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PMD Pro 1

Birmingham, 2018
Schedule
Day 1: 09:30 Day 2: 09:30 Day 3: 09:30 Day 4: 09:30 Day 5: 09:30

Introductions Identification and Project Planning Monitoring,


General PM Design Evaluation and Control
Background
Action Planning and
Break 11:00 – 11:15 Break 11:00 – 11:15 Break 11:00 – 11:15 Break 11:00 – 11:15
Presentations

Overview Project Set Up Project Planning Project Transition


Competences
Phases
Lunch 13:00 – 13:45 Lunch 13:00 – 13:45 Lunch 13:00 – 13:45 Lunch 13:00 – 13:45 Lunch 13:00 – 13:45

Identification and Project Set Up Project


Design Implementation
Break 15:15 – 15:30 Break 15:15 – 15:30 Break 15:15 – 15:30
Exam
Identification and Project Planning Project
Design Implementation

End 16:30 End 16:30 End 16:30 End 16:30 End 16:30

# ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


Vision
A more sustainable and just world with a thriving social sector.

Mission
Inspire and achieve operational excellence for organizations focused on
positive societal impact.

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


Our mission means
Transparent and
Pragmatic, measurable,
shared standards
evidence-based standards
emerge that raise
and evolving stages of
the bar supported
Inspire and achieve performance
by advocacy
operational excellence
for organizations focused on Current and
emerging capabilities
positive societal impact. to deliver and sustain
Growing diversity of organizational results
actors (different types of
INGOs, NGOs, social Catalyzing, delivering,
enterprises, businesses and sustaining the
and governments) benefits of societal
change

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


By the Numbers
Total Current Current Learner
Members Population:
Yearly Private
300+ 50,000+
Sector
Investment

# Course US$5m USD # People doing


completions PMD Pro

250, 000 + 22,000

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Demonstrating the power of the mission
What is

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Project Management for Development
Professionals
Portfolio assessment
(underdevelopment)

Program Management

Multiple choice
exams managed by PMD Pro 2
APMG (UK) (Practitioner)

PMD Pro1
(Foundation Knowledge)

PMD Pro Starter

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Projects using PMDPro are
More Effective
I am seeing a greater
seriousness with on time
95% of responding field leaders agreed that the reporting, and also a
investment in project management training for their greater sense of urgency
team has paid off – Mercy Corps around “hitting the
targets” as planned and
within the planned
86% of trained project managers made changes timeframe.
to their practice; 44% made significant changes – - CRS
Mercy Corps

Reports from the projects have shown an improvement on the way projects
are managed…which include budget expenditure aligned with the
targets. - CRS

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Exam Question Example

http://apmg-exams.com
Project Experiences

1. Describe a successful project you have


been involved with.
2. How do you hope that this course will
change your project management work
moving forward?

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How much experience do you need?
INTRODUCTION TO
PROJECT MANAGEMENT

You are never given a wish without also being given the power to
make it true. You may have to work for it, however.
-Richard Bach

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Field Office Visit
A representative of a potential donor agency
contacts you expressing interest in visiting
your field projects.
What activities need
to be completed to
move forward?

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Questions to Consider
Are we doing the right How do we do the project
project? right?
• Do we want a relationship with this • Is there a clear plan (charter)?
donor? • Is the scope clear? (goals, objectives,
activities)
• Do they finance activities in an area of • Is the trip well planned (procurement,
interest? schedule, resources, money)
• Are we in a position to execute?
• Is soliciting funds a priority in the work (resource plan – staff plan)
plan? • Is the monitoring criteria clear? What is
a success indicator?
• What results might get from this donor
visit?
Definition of a Project

On a piece of paper, write down


your own personal definition of
what a project is?

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What is a Project?
Definition: A project is a temporary endeavour
undertaken to create a unique product, service or result

Purpose: The discipline of planning, organizing, and


managing resources to bring about the successful delivery
of specific project goals, outcomes, and outputs.

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Projects Vs Day To Day Working

What is the difference


between projects and
business as usual (on-going
operations)?

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Program and Portfolio Management
Program Management Portfolio Management

The process of managing a group Oversees the performance of


of related projects in a projects and programs for the
coordinated way to obtain organization’s overall strategic
change, benefits and control not purposes and not concerned with
available from managing them day-to-day management
individually
Portfolios, Programs, and Projects

Portfolio

Programs Projects

Project Project Project

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Projects, Programs and Portfolios

What do portfolios, programs and


projects look like in your organization?

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Value & Complexity Matrix

High
Value (size of budget)

Low

Simple Complexity Complex


What percentage of private-sector projects do you
think would be evaluated as “successful,” according to
the definition below?

Successful = on time and on budget, with all


features and functions initially specified

A. 76% - 100%
C. 26% - 50%
B. 51% - 75%
C. 26% - 50%
D. 0% - 24%

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What Causes Challenges in Your Projects?

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International NGO Example

In one well-known international NGO, over a one year period:

• 70 programs were overspent by more than 10%

• 235 projects were overspent by more than 10%

• The amount of project overspend was over $25 million

• At the end of the year, 89 projects had overdue milestones

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Triple Constraint Triangle

Scope
Where is quality?

Costs Time

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Project Cycle Management

What project life cycles, phase models or project


management processes have you used?

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Project Life Cycle Examples

Food and
Agriculture
Organization

European
Union

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PMD Pro Project Phase Model

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The 6 Project Management Disciplines
Scope
Management

Stakeholder Time
Management Management

Project Project
Justification Resource
Management Management

Risk
Management

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The 5 Project Management Principles

Integrated Participatory Iterative

Balanced Comprehensive

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Phases, Disciplines, and Principles

TOOLS
Resource Mgt Time Mgt
Justification Mgt Scope Mgt
Stakeholder Mgt Risk Mgt

WAYS OF WORKING
Integrated Comprehensive
Balanced
Iterative Participatory

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Project Management Competencies

In your experience, what are


the most important skills and
competencies for a successful
NGO Project Manager?

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Project Manager Competencies

Leadership/
Technical
Interpersonal

Personal/Self- Development-
Management Specific

Where do the skills you identified fit in here?

