Abstract: The Impact of Project Chartering and Preparation on Investment and Project Delivery The objective of the presentation will be to sensitize the audience to the importance of Project Preparation to investment decision making, crucial to South Africa’s economic revival at this point in time, and successful project delivery. This ties in directly with the Conference theme of Projectification of South Africa and the key points of departure are the questions: The intended audience for such a presentation would be consultants, local and national government officials, entrepreneurs, investment bankers, DFI professionals, developers, NGO’s, grass-roots community organizations with projects they would like to launch, educators who wish to start or improve their institutions, and host of other interested parties.
Presenter Biography: Mr Bado M.J. Mnthali, BSc., MBL, PrEng, PMP, is a career infrastructure professional with a career spanning almost 2 decades and several countries, both developed and developing. Bado has also worked extensively in Project Preparation and Development in most recent years, and has structured a variety of projects for banks, private sector companies, non-profit organizations, DFIs, and Governments. He has been a PMP since 2013, and is a member of the PMI-SA Chapter, Johannesburg branch.
This document provides a summary of the findings from an evaluation of the Sheffield Financial Capability Project. The evaluation was conducted over two phases from January 2010 to May 2011. Key findings include:
- The project successfully delivered financial capability sessions to a large number of participants by working collaboratively with partners in housing, employment, and debt/money advice services.
- Sessions were well-received by participants but it was difficult to evidence long-term impacts without longitudinal tracking of participants.
- Flexibility in session delivery and content was important to meet the needs of diverse groups.
- Partners valued the sessions and saw benefits for their clients, and financial capability is now a higher priority for many agencies.
-
APM webinar held on 19 November 2020, presented by Garry Murphy and Lisa Street.
https://www.apm.org.uk/news/developing-skills-for-continued-high-performance-in-this-changing-world-webinar/
A successful project requires attention to project governance, project management, and project quality. Project governance involves executive engagement, project sponsorship, organizational governance, and a project steering committee. The project manager and proper measurement and control are important for project management. Project quality ensures conformance to the governance processes throughout the project lifecycle. Attention to these areas helps ensure projects are aligned with vision and deliver intended benefits.
The document discusses project feasibility and planning. It covers topics such as assessing whether a proposed project is feasible by examining if its objectives are realistic, requirements can be met, sufficient funds and technical expertise are available, and stakeholders' interests are considered. The document also discusses planning the various elements of a project such as objectives, schedules, resource requirements, personnel needs, and potential problems. It emphasizes that proper planning is essential for project success and that planning and control go hand in hand.
This document discusses managing successful global projects. It describes key drivers of globalization like market consolidation and new technologies. Effective global project management requires skills like cultural sensitivity, communication, and flexibility to overcome challenges related to virtual teams, communication across cultures and time zones, and developing cultural intelligence. The document provides tips for planning global projects through country studies, feasibility assessments, and developing global project plans. It also offers suggestions for leading virtual teams, strategic communication, global project control, and building cultural awareness.
Practical Guide to Programme/Project Proposal WritingChi Karol
This document provides guidance on writing successful program/project proposals. It begins with an introduction that outlines the purpose of the guide and intended audience. The main sections cover preparatory work, the components of a proposal, and quality assurance. Preparatory work involves understanding why a proposal is being written, researching potential donors, and planning the proposal writing process. The proposal writing section outlines a generic structure and packaging/submitting the proposal. Quality is ensured through assessment worksheets and a checklist. The overall aim is to build capacity for NGOs in crafting compelling proposals to obtain funding.
Project Planning and Management (Presentation)Trokon Bryant
The project "Youth Empowerment in New Kru Town Community" will provide vocational training to youth in New Kru Town, Liberia over 24 months. It will rehabilitate a training center with computer, carpentry, and masonry labs to provide skills training to approximately 15,000 youth. The project aims to increase employment opportunities and build capacity. It is funded by UNDP with a budget of $534,900.
This document provides a summary of the findings from an evaluation of the Sheffield Financial Capability Project. The evaluation was conducted over two phases from January 2010 to May 2011. Key findings include:
- The project successfully delivered financial capability sessions to a large number of participants by working collaboratively with partners in housing, employment, and debt/money advice services.
