Foyer presentations

Foyer
Erasmus+ project
Monday 5th August - Intro

Initial expectations
Please let us know what you expect from Foyer Seminar
3 post-its per person
Anything that comes up!
Use the post-its!And place them within the ﬂipcharts
2
*This number varies depending on the year

What is FOYER? - Objectives
1. Identify the different European programs and funds (Erasmus +, Europe
for Citizens, EVS & now European Solidarity Corps) and their respective
connections with the profession of European project manager;
2. Analyze the proﬁle of the “Project manager” as an overall, forms and
phases, illustrating the methodology of the “Project Cycle Management”;
3. Develop skills and abilities to work in this professional sector:
storytelling techniques, leadership, negotiation, public speaking, risk
management, stress management capacity, problem solving and
entrepreneurship;
4. Provide spaces to share realities, experiences and examples of good
practices among youth workers;
5. Bring participants closer to the world of digitalization and digital
marketing techniques and strategies for the search for international
mobility opportunities as well as project management and
dissemination.
6. Know how to apply non-formal education methodologies and tools,
especially for social inclusion projects and participation of people in
difﬁculty.
3

Expected results
1. Develop entrepreneurship, leadership and project management skills
among participants;
2. Know how to analyze the context, needs, objectives and expected
results in each project idea they have;
3. Create networks of contacts and organizations for the development of
a professional career based on the drafting and management of
European projects as well as the management of non-formal
education methodologies and tools;
4. Learn to use the tools and techniques used by the European project
manager in order to take advantage of European funds for young EU
citizens;
5. Offer a network of professionals at European level who have sufficient
knowledge, skills and visibility to reduce the return of European funds
and increase the number of quality projects at local, national and
international levels.
6. Search and find partners in order to create new forms of partnership
that facilitate the creation and development of new European
initiatives in the field of international mobility.
4

Methodology
1. Plenary sessions
(presentations)
2. Working groups debates
3. Reports in plenary session
5

What is Agepe?
AGEPE (EU Project Managers
National Association) was
created to encourage integration
and promotion of European
culture between young people.
We aim to gather all EU project
managers from Spain but look for
expand the network at EU level,
counting on you!
Aims
Building up bridges to promote the
European social construction
Bridge a gap encouraging an
intercultural dialogue for a better
understanding and knowledge of other
cultures
Planning bridges through projects
management to foster the citizens
participation, specially young people
Support any cultural, educational or
artistic manifestation based on all our
projects
More info: www.evereurope.org (under
revision)
6

We are part of an structure
8
Local and
international
partners
EU project
managers

➜ OUTCOMING ACTIVITIES
➜ MEMBER MEETINGS (ONLINE AND ONSITE)
➜ PROMOTE EUROPEAN MOBILITY
OPPORTUNITIES,
➜ SENDING ORGANISATION
➜ CONSULTANCY SERVICES
➜ INCOMING ACTIVITIES PLACEMENTS, EVS,
YOUTH EXCHANGES, SEMINARS, LANGUAGE
COURSES AND ACCOMMODATION…
➜ LOCAL ACTIVITIES
➜ TRAINING COURSES
➜ PROMOTION OF EU OPPORTUNITIES
Main activities
9

➜ SEARCHING FOR NEW PARTNERS
➜ UPDATING OUR WEBPAGE AND SOCIAL
NETWORKS
➜ ORGANIZE TRAINING, YOUTH AND CULTURAL
ACTIVITIES IN MADRID AND IN ALL SPAIN
➜ YOUTH INFORMATION SERVICE AND DIGITAL
LAB FOR SOCIAL ORGANISATIONS
AGEPE everyday:
10

1,412¡Volunteers sent all over the world in the last 5 years!
12Years of experience in volunteering and EU projects
250+Available opportunities per year*
11

Contact us
C/ Buen gobernador 5, 28027 Madrid
Enrique Gallardo - EU Project Manager
0034 673 402 139
asociacionbb@gmail.com
Twitter: @yeseuropa (+15.000 followers)
Facebook: facebook.com/voluntarioseuropeos (+21.000 friends
Instagram: @yes_europa (+2.000 followers)
Linked In: https://www.linkedin.com/in/yes-europa/ (+3500 contacts)
12

