Q.5 CIPP is considered as a comprehensive model for evaluation. How CIPP model can be used to evaluate educational administration/management.
Topic: | CIPP Model Evaluate Educational Administration, Management Q. CIPP is considered as a comprehensive model for evaluation.
Answer:
CIPP
was developed by the Phi Delta Kappa Committee on Evaluation in 1971 (Smith,
1980). Stufflebeam (1971a) describes
evaluation according to the CIPP
model as a “process of delineating,
obtaining and providing useful information for judging decision alternatives” (p.267).
In other words, CIPP is based on providing information for decisions
(Stufflebeam, 1971b).
Moreover, Boulmetis and
Dutwin (2005)
named the CIPP
model as the
best decisionmaking model.
Use of CIPP model in making evaluation:
Extracting
actionable results from a project's results can be challenging. The CIPP models
considers four factors in evaluation --
Context, Input, Process, Product -- from which it derives its name. Daniel Stufflebeam created the CIPP model in 1966 to evaluate federally
funded projects and it has grown into a general evaluation method across all industries. The
goal of CIPP analysis is to use the observable information about
context, input and product to evaluate the efficiency of your process.
1. Evaluate the Context in which the project was executed.
Consider the effects of other projects and the budget in your division, changes within your
company as a whole, the overall health of the industry as well as the national and global economy, to the
extent that they may be relevant to your
project's results. A new marketing strategy may be very effective but show poor
results if the industry is in decline
or consumer spending is down during a recession.
2. Evaluate the Inputs to the project. Take a second look at
the information you used and the assumptions you made when planning the project. Your process could
be very effective but the project may have been planned with flawed or
incomplete information. Also look at the raw materials put into the project, including both commodities and human capital.
Evaluate whether the team that executed the project had the
expertise needed to make the project succeed.
3. Evaluate the Product, or the results, of your project. A
project is not simply a success or a failure. Evaluate customer feedback on the
product or service. Determine whether or not the actual product met design specifications. Compare the actual to the estimated and
budgeted costs.
4. Determine what the information from Context, Input and
Product tells you about how you can improve your process. The Process
component of CISS includes identifying problems in your analysis of context, input and product and
following them to the source.
Related Topics
Part 1
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