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PMD Pro Competencies
• Technical Leadership/Inter-Personal
• Proactively manage scope • Vision the ‘big picture’ of a project
• Comprehensively identify the • Champion the project (promoting
activities required for project success buy-in)
• Manage the overall schedule to • Communicate vision – setting
ensure work is on time reasonable, challenging expectations
• Define and collect metrics to measure • Facilitate a productive team
project progress environment
Development Specific
Personal/Self-Management • Understand development sector
• Organizational skills values and paradigms
• Ability to multi-task • Understand the different
• Analytical thinking stakeholders involved in
• Time management development projects
• Understand and navigate complex
development environments

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The Marshmallow Challenge
In your teams build the tallest freestanding
structure with a marshmallow on top:

1. The entire marshmallow needs to be used cutting or


eating the marshmallow disqualifies the team.
2. Use as much or as little of the resources as you like,
but you may not use other resources
3. Feel free to break up the pretzel or tape:
4. Teams have 17 minutes to complete the task –
touching or supporting your tower after this time will
mean disqualification

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PROJECT IDENTIFICATION AND
DESIGN

The time is always right to do what is right.


- Martin Luther King, Jr., American Civil Rights Activist

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Project Identification and Design

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Project Identification and Design

Why is it important to get


project identification and
design right?

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Project Identification and Design

Doing the right project?

Doing the project right?

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Project Identification and Design

Data Collection

Data Analysis
• Current State
• Future State

Identification of Project
Intervention Logic

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Step One: Collect Data

Data Collection

Data Analysis
• Current State
• Future State

Identification of Project
Intervention Logic

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Why Collect Data?

• Identify community needs


• Determine existing strengths
• Identify stakeholders
• Inform priorities
• Identify interventions

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Needs Identification

Problem Based Asset Based


Asset Based
Problem Based Identification
Identification Identification
Identification

What are the beneficiaries


What problems
What
do theproblems
beneficiariesdo
have ?
What
doingare
that they doing
is working well?

they have? that is working well?

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How Do You Know Your Data is Valid?

Triangulation

Validating data through cross-verification from more


than two sources
- Reduces conflict in data
- Helps you do the right project
- Increase the credibility of your data

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Why would you need triangulation?

a. Data can vary based on who is consulted


b. Data collected during this phase is often
subjective
c. Different methods of data collection may yield
different results
d. All of the above

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Why would you need triangulation?

a. Data can vary based on who is consulted


b. Data collected during this phase is often
subjective
c. Different methods of data collection may yield
different results
d. All of the above

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Bradshaw's 4 Categories of Social Needs

Expressed
Felt Needs
Needs

Normative Comparative
Needs Needs

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Bradshaw’s 4 Categories of Needs
Felt Needs: Identified Expressed Needs: N
by focusing on the Inferred by
thoughts and dreams observation of the O
of the community community’s actions
itself
C
O
Normative Needs: Comparative Needs: F
Identified by Identified by comparing
comparing the current the current situation F
situation to a set of
professional or expert
with the situation of
others E
standards E

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Bradshaw's 4 Categories of Needs

In your groups please think about and discuss


actual examples of the four categories you
have experienced.

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Understanding The Context of The Project
• Project stakeholders
• Community strengths, opportunities and vision
• Successes and capacity
• Biological/physical environment
• Organizational networks
• Infrastructure
• Legal, policy and political institutions
• Social and cultural conditions

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Data Gathering

In your groups answer the following questions:

1. What tools do you use to gather data?


2. What information do you gather?

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Tools for Data Collection
Primary Primary
Secondary Qualitative Quantitative
Data Data Data
Tools for Data Collection
Secondary Primary Primary
Data Qualitative Quantitative
Data Data

• Literature Review • Brainstorming • Knowledge, Practice


• Records Review • Affinity Diagrams & Coverage Surveys
• Existing statistics • Focus Groups • Household surveys
• Indices (HDI) • Historical narratives • Standardized tests
• Government • Timelines and surveys
documents • Empowerment circles • Standardized
• Other NGOs’ • Visioning observation
Documents • Locality mapping instruments
• Semi-structured • Anthropometric
interviews measurements
• Key informant
interviews
• Ranking exercises
Comparison of Data Collection Methods
Quantitative Data Qualitative Data Secondary Data

Strengths: • Scalability • Depth/detail • Cost effective


• Objectivity • Creates openness • Useful as a
• Standardization • Simulates people’s background check
individual • Unobtrusive (doesn’t
experiences raise expectations)
• Easier to make • Can be viewed over a
linkages between long period of time
issues (trends)

• Could miss depth of the • Subjectivity • Can be limited/


situation • Non-standardized incomplete
Weaknesses: • Can be difficult to data/format • May not be available
collect essential for a specific context
contextual information • Represents one
• Complexity perspective
• Cost • May not be up-to-date
Step 2: Data Analysis

Data Collection

Data Analysis
• Current State
• Future State

Identification of Project
Intervention Logic

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Data Analysis

Current
State

Future
State

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Identifying Stakeholders

In your groups (thinking about a typical


project you might run) identify as many
potential stakeholder groups as you can?

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Identifying Stakeholders

Categories of Stakeholders
1. Users 4. Influencers
2. Governance 5. Dependents
3. Providers 6. Sustainers

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Stakeholder Relationships

Stakeholder 1

Stakeholder 3

Stakeholder
2

Venn Diagrams

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Venn- Mapping Stakeholder Relationships

Stakeholder
1

Stakeholder 3

Stakeholder
2

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What's the Story?
Local Fisheries
Government – Dept.
health and
sanitation
services
Fishing
Cooperatives

Environmental Fishing
Protection Families
Agency
Fish
Vendors

Urban
Households as
Industry X Consumers

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Venn Diagram
In your groups create a Venn Diagram for a project of your
choice, from the perspective of the project beneficiaries,
in which:
• Each circle represents a stakeholder
• The size of the circle indicates the relative
power/influence of each stakeholder
• The spatial separation indicates the relative strength or
weakness of the working relationship/interaction

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Where and how do you record information
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about stakeholders?
Stakeholder and basic Interests and how they are Capacity and motivation to Possible actions to address
characteristics affected by the problem bring about change stakeholder interests

Fishing families  Maintain and improve the  Keen interest in pollution-  Support capacity to organize
20,000 families, low-income means of livelihood control measures and lobby
earners, small-scale family  Pollution is affecting volume  Limited political influence,  Implement pollution-control
businesses, organized into and quality of catch given weak organizational measures
informal cooperatives. Women  Family health is suffering, structure  Identify and develop
actively involved in fish processing particularly children and alternative income sources
mothers

Textile Industry  Maintain/increase profits  Have financial and technical  Raise their awareness of
Medium-scale industrial  Some concern about public resources to employ new social and environmental
operation, poorly regulated and image cleaner technologies impact
no unions. Well-connected with  Concern about costs of  Limited current motivation  Mobilize political pressure to
ruling party. Poor environmental environmental regulations to change influence industry behavior
record. enforced  Strengthen and enforce
environmental laws

Households  Aware of textile industry’s  Limited understanding of  Raise awareness of


45,000 households discharge pollution and impact on the health impact of their households of the
waste and waste water into river water quality own was/waste water implications of their own
also used as source of drinking  Want to dispose of own disposal waste disposal practices
water and fishing waste away from household  Appear willing to pay for  Work with communities and
 Want access to clean water improved waste government to address
management services issues.

