Self-evaluation is a method whereby the experts directing the practical work are identical with the assessors. This means that the actors check their own activities – they are therefore at the same time responsible in practice and responsible for the appraisal.¹ In terms of content, the questions in a self-evaluation are no different from those in an external evaluation. The focus is on appraising a project’s relevance, effectiveness and economic viability. In a supported self-evaluation, a recognised institute or a recognised expert assists the project managers in planning, implementation and reporting of the self-evaluation.
Advantages | Disadvantages |
Greater motivation of those being evaluated | Less distance |
Insider knowledge can be used | Fundamental questions asked less |
Evaluators are familiar with the subject | Lack of evaluation knowledge |
Ownership of results leads to swift implementation | Less legitimacy for outside world |
Greater acceptance of results within the organisation | |
Less costly to organise |
Suitability
Self-evaluation is particularly suitable for appraisals that are carried out for the purpose of learning. It is well suited to analysing processes and to bring about step-by-step improvements. Self-evaluations can also be carried out when funds are tight.
Important Attention must be paid even in self-evaluations to ensuring that there is enough time and resources, the requisite know-how exists or is made available, and responsibilities are clearly defined. Self-evaluations will otherwise often fail due to the complexity of the methods and a lack of resources. |
¹ Source: Hildegard Müller-Kohlenberg, Wolfgang Beywl (2003): Standards der Selbstevaluation, Begründung und aktueller Diskussionsstand. Zeitschrift für Evaluation 1/2003, Cologne.