tools were explained to the participants.

1. Strategic Planning
2. Annual / Quarterly and Monthly
Review Meeting
3. Logframe
4. Result Based Management
(RBM) Framework
5. Management Information
System
a. Project Implementation Plan
b. Standard costing
c. Budgetary control system
d. CPM and PERT Techniques

Thereafter Mr. Shirish Kulkarni gave a detailed overview of the Mid Term and end
Term evaluation Process, its need, and relevance. He also gave detailed instructions
on how to go about organizing a mid term and end term evaluation. During the
discussions the difference between outcome monitoring and outcome evaluation was
also discussed in great detail. The participants were acquainted with the core
principles of the impact/outcome evalusation. WIith a view to help participants
relate with the session they were given an exercise of developing the indicators for
outputs and outcome/impact. They were asked to use the same projects that were
developed by them during project planning framework. After the presentation of the
group exercise they were given inputs on evaluation methodology. The importance of
evaluation was also discussed alongside its relevance in future planning processes at
the level of CSOs.

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The last session of the day was wrapping up wherein a brief recap of all the input
sessions and also the overall PM framework was discussed.

The day concluded with a formal valedictory functioned. Mr. Santosh Kr. Pathak from
the TSG Development Alternatives presided over the function and guided the
participants.

Participants feed back:

The programme was evaluated based on a specifically designed 10 point

questionnaire that looked at various aspects of programme content, methodology,
delivery and over all quality of inputs. The questionnaire is attached to this report.
Analysis of these feedback forms is presented in the paragraphs below.
1. How do you find the course
A majority of the participants found the programme useful. (14/15)
2. Meeting Participants expectations
Two thirds (10/15) of the participants expressed that the training programme
met or exceeded their expectations outlined at the commencement of the
programme.
However one third (5/15) of the participants felt that more time should have
been given as also the technique should have been less participatory and that
pure lecture method should have been adapted by the trainers. They felt this
diluted the impact and hence ranked it below expectations.
3. Ranking of the various training methods which we used (1= Most
preferred and so on).
The methods used were, Lecture, Participatory lecture, Simulation Exercise,
Group exercise and Card Sort.
The analysis of the evaluation forms received from the participants indicates
that an overwhelming majority of the participants (2/3rd) preferred pure lecture
as against participatory lecture method. A probable reason for this could be the
fact that the average experience of the participants was two years.
The preferred methodology was simulation exercise (used for HRD session) as
against sessions that involved participatory lectures and collective thinking
(card sort).
Participant Lecture Participa Quiz/Si Group Card
No. tory mulation exercise Sort
Lecture Exercise
1 8 2 5 3 1
2 2 3 5 3 2
3 7 6 5 4 10
4 3 6 8 8 2
5 3 1 2 5 4
6 5 4 2 1 3
7 4 9 6 9 7
8 5 3 4 5 5

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Participant Lecture Participa Quiz/Si Group Card

No. tory mulation exercise Sort
Lecture Exercise
9 5 8 6 8 6
10 7 7 4 8 5
11 4 8 4 8 5
12 7 5 2 8 5
13 5 5 2 1 5
14 5 5 4 3 7
Average 5 5.14 4.21 5.29 4.79
Note: One of the participants did not give any response to this question
4. About content and delivery
The responses of the participants to this question were as under,

Most Needs No
satisfactory Improvement Response
Choice of Language of the 13 1 1
facilitator (Hindi/English etc)
Facilitation Process 11 3 1
Ensuring Participation 12 2 1

The above table reveals that the participants responded positively to the
language used by the trainers, facilitation process used and efforts put in by
them to ensure participation during the various sessions.
However, there were a few who preferred less participatory approach and
thought otherwise (preference for lecture method).

5. Usefulness and Relevance of the topics

As is evident from the given table, the participants found the inputs given as
most useful and relevant in all the subjects listed in the programme schedule.

However, there were a few exceptions who felt the daily recap, PLC, PRA and
HR Techniques could have been dropped.

Most Useful and Relevant Could have been

dropped
Introduction, Ice Breaking 15
Daily Recap by Participants 13 2
Group
Project Management 15
Components
Project Life Cycle 14 1
PRA Techniques 14 1
HR Techniques 14 1
Financial Management 15
Output Monitoring 15

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Constructive Catalyst Community Development Consultancy Services Pvt. Ltd

The schedule was revisited on day three and a complete session on Project
management Tools was taken up. This session provided details of all the
commonly used tools and techniques for project management such as CPM,
PERT, PIP, Logframe, RBM etc.

