It often falls to the management scientist to evaluate how well a program (in the private, non-profit, or government sector) is performing.  There is a great number of ways to go about this task.  This article discusses some of the ways to evaluate a program.  

Different analysis techniques can be applied to the evaluation task, and as we shall see, the chosen technique is quite important. I don’t address the details of technique in this article  My emphasis today is on the variety of evaluation philosophies (principles).  

I had occasion last week to tell the story of my high school friend Allen (name changed to protect his by now certainly stellar career). We had met again back in Evanston, before starting our sophomore years in college. I’d just finished a summer job as camp counselor in Wisconsin’s north woods; Allen had worked for Searle laboratories in Skokie.

What was it that my late aikido and Zen sensei asked me to do, on that day twenty-some years ago?  I do remember his request struck me as difficult to carry out, and perhaps not really necessary. I recall with great clarity the short exchange that followed the request:

“I’ll try,” I waffled.

Sensei just stared at me.

“OK, I get it.  There is no try, only do or don’t do.”  I weakly attempted to mollify Sensei with a line from the new film, Karate Kid.