1 pm4dev, 2007 management for development series Introduction to Project Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS
2 PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development projects for international humanitarian assistance and relief organizations PM4DEV 2007 Our ebook is provided free of charge on the condition that it is not copied, modified, published, sold, re-branded, hired out or otherwise distributed for commercial purposes. Please give appropriate citation credit to the authors and to PM4DEV. Feel free to distribute this ebook to any one you like, including peers, managers and organizations to assist in their project management activities.
3 INTRODUCTION Project management is not a new management fad; it is a professional practice that has reached wide acceptance in many industries from government to technology. Organizations that have adopted project management as a key competency have benefited from improved project outcomes to significant competitive advantage. Unfortunately there is very little material on project management written exclusively for the development and humanitarian assistance sector. Most of the information available to development organizations focus on the funding and monitoring and evaluation process; but there is little information about all the management competencies, methodologies and practices required to manage a project from beginning to end. Development organizations are facing increasing demands to do more with less, from becoming catalysts of change in the communities they serve to deliver the project on time, under budget and in the quality not only expected but demanded by donors and beneficiaries. To face these challenges development and humanitarian assistance organizations are in urgent need of the tools, practices methodologies that a well established project management methodology can provide, one that has been quite successful in other industries. Donors are requiring better controls and more professional managerial competences in the staff responsible for managing projects, it will not be a surprise that in the near future this competence is not only required but demanded. It is PM4DEV s belief in the need for a new project management methodology that responds to the current challenges development challenges face today. Gone are the days when a technical competency on a development field was all that was needed to run a project. Today s development projects are more complex and require the participation of more stakeholders, the coordination between different specialist from different fields, and the need to innovate different approaches to solve complex problems. Many years of experience managing projects have convinced us of the need to increase the use of project management practices in development organizations; this document is one small step to help
4 develop a deeper understanding of the subject matter from a new perspective. In 2006 PM4DEV started expressly to help development organizations increase their skills and knowledge on the modern practices of project management. This document and others produced by PM4DEV are an effort to provide management expertise to development and humanitarian assistance and relief projects, donors and any other organization that funds, supports or implements projects, to help them achieve their goals to reduce poverty and increase the well being of the most needed people in our planet. It is our objective is to provide project managers with a guide to help them plan, implement, and monitor projects. We also aim to provide development organizations, that manage projects in many parts of the world, with a methodology to plan, implement, and monitor projects in a more consistent, reliable and predictable manner. Additionally, we want to introduce a methodology that can help development organizations meet their strategic goals by standardizing processes, reduce risks, and avoid duplication of efforts which will ultimately increase the impact of their interventions. The objectives of PM4DEV are: o To help development organizations understand the need to quickly adapt to new challenges and invest their limited resources in the best way possible in order to achieve recurring successes; for which they can use a proven, but flexible, project management methodology. o To help development organizations understand that in order to implement projects successfully, project management must become part of the organizational culture; because, the effective utilization of the project management methodology depends upon the integration of key knowledge areas with project management processes. o To provide a common framework and terminology across Development Organizations, especially Non Governmental Organizations (NGO s); as it is through a common methodology, and a common language, that project managers in development organizations can increase their knowledge in the subject and build their competencies.