These topics were also appreciated and found useful and relevant by them

6. Time devoted to each of the following topics

Three days to discuss each of the
components of project management are Introduction and Ice Adequate
inadequate and what can be achieved is Breaking
increased appreciation of the various Daily Recap Adequate
tools and techniques. The experience of PLC Adequate
the participants is also an important PRA Techniques More time
factor in the learning process. needed
HRD/Team Building More time
The feedback from the participants needed
suggests that more inputs are needed in Financial Management More time
the areas of LFA techniques (3 day needed
focused module is recommended), HRD Output Monitoring More time
and financial mgt and budgeting. needed
Pm Components More time
needed

7. Key learning’s from the programme (as per the evaluation form filled in
by participants):

The participants were asked to list down 3 key learning’s from the training
programme. These are listed as under:

a. Appreciative Enquiry Approach

b. Role of Budgeting control system in Project Management
c. Concepts of preparation of a project are more clear
d. CPM technique
e. Evaluation process
f. Framing Organization Vision and Mission
g. How to derive output and inputs
h. How to maintain coordination between trainer and trainee
i. How to prepare a project report
j. How to use a game for explaining a concept
k. Introductory session was good
l. Output Monitoring
m. Participation of Trainee in system
n. Participatory evaluation
o. Participatory planning
p. PERT Chart
q. Project Life Cycle
r. Project management Cycle
s. Project Monitoring Tools
t. Project Planning, Monitoring and Evaluation
u. Role of Leaders in managing teams
v. Team Building/Team Work – Influencing factors

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w. Tools for Input, Output and Outcome Monitoring

x. Training system Design

8. Use of the learning’s from the training programme

a. Applying management tools at organizational level

b. Developing reporting formats for managing projects
c. To modify my monitoring strategy/field visits
d. Enhancing our Monitoring, managerial and reporting Skills
e. Evaluation Methodology
f. Getting acquainted with most of project management tools
g. How to see the impact of project intervention
h. Improving existing project
i. Monitoring
j. Preparation of Project Proposal
k. Project outcome framing
l. Project Planning, Monitoring and Evaluation
m. Project Writing
n. Provide training system for other groups
o. Role of Trainer
p. Staff Training
q. Tools to monitor and find gaps in activities
r. Transforming personal learning into organizational learning
s. Use of games to demonstrate efficacy of a topic
t. Utilize it in project preparation
u. Will create a system for Bihar
v. Will practice whatever learnt

9. Other topics recommended by participants

a. Budgeting
b. Financial management
c. Information, Communication and Societal Needs
d. Leadership
e. LFA
f. MIS
g. Moderation techniques
h. Monitoring Tools
i. More Information on Project Report preparation
j. Need for training cell for other related project
k. Organization development
l. Organizational Development
m. PRA
n. Regional requirements and project planning

10. Other Suggestions by participants

a. Need of some specialized for subject matter
b. System should have to be time bounded for any subject matter
c. TIPS should be given on each topic taught
d. Participants should not be given much chance to share

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e. Limited interaction with the participation

f. Short topics are advisable
g. Team building and Team Building
h. To further probe into the issues of programme management for own skill
development
i. Time limits should be fixed for each session
j. Training be organized at Taragram
k. There should be more theoretical content in the training programe
l. Need to assess the impact of training through follow up
m. Training system is different from workshop. Current programme should
have been less participatory
n. More time is needed to cover sessions
o. Programme design was fruitful and more time was needed for better
understanding of various tools.
p. Design was good
q. Visit to Taragram may be rescheduled
r. More examples needed
s. Experience sharing should be a part of training methodology
t. PRA and other Participatory approaches

What the Participants felt1?