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Environmental Protection Agency: 67
Data Analysis

Current
State

Future
State

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How to Build a Problem Tree

Identify the starter


problem (“core”)
Direct Direct Direct
List problems directly Effect Effect Effect
causing the starter
problem below (“root CORE
PROBLEM
causes”)
List direct effects above Cause Cause
Throughout the
process, ask: “What Cause
causes that?”
Problem Tree
In your groups
 Develop a problem tree that reflects project
management issues in your projects’ (e.g., time, scope,
budget, quality, risk)
 Label the core problem and arrange the remainder into
causes (contributors) and effects (negative results because
of the problem).

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Data Analysis

Current
State

Future
State

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Problem Tree
Objective Tree
What is in Scope and Out of Scope?

• Needs Prioritization
• External Programmatic Considerations
• Appropriateness
• Institutional Capacity
• Internal Programmatic Considerations
• Resource Availability
• Financial/Economic Feasibility
• Technical Feasibility and Sustainability

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Intervention Identification
Step3: Project Logic

Data Collection

Data Analysis
• Current State
• Future State

Identification of Project
Intervention Logic

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Logical Framework

On your own spend a couple of


minutes writing down what you think
the purpose of a log frame is.

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Purposes of a Logical Framework

1. A Systematic Tool for organizing the project thinking and


identifying relationships between resources, activities, and project
results

2. A Visual Communication Tool to present and share the project


intervention logic

3. A Monitoring Tool to measuring progress through indicators and


sources of verification

4. A Risk Management Tool to identify and assess the risks that will
influence implementation

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Logical Framework (Logframe) Terms

Ultimate Intermediate Change Tangible Specific Interventions


Change Change

AusAid Goal/Impact Purpose/ Component Objective Output Work Program/Task


Outcome

CARE Program Goal Project Final Goal Intermediate Objective Output Activity Input

EU Overall Objective Project Purpose Specific Objective Expected Result Activity Input

FAO Overall Goal Intermediate Goal Purpose Output Activity Input

NORAD Goal Purpose Output Activity Input

USAID Strategic Objective Intermediate Result Output Activity Input

World Bank Impact/Goal/ Outcome/Purpose Output Process/ Input


Development Objective Activity

World Vision Program Goal Project Goal Outcome Output Activity Input

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Logical Framework

Despite the variations between the Logical Framework Models, what


do they all share in common?

a. They use the same number of levels in the matrix.


b. They use the same underlying logic
c. They use the same terminology
d. All of the above

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Logical Framework

Despite the variations between the Logical Framework Models,


what do they all share in common?

a. They use the same number of levels in the matrix.


b. They use the same underlying logic
c. They use the same terminology
d. All of the above

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The 4 Levels of the PMDPro Logframe

End result or impact (transformation,


4. Goal sustainability, well being).
To increase, improve, etc.’

What is accomplished at beneficiary level (change


3. Outcomes in behaviour, or situation - increased crop yields).
‘Increased, improved, etc.’

Tangible deliverables
– see,–touch
see, count
touch(number
2. Outputs Tangible deliverables
of people
count trained) of people trained)
(number
produced, built, understood, delivered

Theactions
actions taken , the you
work you do.
1. Activities The
The actions taken
(training)
‘Prepare,
taken ,, the
the work
work you do.
do. (training)
(training)
design, construct, research, etc.’
Project Description

Goal

If the OUTCOMES occur;


The vertical Logic of LogFrames

4 Then this should contribute to the GOAL

Outcome(s)
If the OUTPUTS are produced;
3 Then the OUTCOMES will occur

Outputs
If the ACTIVITIES are conducted;
2 Then OUTPUTS can be produced

Activities If adequate RESOURCES/INPUTS are provided;


1 Then the ACTIVITIES can be conducted
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Logical Framework
Can you find 1 or 2 major weaknesses in the logic of these Objective Statements?

Project Description
Goal To contribute to improved health, particularly of under 5s and the
general health of the river ecosystem.
4
Outcome(s) Improved quality of river water.

3 1.1 Reduced volume of fecal waste discharged into river


Outputs 1.2 Reduced volume of household refuse directly dumped
into the river system
2
Activities 1.1.1 Conduct baseline survey of households
1.1.2 Prepare and deliver public awareness campaign
1.1.3 Prepare engineering specifications for latrines and
1 expanded sewage network.
Logical Framework

Project Description
Goal To contribute to improved health, particularly of under 5s and the
general health of the river ecosystem.

Outcome(s) Improved quality of river water.

Outputs 1.1 Reduced volume of fecal waste discharged into river


1.2 Reduced volume of household refuse directly dumped
into the river system

Activities 1.1.1 Conduct baseline survey of households


1.1.2 Prepare and deliver public awareness campaign
1.1.3 Prepare engineering specifications for latrines and
expanded sewage network.
Logical Framework
Project Description
Goal Improved quality of river water.

Outcome(s) 1.1 Reduced volume of fecal waste discharged into river


1.2 Reduced volume of household refuse directly dumped
into the river system
Outputs 1.1 X Quality latrines constructed & used by community members
1.2 Public aware of dangers of placing household waste in the river

Activities 1.1.1 Conduct baseline survey of households


1.1.2 Prepare and deliver public awareness campaign
1.1.3 Prepare engineering specifications for latrines and
expanded sewage network.
The Horizontal Logic of Logframes

Project Description Indicators Means of Assumptions


Verification

Goal

Outcomes

Outputs

Activities
Assumptions Example
Hierarchy of Objectives Assumptions

4 Improved quality of river water.

3 Reduced volume of fecal waste


discharged into river
No new sources of water
pollution, including
• upriver water quality
unchanged and
• industry reducing it’s
polluting contributions

2 Quality latrines constructed Raised awareness will


• assure latrine adoption and
• continued latrine usage

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Indicators: the complicated….