5 The proposed premise in this document is that organizations that systematically apply project management methodologies can ensure that donor, organizational and beneficiary resources are used in the most efficient, and effective manner; which help increase the chances of the project to meet its objectives. This document has been written for three main audiences: o For Project Managers, who have been assigned with the responsibility to manage a project, within a certain time, budget, and scope, and for whom the guidance provided should be useful for building the range of skills appropriate for effective project management. o For Development Organizations, to whom the arguments presented should demonstrate the benefits of a structured methodology in the process of selecting the right projects, in addition to helping them do the projects right. o For Project Staff, in charge of implementing the project s plans, as they need clear guidelines to help them do their job in the most efficient manner. It is our hope that the ideas and concepts presented here are proven useful to anyone who is engaged in managing development projects and that this experience helps bring sustainable benefits to the communities and beneficiaries who need it the most. This ebook is part of a series of ebooks from our Management for Development Series dedicated to project management; the other titles in this series consist of: o The Project Management Cycle o The Project Management Processes o Scope Project Management o Budget Project Management o Schedule Project Management o Quality Project Management o Project Management Structures o Role, Responsibilities and Skills of the Project Manager
6 PROJECT MANAGEMENT FOR DEVELOPMENT For most development organizations, project management has been reduced to the implementation of the technical activities designed as part of the project s proposal for funding, while little effort is devoted to plan the over all management of the project. Project management is more than just implementing the activities identified in a log frame, it includes managing all the components that make up a project from its resources, risks and changes, to ensure that the project meet its objectives within the expected quality, schedule, and budget, at the same time of meeting the expectations of its stakeholders. Development projects face many challenges that make the work more difficult; from extreme working conditions to volatile environments, were human or natural events can put the project at risk of not meeting its goals. Development projects face constant demands to do more with less, project managers are responsible to deliver outcomes in conditions were security risks are high and goods and services are limited. While at the same time development workers assigned to manage projects are often not sufficiently equipped with the necessary project management skills and are more interested in the immediate tangible outputs of the project rather than in the less tangible processes required to ensure that the project is managed effectively. This complex project environment requires appropriate project management skills; it requires a new type of competencies from project managers that goes beyond a technical expertise. Project managers require the skills to manage limited budgets, to monitor shrinking schedules, and monitor unpredictable outcomes, while at the same time dealing with people and organizational issues. Currently, there is not a widely defined standard for managing development projects; for that reason, each organization or project manager define their own approach to manage a project. Nonetheless, there is one significant advance in the development sector, and that is the institutionalization of the project s log frame. Yet, having a logframe does not ensure the success of the project; in fact, many project managers using the log frame, fail to understand the critical operational components of the projects and focus excessively on the technical components and ignore the processes that
7 facilitate the management of a project. This is why, project management is often understood as something that can be achieved just by monitoring the project s budget or schedule; but for development projects to be successful requires a comprehensive application of management practices, processes and tools to effectively manage the limited resources, increased challenges and issues that impact all projects Although many development organizations can claim to have good principles of project management, only a few can provide evidence that they use formal project management methodologies in a repeatable, consistent and predictable manner. Most organizations run projects relying on the technical skills of their project managers who not surprisingly- have little or no formal training in project management. This problem has a direct impact within the organization; in such a way that their projects, at best, are able to accomplish the planned activities but fail to meet their original objectives. Moreover, the lack of consistent project management methodologies results in the duplication of efforts, which affect the bottom line of the organization s development goals by producing outcomes at higher costs, with increased risks, and within an environment of distrust from donors and stakeholders. In recent years there has been an increase in accountability requirements on development organizations from the international cooperation and donor agencies, leading to a greater focus on effectiveness and efficiency in the way projects are planned and implemented. In the rapidly changing environment with a diverse range of issues and challenges, project management can support the achievement of project and organizational goals, and give greater assurance to stakeholders that resources are managed effectively. Many development projects fail to deliver the expected outcomes or fail to produce the desired impact in the communities they serve. The most common causes are: o Objectives not properly defined or agreed o Discrepancy in understanding of the project s objectives by stakeholders o Objectives not properly defined in measurable terms o Insufficient planning and coordination of resources