We sought participant’s free and frank feedback on the three days inputs. We
reproduce the same verbatim. Our response to these is given separately towards to
end.
ƒ The programme was in a workshop mode and not a training programme
ƒ Although interactions between faculty-participants was good, half the people
were already aware of the concepts
ƒ We spent lot of time on basic issues
ƒ The programme should have been less participative, one way inputs are
better
ƒ We did learn few things
ƒ The exercise on managing team and leadership was particularly useful
ƒ What we wanted remained within (jo chah rahe the who bhitar hi rah gaya)
ƒ Module was alright but questions still remained unanswered
ƒ 3 days duration was too less
ƒ We had too much expectations from the organizers
ƒ We expected to get some Tips so that we could have prepared a new project
proposal
ƒ Atmosphere was disturbing, venue was different, Taragram would have been
better
It is extremely difficult to meet the expectations of the entire group in a span of
three days. Unfortunately in the common CSO level language the terms Project

1
Source: feedback collected by the TSG Team

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Management is used almost in the same breath as Project/Proposal Preparation. And

this is what causes expectation gaps. For most of the participants the expectation is
to get some tips on making funding proposals.

Conclusions and Recommendations

We had a few opportunities to have interactions with participants during training and
informal times and also during visit to Taragram Orcha. Based on these interactions
we would like to make few suggestions in organizing such training prorammes.

We do hope these will help strengthen the processes at the TSG level to help deliver
more effective training inputs to the CSOs.

a. Participants prefer a training programme on Project Writing Skills rather than

Project Management Skills.

b. Invite written confirmation from the CSOs/participants about their

expectations from the training atleast two weeks in advance and forward the
same to trainers so that an appropriate design could be prepared to meet the
expectations of the participants.

c. This would help organizers to arrange the logistics accordingly.

d. The CSOs should demonstrate commitment to the training process and

depute the senior staff from PACS project exclusively. Unfortunately, this time
there was no participation from the state of Maharashtra. Also, there was only
one participant from Maharashtra.

e. We would like to recommend that the state managers handling PACS

programme can help their counterparts in TSG do a basic scrutiny of the
nominations to ensure that participants’ level and the rigor of the topic are
not compromised.

f. Venue: A hotel for a learning programme such as this may not be the right
idea. Confined in the rooms it discourages participation at peer level and thus
restricts the cross learning opportunities that might be available.

We would like to express our thanks to Mr. K.K. Upadhayay, Programme Manager,
Mr. Santosh Pathak and Ms. Juhi Vaidya in taking care of the logistics and providing
other administrative support during the training programme. We are also thankful to
Management Consultants for the PACS programme for giving this opportunity and do
look forward to long term fruitful relationship.

Shirish Y. Kulkarni Sachin Mardikar

February 09, 2006

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PROGRAMME SCHEDULE

Project Management

Date Time Topic Facilitator Methodology

09.30 - 10.00 Welcome, Introductions, SYK and SYM Ice Breaking through Card
Course Objectives and Sort
Expectations from
Participants

10.00 - 11:15 Project Management - SYK Reflection by participants,

Different components individual chart preparation

11:15 - 11:30 Tea Break

11:30 - 01:00 Understanding Project SYM Lecture and Examples

Cycle - Conceptual
Understanding of
Terminology used

01:00 - 02:00 Lunch Break

2-Feb-05

02:00 - 03:15 Project Planning - Setting SYK and SYM Group Exercise, 4 groups
Objectives, Goals and to be formed. Issues to be
Output Statements covered - Livelihoods,
Gender with special
reference to Violence
against Women, Women's
Empowerment and
Disability

03:15 - 03:30 Tea Break

03:30 - 04:45 Presentation of Group SYK and SYM

Work and Discussion on
the PM framework

04:45 - 05:00 Short break

05:00 - 06:00 Days Recap and SYM

Assignment briefing

09.30 - 10.00 Recap of previous day's SYK Presentation by Recap

learning’s Team

10.00 - 11:15 Introduction to PRA Tools SYK and SYM Sharing of Groups
for Project Planning and Experience and followed by
3-Feb-05

Management ( incl. Discussion and Explanation

presentation on of the techniques
assignment)

