Planning, Monitoring and Evaluation - Afforestation, Reforestation and Forest Restoration in Arid and Semi-arid Tropics - page 223

9.2.2 Managing Information Load

It is not enough just to get data and reports from field and keep these nicely filed. Data
and reports must be studied, compiled, analysed and interpreted to draw conclusions
and to take meaningful action on the basis of such conclusions. Compilation of data
can be done either manually or with the help of computers.
Use of standardised forms helps in compiling information and interpreting it.
Reporting procedure should be worked out in advance and the process of compilation
should be automated, whether using computers or not.
If a computer is used, spreadsheets can be developed with relative ease, and
automated with macros, either by the manager himself or by a computer operator.
Alternatively, a management information system (MIS) can be developed and de-
ployed. An MIS will not only automate reporting but also enable automatic analysis
and printing of reports. It can automatically generate project appraisal documents
for presentation to a visiting team from the programme's funding agency which may
be anxious to learn about the overall shape of the programme but doesn't want to be
concerned with details.

9.2.3 Interpreting Reports and Drawing Conclusions

Monthly progress reports (MPRs) is the standard way of watching financial progress
of a programme, while for physical progress weekly or fortnightly reports may be
preferred. Once the reports have been compiled at division or project level, the
progress made may be compared with the proportionate targets. Suitable action may
be taken to speed up the programme if it is too slow, and if the progress is too fast,
one may like to reassure oneself on the quality of work. Flow of this information,
coupled with extensive field inspections, should thus make it possible for a manger
to monitor the programme effectively.
Schedules, calendars and networks should be kept in view while reviewing peri-
odic progress reports. If work on a particular activity is too slow—so much that it is
likely to hit a critical path—urgent and suitable action may be taken to remedy the
situation.
An MIS used as a decision-support system can be a highly effective tool. An MIS
not only helps a manager in arriving at the right conclusions quickly and effortlessly,
but also suggests suitable action to remedy a situation. It provides the manager with
what-if scenarios to predict the effect of different proposed actions, and enables
him to choose the best option among the ones he is considering. For example, if
the rains are approaching and the planting stock is not ready, the manager may have
some options before him, such as use of the agroforestry plant stock for planting in
afforestation sites, and raising extra plants to meet the agroforestry target. But does
he have the required species in required number? What number of each species is he
short of? When can a particular species grow in time for use in agroforestry? Such
questions can be answered with better accuracy and reliability if a computerised MIS
is used.