- Sessions were well-received by participants but it was difficult to evidence long-term impacts without longitudinal tracking of participants.
- Flexibility in session delivery and content was important to meet the needs of diverse groups.
- Partners valued the sessions and saw benefits for their clients, and financial capability is now a higher priority for many agencies.
-
APM webinar held on 19 November 2020, presented by Garry Murphy and Lisa Street.
https://www.apm.org.uk/news/developing-skills-for-continued-high-performance-in-this-changing-world-webinar/
A successful project requires attention to project governance, project management, and project quality. Project governance involves executive engagement, project sponsorship, organizational governance, and a project steering committee. The project manager and proper measurement and control are important for project management. Project quality ensures conformance to the governance processes throughout the project lifecycle. Attention to these areas helps ensure projects are aligned with vision and deliver intended benefits.
The document discusses project feasibility and planning. It covers topics such as assessing whether a proposed project is feasible by examining if its objectives are realistic, requirements can be met, sufficient funds and technical expertise are available, and stakeholders' interests are considered. The document also discusses planning the various elements of a project such as objectives, schedules, resource requirements, personnel needs, and potential problems. It emphasizes that proper planning is essential for project success and that planning and control go hand in hand.
This document discusses managing successful global projects. It describes key drivers of globalization like market consolidation and new technologies. Effective global project management requires skills like cultural sensitivity, communication, and flexibility to overcome challenges related to virtual teams, communication across cultures and time zones, and developing cultural intelligence. The document provides tips for planning global projects through country studies, feasibility assessments, and developing global project plans. It also offers suggestions for leading virtual teams, strategic communication, global project control, and building cultural awareness.
Practical Guide to Programme/Project Proposal WritingChi Karol
This document provides guidance on writing successful program/project proposals. It begins with an introduction that outlines the purpose of the guide and intended audience. The main sections cover preparatory work, the components of a proposal, and quality assurance. Preparatory work involves understanding why a proposal is being written, researching potential donors, and planning the proposal writing process. The proposal writing section outlines a generic structure and packaging/submitting the proposal. Quality is ensured through assessment worksheets and a checklist. The overall aim is to build capacity for NGOs in crafting compelling proposals to obtain funding.
Project Planning and Management (Presentation)Trokon Bryant
The project "Youth Empowerment in New Kru Town Community" will provide vocational training to youth in New Kru Town, Liberia over 24 months. It will rehabilitate a training center with computer, carpentry, and masonry labs to provide skills training to approximately 15,000 youth. The project aims to increase employment opportunities and build capacity. It is funded by UNDP with a budget of $534,900.
Capstone Global Partners is a leading global finance company that provides long-term financing for well-designed infrastructure and real estate projects through public-private partnerships and other funding structures. They maintain relationships with investment funds and banks to access capital. CGP helps make projects bankable by preparing documentation, performing due diligence, and connecting clients to funding sources. Their process simplifies funding and can provide financing for qualified projects within 60-90 days. CGP works with governments and other clients to develop important projects in sectors such as transportation, healthcare, energy, and more.
An APM webinar sponsored by the Scotland Branch on 28 September 2021.
Presenter: Andy Brown
As a result of significant turbulence in the industry since 2015, the engineering construction industry has recognised the need to collaborate for project efficiency. This webinar was held on 28 September 2021.
Working with industry partners, the ECITB has developed a guidance toolkit that supports the development of a collaborative project environment. The presentation will provide an overview of the Project Collaboration Toolkit, associated case studies that have demonstrated the value of collaboration and ongoing work to develop a collaborative working agreement that supports these behaviours.
Links:
https://youtu.be/ZMHevsjCpys
https://www.apm.org.uk/news/promoting-collaborative-behaviours-in-the-engineering-construction-industry-webinar/
This presentation summarizes an online event management project called REWIND created by a team of 4 students. The project allows users to select event types, dates, locations, and equipment and logs the data to a database. It then sends the information to administrators who can interact with clients. The presentation describes the technologies used - HTML, CSS, JavaScript, and PHP - and provides examples. It also includes snapshots of the system and discusses how it differs from other services and its future potential.