EU Strategies 2020
● Employment
● 75% of people aged 20–64 to be in work
● Research and development (R&D)
● 3% of the EU's GDP to be invested in R&D
● Climate change and energy
● greenhouse gas emissions 20% lower than 1990 levels
● 20% of energy coming from renewables
● 20% increase in energy efﬁciency
● Education
● rates of early school leavers below 10%
● at least 40% of people aged 30–34 having completed higher education
● Poverty and social exclusion
● at least 20 million fewer people in – or at risk of – poverty/social exclusion

EU Programmes priorities
● Read the Programme guide!
● Adjust your project to the Programme Priorities
(annual priorities and programme priorities)
● Explore similar projects implemented in your
country , for instance:
https://ec.europa.eu/programmes/erasmus-plus/proje
cts/

Map of EU
funding
schemes 1
POSITIVE
Support education projects
Several actions (volunteering,
exchanges, best practices, Training
Courses, academic years, strategic
cooperation, debates, traineeships, MA
and PhD grants, loans, and so on)
Brand recognised all over Europe
Easy-reading Programme Guide
Open to all kind of organisations and
people
Electronic forms
NEGATIVE
Difficult to get accredited (if needed)
Too much paperwork and admin
processes (PIC+URF+eForms)
Hard to understand all actions
Participant Mobility “dangers”
(health&safety)
Difficulties in finding participants and
(reliable) partners
Not easy application and too many
competitors
More info: https://ec.europa.eu/programmes/erasmus-plus/about_es
15

Map of EU
funding
schemes 2
POSITIVE
Support all kind of solidarity projects
Several actions (volunteering,
traineeships and jobs)
High number of accredited
organisations
Participant-oriented programme
Electronic forms
NEGATIVE
EU Portal became EU volunteers
shopping cart (negative on inclusion
and fewer opportunities participant)
Difﬁcult to get accredited
In some countries is a
business-oriented model
Does not care about the role of
supporting organisations
Confusion with the old action
(European Volunteer Service)
More info: https://europa.eu/youth/solidarity_en
16

Map of EU
funding
schemes 3
POSITIVE
Funding for cultural projects
Different strands (cinema, translation,
cooperation projects, networks and so
on)
National Networks in each country
that inform and organise training and
informative activities
NEGATIVE
Support up to 50% costs generally
Not recommended for small or new
organisations
(reliable) partners
competitors
Just one call per year
More info: https://ec.europa.eu/programmes/creative-europe/node_es
17

Map of EU
funding
schemes 4
POSITIVE
Easy to apply for public institutions,
specially municipalities
National Networks that inform and
organise training and informative
activities
Easy application form
Good funding scheme for small
projects
NEGATIVE
Difﬁcult to access if you are not a
municipality
Not reccommended for small or new
organisations
(reliable) partners
competitors
More info: https://eacea.ec.europa.eu/europe-for-citizens_en
18

Map of EU
funding
schemes 5
POSITIVE
Very unknown EU programme for
employment and social innovation
High budget so more chances for
projects to be approved
Easy application form
For bigger projects from bigger
organisations
NEGATIVE
Difﬁcult to access if you are not an
experienced organisation
Programme Guide difﬁcult to
understand
(reliable) partners
You need bigger organisations
supporting your project
More info: https://ec.europa.eu/social/main.jsp?catId=1081&langId=es
19

➜ Outside Erasmus+ and European Solidarity
Corps
➜ Workcamp based projects
➜ Self ﬁnanced by volunteers fees
➜ High season: Summer
➜ Not a “Voluntourism” initiative
➜ Common agreements between organisations
(accommodation, food, services, tasks,
obbligations and so on)
Not an EU funding scheme but a good
self-funding strategy
20
International
volunteering
Service

European
Solidarity
Corps 1
PROJECT ACTIONS
- Volunteering projects
(ESC11)
- Volunteering partnerships(ESC12)
- Group volunteering in priority areas
ACTIVITIES
- Individual volunteering
- Group volunteering
- Complementary activities
- Advanced preliminary visit
22

European
Solidarity
Corps 2
INDIVIDUAL VOLUNTEERING
- Duration: 2-12 months (Young people with
fewer opportunities 14-59 days)
- “Cross-border” projects: 2 organisations (at
least support and hosting organisation)
- “In country” projects: at least one support
organisation
- Compatibilities (not ex - EVS, 14 months…)
- Inclusion separated budget (6 €
volunteer/day)
23

