Abstract
Essential step in an evaluation process are descrived. Evaluation projects often follow a somewhat different process because sponsors have considerable incentive to shape the process. The evaluation process can be distorted by altering transactions, by disregarding steps, or by modifying information flowing from a given step in the process. Several types of managed evaluation processes are described to predict evaluations unlikely to provide useful results. To improve the prospects of success for evaluation projects, some essential dialogues between evaluators and sponsors are sketched.
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