(PROGRAM TITLE)

PROGRAM IMPLEMENTATION REVIEW

I. SUMMARY
1. Overall assessment
 Provide an overview of whether the program is successful or not in terms
of the extent of program achievements and the performance of program
management.
2. Lessons learnt
 Provide a summary of what have to be done differently to rectify the
shortcomings of the programs under review and to improve the
delivery/implementation of future programs
3. Follow-up actions
 Provide a high-level action plan to implement the recommendations.
II. BACKGROUND
1. Program background
 State the key points for implementing the program under review, its
objectives, expected outcomes and deliverables, and the key
stakeholders involved.
2. Review objectives and scope of assessment
 State what the PIR aimed to accomplish and the program areas
examined in the review.
3. Formation of review team
 State the review team composition.
NAME ROLES IN THE REVIEW RELATIONSHIP WITH THE
TEAM PROGRAM
Name of the team member State the role in the review State the relationship with the
team, e.g., review team program under review, for
leader, review team member, example, original program,
etc. team member, independent
third party, etc.

4. Review methodology
 Describe the review methodology, including the performance measures
used to evaluate program performance. Describe the data collection
approach.
The review team can use the following table to summarize the review methodology.
PROGRAM OUTCOMES PERFORMANCE DATA COLLECTION
MEASURES APPROACH
State the program outcomes Short description of the State the data collection
to be measured performance measures used method

5. Limitations and difficulties encountered (if any)

 Discuss the limitations of the review methodology and difficulties
encountered.
 III. ASSESSMENT OF PROGRAM ACHIEVEMENT
1. Program outcomes
 Describe whether the expected program outcomes are achieved or not
and to what extent. State whether there are any unintended outcomes
(positive and negative).
PROGRAM OUTCOMES ACHIEVEMENT REASONS FOR
DEVIATIONS
Program objectives State the level of Explain the reasons for
achievement deviations
Benefits State the benefits realized, Explain the reasons for
including tangible and deviations
intangible benefits
Stakeholder satisfaction State the stakeholder Explain the reasons for
feedback deviations

2. Program management
 Describe the program management performance.
ASPECTS EXPECTED ACTUAL REASONS FOR
PERFORMANCE PERFORMANCE DEVIATIONS
Scope State the deliverables State the actual Explain the reasons
expected outputs delivered for deviations
Cost/budget State the expected State the actual Explain the reasons
program expenditure program expenditure for deviations
and staff resources and staff resources
required used
Time State the expected State the actual Explain the reasons
program completion program completion for deviations
date (including for the date (including for the
key milestones) key milestones)
Quality State the expected State the actual Explain the reasons
quality standards quality standards for deviations

IV. LESSONS LEARNT AND RECOMMENDATIONS

1. Lessons learnt
 State the lessons learnt which may be used to improve future program
delivery; distinguish between program-specific lessons and general
lessons.
2. Recommendations
 Describe the measures to rectify the problems identified, to realize
benefits not fully delivered, to reap extra benefits, etc. Explain whether
the existing policies and practices should be changed.
3. Action plan
 Describe the action plan to implement the recommendations and
disseminate the review findings.

V. ANNEX
1. GAP ANALYSIS
A. Identify the current state
  Know where you are at the present time. Be clear as to what is
being described and what is not. This will avoid scope creep and
keep your analysis focused. Then comes collecting contextual
information. That means collecting qualitative information, such as
what are your team processes/action plans and methodologies.
B. Identify where you want to go
a. Mark the point(s) in the future that you’re aiming for. Think about
where that should be, what’s not happening that needs to happen,
what could be happening that hasn’t before or has changed, and
what needs to happen to get there.
C. Identify the Gaps
a. Ask yourself questions that are applicable to your program and
answer them honestly.
D. Bridge the Gap
a. Devise a way to close the gap.
b. Follow the guidelines of basing all improvements on the information
you discovered when you identified the gap.
c. Consider the cost of implementation for each solution that you come
up with; you might not have the capital or capacity to achieve it.
d. Figure out the date at which the gap will be closed. If you don’t have
a deadline, it will get overlooked or ignored.

(NOTE: It’s important not to try and close too many gaps at once. If you put too much stress on
any program, it’s going to break.)