‘A quantitative or qualitative factor or variable that


provides a simple and reliable means to measure
achievement, to reflect changes connected to an
intervention, or to help assess the performance of a
development actor’
-OECD

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Indicators: The Simple

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What Makes a Good Indicator?
Does the indicator measure change for the
Specific
objective?

Will the indicator assess objectively and


Measurable
independently?

Is it possible for the objective to accomplish


Achievable
what is being measured by the indicator?

Is the indicator applicable to the context? Is it


Relevant
practical and cost-effective to use?

When will the indicator be achieved -- and can


Time-bound the indicator be achieved within the specified
time frame?

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How Smart?

Alone or in pairs, work through


the hand-out, ranking the
SMARTness of each statement.

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Means of Verification

• Do appropriate external sources already exist


(reports, stats etc.)?
• Are these sources specific enough?
• Are they reliable and accessible?
• Are the costs in obtaining the information
reasonable?
• Should other sources be created?

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Identification and Design: Main Purposes
Project Indicators Means of Assumptions
Description Verification
Goal

4
Doing the Right Things
Outcome(s)
3
Outputs
2
Activities
Doing the Things Right
1

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Log Frame Challenge
Match up the title, description and example cards
Description Indicates MoV Assumptions
Description Description Description Description
Goal Description statement

example example example example


Outcome Description statement

example example example example


Output Description statement

example example example example


Activities Description statement

example example example example

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PROJECT SETUP

"All courses of action are risky, so prudence is not in avoiding


danger (it’s impossible), but calculating risk and acting
decisively”.
Niccolo Machiavelli, The Prince

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Project Set Up

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Project Start Up

If you have the money in hand, why


not start project implementation
immediately?

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Risks

1. What are the common risks to all projects?


2. What are the main risks in your current
projects?
3. How do you prioritize and document risks?

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Risks
Political interventions Lack of motivation
Assumption Currency fluctuations
Staff turnover Changing donor mandates
Lack of skills or policies
Natural disasters Misallocation of resources
Low capacity Social unrest

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Risk Response Strategies

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Risk Response Strategies
Do not do (or do in a different
Avoidance
way)
Shifting (or sharing) the risk for
Transference
some aspect of the project
Acting to reduce the probability
Mitigation
and/or impact

Acceptance Deciding to live with the risk

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Quantifiable Risk Register
Risk Description Probability Impact Total Owner Actions
10 10 100
Project delayed if 5 6 5x6= 30 JC
recruitments not
completed on time
Extra resources – more
resources needed if
latrine use not 4 5 4x5= 20 MC
accepted and delays
Major delay and
possible cancellation if
conflict occurs around 2 9 2x9= 18 EB
elections

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Risk Register

In your groups prepare a


quantifiable risk register for a
project you know -- include 5 to
10 risks
Risk Description Probability Impact Total Owner Actions
/10 /10 /100
Reality

• How could you make risk


management a reality in
your projects?
• What actions could you
take?

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Are You Ready?
• Have you got the right capacity or
competencies to deliver this project?
• Do your partners have the right capacity or
competencies to deliver this project?

One tool you can use to asses the capacity of


you, your team or any other stake holders is
the spider diagram.

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Spider Diagram
Technical skills
Transparency Financial management
&
accountability

Learning & Personnel management,


evaluation training and staff
mechanisms motivation

Key:
Links with other Beneficiary 0 = Undesirable
relevant focus (dramatic improvement needed)
organizations 1 = Poor
(Significant improvement needed)
Policy and 2 = Satisfactory
planning (Some room for improvement)
systems 3 = Highly Effective
Your Project 5 Principles MGT

Spider Triple
Constraint Scope MGT
Diagram MGT.

Time MGT
Stakeholder
MGT

Project Risk
Justification MGT
MGT
Project Resource MGT

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Spider Diagram

In your groups create a spider diagram


and fill it out for the average scores of
5 Principles MGT
your group Triple
Constrain Scope MGT
t MGT.

Time MGT
Stakeh
older
MGT

Project Risk
Justificati MGT
on MGT Project
Resource MGT

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Who is in Charge?
Decisions

How do you take


which decisions in
your projects?

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Which stakeholders should we hear from
– in which decisions?
Project Governance…
 Decide on proposed project changes (scope, budget, calendar or
others) that extend beyond the project manager’s agreed
tolerances
 Oversee the project direction and insight as necessary
 Monitor the ongoing viability of the project, making decisions to
terminate the project if necessary
 Ensuring the different stakeholder voices and perspectives they
represent is heard
 Support and advise the Project Manager on the management of
the project, especially on issues that extend beyond the span of
control of a project manager;
 Advocate for necessary support and resources for the project.

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So – how do we do this?
Project Boards Project Sponsors
 At a minimum, there should be  A single individual
two people (the executive could
represent the supplier)  Simplest form of governance

 It is common to find boards  May miss important perspectives or


comprised of three, four or five voices
members

 They represent the multiple


perspectives of development
projects “Never allow a person to tell you no
who doesn’t have the power to say
yes.”
Eleanor Roosevelt

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Project Governance

What might governance look like in your


projects?

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Project Approval Scenario

In your groups read through the


scenario on the hand-out and answer
the question.

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What went wrong?

• The Head of Office must have failed to get


approval for the project proposal from the
Regional Office.

• The new project was not aligned with the 3-


year strategy for the Region.

• Community expectations were raised prior to


approval to move ahead with the project.

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“Perfected, but Rejected” Scenario
Project Idea

Authorized Project

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What are some real ‘dead end’ scenarios?
 Your project proposal was not approved by the donor – the award went to
another agency.

 The project was approved but changes were made during the award process
that significantly changed the project’s expected benefits.

 The project was approved and ready to implement but the intended
beneficiaries have decided they need something different.

 You can’t find and hire qualified staff who are able to implement the project.

 The host Government withholds permission for the project.

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What Are Decision Gates?

Formal control point,


which can be used to
conclude one phase and
move forward and/or
approve major changes to
the project.

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Decision Gates?

How are your projects approved?


A Decision Gate Map

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What is a Project Charter?

