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.
|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|
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.
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.