8 o Poor estimation of duration and cost o Incomplete, unrealistic and outdated project plans o Lack of communication with stakeholders and management o Weak project leadership, vague lines of responsibility and authority o Inadequate definition of roles o Poor commitment to the project by the team, the organization, and the beneficiaries o Weak control processes and feedback mechanisms to detect problems early o Lack of analysis of major risk factors and inadequate risk response strategies o Lack of quality control All of these causes could be addressed by the application of project management tools and techniques. Applying a formalized project management framework, or methodology can help with clarification of objectives, identify the right skills, reduce the impact of risks, foster a focus on results, improve communications and increase the chances for success. It is through the effective use of a project management methodology that organizations can ensure a cost effective use of limited resources to achieve the planned objectives. Defining a Project There are many definitions for what constitutes a project; some of these definitions describe the nature of a project and how it differs from other type of work, the descriptions used to define a project include the following: o A project is a temporary process, which has a clearly defined start and end time, a set of tasks, and a budget, that is developed to accomplish a well-defined goal or objective o A project is a temporary effort of sequential activities designed to accomplish a unique purpose o A project is a group of inter-related activities, constrained by time, cost, and scope, designed to deliver a unique purpose o A project is a temporary endeavor undertaken to create a unique product or service. Temporary means that the project has an end date. Unique means that the project's result is different from the results of other functions of the organization o An undertaking that encompasses a set of tasks or activities having a definable starting point and well defined objectives. Usually each
9 task has a planned completion data (due date) and assigned resources o A clear set of activities with related inputs and outputs aimed to achieve objectives and goals linked to anticipated (desired) effects and impacts in a target population (sometimes called beneficiaries ) From all these definitions, one can see that there are some specific attributes that define a project and separate it from most ordinary work: o o o o o A project has a beginning and an end. A project has limited resources A project follows a planned, organized method to meet its objectives with specific goals of quality and performance. Every project is unique A project has a manager responsible for its outcomes For the purpose of this book, we will use the following definition of a project: A temporary effort made up of a related set of activities undertaken to create a unique product or service within specified requirements. On the other hand, Management is the achievement of (organizational) objectives through people and other resources. Management is a process of setting and achieving goals through the execution of the four basic functions of management: planning, organizing, directing, and controlling, by utilizing human, financial, and material resources. Definition of Project Management According to A Guide to the Project Management Body of Knowledge, PMI, 2000 Edition, Project management is the application of knowledge, skills, tools, and techniques to a broad range of activities in order to meet the requirements of a particular project In other words, Project management is the planning, implementing, and monitoring of project activities to meet project objectives,
10 achieved by effectively controlling and balancing the constraint of time, cost, and scope in producing quality deliverables that meet or exceed the expectations of the project stakeholders. Project management is also a discipline of planning, organizing, and managing resources to deliver all the work required to complete a project within defined scope, time, and cost constraints. The temporary nature of projects contrasts with regular operations, which are permanent or semi-permanent ongoing functional work to create the same product or service over-and-over again. In addition to the definitions from above, other leading organizations in project management have the following definitions: o The ISO 10006, a standard for quality in project management defines it as; Unique process consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements, including constraints of time, cost and resources. o PRINCE2, the UK standard for project management, has this definition: a temporary organization that is needed to produce a unique and predefined outcome or result at a pre-specified time using predetermined resources For the purposes of this document we will use the following definition: Project management is the process of combining systems, techniques, and knowledge to complete a project within established goals of time, budget, and scope. Project Management Constraints Every project has to manage four basic constraints; scope, schedule, budget and quality. The success of a project depends on the skills and knowledge of a project manager to take into consideration these constraints and develop the plans and processes to keep them in balance.
11 scope quality schedule budget Figure 1.1 The Four Constraints of Project Management o Scope is what the project is trying to achieve, it entails all the work involved in delivering the project outcomes and the processes used to produce them; it is the reason and the purpose of the project. Scope is the boundary of a project, it is what the beneficiaries, and the donors expect from the project, nothing more, and nothing less. o Budget or the costs approved for the project including all required expenses needed in order to deliver the project. In development projects managers have to balance between not running out of money and not under spending, because many projects receive funds or grants that have contract clauses with a use it or lose it approach to project funds. Poorly executed budget plans can result in a last minute rush to spend the allocated funds. o Schedule is defined as the time required to complete the project. The project schedule is often the most frequent project oversight in developing projects. This is reflected in missed deadlines, incomplete activities, and late donor reports. Proper control of the schedule requires the careful identification of tasks to be performed, an accurate estimation of their durations, the sequence in which they are going to be done, and how people and resources are allocated.