• A document that describes the project at a high level –


without a lot of detail

• Not long or complicated – perhaps 3-5 pages maximum length

• Not the same as a award letter, Memorandum of Agreement


or Understanding (MoA or MoU)

• It serves as a living document that will be updated during


implementation – on issue management and changes

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Possible Contents of a Project Charter
Project Purpose

Project Deliverables

High-level Project Estimates

Project Risks

Project Tolerances

Project Change Control

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What are the benefits of a Project Charter?

• It formally authorizes a project and links to the ongoing work of an


organization
• It gives project manager the authority to proceed and apply
resources to a project – can even be distributed at the project
‘launch’ ceremony
• Shared with all stakeholder. Prepared to be shared with stakeholders
– especially useful for those who may never see or read the project
proposal
• It serves as a record of changes and approval processes – especially
useful for monitoring, evaluation and control
• Help keep all stakeholders on the same page

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The Project Launch
 To formally acknowledge the beginning of
project

 To ensure that key stakeholders have a


consistent understanding of the project

 To introduce stakeholders to the project

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PROJECT PLANNING

“A goal without a plan is just a wish”


Antoine de Saint-Exupery

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The Planning Phase

“Planning is bringing the future into the present so that you can do something about it now”

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How do you develop project plans now?
Where does your information come from?
Phase Interaction
Project Plans versus Proposals

Project stakeholders often confuse project


proposals and implementation plans.

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Proposal Vs Implementation Plan
• In your groups sort the titles and
statements into the right order.
• The fastest team to complete correctly wins..

Project Proposal Project Implementation plan

Title
Title
Title

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Proposal vs Implementation Plan
Is the Scope, as presented in a Logframe, “Comprehensive
and Detailed” enough?

Hierarchy of Indicators Means of Assumptions


Objectives Verification
Goal
Outcomes
Outputs
Activities

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Project Planning

Project Planning is comprehensive?


- What does this mean?

Project Planning is decomposed/detailed.


- What does this mean?

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5 Steps in Schedule Planning
• Activity Definition – Use the Work Breakdown Structure to identify all
Step 1 the activities required to complete the project.

• Activity Sequencing - Develop a good project network diagram


Step 2

• Activity Resource Estimating (in coordination with budgeting process)


Step 3

• Duration Estimating – Assign durations to individual tasks and use


Step 4 Critical Path Analysis to identify the total project duration

• Schedule Development – Develop a Gantt chart based on outputs of


Step 5 steps 1-4
5 Steps in Schedule Planning

• Activity Definition – Use the Work Breakdown Structure to identify all


Step 1 the activities required to complete the project.

• Activity Sequencing - Develop a good project network diagram


Step 2

• Activity Resource Estimating (in coordination with budgeting process)


Step 3

• Duration Estimating – Assign durations to individual tasks and use


Step 4 Critical Path Analysis to identify the total project duration

• Schedule Development – Develop a Gantt chart based on outputs of


Step 5 steps 1-4
Work Breakdown Structure (WBS)
DEFINITION

• A deliverable oriented grouping of project elements which


organizes and defines the total scope of the project.

• Each descending level represents an increasingly detailed


definition of a project component.

“Running a project without a WBS is like going to a


strange land without a roadmap.” — J. Phillips

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Indented WBS Format
Delta River Project 1.3 Build Latrines
1.0 Reduce Volume of Fecal Waste 1.3.1 Pre-construction
1.1 Monitoring 1.3.1.1 Plan approval by Government
1.1.1 Base-line surveys 1.3.1.2 Engineering Specs
1.1.1.1 Houses w/latrines 1.3.1.3 Plan approval by EPA
1.1.2.2 Houses w/o latrines 1.3.1.4 Ground water study
1.1.2 Quality surveys 1.3.2 Latrine construction
1.1.2.1 6-month samplings 1.3.2.1 Stakeholder engagement
1.1.2.2 Annual samplings 1.3.2.2 Home owner’s approval
1.1.2.3 Site visits 1.3.2.3 Site availability
1.2 Public Awareness Campaigns 1.3.2.3 Latrine maintenance education
1.2.1 Materials Preparations 1.3.3 Procurement
1.2.1.1 Identify messages 1.3.3. 1 Labor
1.2.1.2 Create materials 1.3.3.2 Materials
1.2.1.3 Publish materials 1.3.3.2.1 latrine construction
1.2.2 Implement Campaign 1.2.2.1 1.3.3.2.2 latrine maintenance
Distribute Printed materials 1.2.2.2 Radio
announcements 1.3.3.3 Permits
1.2.2.3 classroom programs 1.3.3.4 Licenses
1.3.3.5 Storage
Graphical WBS Format Latrines

Communities
Quality Latrine prepared to use
latrines

Design
Construct Training WASH
engineering Procurement
latrine committee
specification

Prepare and
Build structure
Dig hole install latrine
and inspect
cap

Obtain hole Arrange for Schedule


specifications diggers digging

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WBS – Your Project
 Work in groups and prepare a WBS for one of your
projects.
Outcome #1

Output #1 Output #2

Activity #1 Activity #2 Activity #3

Task #1 Task #2 Task #3

Sub Task #1 Sub Task #2 Sub Task #3 Sub Task #4

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WBS
Responsibility Matrix (RACI)

Quality Planning Duration estimates

HR Planning Scheduling process

Risk Planning Budgeting

Communication Planning
Performance measures

Control of arising issues

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5 Steps in Schedule Planning

• Activity Definition – Use the Work Breakdown Structure to identify all


Step 1 the activities required to complete the project.

• Activity Sequencing - Develop a good project network diagram


Step 2

• Activity Resource Estimating (in coordination with budgeting process)


Step 3

• Duration Estimating – Assign durations to individual tasks and use


Step 4 Critical Path Analysis to identify the total project duration

• Schedule Development – Develop a Gantt chart based on outputs of


Step 5 steps 1-4
Network Diagram
“It is useless to desire more time if you are already wasting what little you
have.” -— James Allen

START
start END

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Network Diagrams
"You don't drown by falling in the water; you drown by staying there."
— Edwin Louis Cole

Install Latrine
Dig Hole Build Structure
Slab/Cap

START Build Latrine


start Quality Audit END
Slab/Cap

Train WASH Train


Committee Community

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Network Diagrams
“Each completed task establishes certain parameters and imposes constraints on the next
task.” -– Louis Fried

Dig hole Install Build


Latrine Cap Structure

Build WASH Comm


Start Latrine Cap Quality
Audit

Train WASH
committee
to build latrine

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5 steps in Schedule Planning
• Activity Definition – Use the Work Breakdown Structure to identify all
Step 1 the activities required to complete the project.