The document discusses ways to finance infrastructure projects in Asian cities through capital markets. It recommends establishing special purpose vehicles (SPVs) and special investment organizations (SIOs) to implement infrastructure plans and access financing. SPVs allow capital markets to finance projects through equity investments or debt financing. The document outlines four pathways for governments to access sustainable financing from capital markets: 1) narrowly specifying risks to encourage trading and liquidity, 2) developing bankable projects, 3) strengthening creditworthiness, and 4) using capital market instruments. National governments need to establish enabling frameworks and incentives to encourage these financing approaches.
This document provides an introduction to managing projects. It discusses what a project is, including that it is a series of planned and sometimes unplanned activities that must be completed within a certain timeframe and resource constraints. It also discusses project management, which is applying skills and techniques to project activities to meet stakeholder needs. The key roles in project management include the project manager, who is responsible for achieving objectives, leading the team, planning, and delivering the project.
Project Programming & Prioritisation Toolkit September 2009led4lgus
This document introduces a toolkit to help local governments in Asia develop prioritized urban infrastructure investment programs. The toolkit guides users through three steps: 1) analyzing a city's financial capacity, 2) prioritizing potential projects according to development objectives and financial support criteria, and 3) programming shortlisted priority projects into a 5-year investment plan matching the city's fiscal resources. The goal is to transform wish lists of projects into bankable priority investment packages that can access external financing for development. The toolkit is intended to facilitate objective, evidence-based decision making and selection of projects with positive developmental outcomes.
This document provides information about an upcoming edited book on strategic management during the COVID-19 pandemic. The book will be published in early 2021 by Routledge: Taylor & Francis Group. It will include around 15 chapters from researchers and practitioners around the world on topics such as business strategies and supply chain management during lockdowns. Potential contributors are invited to submit 1-page chapter proposals by July 31, 2020 or complete chapters by specified deadlines in 2020. The book aims to provide insights on business challenges, opportunities, and practices during the pandemic.
Women in Innovation - Risk Register: What Could Possibly Go WrongKTN
The aim of this workshop is to provide tools and insights on how to address the inherent risks of any project and how to address this to your application. We will deep dive into the Risk Register:
- What is it and why do I need one?
- Format and approaches of different Risk Registers
- What risks should be included and where to get this information
- How to use a Risk Register as an on-going reporting tool
The LTPC project team conducted several training and capacity building activities during the quarter:
1) They delivered a train-the-trainer program to build a cadre of trainers at the Bureau of Customs and Excise and the Ministry of Commerce and Industry.
2) They designed an induction training program curriculum for newly recruited BCE staff to be implemented in 2013.
3) They undertook assessments of training needs and capacity at BCE and MoCI and provided recommendations to strengthen human resources functions and develop a human resources information system at BCE.
This document discusses the process of project identification. It begins by explaining that project ideas can come from various sources, such as solving problems, satisfying needs, or using available resources. It then outlines four key phases of project identification: actual identification of ideas, describing the ideas, screening ideas, and prioritizing them. Various methods and sources of identifying projects are also discussed, such as analyzing development problems, national objectives, economic factors, natural resources, and participatory approaches. The document stresses that developing a clear project concept or profile is important, and should outline the justification, beneficiaries, resources, policies, impacts, risks, and level of support. Preliminary screening is then used to eliminate less promising ideas.
The document discusses the importance of portfolio management in achieving organizational success. It notes that effective portfolio management provides strategic alignment, balance across projects, risk management, aligned capabilities, and capacity for change. This allows organizations to complete more projects on time and on budget, realize benefits from initiatives, and make better business decisions. Research cited shows that organizations with higher portfolio management capability outperform peers in share price growth and meeting goals. Industries differ in their maturity of portfolio processes, with some demonstrating good practices around sponsorship, strategy linkage, and integrated people, process and technology.
A Business Analyst Approach -Developing A Business Case That Delivers Value T...Ali Zeeshan
This document summarizes a webinar on developing an effective business case. It outlines the key components of a business case, including an executive summary, project description, economics analysis, and benefits identification. It emphasizes the importance of benefits in justifying projects and aligning them with organizational strategy. The business analyst plays a critical role in identifying expected benefits based on their understanding of the organization and solution requirements. Benefits should be measurable and tied to strategic objectives. Developing a strong business case sets the foundation for project execution and measuring ultimate success.