European
Solidarity
Corps 3
GROUP VOLUNTEERING
- Duration: 2 weeks to 2
months
-
- Participants number: from 10 to
40, from at least 2 countries.
-
- At least 25 % volunteers should be
from other non hosting countries
-
- At least one hosting organisation
24

European
Solidarity
Corps 4
OCCUPATIONAL STRAND
- Traineeships: from 2 to 6 months
(exceptionally up to 12 months)
- Employment: from 3 to 12 months
- In accordance with national regulations
- Only one applicant organization with the
quality label is needed
- Pilot project boosted by IT and FR
25

European
Solidarity
Corps 5 26
Young
people
Accredited
organisations
PASS
Organisation
seek
candidates
…. Or
participants
request
projects
Organisation
offers a
placement
Organisations
issue a
participation
certificate
Participant
develops the
volunteering-i
nternship-job
Organisation
contact
candidates
and organise
interview

European
Solidarity
Corps 6
QUALITY LABEL
The ESC quality label certiﬁes that a organization that participates in the ESC
can guarantee the necessary framework conditions for young people to
participate in solidarity activities in compliance with the principles and
objectives of the ESC and others.
European Dimension - and - beneﬁt for the local community
With a strong dimension of training and learning - and - validation
Accessibility and inclusion of young people with fewer opportunities
Gender approach
Transparent selection process
Protection and safety - safe and appropriate conditions, agreements, logistics
and practical management
27

Foyer
Erasmus+ project
Tuesday 6th August

Where to ﬁnd
partners
PARTNERS SEARCH
- OTLAS
- LinkedIn groups
- Facebook Groups
- National Agencies resources
- Erasmus+ project results website
- School Education Gateway
--------
RELIABLE? BE CAREFUL…! Specially when outside
the EU
---------
Last but not least… ourselves!
29

Award
criteria:
Impact and
dissemination
MAP OF ESC AND ERASMUS+ EXPERIENCES
30

Award
criteria:
Impact and
dissemination
ESC AND ERASMUS+ EXPERIENCES YOUTUBE CHANNEL
31

Foyer
Erasmus+ project
Wednesday 7th August

Visibility 1
VISIBILITY AND PROMOTION OF RESULTS
Free access + Open source + Shareable
Scribd, Slideshare, Amazon
Target group 1 (internal + National Agency)
Project coordinator + Partners + National Agency
Tools: e-mail, Skype, intranet, Google Drive
Target group 2 (Direct beneﬁciaries)
Websites: project website+partners website (Wordpress, Google
Sites, Wix)
Press releases
Bulletin + e-mail marketing
Social networks (Facebook Group, Twitter, Linked In group)
On site informative talks, seminars, meetings... 33

Visibility 2
VISIBILITY AND PROMOTION OF RESULTS
Target group 3 (professionals, students, general public,
associations, institutions and so on)
Previously deﬁned in the project
How to reach them?: Marketing strategies
Countable impact (for example number of downloads)
Paid ads in social networks
Inﬂuencers? Bloggers?
Contest on social media
Promotion in other sectorial websites&social media
channels
EU networks promotion
Media (press, radio, TV)
34

Foyer
Erasmus+ project
Thursday 8th August

Erasmus +
actions
ERASMUS+ YOUTH EXCHANGES
5-21 days (excluding travel days)
13-30 years old
Minimum 4 participants per country
Minimum 16 - maximum 60 participants in
total
Each national group has to be coordinated
by a leader
You can plan an Advanced Planned Visit
(max. 2 days and fully funded)
36

Erasmus+
actions
ERASMUS+ MOBILITY FOR YOUTH WORKERS
2-60 days (excluding travel days)
From 18 years old - No age limit
Maximum 50 participants in total
No leader needed
No Advanced Planned Visit allowed
37

ESC
EUROPEAN SOLIDARITY CORPS
15 days - 12 months
18-30 years old
National or resident in EU countries
Advanced Planned Visit allowed
All costs covered (travel, accommodation,
food, insurance, language course,
training…)
38

