The concept of Program/Project Assessment is complex due to the large number of stakeholders involved in the process. At times the entity requesting the assessment may be motivated by several conflicting interests. Upper management may not fully support the Assessment process or the recommendations.

 

Harrison indicated that diagnosis (assessment) could only be successful if it provided clients with data, analyses, and recommendations (2002). Lusthaus et al identified the need for a focus on issues of learning and knowledge coupled with the use of the assessment for improvement.

Step 1

Review the following:

• Harrison, M.I., Diagnosing Organizations: Methods, Models, and Processes 3rd Ed
  • Chapter 1
• Lusthaus et al., (2002). Organizational assessment: A framework for improving performance.
  • Chapter 7: Implementing An Organizational Assessment

Salapatas, J. N. (2000). Best practicesthe nine elements to success. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute. See attached file.

Step 2

Post an initial response in at least 400 wds. Please include material from the course reading in your initial post. The initial post should includeat leasttwo in-text citations and references for your sources. Include the following in your response:

1. Explore in detail the key issues such as stakeholder buy in, management buy in, and staff buy in of the assessment/evaluation process.
2. Identify and reflect on issues that both supported and hindered your capacity to implement and complete the assessment/evaluation process
3. Reflect and discuss what you might do differently in terms of assessment/evaluation implementation in the future.
4. Apply the concepts from the Salapata's article to your experience with project assessment. 
5. Explain why you agree or disagree with the concepts around assessment in the Salapata's article.