12 o Quality is the fourth constraint and it is defined as delivering the project outcomes according to the stated or implied needs and expectations of the project beneficiaries and donor agency, in order to meet stakeholder satisfaction. It also means complying with quality standards that are either mandated by the donor, local government (such as laws and regulations), or by professional standards (such as health). Managing these constraints is the main responsibility of the project manager. Each constrain has a specific goal and a project is deemed successful when it achieves all four, failure in any of them has an impact in the others, a delay in a project has an impact on its cost, and an increase in scope has an impact in both time and budget. Managing the four constraints also involves making trade-offs. All projects are implemented using estimates to establish the schedule and budget needed to deliver a specific objective; therefore, projects are implemented with many uncertainties and exposed to many risks, which requires revisions to the original plans along with negotiations with the different stakeholders. Changes in the social and natural environment can delay a project, increase its costs, or reduce its scope forcing the project manager to evaluate her alternatives and negotiate with the donors and beneficiaries for modifications. Definition of a Development Project A development project is designed to deliver a specific output aiming to improve the economic and social conditions of a group of people. Examples of the type of objectives of development projects are: reduction in child mortality, improvement in maternal health, or combat HIV/AIDS, malaria and other diseases. A development project needs to respond to a series of different stakeholders, each with different needs and priorities, and deal operate in difficult environments which increases its complexity and risk. Development projects vary in size and orientation, most share the common goal of helping people and benefiting society.
13 The goal of all development projects is to help improve people's lives through skills training and other livelihood programs. Development organizations prepare and implement development projects and work to strengthen the capabilities of local institutional and promote community self-reliance through sustainable strategies. Funding for projects comes through private and public donations, government assistance and a variety of other sources. Development projects may consist of a single, transformative project to address a specific problem or a series of projects targeted at addressing several problems. The Challenges of a Development Project Development projects operate in challenging environments, were uncertainties about the future increase the risk to the project. Managers need to deal with extremely complex social, economic, and political factors that affect the delivery of goods and services. Development projects are implemented in some of the most remote and difficult locations in the world; additionally, projects operate in areas of high personal risk and high security threats to project staff. The lack of proper infrastructure, limited resources, and a changing environment put a strain on project managers who need to deliver the project outcomes. The constant changes in the social, economic, political, and natural environment; force many projects to change its original plans; in fact, project plans are built on many assumptions that eventually are challenged by the changes in the environment. These changes in the environment are not always reflected in the original design, which causes projects to miss significantly its ultimate objectives; this is why it is not uncommon to find a project that has delivered all its expected outputs but has failed significantly in reaching its outcomes and objectives. The various challenges development projects face are compounded by the following factors
14 o Poor project planning caused by the rush to obtain grants and funding from donor agencies that limit the time a deeper analysis of the project risks o Inadequate project management skills in project staff o No clear identification of who is responsible and accountable for the project outcomes to the donors and to the beneficiaries. o Lack of stakeholder involvement, as key project stakeholders are not systematically involved in the planning and monitoring of a project, this leads to a lack of ownership when the project is implemented. o Unrealistic plans, projects are planned on a linear process, this reasoning leaves little or no opportunities to modify plans and adjust as the project makes progress. o No measure to evaluate success, failure to properly define the criteria by which beneficiaries will know if the project was a success. o Poor, inconsistent project management discipline. There is no consistent use of a proven methodology to help monitor the project implementation o Duplication of efforts. Projects within a development organization develop their own approach to solve a problem, and each approach has its own management process. Ultimately, these separated efforts result in duplication and in increased costs to the organization. A more critical challenge is that projects do not have time for learning from the past. Development Projects are learning-intensive, but very little of this gained knowledge remains in the organization at the end of a project. The difference in nature of something short term as a time bound project versus something long term as the organization which intends to be permanent through time, become difficult to integrate when time comes for sharing the knowledge gained in the implementation of projects. Once a project is completed, most organizations do not have processes in place to capture the lessons learned; therefore, this knowledge is not incorporated in the design of future projects. Unfortunately, too often, the project evaluation report sits in the library along with many others, available to a few adventurous who are willing to discover experiences and practices that can be useful to their needs. A project management methodology intends to overcome this challenge by providing development organizations with a discipline to integrate a
15 practice of continuous learning whose objective is to reduce errors and increase quality The Need for a Project Management Methodology In this type of environment, organizations need a methodology that allows a great degree of flexibility to accommodate the constantly changing environment of the project; a methodology that promotes optimal standards of performance, and reinforces the organizational capacity to deliver its services in a transparent and effective manner. Without a project management methodology organizations risk to loose the knowledge and skills they gain from completed projects. The high staff turnover in development organizations makes it hard to build institutional memory to improve the efficiency of development projects and to implement lessons learned in future projects. A methodology is a method to capture the best practices around project management and disseminate them in the organization. It is a system of principles, practices, and procedures. It s the collection of practical ideas and proven practices. Defining and implementing a good methodology is essential for development organizations who want a project management approach for performing project activities in a coherent, consistent, accountable, and repeatable manner. We want in this document to introduce a project management methodology that development organizations can use and customize to meet their needs. The best methodologies are the ones that are built based on the experience of its practitioners; organizations that build a learning cycle in its methodologies will benefit by incorporating the knowledge of its project managers and thus will have a methodology that reflects its current best practices. With this approach organizations will have a comprehensive methodology for successful project management.