Foyer
Erasmus+ project
Friday 9th August

Further
actions
REIMBURSEMENT RULES
- Publish articles and pictures on the association’s or
participant ́s online platforms (website, Facebook, blog, Linked
In, Twitter, Pinterest, newsletter, etc...)
- At least one week after the activity a post must be published
also on the organisation's or participant ́s social networks
(facebook, twitter, or any other);
- Publish a reccommendation on Google/Facebook
- Share the project results with local, regional, national and or
international partners and inform the partner organisation
about it.
- Put into practice, in the sending organization, the knowledge
acquired during the activity.
All documentation and proofs must get to the coordinator's
email until 30th of August of 2019 to redagepe@gmail.com
40

Further
actions
WHAT´S NEXT?
Participants from Spain
Advisory group
European Association of EU Project
Managers
EU network at local level (funded by the EU)
Webpage with professional proﬁles
(potential contacts with other organisations)
Common KA1+KA2+KA3 Erasmus+ projects
How? Facebook group and in the near future
on www.evereurope.org 41

Foyer
Erasmus+ project
BELIEF - ACT - GROWTH
BAG

FIXED & GROWTH MINDSET
05/08/2019
2

THE BELIEF THAT YOUR POTENTIAL WAS DETERMINED AT
BIRTH
I DON’T WANT TO LOOK LIKE A FAILURE
I HATE CHALLENGES
I DON’T LIKE DOING WHAT I DON’T KNOW. SO, I SAY I CAN’T
TELL ME I AM SMART
GIVE UP EASILY WHEN IT’S HARD
FEEL THREATENED BY OTHER PEOPLE’S SUCCESS
FIXED MINDSET
3

I LIKE LEARNING ABOUT NEW THINGS
I EMBRACE CHALLENGES
I TRY UNTIL I GET THE RESULTS I WANT
I WELCOME FEEDBACK AND CRITICISM
GROWTH MINDSET
4

5
WHEN A PROJECT IS SUCCESSFUL?
Action is the key!
#PUBLICSPEAKING #RADIOSPEAKER #SOCIALMEDIA
#CHILDRENEDUCATOR #CV&APPLICATION #JOURNALISM

QUALITY AWARDS (KA1)
06/08/2019
7

8
WHAT IT MEANS Q.A. ?
WHY?
WHAT’S NEXT? IDENTIFICATION
1) Context
2) Necessity
3) Objective

9
RELEVANCE (maximum 30 points) to:
Objectives
of the
Action;
Reinforcing the
capacities and
international
scope of the
participating
organisations;
Producing
high-quality
learning outcomes
for participants.
The needs &
objectives of the
participating
organisations and of
the individual
participants;

10
QUALITY
CLARITY CONSISTENCY PRACTICAL
ARRANGEMENTS

11
IMPACT &
DISSEMINATION
Potential impact
Diffusion
Measures for
evaluating

FOYER MANAGEMENT
07/08/2019
13

PARTNERS
14
CALL FOR PARTNERS SOCIAL PROMOINFOPACK
GOOGLE FORM INTERMEDIATION EXPERIENCE

PARTICIPANTS
15
GOOGLE FORM
INTERESTS & MOTIVATIONGROUP TARGETING
INTERVIEWS

MANAGEMENT
16
- TASK
- LOGISTIC
- MULTITASK

17
DON’T FORGET… EXCEL

Foyer
Erasmus+ project
STORYTELLING

Definition as per the OED:
storytelling. (stɔːritelɪŋ ) also story-telling.
uncountable noun. Storytelling is the
activity of telling or writing stories.
2

What is storytelling?
3
Storytelling is the conveying of events in words
and images, often by improvisation or
embellishment. ... Crucial elements of stories and
storytelling include plot, characters, and narrative
point of view.

Applications in project
management are:
4
- Social media dissemination: storytelling for dissemination efforts through Images
and Written posts.
● Written: Storytelling is by far the most effective way to market your ideas
in an appealing way: “How you tell your project’s stories makes a difference
in how it is perceived”
● Pictures (instagram): a picture is worth a thousand words! Every picture tells a
story. It can be an intimate moment captured and used to portray a close
partnership. Or it can be a graphic picture to tell the story of the need your
project has in society and why it has worth.

Applications in project
management are:
5
- Project writing Being able to convey a story of what your project will be
and where you intend to take it through the planned collaboration, to the
evaluator as it would add comprehension value as well as a coherent and
cohesive timeline.
- Project planning: Mission, Vision and Values. When developed as a
story, will help paint a picture to your stakeholders and beneficiaries of
what the project and its objectives are and where it intends to go both
short and long term.

