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Progressive Organizations:
PM4SD for capacity building
in sustainability
applications
Dr. Sheena Carlisle
Holly Prievo
Objective
To evaluate PM4SD (Project Management for Sustainable
Development) as a tool to enhance management skills and ca...
Today’s Itinerary:
PM4SD Application
Capacity Building
Case Study 1
Case Study 2
Case Study 3
• European project, co-funded by the Erasmus+ Programme of the European
Commission working in partnership with the Univers...
The Integration of PM4SD into organisations
• Embedding PM4SD principles into organisational culture and projects
• Focus ...
Capacity building and PM4SD in sustainability
projects can:
• Manage change as a result of projects
• Resolve conflict on ...
CAPACITY BUILDING
“The process through which individuals, organizations and
societies obtain, strengthen and maintain the ...
PM4SD Tools for
Capacity Building
•Stakeholder’s Map &
Management Program
•Product-based Planning
•Communication Plan
Why Capacity building for sustainability
implementation?
• Lack of knowledge of the value of sustainability applications a...
Case Studies
• Umayyad Itinerary;
Lebanon
• ETIS Application; Piemonte
Region, Italy
• A Destination Management
Organizati...
Umayyad Itinerary in
Lebanon:
Improvement of Mediterranean Territorial Cohesion
through Setup of Tourist-Cultural Itinerary
Challenge 1: Direction
Challenge 2:
Unengaged stakeholders
Planning (Product Based) • initial step - narrative
• Clarify final product
• Sub-products (flow map for roles/
responsibi...
Stakeholders Map
• identify major challenges
• foundation for the organizational phase
• roles and responsibility
• Dorman...
Case Study 3 : Challenge
PM4SD, capacity building and initiating change
in the Piemonte Region, Italy.
• Stakeholder Working Group Mechanism
• Piem...
Product Based Planning and
Capacity Building
1/ Creating the Project Product
Description.
2/ Creating the Product Breakdow...
Product Breakdown Structure (PBS) for
the ETIS project
External Products Internal Products Project Management Products
Sta...
A Destination Management Organization in the
Bulgarian Danube
Challenge 1: No infrastructure for information exchange
Challenge 2: Leadership
Planning (Product Based)
• clarified objectives- link EUSDR policy
(establishment of tourist regions) to
end users
• Polic...
Stakeholder Engagement
via Communication Plan
• Raising awareness
• Platform for reliable, routine
communication (identify...
Prievo and carlisle 3
Prievo and carlisle 3
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Prievo and carlisle 3

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FEST Summer School - Presentation Akureyri 2016