16 Benefits of Project Management The use of a systematic project management methodology gives development organizations a strategic tool; gives organizations the means to practice established and time-tested practices of project management to help them achieve successful outcomes. The processes that a methodology delivers help organizations keep focus and deliver solutions that project beneficiaries and its communities desperately need them. Among the main benefits is an increase in the level of collaboration among al project stakeholders, the delivery of consistent results of predicable quality and defined roles and responsibilities that ensure proper accountability. Other benefits include: o A common language and a consistent discipline for how projects are planned and implemented in the organization o A standard project terminology, understood by all stakeholders o Provides project stakeholders confidence on how projects are done in the organization o Permits accurate predictions of project resource requirements and potential risks o Stipulates clear procedures for developing project plans that allow better control of the project throughout its life cycle. o Assists the project manager to integrate, coordinate and track project activities, by describing the basic practices, procedures and techniques. Development Organizations cannot be totally successful unless they implement a project management methodology that is applicable to their projects. There are many ways to execute a project most of which provide for a less than an optimum solution. Only when using a standard methodology of processes and techniques organizations can coordinate resources to achieve predictable results. However, project management is not an exact science, and is not a 100% guarantee for project completion. Since projects involve people, there is always complexity and uncertainty that cannot be absolutely controlled.
17 Building and managing according to a project management methodology is partly an art that requires flexibility and creativity and part a craft to know how to apply the expertise and modify the different tools to meet different conditions. A good methodology provides the framework, processes, guidelines and techniques to structure the work. A good methodology increases the odds of being successful, and therefore provides value to the organization and the project stakeholders.
18 PM4DEV.COM Drawing from our deep understanding of the challenges and the needs for realistic solutions that can improve the way in which projects are managed and services are delivered, PM4DEV offers the only adapted Project Management Methodology for development organizations. Our services include: Consulting, to help organizations implement a project Management methodology that will increase the impact of their interventions. On Site Training on project management methods to increase and develop the skills of project managers Customized coaching and mentoring sessions for project managers that want to develop their own competencies on a flexible and personalized learning environment. To get more information on these services, visit our web site at /services or send us an to We offer competitive prices and high quality material developed by international certified experts in Project Management.
