000			01329pab a2200157 454500
008			180718b2000 xxu||||| |||| 00| 0 eng d
100			_aHubbard, Michael
245			_aPractical assessment of project performance: the `potential impact' approach
260			_c2000
300			_ap.385-95
362			_aDec
520			_aThis article sets out an approach to assessing project performance, using `potential impact' of the project. Its purpose is to assist project design and evaluation. In project design, potential impacts of alternative activities on the project objective are compared, in order to select activities with the greatest impact. In project evaluation, potential and actual impacts of a project are compared. Additional benefits of the approach are that it indicates `value for money' of development assistance invested in projects, and easier tracing of reasons for underachievement in projects to weaknesses in their design or management. Limitations are that it relies on informed judgement of the planners of evaluators and the categories for rating performance may unavoidably be broad. It complements the logical framework approach by providing a practical design and evaluation tool. - Reproduced
650			_aProject management
773			_aPublic Administration and Development
909			_a47801
999			_c47801 _d47801