• Activity Sequencing - Develop a good project network diagram


Step 2

• Activity Resource Estimating (in coordination with budgeting process)


Step 3

• Duration Estimating – Assign durations to individual tasks and use


Step 4 Critical Path Analysis to identify the total project duration

• Schedule Development – Develop a Gantt chart based on outputs of


Step 5 steps 1-4
Activity Resource Estimating
• How long does it take to dig a hole?
• What does it depend on?

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Activity Resource Estimating
 Decision concerning resource estimating are informed by
constraints
 Different projects can have different constraints

Resource
Work
Constraints:
Breakdown
(activity list) money, people,
Activity technology, Activity
sequencing expertise, time, Resource
Requirements
weather, materials,
Project Duration
logistics &
Project regulations
Schedule

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Common Estimating Techniques
Top-Down Estimation
• Management defines the time to complete an activity
• Based on judgment and experience
• Can be dangerous in projects new to the organization

Bottom Up Estimation
• People doing the work are consulted for time estimates
• People closest to work are apt to have a more accurate idea of
actual effort required

Parametric Estimation
• Relies less on people and more on statistics
• Based on historical data – what happened before

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Network Diagram

• Based on the WBS you created


earlier, work through creating a
simple network diagram
• Don’t forget to add your estimated
durations.

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How do you communicate to people:
- Who is doing what?
- Who is responsible for what?
RACI: Identify Roles and Accountability

Responsible Accountable Consulted Informed


Person who must 2-way 1-way
make sure the communication communication to
The person in
task is done with people who people who should
charge of
completely (might are expected to be notified and
performing a task
be the same as provide input and kept informed
responsible) opinions

Task 1

Task 2

Task 3

Task 4

Task 5

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Activity: Construct a RACI Matrix

In your groups look at your network


diagram and develop a RACI framework
for some of the key elements

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5 Steps in Schedule Planning

• Activity Definition – Use the Work Breakdown Structure to identify all


Step 1 the activities required to complete the project.

• Activity Sequencing - Develop a good project network diagram


Step 2

• Activity Resource Estimating (in coordination with budgeting process)


Step 3

• Duration Estimating – Assign durations to individual tasks and use


Step 4 Critical Path Analysis to identify the total project duration

• Schedule Development – Develop a Gantt chart based on outputs of


Step 5 steps 1-4
Critical Path “Working ten hour days allows you to
fall behind twice as fast as you could
working five hour days.” -– Issac Asimov

Install Build
Dig hole
Latrine Cap Structure
14
3 7

Build Quality
start Latrine Cap Audit end
6 1

Train WASH Train


Committee Community
1 1

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What is the critical path in this example?
The critical path is the series of tasks that determines the minimum amount
time required to complete project activities. This sequence of tasks represents
the longest path between the project’s start and its end

Install Build
Dig hole
Latrine Cap Structure
14
3 7

Build Quality
start Latrine Cap Audit end
6 1

Train WASH Train


Committee Community
1 1

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Another Way of Implementing

Dig hole Install Build


14 Latrine Cap Structure
1 7

Build WASH Comm


Start Latrine Cap Quality
6 Audit
1

Train WASH
committee
End
to build latrine Train WatSan
5 Committee to inspect
1

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Critical Path

Dig hole Install Build


14 Latrine Cap Structure
1 7

Build WASH Comm


Start Latrine Cap Quality
6 Audit
1

Train WASH
committee End
to build latrine Train WatSan
5 Committee to inspect
1 Network Diagram
(time estimated in days)

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Float
Float = amount of time that a task can be delayed without causing a
delay to project completion date

Install Build
Dig hole
Latrine Cap Structure
14
3 7

Build Quality
start Latrine Cap Audit end
6 1

Train WASH Train


Committee Community
1 1

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Critical Path

In your groups identify the critical


path for your network diagram.

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5 steps in Schedule Planning

• Activity Definition – Use the Work Breakdown Structure to identify all


Step 1 the activities required to complete the project.

• Activity Sequencing - Develop a good project network diagram


Step 2

• Activity Resource Estimating (in coordination with budgeting process)


Step 3

• Duration Estimating – Assign durations to individual tasks and use


Step 4 Critical Path Analysis to identify the total project duration

• Schedule Development – Develop a Gantt chart based on outputs of


Step 5 steps 1-4
Realistic Schedules

In your groups think about the following


1. Which issues and circumstances delay
your schedules?
2. What can you do to make them more
realistic?

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Realistic schedules?
Typical Delays Solutions

• Holidays • Do it together
• Recruitment • What happened
• Sick leave last time
• Turnover • Ask/talk to people
• Logistics (lead in times) • Use better
• Elections estimating
• Rainy season techniques
• Unplanned events
• ‘Stuff’

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Schedule Development

• Schedule development uses results of the other time


management processes to determine the start and end
date of the project and its activities

• The goal is to create a realistic project schedule that


provides a basis for monitoring project progress for the
duration of the project

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Gantt Chart
Activities Year One
1 2 3 4 5 6 7 8 9 10 11 12
1.1 Establish Plannning Unit
1.1.1 Set up offices and equipment
1.1.2 Hire counterpart staff
1.2 Link with relevant government
departments
1.2.1 Convene proejct steering committee
1.2.2 Hold regular steering committee
meetings
1.2.3 Hold regular brifings for Ministers and
senior civil servants
1.3.1 Agree with government priory aras for
planning studies
1.3.2 Convene working groups to undertake
planning studies
1.3.3 Undertake planning studies jointly with
government
1.4 Provide government with strategy plans
1.4.1 Make recommendations to government
1.4.2 Develop a policy framework

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Managing budgets
What challenges and/or opportunities have you
experienced with your budgeting approaches?

