- Gantt Diagram, used both for planning and monitoring the projects;
- Logical Framework Matrix (LFM), tackled within a systemic framework approach;
- Matrix Organization, meant for optimizing the relationships between project team members and for facilitating information exchange;
- Probabilistic Management Methods (PERT, CPM, etc.), designed for both project planning and for their monitoring and evaluation;
- Monitoring with specialized information programs (Microsoft Project, BaseCamp, QuickBase, etc.), used for tracking in real time the projects’ evolution, but also for the dynamic and computerized resources reallocation;
- Benchmarking techniques, on their basis being defined performance indicators, for the assessment of projects, processes and management relations, by relating to different reference levels determined in terms of similar projects performance that were developed in competitive organizations;
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Balanced Scorecard Management Systems, through which the team members are provided with the necessary informational flows for decisions making process, on the base of leading indicators or lagging indicators;
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Internal audits, whose utilization is susceptible to provide the team management with relevant information regarding the compliance to applicable standards, procedures and regulations;
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Initial, intermediate and final activity reports.
Regarding the monitoring and evaluation processes, recent contributions in the field of project management focus vastly either on the reconfiguration of already existing techniques and tools for monitoring and evaluation, or on the adaptation of the monitoring and evaluation methods taken from other areas of research to the specific of the management projects.
Also, currently, monitoring and evaluation processes include both qualitative and quantitative components in an attempt to capture as complete as possible a certain project progress and development (Espinosa, 1997).
Different international entities developed directory lines applicable within the field of project management, binding applicable elements, which are based on concrete previous experiences encountered in the business area with theoretical elements, as a consequence of a detailed research activity, led by well – known experts in the field of management.
One of the most used tools encompassing directory lines applicable to the field of project management is Project Cycle Management Guidelines, which asserts also a set of tools used in projects operation: logical framework approach, Key Quality Assessment, risk management matrix, progress reports, annual operational plans, initial, intermediate and final activity reports.
Within each stage of the project management cycle the most adequate methods for monitoring and evaluation are known just for a short period of time (Gokhale & Bhatia, 1997), their sequence and the way they are simultaneously or consecutively applied during project implementation depending on a set of subjective and objective factors, but also on the ability, experience and expertise of the project manager.
Muhammad Alothman 