19 Copyright 2007 PM4DEV All rights reserved. Introduction to Project Management PM4DEV, its logo, and Management for Development Series are trademarks of Project Management For Development, PM4DEV. This point of view is intended as a general guide and not as a substitute for detailed advice. Neither should it be taken as providing technical or other professional advice on any of the topics covered. So far as PM4DEV is aware the information it contains is correct and accurate but no responsibility is accepted for any inaccuracy or error or any action taken in reliance on this publication. This publication contains PM4DEV copyrighted material and no part of it can be copied or otherwise disseminated for commercial purposes. This Point of view provides a summary of themes, that in PM4DEV's experience, have proved critical in the successful implementation of project management methodologies. It draws on the expertise of Project management professionals and provides a guide to deliver a methodology that increases the chances of project success. For more information about PM4DEV services, contact our customer relations director: Paola L. Diaz The Millennium Development Goals aim by 2015 to reverse the grinding poverty, hunger and disease affecting billions of people. PM4DEV is committed to provide resources and develop knowledge and expertise to support development organizations in their efforts to achieve these ambitious goals. Project Management For Development Organizations
pm4dev, 2007 management for development series The Project Management Processes PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage
pm4dev, 2007 management for development series Project Management Organizational Structures PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology
pm4dev, 2015 management for development series The Project Management Cycle PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development
pm4dev, 2016 management for development series Project Scope Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development
pm4dev, 2015 management for development series Project Schedule Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development
pm4dev, 2007 management for development series The Roles, Responsibilities and Skills in Project Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS
pm4dev, 2008 management for development series Project Quality Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development
Project Management for Development Organizations Doing the Right Projects, Doing the Projects Right The Skills of a Project Manager Managerial Skills The evolution of development projects has changed the
pm4dev, 2008 management for development series Project Budget Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development
PROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE: Project Name Project Management Plan Document Information Document Title Version Author Owner Project Management Plan Amendment History
Philadelphia University, Jordan Project Management In the previous section, Engineering Responsibility was presented. In this session, Project Management will be introduced. This session is divided into
Using PRINCE2 and MSP Together Andy Murray, Director, Outperform White Paper October 2010 2 Using PRINCE2 and MSP Together Contents 1 Purpose of this White Paper 3 2 Project and programme management context
BC Public Service Competencies Competencies that support LEADING PEOPLE For Executive and Directors: Motivating for Peak Performance Motivating for peak performance involves knowledge and skills in using
METHOD 12 3 empowering managers to succeed Project Management Guidebook ISBN 0-473-10445-8 A bout this e-book This e-book was created by Method123 (see www.method123.com) to help provide you with a simple
Monitoring and Evaluation Plan Primer for DRL Grantees I. What is a monitoring and evaluation plan? A monitoring and evaluation plan (M&E plan), sometimes also referred to as a performance monitoring or
Project Management for Small Business Moderator: Maria Mancha Frontline Systems, Inc. Objectives Project Management Overview Successful Project Fundamentals Additional Training Resources Project Management
Minnesota Health Insurance Exchange (MNHIX) 1.2 Plan September 21st, 2012 Version: FINAL v.1.0 11/9/2012 2:58 PM Page 1 of 87 T A B L E O F C O N T E N T S 1 Introduction to the Plan... 12 2 Integration
Key Learning Points The Swirl Logo is a trade mark of the AXELOS Limited. Is used by the Project Board throughout the project to verify its continued viability:- Is the investment in this project still
This CMC Competence Framework specifies the cluster of related abilities, commitments, knowledge, and skills that a management consultant should demonstrate in practice in order to successfully complete
Issue: America s health is at greater risk than ever before. Protecting the health of the public depends on well trained professionals to meet the ongoing demands of public health threats such as chronic
FAO Competency Framework FAO Competency Framework Acknowledgements FAO is grateful to the UNAIDS Secretariat, which has kindly permitted FAO to re-use and adapt the explanatory text on competencies from
United Nations Evaluation Group (UNEG) Norms for Evaluation in the UN System Towards a UN system better serving the peoples of the world; overcoming weaknesses and building on strengths from a strong evidence
Step by Step Project Planning Contents Introduction The Planning Process 1 Create a Project Plan...1 Create a Resource Plan...1 Create a Financial Plan...1 Create a Quality Plan...2 Create a Risk Plan...2
A FRAMEWORK FOR NATIONAL HEALTH POLICIES, STRATEGIES AND PLANS June 2010 A FRAMEWORK FOR NATIONAL HEALTH POLICIES, STRATEGIES AND PLANS June 2010 This paper reviews current practice in and the potential
1. What is PRINCE2? Projects In a Controlled Environment Structured project management method Generic based on proven principles Isolates the management from the specialist 2 1.1. What is a Project? Change
The Role of Human Resource Management in Risk Management Bernard L. Erven Department of Agricultural, Environmental and Development Economics Ohio State University Human resources have two roles in risk
About this research note: Technology Insight notes describe emerging technologies, tools, or processes as well as analyze the tactical and strategic impact they will have on the enterprise. Project Management:
Project Management Guidelines Overview Section 86-1506 (5) directs the NITC to adopt guidelines regarding project planning and management. The goal of project management is to achieve the objectives of
Integrated Risk Management: A Framework for Fraser Health For further information contact: Integrated Risk Management Fraser Health Corporate Office 300, 10334 152A Street Surrey, BC V3R 8T4 Phone: (604)
1201 Peachtree St. Suite 622 Atlanta GA 30362 email@example.com Effective Project Management Modern project management has been proven to be the most effective method of delivering results within cost, schedule,
R64 - PAVEMENT MARKING August 1996 PROFESSIONAL SERVICES SPECIFICATION PM2 PROJECT MANAGEMENT PLAN Date JUNE 2012 Department 1 DOT Spec R64 of Infrastructure, Energy and Resources Index DEPARTMENT of INFRASTRUCTURE,
WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? Due to the often complex and risky nature of projects, many organizations experience pressure for consistency in strategy, communication,
From Body of Knowledge to Embodied Knowledge: Leveraging the Project Management Professional (PMP) Certification By Jennifer Tucker, PMP OKA (Otto Kroeger Associates), firstname.lastname@example.org Abstract. The
NETWORK SUSTAINABILITY 1 1 This document has been written by Alfredo Ortiz, Country Director Pact Ecuador & LAC Regional Coordinator, and Guillermo Rivero, Financial Services Manager, Pact HQ. USA. 2006.