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Activity Based Budgets
Cost per Quarter Activity
Activates Total
Q1 Q2 Q3 Q4 Total
1.1 Establish Planning unit
1.1.1 Equipment
Computers 2000 2000 4000
Modems 500 500
Office furniture 3000 3000
1.1.2 Recruitment
Counterparts 800 800 800 800 3200
Office staff 200 300 300 300 1100 11800
1.2 Establish link with government
1.2.1 Liaison Meetings
Prepare presentations 500 500 500
materials
Prepare video 1000 1000 4000 6000
Stationary 200 200 400
Refreshments 100 100 200 7100
Planning
Communication Supply Risk Management
Plan Plan Plan

HR M&E L&D Plan


Plan Plan

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PROJECT IMPLEMENTATION

“Catch the bear before you sell its skin”

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The Implementation Phase

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What Goes Wrong?

In your groups discuss the kind of


things that go wrong, during the
implementation of your projects?

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Assumptions, Risks & Issues
Assumption = A statement (identified in order to
complete cause-effect logic – mostly in logframes)

Risk = A possibility (identified in order to be


managed – using a risk register)

Issue = A happening (identified in order to solve


real problems –using an issues log)

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Tolerance
Project tolerances define performance limits within which the
project manager can retain autonomy.

Issue Log Project


Manager
Authority
Change
control

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Issues Log
Issue Owner Date Status Date Closed Resolution
Opened
It rained for RS – 11 July 11 July – Rain started 13 July Workers agree to
Work Site in the morning .
two days Manager Workers went home
stay 3 extra hours
resulting in 12 July noon– Rain for the next 2
stopped but workers days to make up
a significant did not report today for the rain delay
work delay 12 July afternoon –
Inspected site and
determined work
could resume on 13th
13 July –Workers
arrived & agree to
work extra hours

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Issue Log

In your groups look at some recent issues you have


faced in your projects and put them into an issue log

Issue Owner Date Status Date Closed Resolution


Opened

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Issue Management

How do you deal with delays in your


projects?
The Best Cup of Tea

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Dealing with Delays
PMDPro suggests two clear ways of dealing with
scheduling and delay issues

Fast Tracking
Schedule Crashing

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Fast Tracking the Schedule

“Fast tracking” a project schedule takes activities


that would normally be completed in sequence and
completes them in parallel.

Risk: Quality may suffer or time will be needed for


rework later

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Fast Tracking
Original Critical Path 25 days
Install Build
Dig hole
Latrine Cap Structure
14
3 7
Quality
start Audit end
1

Critical Path After Fast Tracking 19 days


Install Complete
Dig hole
Latrine Cap Structure
14
3 1

Build Quality
start Structure Audit end
6 1

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Crashing the Schedule

"Crashing" the schedule means adding additional resources to the


critical path to accelerate progress, however, without necessarily
getting the highest level of efficiency.

Risk: May assign additional resources with limited tools to complete


the task, lowering efficiency. You may add a resource to work 5 days
and only shorten the task completion by 2 days.

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Crashing the Schedule
Original Critical Path 25 days
Install Build
Dig hole
Latrine Cap Structure
14
3 7
Quality
start Audit end
1
Critical Path After Crashing (increasing workers) 15 days

Install Build
Dig hole
Latrine Cap Structure
10
3 1
Quality
start Audit end
1

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Crashing and Fast Tracking

• Now we are in implementation go back


to your network diagram and reduce
your project time by 20%.

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Project Planning is Iterative
Rolling-wave planning

The iterative process of providing increasing levels of detail


to the project implementation plan over time
How could you make the WBS more manageable?

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How could you make the WBS more manageable?
High Level WBS

Time

Q Q Q Q
Detailed Detailed Detailed Detailed
1 2 3 4
WBS WBS WBS WBS

Decision
Gates
Deliverable #1

Activity #1 Activity #2 Activity #3

Task #1 Task #2 Task #3

Sub Task #1 Sub Task #2 Sub Task #3 Sub Task #4

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Tools and Implementation
In your groups think of all the tools you
have learnt about so far. How will you
use them in implementation?

Needs identification WBS


Stake holder analysis/Matrix Network Diagram
Log Frame RACI
Indicators & MoV Activity based budget
Risk Register Gantt Chart
Project Charter issue log
Communication Plan

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MONITORING, EVALUATION,
AND CONTROL

Evaluate what you want -- because what gets measured, gets


produced. -James Belasco

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Monitoring, Evaluation & Control

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Why Monitor, Evaluate and Control?
• To inform decisions we are
making
• To check are we doing the
right thing
• To Check are we doing
things right
• Is our theory of change
right?
• Are our assumptions right?

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Monitoring and Evaluation
In your groups recreate this grid on a flip charts and
complete. The fastest team to complete the exercise
correctly wins
Monitoring Evaluation

what
why
When
how

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Monitoring Evaluation
what A continuous review of project progress, Gathering and analyzing information to
of checking planned activities against determine:
actual results, and seeing if corrective Progress toward delivery of
action needs to be taken. activities/outputs; and
Contributing to achievement of
outcomes/goals.
why Analyze current situation To measure project effectiveness
Identify issues and find solutions To determine whether outcomes have been
Discover trends and patterns achieved
Keep project activities on schedule To learn how well things are being done
Measure progress against outputs To learn lessons for future improvement
Make decisions about human, financial
and material resources
when Continuous Periodically (the frequency depends on the
resources the project is willing to invest –
typically there are midterm, end-of-project
and post project evaluations.

how Field Visits Internal Evaluation


Records External Evaluation
Reports OPERATIONAL EXCELLENCE FOR SOCIAL GOOD
ADVANCING
Evaluation Vs. Monitoring
Hierarchy of Indicators Means of Assumptions
Objectives Verification
Is the causal logic
between the
outcomes and the Goal
goal correct?
Outcome(s)

Monitoring
Is the causal Outputs focuses on the
relationship activities &
between the Activities output levels –
outputs and the including a
outcomes correct? Inputs check of the
ongoing logic
of the original
assumptions
Evaluations – 3 types
Mid-term Final Ex-Post
• Conducted in the • Conducted toward • Conducted at a time
middle of the project the end of the after project
project. completion.
• Generally an internal • Knowledge-oriented,
evaluator(s) • Largely judgment emphasizing
oriented – merit, sustainable impact
• Improvement- worth or value • Are especially useful
oriented when advocating for
• Generally include an interventions in a
external evaluator specific program or
portfolio area.
• Not conducted as
• More planning and
regularly as final
investment.
evaluations

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Key M&E tools
1. How could we use the Logframe as an
evaluation tool?
2. How could we use Issues Log as a monitoring
tool?
Issue Owner Date Status Date Closed Resolution
Opened

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Logframe as an evaluation tool
 The outcomes and goal are the highest change that the project is
seeking.
 The indicators, at the outcomes level in particular, detail how the
change/improvement is going to measured.
 The logframe details assumptions, especially important at the
outcome level for evaluation, that should have been managed
through a risk register.
 The Means of Verification provide a description of how the
evaluation indicators will be measured and how the data will be
gathered.
 It provides a description of the logic model for results and impacts
that were intended for the project.