This document summarizes a webinar on developing an effective business case. It outlines the key components of a business case, including an executive summary, project description, economics analysis, and benefits identification. It emphasizes the importance of benefits in justifying a project and aligning it with organizational objectives. The business analyst plays a critical role in identifying expected benefits using their knowledge of the organization and solution requirements. Benefits should be measurable and integrated into the business case through targets. An effective business case sets the foundation for project execution and measuring ultimate success.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
The document outlines the various stages involved in the project development process for public-private partnership (PPP) projects. It discusses the key stages including project identification, feasibility studies, project structuring, pre-procurement activities, bid documentation, procurement process, and post-award contract management. Each stage involves specific activities like conducting technical, financial and economic analyses, allocating risks, and selecting a private partner. The process aims to effectively develop and implement infrastructure projects through PPPs while ensuring transparency. The overall development typically takes 5-7 years from identification to commissioning.
Earning the Certified Construction Manager (CCM) certification demonstrates expertise in
construction project management. The CCM is the highest standard in the field and requires 48
months of experience in areas like project management, cost management, and safety management.
Applicants must also pass an exam testing their knowledge in subjects such as project management,
contract administration, quality management, and professional practice. Obtaining a CCM
establishes expertise and is a respected credential for construction managers.
Capstone Global Partners is a leading global finance company that provides long-term financing for well-designed infrastructure and real estate projects through public-private partnerships and other funding structures. They maintain relationships with investment funds and banks to access capital. CGP helps make projects bankable by preparing documentation, performing due diligence, and connecting clients to funding sources. Their process simplifies funding and can provide financing for qualified projects within 60-90 days. CGP works with governments and other clients to develop important projects in sectors such as transportation, healthcare, energy, and more.
An APM webinar sponsored by the Scotland Branch on 28 September 2021.
Presenter: Andy Brown
As a result of significant turbulence in the industry since 2015, the engineering construction industry has recognised the need to collaborate for project efficiency. This webinar was held on 28 September 2021.
Working with industry partners, the ECITB has developed a guidance toolkit that supports the development of a collaborative project environment. The presentation will provide an overview of the Project Collaboration Toolkit, associated case studies that have demonstrated the value of collaboration and ongoing work to develop a collaborative working agreement that supports these behaviours.
Links:
https://youtu.be/ZMHevsjCpys
https://www.apm.org.uk/news/promoting-collaborative-behaviours-in-the-engineering-construction-industry-webinar/
This presentation summarizes an online event management project called REWIND created by a team of 4 students. The project allows users to select event types, dates, locations, and equipment and logs the data to a database. It then sends the information to administrators who can interact with clients. The presentation describes the technologies used - HTML, CSS, JavaScript, and PHP - and provides examples. It also includes snapshots of the system and discusses how it differs from other services and its future potential.
The document discusses ways to finance infrastructure projects in Asian cities through capital markets. It recommends establishing special purpose vehicles (SPVs) and special investment organizations (SIOs) to implement infrastructure plans and access financing. SPVs allow capital markets to finance projects through equity investments or debt financing. The document outlines four pathways for governments to access sustainable financing from capital markets: 1) narrowly specifying risks to encourage trading and liquidity, 2) developing bankable projects, 3) strengthening creditworthiness, and 4) using capital market instruments. National governments need to establish enabling frameworks and incentives to encourage these financing approaches.
This document provides an introduction to managing projects. It discusses what a project is, including that it is a series of planned and sometimes unplanned activities that must be completed within a certain timeframe and resource constraints. It also discusses project management, which is applying skills and techniques to project activities to meet stakeholder needs. The key roles in project management include the project manager, who is responsible for achieving objectives, leading the team, planning, and delivering the project.
Project Programming & Prioritisation Toolkit September 2009led4lgus
This document introduces a toolkit to help local governments in Asia develop prioritized urban infrastructure investment programs. The toolkit guides users through three steps: 1) analyzing a city's financial capacity, 2) prioritizing potential projects according to development objectives and financial support criteria, and 3) programming shortlisted priority projects into a 5-year investment plan matching the city's fiscal resources. The goal is to transform wish lists of projects into bankable priority investment packages that can access external financing for development. The toolkit is intended to facilitate objective, evidence-based decision making and selection of projects with positive developmental outcomes.
