Developing a Plan for Outcome Measurement Overview Welcome to the e-learning lesson on developing a plan for outcome measurement. The world of evaluation uses countless words and varying terminology to describe the process of evaluating outcomes.
Would you like to merge this question into it?
MERGE already exists as an alternate of this question. Would you like to make it the primary and merge this question into it? MERGE exists and is an alternate of. As you work toward the development of your outcome objectives, ask yourself the following questions to ensure they are SMART objectives.
Are your outcome objectives Specific? When we form an expectation, we do so with the view that we might later judge if the result of some course of action was worthwhile or sufficient to justify the effort. If that expectation is too vague, its usefulness as a starting point for evaluation decreases and its worth in helping to guide or direct our efforts diminishes.
When the year comes to a close, your success will, in all likelihood, remain somewhat in doubt. What exactly did you mean by "better"? How much better did you expect to be? Moreover, your resolution provides you with very little guidance regarding what you should be doing to bring about this outcome.
To be of real value, our outcome objectives need to be as specific as possible. They need to specify as clearly as possible what it is that we expect to change as a result of our program, and in what direction that change might occur. Most often this will be a change in some behaviour or condition viewed to be causally implicated in rates of tobacco consumption, exposure to second-hand smoke and, more ultimately, in the occurrence of tobaccorelated illness.
Sometimes shorter-term outcome objectives might be appropriate. These may specify a change that is believed to be a necessary first step, or precondition to more fundamental behavioral change. Wherever possible, outcome objectives should also specify how much change is expected over a particular period.
For example, to our bulleted point above about retailer compliance we might add to our objective the stipulation that the proportion of retailers who sell tobacco to youth will decrease to five percent by March However, estimates of the amount of expected change should not be based on wishful thinking.
If a body of literature exists that examines the past successes of similar programs in the same or other jurisdictions, this might provide clues as to the amount of change that can be reasonably expected. If such clues do not exist it may be possible to poll stakeholders to determine what they, as a group, think would be a reasonable or acceptable level of change given the resources available for the program and the circumstances under which it is implemented.
In all cases though, where there may be some lingering uncertainty about the amount of change we expect, modesty may indeed be a virtue. Predictions of monumental accomplishments may only be impressive for a short while and, to the extent that actual observed change is substantially less than was predicted, otherwise significant accomplishments may be downplayed or under-valued.
Finally, outcome objectives should also specify exactly who we hope will experience the change that our program is designed to create. In essence, this means that our outcome objectives should specify the target population for our program or intervention.
This will not only tell us where we should be looking for change when we evaluate our efforts, but also may help to ensure program efforts are not misdirected during implementation. Are your outcome objectives Measurable? For your outcome objectives to be a useful starting point for evaluation they must refer to measurable outcome dimensions.
More specifically, your outcome objectives must refer to observable indicators of program accomplishment. In and of itself it is difficult to see how this might be measured. To create useful outcome objectives this somewhat general notion needs to be operationalized by stipulating more tangible and concrete indicators that can be actually observed and counted.
Therefore you might conclude that your outcome objective will be to increase the number of workplaces that have implemented and enforced smoke-free policies. This can be measured more or less directly and, to the extent that an increase attributable to your program efforts is observed, it indicates that you have moved toward your more generalized desire.
Questioning whether your outcome objectives are specific will often do a great deal to ensure that they are also measurable. That is, if you follow the suggestion above - clearly specifying exactly what you expect to change within a population as a result of your program - then your outcome objectives will, in all likelihood, be measurable.
Sometimes, even though an outcome indicator is measurable, the actual techniques and strategies required may require time and resources simply not available to you.
This may be particularly likely where programs target large populations and measurement of change in that population is not a practical option. Measurement restrictions are also a concern where programs target special populations that are difficult to access, where language or cultural barriers exist, or where ethical concerns regarding data collection are at issue.
Where an outcome objective is deemed largely "not measurable" on such grounds, it may be necessary to seek other indicators of success. These indicators may well come before or after those that cannot be measured, or they may outline evidence of success available at different "levels of analysis" e.
Are your outcome objectives Achievable? If you can answer yes to each of the two questions above, you will already have done much to ensure that your outcome objectives are achievable and realistic.What was the outcome when you had to take a lead in an important project?
please answer my question asap!!!! thank you. schwenkreis.com What was the outcome when you had to take a lead in an important project?
please answer my questi.. Answer / vinay. Hi mam I am vinay I . The outcome when you had to take a lead in an important project? In taking the lead of an important project also has to be patient at all times.
Because this was the least you can do for.
Jan 19, · Best Answer: Things worked out well. I was working with good people who all had the same focus. We all brought different ideas to the project, but we were able to bring it all together with a good result on the end. We did the entire project online and it Status: Resolved. The outcome when you had to take a lead in an important project? In taking the lead of an important project also has to be patient at all times. Because this was the least you can do for. May 07, · Best Answer: personally i have always liked to lead during important projects. I don't like being dragged down by others and I often find that my drive to suceed helps others get in gear and do what needs to be done to get the best schwenkreis.com: Resolved.
May 07, · Best Answer: personally i have always liked to lead during important projects. I don't like being dragged down by others and I often find that my drive to suceed helps others get in gear and do what needs to be done to get the best schwenkreis.com: Resolved.
The outcome when you had to take a lead in an important project? In taking the lead of an important project also has to be patient at all . Jun 21, · Best Answer: tell the truth.
did it go well or badly. The last time i was project manager on a finance project at schoole it went verry well. when you pick good people to work with and point them in the right direction you are on the right schwenkreis.com: Resolved. Don't confuse project outcomes with business outcomes As the new year approaches, here's one resolution that will pay you back big time if you stick with it through