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Issues Log as a monitoring tool
 Issues often lead to variances = differences between what was
planned and what actually happened during implementation.

 Issue management often explains and, in many cases, justifies


variances.

 Change often results from issue management. This change must be


represented in the monitoring plans.

 Monitoring can identify issues that have not yet been logged –
alerting the project manager to become more proactive.

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Monitoring Budgets

Is this a problem?
Earned value analysis (EVA)

Definition: Earned Value Analysis is a tool that compares the


planned and actual cost for each task that has been
performed and ALSO compares the rate of progress on each
task to what was scheduled in the project plan.

So…. to do Earned Value Analysis the Project Manager will


need a more complete set of data that combines elements of
both the project budget AND the project calendar.

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Control
Have you ever managed a
project where you lost
control of the scope,
budget or calendar?

What changes were made


to regain control of your
project?

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Tolerance
Project tolerances define performance limits within
which the project manager can retain autonomy.

Issue Log Project


Manager
Authority
Change
control

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


Ensuring Only Authorized Changes are Made?
 Set tolerances for project manager in advance – including
Time, Cost, Scope, Risk, Quality and Benefits
 Discuss with your direct supervisor to identify the situations
that will require escalation (project charter)
 Use a governing structure (Board with appropriate voices
represented)
 Make sure the participation of stakeholders continues to be
honored in any changes
 Carefully document the issues and management challenges
that justify changes

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


Change Develop Action
Change Request Yes
Allowable to Change Plans
Form Submitted
within and Update
Contract? Documents

No

Assess Impact

Change Disallow Change


Request
on Schedule,
Resources,
Costs and
Quality
Request
Map No
Client
Yes
Client
Yes
Change
No
Develop New
Approval Impact Action to
Approval
Required? Acceptable? Address Change
No

No

Change
Update Project Implement
Impact
Plans Change
Acceptable

Yes

Close Out
Documentation

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


Change Control

In your groups design your own change


control process.
- Try to make it practical for your
projects
- Think about processes that are
already in place

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


Control is Like Juggling

Triple
Constraint

6
5 Principles
Disciplines

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


TRANSITION

MODULE 7

“Life is pleasant. Death is peaceful. It’s the


transition that’s troublesome.”
-Isaac Asimov

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


The flight challenge

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


“You are only as
good as you
finish”
End of Project Transition

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


Project Definition

A project is a temporary
endeavour undertaken to create a
unique product, service or result

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


Transition
1. What problems do you have with transitions?
2. How could these tools help

Decision Gates
WBS
Risk Register
Issue log
RACI

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


Transition Types

Termination Extension Expansion Redesign

• Project formally •No-cost or •Team identifies •Project is


ended additional cost what elements changed &
continuation of of the project continued via a
• all project the project to to replicate new phase
closure activities finish activities with modified
are completed interventions or
•Team identifies
new target area activities
• Could include
handover to a
or population
partner
organization

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


Transition Planning Matrix
How could a matrix like this help you in the Transition phase?
Full matrix on page 67 in the guide
COMPONENT KEY QUESTIONS GUIDING CHALLENGES
PRINCIPLES

1. Plan transition  Type of  Transparency;  Balancing firm


from earliest transition especially commitments
envisioned? funding with flexibility
phases

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


Project Close Out

• Have all people • Is all donor funding • Area all contracts


been released or received? closed out?
reassignment?
• Have all receivables • Has donor received,
• Have archives or been liquidated? reviewed &
files been set accepted the
up? • Have all payables deliverables?
Administrative

been paid?
• Have equipment,
facilities,

Contracts
Financial

vehicles and so
on been sold or
reallocated?

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


End of Project Learning
Portfolio

Programs Projects

Project Project Project

Learn
Before

Learn Learn
After During

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


Documenting Lessons-learned

Modified Issues Log


Issue Owner Date Status Date Resolution
Opened Closed
Lessons-learned

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


Lesson Learning

”Wisdom is like a baobab tree; no one


individual can embrace it”
Akan proverb

“Traveling is learning” Kenyan Proverb

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


After Action Reviews
 Simple, quick and versatile learning activity

 Relatively straightforward to organize and


implement

 Help participants understand what was planned


versus what actually happened

”Wisdom is like a baobab tree; no one individual can embrace it”


Akan proverb

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


After Action Review

1. What
2. What
was Agreed
actually
supposed Facts
happened
to happen

3. Why was 4. What can


there a we learn
difference? from this?
Shared
Opinions

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


CELEBRATE!
• Officially recognize project closure

• Acknowledge social relationships

• Celebrate successful results & impacts

“How important it is for us to recognize & celebrate our


heroes and she-roes!”
Maya Angelou

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD
ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD
Thank You

john.cropper@humentum.org
johncropper
@LINGOsOrg

http://lingos.org
Please attribute LINGOs for this
work with a link to www.lingos.org

© LINGOs 2014. This work is licensed under the Creative Commons


Attribution-NonCommercial-NoDerivatives 4.0 International License.
To view a copy of this license, visit
http://creativecommons.org/licenses/by-nc-nd/4.0/ .
ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD
Final Module
What Are You Going to Do Now?

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


Community Volunteers in rural Zambia

Simple
Issues
Log
ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD
• What are the problems in your projects?
Assessment • What are you trying to fix?

• What tools will fix the problems? How? Why?


• Which tools should be deployed first? Why?
Opportunity • How will you implement these tools?
Analysis • Who will do what? Roles, accountabilities…..

• What challenges do you anticipate? Why?


Deployment • How will you overcome these issues?

• What will happen next?


Next Steps • How/when will impact be measured?

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


Exam
Briefing

Don’t Panic!!
Exams

 Multiple choice a, b, c, d
 No blank answers
 180 minutes
 You can flag questions to check later
 Hands up for questions
 No manuals!
 Phone on silent

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


You may begin

ADVANCING OPERATIONAL EXCELLENCE FOR SOCIAL GOOD


Thank you!

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