This document provides information about an upcoming edited book on strategic management during the COVID-19 pandemic. The book will be published in early 2021 by Routledge: Taylor & Francis Group. It will include around 15 chapters from researchers and practitioners around the world on topics such as business strategies and supply chain management during lockdowns. Potential contributors are invited to submit 1-page chapter proposals by July 31, 2020 or complete chapters by specified deadlines in 2020. The book aims to provide insights on business challenges, opportunities, and practices during the pandemic.
Women in Innovation - Risk Register: What Could Possibly Go WrongKTN
The aim of this workshop is to provide tools and insights on how to address the inherent risks of any project and how to address this to your application. We will deep dive into the Risk Register:
- What is it and why do I need one?
- Format and approaches of different Risk Registers
- What risks should be included and where to get this information
- How to use a Risk Register as an on-going reporting tool
The LTPC project team conducted several training and capacity building activities during the quarter:
1) They delivered a train-the-trainer program to build a cadre of trainers at the Bureau of Customs and Excise and the Ministry of Commerce and Industry.
2) They designed an induction training program curriculum for newly recruited BCE staff to be implemented in 2013.
3) They undertook assessments of training needs and capacity at BCE and MoCI and provided recommendations to strengthen human resources functions and develop a human resources information system at BCE.
This document discusses the process of project identification. It begins by explaining that project ideas can come from various sources, such as solving problems, satisfying needs, or using available resources. It then outlines four key phases of project identification: actual identification of ideas, describing the ideas, screening ideas, and prioritizing them. Various methods and sources of identifying projects are also discussed, such as analyzing development problems, national objectives, economic factors, natural resources, and participatory approaches. The document stresses that developing a clear project concept or profile is important, and should outline the justification, beneficiaries, resources, policies, impacts, risks, and level of support. Preliminary screening is then used to eliminate less promising ideas.
The document discusses the importance of portfolio management in achieving organizational success. It notes that effective portfolio management provides strategic alignment, balance across projects, risk management, aligned capabilities, and capacity for change. This allows organizations to complete more projects on time and on budget, realize benefits from initiatives, and make better business decisions. Research cited shows that organizations with higher portfolio management capability outperform peers in share price growth and meeting goals. Industries differ in their maturity of portfolio processes, with some demonstrating good practices around sponsorship, strategy linkage, and integrated people, process and technology.
A Business Analyst Approach -Developing A Business Case That Delivers Value T...Ali Zeeshan
This document summarizes a webinar on developing an effective business case. It outlines the key components of a business case, including an executive summary, project description, economics analysis, and benefits identification. It emphasizes the importance of benefits in justifying projects and aligning them with organizational strategy. The business analyst plays a critical role in identifying expected benefits based on their understanding of the organization and solution requirements. Benefits should be measurable and tied to strategic objectives. Developing a strong business case sets the foundation for project execution and measuring ultimate success.
This document summarizes a webinar on developing an effective business case. It outlines the key components of a business case, including an executive summary, project description, economics analysis, and benefits identification. It emphasizes the importance of benefits in justifying a project and aligning it with organizational objectives. The business analyst plays a critical role in identifying expected benefits using their knowledge of the organization and solution requirements. Benefits should be measurable and integrated into the business case through targets. An effective business case sets the foundation for project execution and measuring ultimate success.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
The document outlines the various stages involved in the project development process for public-private partnership (PPP) projects. It discusses the key stages including project identification, feasibility studies, project structuring, pre-procurement activities, bid documentation, procurement process, and post-award contract management. Each stage involves specific activities like conducting technical, financial and economic analyses, allocating risks, and selecting a private partner. The process aims to effectively develop and implement infrastructure projects through PPPs while ensuring transparency. The overall development typically takes 5-7 years from identification to commissioning.
Earning the Certified Construction Manager (CCM) certification demonstrates expertise in
construction project management. The CCM is the highest standard in the field and requires 48
months of experience in areas like project management, cost management, and safety management.
Applicants must also pass an exam testing their knowledge in subjects such as project management,
contract administration, quality management, and professional practice. Obtaining a CCM
establishes expertise and is a respected credential for construction managers.
