PM-05 - Advancing Project Management for the 21stCentury“Concepts, Tools & Techniques for Managing Successful Projects”29-...
PM-05 - Advancing Project Management for the 21stCentury“Concepts, Tools & Techniques for Managing Successful Projects”29-...
PM-05 - Advancing Project Management for the 21stCentury“Concepts, Tools & Techniques for Managing Successful Projects”29-...
PM-05 - Advancing Project Management for the 21stCentury“Concepts, Tools & Techniques for Managing Successful Projects”29-...
PM-05 - Advancing Project Management for the 21stCentury“Concepts, Tools & Techniques for Managing Successful Projects”29-...
PM-05 - Advancing Project Management for the 21stCentury“Concepts, Tools & Techniques for Managing Successful Projects”29-...
PM-05 - Advancing Project Management for the 21stCentury“Concepts, Tools & Techniques for Managing Successful Projects”29-...
PM-05 - Advancing Project Management for the 21stCentury“Concepts, Tools & Techniques for Managing Successful Projects”29-...
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Pm 05 apoplous paper

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The main objective of the present study was to construct a comprehensive, easy-to-use tool for Greek NGOs, an add-on to “APOPLOUS”. An additional objective was to facilitate Greek NGOs to be certified under the ELOT 1429 & 1431-3 Standards for the “Certification of Project Management Competency of Organizations”, thus ensuring their candidature for European Union co-financed Projects. The authors based their study on the latest International Competence Baseline version in use of the International Project Management Association and specifically on the Austrian and the Greek National Baselines. The Guidelines and the standardised handbook were used in a pilot phase by a selected sample of NGOs and their feedback is included in the presented version.

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Pm 05 apoplous paper

  1. 1. PM-05 - Advancing Project Management for the 21stCentury“Concepts, Tools & Techniques for Managing Successful Projects”29-31 May 2010, Heraklion, Crete, Greece.- 1 -Guidelines and Project Management Handbook for Greek NGOsDipl.Eng. – MBA Triantafyllos Katsarelis1(Scientific Associate, School of Civil Engineering, Centre for ConstructionInnovation, National Technical University of Athens, Greece, IPMA Level C certified)Dipl.Eng. Nikolaos Depountis(Quality Advisor, Member of the BoD PM-Greece, Athens, Greece)Iliana Adamopoulou(undergr. Student, National Technical University of Athens, Greece, IPMA Level Dcertified)Abstract“APOPLOUS” was the outcome of a project assigned by the Coordination Committeeof the Campaign of 800 Greek NGOs, with the purpose of constructing a set of“Values, Organization, Conduct and Practice” for Greek NGOs. The main objective ofthe present study was to construct a comprehensive, easy-to-use tool for GreekNGOs, an add-on to “APOPLOUS”. An additional objective was to facilitate GreekNGOs to be certified under the ELOT 1429 & 1431-3 Standards for the “Certificationof Project Management Competency of Organizations”, thus ensuring theircandidature for European Union co-financed Projects. The authors based their studyon the latest International Competence Baseline version in use of the InternationalProject Management Association and specifically on the Austrian and the GreekNational Baselines. The Guidelines and the standardised handbook were used in apilot phase by a selected sample of NGOs and their feedback is included in thepresented version.KeywordsStandards, E.U. co-financed projects, APOPLOUS, Greek NGOs, Project handbook1 IntroductionThree years ago the Coordination Committee of the Campaign of 800 Greek NGOsassigned to the Scientific Committee the project of constructing a set of “Values,Organization, Conduct and Practice” to be adopted and used by Greek NGOs. Theoutcome of this project was “APOPLOUS”. This “Set of Values” is now beingestablished as a “Code of Conduct”, adopted by a large number of Greek NGOs. Thepresent study is the second add-on to “APOPLOUS”, providing a tool for GreekNGOs for their continuous improvement under the very spirit of this Code of Values,Organization, Conduct and Practice.Meanwhile the Greek Organization for Standardization – ELOT developed and issuedthe 1429 & 1431-3 Standards, which are maturity organization standards, for thefield of European Union co-financed Projects in Greece, which could also affectNGOs’ candidature for such Projects. The additional objective of this study was tofacilitate Greek NGOs to be certified under these Standards.1Corresponding author. Mailing address: Bentouri 22B, Holargos 15561, Athens, Greece.E-mail address: baikats@hotmail.com
