Project Evaluation Program Analyst Review Form

Guidelines for Use of Project Review Form

This form is to be used as a part of the review process for project-specific evaluation of the analyst. Project reviews are used to determine career development objectives, provide training opportunities and assess promotion readiness. As such, reviews should address current performance in the context of past personal development objectives and should provide suggestions for future development needs. Neither sub-scores nor overall assessment should be adjusted to reward extra effort or hardship on the case.

A successful feedback process includes:

· Synthesis of feedback from the leadership team. All members of project leadership are expected to discuss the commentary and scoring prior to reviewing with the analyst.

· Constructive ideas with specific observations that illustrate the changes being suggested. Comments should always be included when any score other than a 3 is delivered, even as a sub point.

· Fair and candid appraisal. Scores are meant to reflect where the individuals stand against a long term average for individuals of similar tenure. Individual reviewers are expected to have a balanced distribution of scores over an extended period of time.

· Two-way dialog. All parties need to practice good listening and feedback skills. This should be done with face to face interaction. The review process should lay the foundation for more productive team interaction in the future.

· Timely feedback. Formal review should be done while the experience is still fresh (within three weeks of end of the project). Formal reviews should reinforce the informal feedback that is appropriate during the day-to-day management of the project. Few or no "surprise observations" should occur during the formal discussion.

Scoring should be easily interpreted and balanced. Do not use scores that are "between the boxes" or fractions. The expected distribution of overall project rating scores over time should be:

1 - Outstanding. Strength in all dimensions

2 - Performance well above expectations for someone of this tenure along all major dimensions.

3 - Meets expectations. Performance strong along a number of dimensions, few weaknesses. Exactly what I would expect from someone of this tenure

4 - Fell short of expectations. Performance weak in one or more areas

5 - Very poor performance.

The Mutual Development Agreement should be filled out by the reviewed and be agreed and signed by the project leader, manager or officer on the project. The hope is that the project leader, manager or officer on the project had a discussion with the analyst around development objectives at the outset of the project. The pair should have agreed to identify opportunities to support the analyst in working on his/her objectives during the project (e.g., be sure to find an opportunity for the analyst to present to senior management, carve a piece of work that is very complex, analytically, etc.). This discussion is by no means a promise, as all understand that situations can change during the course of a project; however, it is a two-way commitment to the analyst’s development. At the completion of the project, the pair can return to the objectives and note progress along the specific dimensions.

Reviewee Name

First NameLast Name

ID Number*

Team

Cohort

Reviewer Name

First NameLast Name

Date of evaluation

MonthDayYear

Evaluation period start

MonthDayYear

Untill

MonthDayYear

Project name

Team owning project

Project lead

Steering comittee

Internal review

Project decription / context (Please do not include any evaluative information here)

Experience gained on project (Please do not include any evaluative information here)

Special circumstances (client relationships, project outcome, clarity of objective, degree of management required, special situations, etc...) to be considered

Has a case team debrief taken place (to discuss strengths and weaknesses of the case team process, work/life balance, value created for client)? (Yes/no)

Content expertise

Quickly learns about project topic areas and builds strong agricultural expertise in range of programmatic areas

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Overall - Content expertise

	1	2	3	4	5

1 is Very poor performance, 5 is Best

Comments

Problem-solving and Analysis

Identifies key problems, develops and applies appropriate frameworks, and structures analysis in own areas of focus, with some guidance

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Acquires and distills relevant high-quality research and data from multiple sources with some guidance; effectively applies principles of research design; demonstrates a basic understanding of relevant research methodologies in own areas of focus; supports quality control to ensure validity and accuracy of data

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Conducts preliminary quantitative and qualitative data analysis and synthesis using relevant formats (excel, powerpoint, etc.), with guidance; delivers timely analyses including quality checks that minimize errors in accuracy and presentation, with guidance

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Identifies key insights on gaps and priorities and develops actionable recommendations for own areas of focus, based on analysis, and with guidance

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Demonstrates a strong understanding of high-quality outputs in different formats, and contributes to the creation of high-quality output with some guidance

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Overall - Problem-solving and Analysis (required)

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Comments

Project and module management

Meets deadlines with high-quality output; prioritizes assigned tasks and manages workstreams from start to finish with some guidance, including timelines, content, and stakeholder input / validation

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Proactively identifies risks and issues affecting task or workstream delivery; promtly communicates upward with solution options

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Identifies key required resources, including budgetary, human resources and logistics, to ensure deliverables are properly executed, with some guidance; communicates upward as required

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Overall - Project and module management (required)

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Comments

Stakeholder coordination and management

Organizes, talks to and conducts interviews with up to mid-manager level stakeholders in a mature and appropriate fashion

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Demonstrates an understanding of stakeholder sensitivities, and develops options to address these; communicates upward as required

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Supports capability building for Ministry counterparts, Fellows and other partners, where relevant and with guidance

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Actively invests in building long-term relationships with key stakeholders even after work is complete

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Overall - Stakeholder coordination and management (required)

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Comments

Communication and presence

Presents ideas and responds to queries clearly, concisely and in a self-assured way in internal team meetings and with external stakeholders; asks thoughtful, succint questions

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Supports completion of high-quality written documents and/or presentations of data analysis, in relevant formats, with some guidance

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Overall - Communication and presence (required)

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Comments

Leadership and team development

Demonstrates an innovative, curious mentality that challenges the status quo

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Initiates and participates in cross-collaboration among program teams and other areas within the organization

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Effectively seeks and acts on input from supervisor and others where relevant; provides upward feedback; can start to manage junior analysts on specific tasks if required

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Contributes to positive atmosphere in teams and supports team members; facilitates cross-team collaboration with coaching

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Overall - Leadership and team development (required)

	1	2	3	4	5

1 is Very poor performance, 5 is Outstanding

Comments

Initial case development objectives (Sources: personal goals, training objectives, etc...)

Agreed-to actions for current case

End-of-case comments on progress toward objectives / change in situation

The first two columns are to be filled out jointly by the program analyst and Officer, Manager or Project Lead at the start of the project. The last column is to be filled out at the conclusion of the project.

Greatest strengths demonstrated on this project

Key areas for development highlighted by this project

Learning and experimentation: three things to try on next project (skills development, training, etc.)

Overall rating

	1	2	3	4	5

1 is Very por performance, 5 is Outstanding

Overall Comments

Has an upward feedback discussion taken place?

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Project Evaluation Form for Analyst

Core Competency Evaluation

Mutual Development Agreement

Summary

Overall