هذه المحاضرة بعنوان
The Next Generation PMO
كنت قد قدمتها في مؤتمر
The Big 5 Saudi
بمدينة جدة وذلك يوم 10 مارس 2019 باللغة الإنجليزية والان قمت بتسجيلها باللغة العربية
حيث تناولت المحاضرة وضع مكتب إدارة المشاريع مستقبليا في ال
Disruptive World
وما هو الدور المنوط به في ال
Digital Transformation
وبعدها تطرقت للدور المستقبلي الإضافي المتوقع أن يقوم به مكتب إدارة المشاريع كجهة مسؤولة من ال
Value Delivery
في المؤسسة بدلا عن الاكتفاء بدور ال
Administration or Support
بحيث تمكن مكاتب إدارة المشاريع من أن تقوم وتشارك بتطوير ومتابعة الخطة الاستراتيجية والاشراف على ال
Benefits Realization Management
وأن يسهم المكتب بصورة فعالة في إدارة التغيير وان يتحول تدريجيا إلى
Agile PMO
ومن ثم انتقلت لتوضيح المهارات والكفاءات المستقبلية المطلوبة للعاملين على مكاتب إدارة المشاريع المستقبلية واختتمت الحديث بتعريف ال
High Performing PMO
Presentation entitled ‘Breakthrough Competencies in the Development of Pubic Administration - Better Business Cases.’ An overview of the methods and approaches that focus on business cases such as PRINCE2® and Agile. He gives some insight into the frameworks that form the core of these methods such as the 5-case model and the project initiation route-map.
The document discusses different project life cycle models from the Asian Development Bank and World Bank. It also discusses the various phases of a typical project, including pre-investment, investment, operations, and evaluation. Project risk management is also covered, noting it is important to identify, analyze, prioritize, mitigate, plan for emergencies regarding, and measure/control risks to ensure proper management.
Project Value Delivery methodology and interventionsJeremie Averous
Project Value Delivery is a specialized consulting company that "empowers organizations to be reliably successful in Large, Complex Projects". In this presentation we summarize our methodology and approaches to improve your projects and your odds of success
This presentation was given by Tracy Bergamin of CGI UK Ltd to delegates at the APM Scottish Conference 2015 which was held on 10th September at BT Murrayfield Stadium in Edinburgh.
Project To Product: How we transitioned to product-aligned value streamsTasktop
The project to product movement is quickly gathering speed - a recent Gartner report found that 85% of respondents are shifting to a product-centric mentality. However, the complexity and uncertainty of software delivery at scale, coupled with the sheer number of people involved in the process, is too much for traditional project management techniques. Motivation is not enough to achieve a successful transformation—the product-centric model requires new skill sets, different investments and a change in culture.
What does the shift away from project-thinking really look like?
During this webinar, Tasktop VP of Product Development, Nicole Bryan, combines our own journey with the experience of working with our enterprise customers, to paint a clear picture of the cross-organizational challenges in store - and how you can address them by:
- Adopting a “customer-first” mindset
- Appointing a Product Value Stream Lead and a Product Manager
- Implementing the Flow Framework™ to align the language of IT with the language of the business
The document discusses establishing an effective Project Management Office (PMO). It defines key terms like project, program, and portfolio. It outlines benefits of a PMO like gaining visibility of projects, aligning investments with objectives, and prioritizing investments. Business Beam can assist organizations in establishing a PMO, making the PMO a center of excellence through tools and benchmarks, and sustaining and improving the PMO over time.
The Navy Federal Credit Union ISD Project Management Office won the 2015 PMO of the Year Award for its management of the Instant Card Issuance project. The project allowed military members to instantly receive replacement debit cards when needed. The PMO grew along with Navy Federal's membership, managing over 150 IT projects annually. The PMO focused on developing staff, strengthening relationships with business units, and prioritizing projects to deliver value through speed and reliability while supporting the organization's strategic goals.
The document provides an agenda and overview for a masterclass training on the IPA Project Routemap methodology. The training aims to help participants understand how Routemap can be applied to identify capability needs for complex infrastructure projects. It discusses the Routemap modules, case studies of international applications, and the multi-step process for conducting a Routemap assessment. The document also outlines the roles involved and how Routemap fits within the overall project lifecycle and setup tools.