  2. 2. PM-05 - Advancing Project Management for the 21stCentury“Concepts, Tools & Techniques for Managing Successful Projects”29-31 May 2010, Heraklion, Crete, Greece.- 2 -“APOPLOUS - Code of Values, Organization, Conduct and Practice” for Greek NGOsand the ELOT 1429 Standard are briefly described. The “Project ManagementGuidelines and Handbook” proposed by the authors are presented.2 APOPLOUS: History and background“APOPLOUS - Code of Values, Organization, Conduct and Practice” for Greek NGOs(Katsarelis, Depountis et al. (2008)) was the outcome of a project assigned to theScientific Committee of the Campaign of 800 Greek NGOs by the CoordinationCommittee. The final text was approved, went through the public enquiry procedureand currently undergoes the procedure of formal acceptance by the interestedGreek NGOs, thus moving forward from a “Set of Principles” to a “Code ofConduct”.“APOPLOUS” is structured in six equally weighted “values”. In the “APOPLOUSCode” a brief description of each value is provided. These Principles do not negatethe institutional articles of each organization, nor do they replace the additionalterms of function or their applied practices. In contrast they are additional to theabove, while enhancing them. Through the adoption of these Principles allorganizations are encouraged to use more sophisticated and standardizedinstruments to ameliorate their performance, such as evaluation indicators,mechanisms of internal control, prototypes and standards.The first add-on was “Comprehensive Guidelines for the application of the principlesof APOPLOUS” and contained more detailed documentation and some examples ofapplication in order to clarify the concept.Fig. 1: APOPLOUSThe authors have proposed the following graph, which depicts the continuum ofstandardization for NGOs. This proposal was based on the approach for CorporateResponsibility Codes (Leipziger (2003)).FOCUSonEFFECTIVENESSRESPONSIBLEORGANIZATION& PRACTICECONTINUOUSIMPROVEMENT& INNOVATIONPARTNERSHIPDEVELOPMENT& NETWORKINGVISION &MISSIONINDEPENDENCETRANSPARENCY& REPORTING
  3. 3. PM-05 - Advancing Project Management for the 21stCentury“Concepts, Tools & Techniques for Managing Successful Projects”29-31 May 2010, Heraklion, Crete, Greece.- 3 -Fig. 2: The continuum for standardization for NGOsThe authors have expressed their commitment and vision to help upgrade theCode. With the presentation of the two add-ons – Guidelines this Code of conduct ismoving forward towards becoming a Standard.3 The ELOT 1429 standard: Background and field of applicationThe ELOT 1429 Standard for the “Certification of Project Management Competencyof Organizations”, along with the linked Standard ELOT 1430 – series, addressesthe field of European Union co-financed Projects in Greece. NGOs must fulfill thegeneral requirements of ELOT 1429 and specifically ELOT 1431 - 3 Standards.Disregarding the field of application of these Standards, the authors stronglybelieve that Greek NGOs should adopt, implement and follow in all their projectsany comprehensive set of “Project Management Guidelines” under the requirementsof APOPLOUS. This set of “Guidelines” must follow specifically the values of“Responsible Organization and Practice”, Focus on Effectiveness” and “ContinuousImprovement and Innovation”. The set of “Guidelines” proposed by the authors inthis paper is a step towards this goal.4 Project management guidelines and handbook for Greek NGOs4.1 MethodologyThe scope of the study was to construct a comprehensive document, which wouldbe easy to use by the Greek NGOs who base their activity on volunteer work andlack of trained full-time personnel. They actually are “Project Oriented”Organizations usually supported by a “week permanent” Organization.The authors based their study on the Project Management approach proposed bythe International Project Management Association – IPMA and specifically on thelatest International Competence Baseline – ICB 3 version in use and morespecifically on the Austrian National Baseline of PMA and the final draft of the GreekNational Baseline of PM Greece. Additional bibliography was used on projectmanagement for NGOs.The Guidelines and the Handbook were reviewed for consistency, clarity andusability during the pilot phase by a selected sample of Greek NGOs: “EuropeanExpression”, “Cell of Alternative Youth Activities”, “ARCHELON – The Sea TurtleProtection Society of Greece”, “2ndHolargos System of Sea Scouts” and “GymnasticAthletic Club of Holargos”. These NGOs are committed to adapt the Handbook totheir specific operational needs and use it in a future project, with the help andguidance of the authors. More NGOs, members of the “Campaign of 800 GreekNGOs” will take part in this implementation phase.Values PrinciplesCodesofConductStandards ModelsNorms&Guidelines