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Prievo and carlisle 3

  1. 1. Progressive Organizations: PM4SD for capacity building in sustainability applications Dr. Sheena Carlisle Holly Prievo
  2. 2. Objective To evaluate PM4SD (Project Management for Sustainable Development) as a tool to enhance management skills and capacity building within tourism projects and organiszations
  3. 3. Today’s Itinerary: PM4SD Application Capacity Building Case Study 1 Case Study 2 Case Study 3
  4. 4. • European project, co-funded by the Erasmus+ Programme of the European Commission working in partnership with the University of Malta, Cardiff Metropolitan University, Jlag, INTASAVE and the Bulgarian Economic Forum. • CoLeadTourism will implement (PM4SD) methodology as a blended learning capacity building tool • The development of 12 brand new case studies demonstrating the application of PM4SD in live and past projects • Development of new online training materials for a new online training platform and an up-to-date revision of the PM4SD handbook
  5. 5. The Integration of PM4SD into organisations • Embedding PM4SD principles into organisational culture and projects • Focus on products and outcomes • Encourages a planning and innovative approach to project challenges and complex applications of sustainability • Reduces reactive snap judgements • Encourages dialogue and collaboration between project partners, stakeholders and beneficiaries
  6. 6. Capacity building and PM4SD in sustainability projects can: • Manage change as a result of projects • Resolve conflict on projects • Manage institutional pluralism, • Enhance coordination amongst stakeholders • Foster practical communication • Ensure data and information are shared • Support cyclical thinking in the continuation beyond projects through planning, action, reflection….
  7. 7. CAPACITY BUILDING “The process through which individuals, organizations and societies obtain, strengthen and maintain the capabilities to set and achieve their own development objectives over time. Simply put, if capacity is the means to plan and achieve, then capacity development describes the ways to those means.” -UNDP, 2009 (Capacity Development: A UNDP Primer)
  8. 8. PM4SD Tools for Capacity Building •Stakeholder’s Map & Management Program •Product-based Planning •Communication Plan
  9. 9. Why Capacity building for sustainability implementation? • Lack of knowledge of the value of sustainability applications and wider impacts within a company, business or community • Engage with relevant stakeholders (buy-in ) • Integrate accountability and transparency in project implementation • Ensure standards for sustainability implementation quality projects alongside sustainability indicators • Critical Project evaluation and Accountable outcomes and product
  10. 10. Case Studies • Umayyad Itinerary; Lebanon • ETIS Application; Piemonte Region, Italy • A Destination Management Organization; Bulgarian Danube
  11. 11. Umayyad Itinerary in Lebanon: Improvement of Mediterranean Territorial Cohesion through Setup of Tourist-Cultural Itinerary
  12. 12. Challenge 1: Direction
  13. 13. Challenge 2: Unengaged stakeholders
  14. 14. Planning (Product Based) • initial step - narrative • Clarify final product • Sub-products (flow map for roles/ responsibilities- planning, scheduling and work activities. • link end users to the products • correlation with market suitability • reduced risk • less wasted resources
  15. 15. Stakeholders Map • identify major challenges • foundation for the organizational phase • roles and responsibility • Dormant capacity • Information sharing: best practices, academic, technical, scientific • Culture, ownership, through inclusion • common vision
  16. 16. Case Study 3 : Challenge
  17. 17. PM4SD, capacity building and initiating change in the Piemonte Region, Italy. • Stakeholder Working Group Mechanism • Piemonte Regional Authority • SiTI - Higher Institute on Territorial Systems for Innovation (4 indicators) • ATL del Cuneese (8 indicators)and the Province of Cuneo (3 indicators) • Chamber of Commerce of Cuneo (5 indicators)
  18. 18. Product Based Planning and Capacity Building 1/ Creating the Project Product Description. 2/ Creating the Product Breakdown Structure (PBS) 3/ Create the Product Flow Diagram 4/ Create Product Descriptions Benefits Clarity
  19. 19. Product Breakdown Structure (PBS) for the ETIS project External Products Internal Products Project Management Products Stakeholder Working Group Project Plans, i.e. Project Brief Research Data of ETIS Indicators from Tourism Destination and Business Community in Cuneo Province - Communication Plan Outline Business Case Analysis and Evaluation of ETIS Indicator Data from Tourism Destination and Business Community in Cuneo Province Quality Plan Project Management Structure Strategic plan of Action for continuation of the ETIS system Risk Management Plan Project Product Description Implementation of sustainable indicators Project Plan Product Descriptions
  20. 20. A Destination Management Organization in the Bulgarian Danube
  21. 21. Challenge 1: No infrastructure for information exchange
  22. 22. Challenge 2: Leadership
  23. 23. Planning (Product Based) • clarified objectives- link EUSDR policy (establishment of tourist regions) to end users • Policy identification and adherence • FPDD- centralized knowledge base • Identified and organized useable resources • accountability and ownership within the project
  24. 24. Stakeholder Engagement via Communication Plan • Raising awareness • Platform for reliable, routine communication (identify risks, challenges, opportunities) • exchanges between Ruse (local, Operational) and capital in Sofia (Directing) • reduce impact of gaps intra/inter-regionally • roles and responsibilities • Transparency & cooperation between varying levels of decision making

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