An Introduction to Project Management The purpose of this briefing paper is to introduce key project management terms and concepts to provide a common language for discussion, including what is: A project
Promotion Criteria Position Overview Statement Principal Duties and Responsibilities PROJECT MANAGER Admin Level 4 Typically >8 years in increasing responsible IT leadership role; typically managed one
Project Management Certificate (IT Professionals) Whether your field is architecture or information technology, successful planning involves a carefully crafted set of steps to planned and measurable goals.
Project Audit & Review Checklist The following provides a detailed checklist to assist the PPO with reviewing the health of a project: Relevance (at this time) Theory & Practice (How relevant is this attribute
Project Management Methodologies An Introduction to PRINCE2 Why use a Project Methodology and What Does PRINCE2 Enable? PRINCE - PRojects IN Controlled Environments - is a project management method covering
Foundations of Project Management Presented by: Kelly Baumer, MBA, PMP Mindy Rings, MBA, PMP August 18, 2014 Project Management Basics In the next slides we will cover: Basic project management terminology
August 2007 Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R. Max Wideman This series of papers has been developed from our work
THE UNITED REPUBLIC OF TANZANIA PRESIDENT S OFFICE PUBLIC SERVICE MANAGEMENT ICT Project Management A Step-by-step Guidebook for Managing ICT Projects and Risks Version 1.0 Date Release 04 Jan 2010 Contact
ANNEX E: GLOSSARY OF KEY TERMS IN M&E Source: Development Assistance Committee (DAC). 2002. Glossary of Terms in Evaluation and Results-Based Management. Paris: OECD. This glossary is available in English,
Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire P3M3 Portfolio Management Self-Assessment P3M3 is a registered trade mark of AXELOS Limited Contents Introduction
POSITION DESCRIPTION Position Title Manager, Technical Services Support Position Number Reports to Manager Technology Services Functional Auth HRM Auth Region IT Services Centre Head Office Date Feb 2011
Managing Change, LLC Identifying Intangible Assets to Produce Tangible Results Toll Free: 877-880-0217 Seven Principles of Change: Excerpt from the new book, Change Management: the people side of change
Project Management with PRINCE 2 PRINCE2 - PRojects IN Controlled Environments PRINCE2 is a project management methodology created in the early 1990s which was adopted by the British Government for all
THOUGHT LEADERSHIP WHITE PAPER In partnership with Portfolio Management 101: Moving from Just Project Management to True PPM A lot of organizations claim that they carry out project & portfolio management
A PM SOLUTIONS RESEARCH COMPENDIUM Project Management COST SCOPE Quality SCHEDULE 2 Project Management Senior executives want to know one thing about project management: What s the value? Today more than
Agile Master Data Management A Better Approach than Trial and Error A whitepaper by First San Francisco Partners First San Francisco Partners Whitepaper Executive Summary Market leading corporations are
How to achieve excellent enterprise risk management Why risk assessments fail Overview Risk assessments are a common tool for understanding business issues and potential consequences from uncertainties.
Project Management Simple Answers to Simple Questions Originally I wrote this for one of my clients in 1991. The idea was to develop a brochure to promote project management in one of the client's departments.