2. GAP ANALYSIS TOOLS

A. SWOT Analysis
a. Strengths
Strengths are one of the two internal factors you will map out in your
SWOT analysis. It speaks to where you have a competitive
advantage in your program or organization.
b. Weaknesses
Weaknesses are the second half of your internal review. Here you
will look at where you’re falling short in your program
implementation or program planning.
c. Opportunities
Opportunities are the first half of your exploration of external factors
impacting your program. Here you’ll be looking for what in the
program environment you can exploit to your advantage.
d. Threats
Threats are the second half of external factors in the program
environment that can harm your program.
The review team can use the following table to summarize SWOT analysis
  Positive Negative

Strengths Weaknesses

Internal
Identify internal strengths Identify internal weaknesses

Opportunities Threats
External
Identify external opportunities Identify external threats

     

B. PESTLE ANALYSIS (political, economic, social and technological, legal

and environmental)
Brainstorm the factors which have an impact on the University: consider
the following categories.
a. Political Factors
 Government policies: National, state/provincial, local, other
 Government resource allocations.
 Stakeholder needs or demands.
 Lobbying/campaigning by interest groups: local, national,
international. Influences/pressures from international actors,
e.g., other governments, international organizations, etc.
 Armed conflicts.
 Changes in power, influence, connectedness of key relevant
actors/groups.
 Expected direction of future political change: future policy
prospects; upcoming elections and possible change in
government (local, state, national) and its consequences;
other relevant political trends.
b. Economic Factors
 Economic situation: local, national, regional, global.
Economic situation of specific relevant communities or
population groups (including employment, taxation, mobility,
etc.).
 Economic situation and prospects of any relevant industries.
 Infrastructure: local, national, other.
 Financial situation of key partners or other relevant entities.
 Availability of private sector resources relevant for the
program/initiative.
  Expected direction of economic change: prevailing economic
trends, trade and market cycles; expected economic
interventions by governments and their consequences; other
relevant economic trends.
c. Social Factors
 Demographics and population
 Health among populations.
 Education levels.
 Access to essential services.
 Public perceptions (of an issue, an initiative, an organization
or other actor).
 Relevant customs, traditional beliefs, attitudes (e.g., towards
children, adolescents, gender, etc.)
 Media views.
 Role models, celebrities, spokespersons.  Knowledge,
attitudes and practices of a particular population group (with
regard to a relevant issue).
 Potential for knowledge exchange.
 Migration (which also has political, economic and legal
dimensions).
 Major relevant events (upcoming or already happening) and
cultural trends.
 History, to the extent that it affects social attitudes and
perceptions.
 Factors in social identity, e.g., religious, socio-ethnic,
cultural, etc.
 Dynamics of how social change happens in the given
context.
 Management style, staff attitudes, organizational culture
(within a major relevant organization).
 Expected direction of social change: broad trends in change
of social attitudes (e.g., towards a relevant issue); other
relevant social trends.
 Credibility of information sources or communication channels
(e.g., media outlets, well-known individuals, etc.) among a
target population. Reach of information sources/
communication channels among a target population.
d. Technological
 Population groups’ access to technologies.
 Patterns of use of existing technologies (which may be
changing, e.g., evolving use of mobile phones).
 New technologies that could impact the context significantly,
or that could be used to achieve objectives.
 Technologies and related infrastructure/manufacturing /
importing requirements for an initiative to succeed
 Possible replacement/alternative technologies
  Potential for innovation
 Technology transfer, access, licensing issues, other issues
related to intellectual property rights.
 Foreseeable technological trends: economic and social
impact of adoption of existing technologies; rate of
technological change; other technological trends.
e. Environmental
 Contextually relevant environmental issues: global (e.g.,
climate change), regional (e.g., flooding, droughts, etc.) or
local (e.g., contamination of water supplies).
 Relevant environmental regulations or requirements (e.g., for
assessing potential climate change impacts of specific
activities, conforming to national or international
environmental regimes, etc.).
 Environmental impacts of planned or ongoing activities.
 Climate, seasonality, potential impacts of weather.
 Trends or expected future developments in the environment.
 Geographical location
f. Legal
 Human rights (including but not limited to child rights and
gender rights)
 Existing legislation having an impact on any relevant factors
(economic, social, technological, environmental or other
factors relevant to the issue), or affecting population groups
relevant to the issue, or impacting the work of the
organization or its partnerships.
 Pending or future legislation.
 International treaties/agreements, either existing or in
preparation.
 Standards, oversight, regulation and regulatory bodies, and
expected changes in these.
 Ethical issues.
The review team can use the following table to summarize and rate PESTLE factors

PESTLE Impact Map

   
IMPACT
HIGH MEDIUM LOW FACTORS FACTORS LOW MEDIUM HIGH

        P        
POLITICAL

        E        
ECONOMIC

        S        
SOCIAL

        T        
TECHNOLOGICAL

        L        
LEGAL

        E        
ENVIRONMENTAL

C. DISCUSSION
Discuss how to manage the SWOT results and PESTEL factors with the
highest impact which are the biggest threat to achieving our strategy in
your program.