PCM Consulting is a new project management consulting company that will focus on infrastructure projects, especially those financed by multilateral development banks. The company will be owned equally by two partners and offer services including project consulting, management, and dispute resolution. It aims to utilize experienced professionals and neural networks to provide high-quality project and contract management services. PCM expects modest initial revenues growing steadily over three years as it builds its client base and achieves 20% market share, while increasing gross margins through efficient service.
STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
Dr. Alyce Su Cover Story - China's Investment Leadermsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
办理美国UNCC毕业证书制作北卡大学夏洛特分校假文凭定制Q微168899991做UNCC留信网教留服认证海牙认证改UNCC成绩单GPA做UNCC假学位证假文凭高仿毕业证GRE代考如何申请北卡罗莱纳大学夏洛特分校University of North Carolina at Charlotte degree offer diploma Transcript
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
What's a worker’s market? Job quality and labour market tightness
Are we projectifying? the impact of project chartering and project preparation
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2. Are We Projectifying? The Impact
of Project Chartering and
Preparation on Investment and
Project Delivery
Bado M.J. Mnthali
3. PM SUMMIT 2019
I am an Engineer and Development Professional, and thus, an Investment
Professional by default!:
• As opposed to the Securities and Stock Exchange/Finance view of
Investment, I view every pipe laid, every plant installed, every structure
built, as a Capital Investment.
• Thus, my capital market is a hybrid of the traditional capital market
because my investment opportunities address fundamental human needs,
social impact, and economic imperatives, not necessarily high financial
returns!
Who am I, and how do I approach the premise of the Summit?
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery
4. PM SUMMIT 2019
Here is what I think we need to ask ourselves regarding the underlying
premise of PM Summit 2019:
• Is South Africa doing enough of the right projects for the greatest good,
and for the best Value for Money?
• Are we developing and then initiating enough of the right projects,
funded and implemented to achieve the greatest good and the best
Value for Money?
Question of the day: Are we really projectifying?
Are we projectifying?Are we projectifying? The Impact of project Chartering and Preparation on Investment and Project Delivery
5. PM SUMMIT 2019
These key questions will be answered with statistics and anecdotes largely
from the Capital Projects sector:
• Falling infrastructure spend
• Stagnant infrastructure DFI
• Job losses and retrenchments
• Embarrasing Project-based corruption scandals and delivery
failures
• Loss of confidence in Project-based investment
Question of the day: Are we really projectifying?
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery
6. PM SUMMIT 2019
What do key Statistics tell us?
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery
7. PM SUMMIT 2019
What are the relevant areas in our Body of Knowledge?
• PMBok 6 defines Project Initiation as “those processes performed to
define a new project or a new phase of an existing project by obtaining
authorization to start the project or phase.”
• However, this definition belies and forgoes the explanation of how, when
and why the resources needed to implement the project are obtained.
• It would lead one to erroneously assume that resources are readily
available as and when a new project is defined and authorized.
What is the guidance from PMBOK on how projects are initiated?
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery
8. PM SUMMIT 2019
Are we relying too heavily on PMBoK? Besides this Foundational Guide, we have:
• PMI’s globlal standard, Business Analysis for Practitioners, A Practice Guide, provides a
set of generic steps that could lead to a usable Business Document for Initiation.
• The PMI Practice Guides? No Practice Guide specifically dealing with the Project
Chartering or Project Prep (i.e. the development of key Business Documents)
• The PMI Standards? Nothing currently available or in progress. An "overarching
statement on the PPP Environment" is expected in 2021** (let's hope it touches on
project prep issues!!)
• Overall, there is very little clear guidance available for both Clients and Service
Providers.
What is guidance is there from other PMI documents?
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery
9. PM SUMMIT 2019
• Project Initiation has as its cornerstone, Project Chartering :
“Project Charter: A document issued by the project initiator or sponsor that
formally authorizes the existence of a project and provides the project
manager with the authority to apply organizational resources to project
activities. See also portfolio charter and program charter.
Source: PMI Lexicon”
Why do we need guidance on Chartering?
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery
10. PM SUMMIT 2019
• by definition Project Chartering is closely linked to the world of Project
Preparation, which, is defined as knowledge activities which provide
assurance and support for selection of projects, establishment of
projects, design of projects and delivery of projects (Collins Dictionary).
