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MAJA DRAZIÓ
external, formal and informal sources). This kind of monitoring is done
at the level of EC or European delegation (it stands for monitoring which
is done by the donor).
3) External Monitoring involves external agents (donor officials or
contracted consultants and the use of donor designed and approved mo¬
nitoring methods and reporting formats which are designed primarily to
meet the donor’s own upward reporting and accountability requirements.
In this work, the main focus will be on internal monitoring intended as an
added and external (to project management) input, which is usually done
with the aim of getting technical, methodological and strategic advices anda
bigger picture in relation to project management and its sustainability, impact,
relevance, efficiency and effectiveness.
A good internal monitoring process should be a key element of good project
management, since it supports timely decision making by project managers and
other stakeholders (partners, targets, etc.), ongoing learning, accountability
for result achievement and risk management. While the general purpose of
monitoring is very clear by its definition, in the context of aid effectiveness and
international cooperation development, monitoring should be more oriented in
ensuring the principles of partner ownership, alignment with local systems, do¬
nor harmonization and mutual accountability for development results.’° In Pro¬
ject Cycle Management Guidelines" it is clearly exposed that one of practical
ways of promoting ownership among local stakeholder and on different stages
of Project Cycle Management” is to promote monitoring as a learning process,
not only as an “auditing” tool.
The current efforts in further improvement of monitoring process are
oriented towards changing some of the aims of monitoring, which should
be more focused on enhancement of participation and ownership of local
stakeholders of development processes. That kind of monitoring would implicate
a continuous dialogue with partners and stakeholders as well as with the EC
and should foresee activities aimed on supporting the effective and successful
have responsibility for broad and different portfolio activities. (European Commission,
Strengthening project internal monitoring.)
10 Ibid.
European Commission, Aid Delivery Methods
Project Cycle Management is a methodology for the identification, preparation implementation,
monitoring and evaluation of projects and programmes. PCM methodology is based on the
principles of the Logical Framework Approach. It helps specify key tasks, quality assessment
criteria, roles, responsibilities and decision making options to support effective management,
the achievement of desired results and learning from experience (European Commission,
Strengthening project internal monitoring.).