Figure C7h.1 Evaluation indicators; model of indicators for a project evaluation
Relevance
The concept of relevance is studied in many different areas, emphasizing the systemic perception of details and the whole and their links (e.g., the logic of project preparation and implementation).
Various theories of knowledge have different implications for what is considered relevant, and these basic views have implications for all other areas.
Example definition: "Something (A) is relevant to the task (T) if it increases the probability of meeting goal (G), which is implied as to the task (T)." (Hjørland & Sejer Christensen, 2002).
A thing (object) or information can be relevant; it doesn't matter if we talk about a thing (object, data) or news. Relevance says how appropriate something is to what is being done or told at the moment. An example of relevance is someone who talks about costs when a project is under preparation.
The word relevance has many synonyms: importance, meaning, connection, relevance, suitability, objectivity, use, carrying capacity, suitability, kinship, usability, etc.
The question is what is relevant or applicable to a project. What is happening, or how the project is prepared and implemented. Is the project appropriate for the coming digital age?
Coherence
Coherence comes from the Latin word "to hold together." When you say principles, arguments, and strategies are coherent, you praise them for making sense. The definition defines coherence as logical or consistent processes that allow us to see the whole and reassure us that the whole makes sense.
Generally, we can look at coherence as an argument with no inconsistencies. In the preparation and implementation of projects, there is a logic of project steps (algorithms) that ensure the correctness of the work (e.g., a plan for collecting, measuring, analyzing, replicating, and storing data in the project life cycle).
The basis is the cohesion of the teams working on the project. It ensures coherency between the project's goal and the paths to the individual milestones until the end of the project. Coherence tells us that when the links in a project are coherent at the detail levels, all its parts fit together well.
Figure C7h.1 follows the diagram technique from previous Chapters and says: that the direct (short) path from project inputs to the project implementation is a naive approach (but frequently used, especially with subsidies; as soon as the client gets the money into the account, he starts spending).
Therefore, it is necessary to go on a long way. Any inputs must pass through the project preparation process, and this process must have adequate outputs. All outputs integrated into project stages must go for each step to prove relevant outcomes.
If the project is closed, all outcomes have an expected impact on the project goal and its internal and external environment. The impact is not only a single-purpose parameter bound only to the end of the project. We can read it from the map of all assumptions, inputs, output, and outcomes.
It is thus part of a more comprehensive project cycle (linked to insurance, warranty, etc.). This approach always finds application in resolving irregularities that occur during and especially at the end of the project.