Why do we need guidance on Project Preparation?
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery
11. PM SUMMIT 2019
The Link between Project Chartering and Preparation:
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery
Project
Chartering
Project
Preparation
12. PM SUMMIT 2019
• Let’s interrogate the PMI guidance on the Initiating Process Group, in
which Develop Project Charter is the key sub-process:
• Of the inputs to this Process Group, key for purposes of our discussion
are 1. Business Documents and 3. Enterprise Environmental Factors.
If our goal is to projectify South Africa, we must Initiate a good stream
(aka pipeline) of the best most impactful projects by ensuring these
inputs are sufficient!,
• Herein lies a key challenge!.
Let's take a closer look:
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery
13. PM SUMMIT 2019
• This discussion of the Initiating Process Group, goes on to state “The key
benefits of this Process Group are that only projects that are aligned
with the organization’s objectives are authorized, and that the business
case, benefits, and stakeholders are considered from the start of the
project.”
• Question: Does this Process Group actually achieve this benefit as it is
currently defined in PMBOK6, and is this true of most ACTUAL public and
private sector projects?
Let's take a closer look:
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery
14. PM SUMMIT 2019
• Not enough Bankable Projects
• An undeveloped Pipeline of Projects cannot attract Investment
• Poor selection of projects where funding is available
• Poor selection, poor implementation followed by lack of investment
become a 'self-perpetuating' vicious cycle
The Crisis for Projects in South Africa, and Africa as whole:
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery
15. PM SUMMIT 2019
• Herein lies the central opportunity for us as project management
professionals from a wide variety of backgrounds (private sector, public
sector, finance sector)!!
• I believe we can effectively codify, professionalize, and even capitalize the
process (project preparation finance) for much better outcomes, both for
the professionals and entrepreneurs that work to get project based
ventures realized, and for the broader society as a whole as a result of
projects being prepared the right way leading to successful project
charters, and implementation!
Every crisis presents an opportunity:
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery
16. PM SUMMIT 2019
• Why do we as PMI need to get involved??
• To bring investment projects to life throughout the continent
• To create jobs and deliver life-saving services
• To bring the latest technology to a young and adaptive continent
• Project viability is extremely time sensitive, and process must be
itself project managed!!
• In short, “To drive the Projectification of South Africa to its most
desired goal: The Greatest Good for the Greatest Number”!!
Every crisis presents an opportunity:
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery
17. PM SUMMIT 2019
• I don't here propose a neat and complete panacea of a solution, but ask
some questions of us as PMI. These questions focus on:
• Codification
• Professionalization
• Establishing best practice
• Advocacy
Every crisis presents an opportunity:
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery
18. PM SUMMIT 2019
• Can we look at bringing Project Preparation firmly into our PMI Lexicon,
and into the Foundation Guideline, PMBok, under a more elaborate and
informative, though not necessarily prescriptive version of the guidance
on Project Initiation and the establishment of a Project Charter?
• In addition, could we not look at establishing Practice Standards and
Practice Guides that address this critical issue?
Codification:
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery
19. PM SUMMIT 2019
• Can we not look at setting a minimum industry standard for those who
wish to dedicate themselves to the building of the much needed pipeline
of bankable projects?
Professionalization:
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery
20. PM SUMMIT 2019
• We need to have benchmarks in order to know what services we are
procuring.
• How prepared does my project need to be before it can be Chartered?
• What do project investors and financiers like to see in a project?
• What case studies can my institution refer to when looking to Prepare
and then Charter a project?
Establishing Best Practice:
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery
21. PM SUMMIT 2019
• As project professionals, don't we need an avenue to influence those who
have greater control over what PMI simply and elegantly refer to as
Enterprise Environmental Factors?
• The rough terrain facing our precarious project pipeline in the South
African context covers the full spectrum of the PESTLE framework
(Political, Economic, Social, Technological, Legal and Environmental). Are
we as PMI not best place to advocate for the preparation of projects in an
inclusive manner as Best Practice?
A focused Advocacy for Project Preparation and Good Charters!
Are we projectifying? The Impact of Project Chartering and Preparation on Investment and Project Delivery