  4. 4. PM-05 - Advancing Project Management for the 21stCentury“Concepts, Tools & Techniques for Managing Successful Projects”29-31 May 2010, Heraklion, Crete, Greece.- 4 -4.2 Guidelines’ constructionThe “Guidelines and Project Management Handbook” is a bilingual tool (in greekand in english), as many Greek NGOs have volunteers not fluent in the greeklanguage, or collaborate with NGOs from other countries in common bilateralissues, or even undertake projects abroad. The tool consists of two parts: theProject Management Handbook and the Guidelines for the implementation of theProject Management methods introduced in the Handbook.The Project Management Handbook contains easy-to-use templates for all the sub-processes of a project (start, controlling, coordination and closedown, together withthe continuous marketing task). It also addresses the issue of risk management, ina project risk register and with further risk analysis and alternative scenarios, whichneed to be monitored constantly during the project, and could be very useful incase the crisis management sub-process needs to be launched. A special and ratherinnovative contribution, associated with the risk management but also with theclosedown sub-process, is the “Non-completed project stop” template, whichinevitably has to replace the normal “Project closedown report”, in case a projectends abruptly before its completion. The templates can be filled using low costsoftware or even freeware, therefore the tool represents an affordable solution foreven small NGOs.Distribution list Project list of datesProject assignment Project communicationstructuresProject objectives Project risk registerPre-project and post-project phase analysisRisk analysis –Alternative scenariosProject objects ofconsideration“Professional” liabilityinsurance contractProject rules Relationship to otherprojectsProject cost plan Connection to theOrganisation’s strategyProject resource plan To-do listProject organisationchartApproval of workpackagesWork breakdownstructureMinutes of meetingProject interestedpartiesProject status reportProject work packagespecificationsProject score cardProject responsibilitymatrixProject close downreportProject milestone plan To-do list: Remainingwork – Post-projectphaseProject bar chart Non-completed projectstopTable 1: Project Handbook contents
  5. 5. PM-05 - Advancing Project Management for the 21stCentury“Concepts, Tools & Techniques for Managing Successful Projects”29-31 May 2010, Heraklion, Crete, Greece.- 5 -The Guidelines, apart from helping with the implementation of the proposed ProjectManagement methods, contain basic Project Management glossary and databases(e.g. risk management register and potential interested parties register).Examples of the Handbook templates and the Guidelines are shown below.The Project Interested Parties Analysis and Graph The project Interested Parties analysis considers the relationship of the projectto its relevant Interested Parties (Stakeholders). These are the parties that havean effect on, or are affected by the project and its results. This project Interested Parties graph is structured as: Project internal area:Project organization (Project Owner or team + Project Manager + ProjectTeam), and Project external area: All relevant Interested Parties. The distance from the Project figure depicts the importance of the InterestedParty within an arbitrary scale: Critical – Important – Other. The correspondent mark depicts the assessed relationship “attitude” of theInterested Party within an arbitrary scale: Negative – Neutral – Positive. The Analysis and corresponding Chart enables the Project Team to design theactions to be planned in order to improve the relationships with each InterestedParty, using an “Importance/ Attitude” matrix.Figure X: Typical Project Interested Parties Analysis graphFig. 3: Guidelines extract: Interested Parties Analysis