Project Management and Scrum A Side by Side Comparison by Anne Loeser, October 2006 For decades, software development projects have followed the classic waterfall method in which software development initiatives
ICC 105 19 Rev. 1 16 October 2012 Original: English E International Coffee Council 109 th Session 24 28 September 2012 London, United Kingdom Strategic action plan for the International Coffee Organization
Implementation of a Quality Management System for Aeronautical Information Services -1- Implementation of a Quality Management System for Aeronautical Information Services Chapter IV, Quality Management
2 of 34 Revision Summary Revision Number Date Description of Revisions Initial issue of the document. Table of Contents Item Description Page 1. Introduction and Purpose... 5 2. Project Management Approach...
EXHIBIT CC Identifying Management Level Knowledge, Skills and Abilities Executive Core Competencies (ECCs) ECC One: Leading Change ECC Two: Leading People ECC Three: Results Driven ECC Four: Business Acumen
National Commission for Academic Accreditation & Assessment Standards for Quality Assurance and Accreditation of Higher Education Programs November 2009 Standards for Quality Assurance and Accreditation
: A CDOT Guide to Better Project Management Practices Project Management practices have been a part of the CDOT culture for many years. However, with a transitioning workforce and increasing demands, it
1-01-12 INFORMATION MANAGEMENT: STRATEGY, SYSTEMS, AND TECHNOLOGIES THE INFORMATION TECHNOLOGY PROJECT CHARTER John P. Murray INSIDE Gaining Project Charter Approval; Project Charter Components; Project
Software Engineering Prof. N. L. Sarda Computer Science & Engineering Indian Institute of Technology, Bombay Lecture - 2 Introduction to Software Engineering Challenges, Process Models etc (Part 2) This
Chapter01. Introduction to Software Project Management A project = collaborative set of actions that is carefully planned to meet certain objectives, mission or a goal. Every state of a project is indicated
In this chapter Learn what comprises a successful project Understand the common characteristics of troubled projects Review the common characteristics of successful projects Learn which tools are indispensable
Pharmaceutical Sales Certificate Target Audience Medical representatives Objective The objective of this program is to provide the necessary skills and knowledge needed to succeed as medical representatives.
Institut de recherche en sciences psychologiques Essentials of Project Management Stephan Van den Broucke Université catholique de Louvain EAHC Workshop on Joint Actions Luxembourg, 10 December 2012 What
Monitoring and Evaluation of Sports in Development (SiD) Interventions presented by: Pamela K. Mbabazi, Ph.D. Faculty of Development Studies, Department of Development Studies Mbarara University of Science
Project Risk Management: Independent Software QA Ensures Success Introduction We hear the stories time after time: A group of talented, hard-working, motivated software engineers has once again produced
1) Explain management spectrum or explain 4 p s of software system. Effective software project management focuses on the four P s: people, product, process, and project. The People People factor is very
PRINCE2, the PMBOK Guide and ISO 21500:2012 Klas Skogmar AXELOS.com White Paper September 2015 Contents Introduction 3 Relationships between PRINCE2, the PMBOK Guide and ISO 21500 4 Major differences between
Brief 21 August 2011 Public Procurement Performance Measurement C O N T E N T S What is the rationale for measuring performance in public procurement? What are the benefits of effective performance management?
Project Management Issues in the Finance Transformation Arena Projects, and the ability to deliver them on time and on budget, not only represent an ongoing challenge for any organization, but also require
Change Manager Master Level Competency Model The Change Manager Master competency model sets an independent industry benchmark for SENIOR level change management practitioners. The model was launched in
TABLE OF CONTENTS QNSA Handbook Foreword... 3 The Concept of School Accreditation:... 4 Objectives of School Accreditation:... 4 The Difference between the Accreditation and Licensing Process:... 6 Developing
PPP Governance The Governance of Projects, Programs and Portfolios (PPP) (sometimes called project governance for convenience) is the sub-set of corporate and organisational governance 1 focused on assisting
Change and project management www.first.com What gets measured, gets d! -Change leader Change and Project Management Change and project management Prince 2, PMI and PCI When projects fail in an organisation,