11:15 - 11:30 Tea Break

11:30 - 01:00 Continued SYK and SYM - do -

01:00 - 02:00 Lunch Break

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Project Management

Date Time Topic Facilitator Methodology

02:00 - 03:15 Managing Project Teams - SYM Case Study and

Issues and Challenges Participatory Discussion

03:15 - 03:30 Tea Break

03:30 - 06:00 Visit to Development

Alternatives at Orchha

Pre Dinner Space for discussions and additional inputs

09.00 - 09.15 Recap of previous day's SYM Presentation by Recap

learning’s Team

09.15 - 10:15 Project Costing SYM Exercise followed by

lecture

10.15 - 10.30 Break

10.30 - 11.30 Project Budgeting and SYM Participatory Lecture,

Financial Management resolving difficulties and
clarifying concepts
4-Feb-05

11:30 - 01.00 Project Monitoring SYK Lecture

Techniques

01:00 - 02:00 Lunch Break

02.00 - 03.15 Doing End of Project SYK and SYM Lecture

Evaluation - Purpose and
Methodology

03.15 - 03.30 Tea Break

03.30 Onwards Feedback, Closure and

Assessment

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Annexure 1

List of Participants

Name Organization

1. Mr. R.B. Singh VSSSES UP

2. Mr. Sushendra Pandey Vastalya Lukhnow

3. Mr. Vinod Kr. Pramanik Janlok Kalyan Parishad

Jharkhand

4. Md. Salim Khan Tarun Chetana Sansthan, UP

5. Ms. Nita Pal Pradipan Sanshthan Baitual

(MP)

6. Mr. P.K Singh Mahila Samiti Chattarpur

7. Mr. Shambhunath Chowdhary Agragati Jharkhand

8. Mr. Shambhulal Azad Vikas Kendra Jharkhand

9. Ms. Priyanka Jaiswal ABSSS, Chitrakoot

10. Mr. Amitabh Mazumdar SPAR, Jharkhand

11. Md. Gauhar Ali MASSP, Jharkhand

12. Mr. Anup PGSS

13. Mr. Sushant Sarma SEVA Lucknow

14. Mr. Pushpendra Singh Chauhan JPSS, Pratapgarh

15. Mr. Sureshnath Yadav Amar Shahid Chetana

Sansthan UP

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Annexure 2

Evaluation form
Training Course on Project Management Tools,
Jhansi (4-6 October 2005)

Facilitators:
Mr. Shirish Y. Kulkarni and Sachin Mardikar
Constructive Catalyst Community Development Consultants, Pune

Evaluation Form

1. How do you find the course Useful Not Useful

2. Do you think your expectations from the programme have been met? Please tick

Exceeded Expectations Met Expectations Below

Expectations

3. Please rank the various training methods which we used (1= Most preferred and so on)

Lecture Participatory Quiz Group Card

Lecture Exercises Sort

4. Please comment on the following Most Moderate/Average Needs Improvement

(Please tick ) Satisfactory

ƒ Choice of Language of the

facilitator (Hindi/English etc)

ƒ Facilitation Process

ƒ Ensuring Participation

5. Which of the topics you found Most Useful and Relevant Could have been dropped
most useful and Relevant Please
comment on the following (Please
tick )

ƒ Introduction, Ice Breaking

ƒ Daily Recap by Participants

Group

ƒ Project Management
Components

ƒ Project Life Cycle

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ƒ LFA Techniques

ƒ Situation and Stakeholder

Analysis

ƒ PIP

ƒ HRD

ƒ Financial
Management/Budgeting

6. Please comment on the time More time Adequate Less Time Should
devoted to each of the following Needed have been
topics(Please tick )

ƒ Introduction, Ice Breaking

ƒ Daily Recap by Participants

Group

ƒ Project Management
Components

ƒ Situation and Stakeholder

Analysis

ƒ Project Life Cycle

ƒ LFA Techniques

ƒ PIP

ƒ HRD

ƒ Financial
Management/Budgeting

7. Please describe any three key learning’s from the programme

a)

b)

c)

8. How do you propose to use the learning’s from the training programme

a)

b)

c)

9. Which other topics for training would you like to suggest

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 Constructive Catalyst Community Development Consultancy Services Pvt. Ltd

a)

b)

c)

10. Any other suggestions or comments you would like to make on the overall training
programme

Thank You!

Annexure 3

Directions
For Ten Rounds the Green Team will select either an “A” or “B” and the
Red team will select either an “X” or “Y”. The score for each team is
determined by both teams joint decision. It is computed according to
the following schedule:

Green Team Red Team # of Points

Choice Choice
A X Both Teams win +3
A Y Green Team -6
Looses +6
Red Team Wins
B X Green Team +6
Wins -6
Red Team
Looses
B Y Both Teams -3
Loose

Round Choice Cumulative Points

Green Red Green Red

4*

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Constructive Catalyst Community Development Consultancy Services Pvt. Ltd

9*

10**

Total

21