  6. 6. PM-05 - Advancing Project Management for the 21stCentury“Concepts, Tools & Techniques for Managing Successful Projects”29-31 May 2010, Heraklion, Crete, Greece.- 6 -<Ονομασία Έργου><Project name><Κωδικός Έργου><Project No.>ΑΝΑΛΥΣΗ ΚΙΝΔΥΝΩΝΕΝΑΛΛΑΚΤΙΚΑ ΣΕΝΑΡΙΑRISK ANALYSISALTERNATIVE SCENARIOS<Λογότυπο ΜΚΟ><NGO’s logo>Κίνδυνος RiskΚόστος κινδύνου Risk cost Κόστος πρόληψης κινδύνου Cost for preventing riskΠροληπτικές ενέργειες Preventative actionsΕνέργειες ενδεχόμενης εμφάνισης Contingency actionsΕναλλακτικό σενάριο 1 Alternative scenario 1Υπεύθυνος ResponsibleΚόστος Cost Χρονική καθυστέρηση DelayΑποτελέσματα ResultsΕναλλακτικό σενάριο 2 Alternative scenario 2Υπεύθυνος ResponsibleΚόστος Cost Χρονική καθυστέρηση DelayΑποτελέσματα ResultsFig. 4: “Risk analysis – Alternative scenarios” template
  7. 7. PM-05 - Advancing Project Management for the 21stCentury“Concepts, Tools & Techniques for Managing Successful Projects”29-31 May 2010, Heraklion, Crete, Greece.- 7 -<Ονομασία Έργου><Project name><Κωδικός Έργου><Project No.>ΑΝΑΚΕΦΑΛΑΙΩΤΙΚΟ ΔΕΛΤΙΟΚΑΤΑΣΤΑΣΗΣ ΤΟΥ ΕΡΓΟΥPROJECT SCORE CARD<Λογότυπο ΜΚΟ><NGO’s logo>Στόχοι και πλαίσιο του ΈργουProject objectives and context<Ημερ.1><Date 1><Ημερ.2><Date 2><Ημερ.3><Date 3><Ημερ.4><Date 4>Στόχοι Project objectives 1Αντικείμενα θεώρησης Project objects of consideration 2Στρατηγικές Οργανισμού Organisation strategies 3Άλλα έργα Other projects 4Σχεδιασμός, έλεγχοςPlanning, controlling<Ημερ.1><Date 1><Ημερ.2><Date 2><Ημερ.3><Date 3><Ημερ.4><Date 4>Πρόοδος Project progressΧρονοδιάγραμμα Project scheduleΚόστη Project costsΠόροι Project resourcesΟργάνωση του ΈργουProject organisation<Ημερ.1><Date 1><Ημερ.2><Date 2><Ημερ.3><Date 3><Ημερ.4><Date 4>Ρόλοι Project rolesΕπικοινωνία Project communicationΚουλτούρα Project cultureΟμαδική εργασία Project teamworkΣχέσεις περιβαλλόντων του έργουProject environment relationships<Ημερ.1><Date 1><Ημερ.2><Date 2><Ημερ.3><Date 3><Ημερ.4><Date 4>…………Γενική κατάστασηOverall<Ημερ.1><Date 1><Ημερ.2><Date 2><Ημερ.3><Date 3><Ημερ.4><Date 4><Ονομασία Έργου> <Project name> 3Πολύ καλή 1 Very goodΚαλή 2 GoodΜέση 3 OkΚακή 4 BadΠολύ κακή 5 Very badFig. 5: “Project Score Card” template
  8. 8. PM-05 - Advancing Project Management for the 21stCentury“Concepts, Tools & Techniques for Managing Successful Projects”29-31 May 2010, Heraklion, Crete, Greece.- 8 -5 ConclusionsA comprehensive “Guidelines and Project Management Handbook” tool, which wouldbe easy to use by the Greek NGOs who base their activity on volunteer work andlack of trained full-time personnel, is proposed by the authors. The authorstargeted mostly the medium and small NGOs with the above characteristics, but theproposed tool can also be used by the larger NGOs with more experience. These“Guidelines” may support Greek NGOs to be certified under the ELOT 1429 and1430-3 Standards and ensure their candidature for European Union co-financedProjects. But, most of all, these ‘Guidelines” are a tool for their continuousimprovement – kaizen, into their “journey towards excellence”, under the veryspirit of “APOPLOUS - Code of Values, Organization, Conduct and Practice”.6 ReferencesEuropean Commission – EuropeAid Cooperation Office (2004), “Aid DeliveryMethods – Project Cycle Management Guidelines”.Depountis, N. and Katsarelis, T. (2008), “APOPLOUS – Code of Values,Organization, Conduct and Practice for Greek NGOs”.Depountis, N. and Katsarelis, T. (2008), “Standards and Certification of NGOs”,Proceedings of the 3rdNational Conference on Standardization, Standards andQuality”, Thessaloniki.Depountis, N. and Katsarelis, T. (2009), “Project Management Guidelines for GreekNGOs”, Proceedings of the 6thConference “Standardization, Prototypes andQuality: A means of Balkan Countries Collaboration”, Thessaloniki.Gareis, R. (2005), “Happy Projects”, MANZ Verlag, Vienna.Gaskin, K. (2006), “Risk Toolkit: How to take care of risk in volunteering – A guidefor organisations”, The Institute for Volunteering Research & VolunteeringEngland.Gower (2000), “Handbook of Project Management”.Harrington, H. and McNellis, T. (2006), “Project Management Excellence”, PattonPress.International Project Management Association – IPMA:http://www.ipma.ch/Pages/default.aspxLeipziger, D. (2003), “The Corporate Responsibility Code Book”, GreenleafPublishing Limited, Sheffield.PMI (2004), “A Guide to the Project Management Body of Knowledge – PMOBK”.Project Management Association Austria – PMA: http://www.p-m-a.at/content.phpProject Management Association Greece – PM Greece: http://pmgreece.gr/

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