The art of the pitch is all about
storytelling!
6

Storytelling techniques can be:
7
1 Immerse your audience in a story.
A well-told story is something that will stick in your audience’s mind for years to come. every word and
image presented helped to create a clear mental picture of the problem
2 Tell a personal story.
Few things are as captivating as a personal story, especially those of triumph over extreme adversity.
3 Create suspense.
“What will happen next?”

Storytelling techniques can be:
8
4 Bring characters to life.
Characters are at the heart of any story. Their fortunes and misfortunes are what make people want to
laugh, cry or rejoice.
5 Show. Don’t tell.
Instead of telling your audience about a certain event in a story, try showing them by transporting them to a
scene.
6 Build up to a S.T.A.R. moment.
Similar to a climax, a S.T.A.R. moment is a “Something They’ll Always Remember” event that is so dramatic
that your audience will be talking about it weeks later.
7 End with a positive takeaway.
the most effective presentations not only had a conﬂict and a climax, but also a positive resolution.

BROADCASTING EUROPE
11
SPAIN POLAND
ITALY
RADIO JP
GREECE

➜ 5+ Radio transmissions a month
➜ Community outreach and involvement
➜ Dissemination as per the communication
strategy
➜ TUTORIAL VIDEOS (4 per partner)
INTELLECTUAL OUTPUTS (IO)
12

CREATIVITY AND I ARE ABOUT TO GO ON A ROAD TRIP

I UNDERSTAND YOU WILL BE JOINING US

I ACKNOWLEDGE THAT YOU BELIEVE YOU HAVE AN IMPORTAN JOB TO DO IN MY
LIFE

AND THAT YOU TAKE YOUR JOB SERIOUSLY

APPARENTLY
YOUR JOB IS TO
INDUCE COMPLETE
PANIC IN ME

WHENEVER I’M ABOUT TO DO ANYTHING INTERESTING

SO BY ALL MEANS, KEEP DOING
YOUR JOB IF YOU FEEL YOU MUST

BUT
I WILL ALSO BE DOING MY JOB

WHICH IS TO WORK HARD AND STAY FOCUSED

THERE IS PLENTY OF ROOM IN THE MINIVAN FOR ALL
OF US

SO MAKE YOURSELF AT HOME
BUTUNDERSTAND THIS:

CREATIVITY AND I ARE THE ONLY ONES WHO WILL BE MAKING ANY DECISIONS
ALONG THE WAY

I RECOGNIZE AND I RESPECT THAT YOU’RE PART OF THIS FAMILY

I WILL NEVER EXCLUDE YOU FROM OUR ACTIVITIES

BUT YOUR SUGGESTIONS
WILL NOTBE FOLLOWED

YOU ARE ALLOWED TO HAVE A
SEAT

BUT YOU ARE
NOT ALLOWEDTO
HAVE A VOTE.

YOU DON’T GET TO TOUCH
THE ROADMAPS

YOU ARE NOT ALLOWED TO SUGGEST DETOURS

YOU ARE NOT ALLOWED TO FIDDLE WITH THE TEMPERATURE

DUDEYOU ARE NOT EVEN ALLOWED TO CHOOSE
THE
FREAKING’ SNAKS

YOU’RE ABSOLUTELY FORBIDDEN TO DRIVE

AND THEN WE HEAD OFF TOGETHER
ME, AND CREATIVITY AND FEAR

INTO THE TERRIFYING BUT MARVELOUS TERRAIN OF UNKNOWN OUTCOME

HOW OUR ATTITUDES
TOWARDS MISTAKES
CAN DERAIL OUR
ABILITY TO LEARN

THESE MISTAKES
WERE NECESSARY
THESE
MISTAKES
WERE
CELEBRATED

THE CHILDLIKE APPROACH TO LEARNING
1. TRY IT
2. CRASH/FALL
3. CELEBRATE MISTAKE
4. LEARN FROM IT
5. DO IT AGAIN

THE SHIFT
● CELEBRATING MISTAKES
● MAKING LOTS OF BIG MISTAKES
● SEEKING OUT MISTAKES

THE SHIFT
● PUNISHING MISTAKES
● FEELING ASHAMED OF MISTAKES
● AVOIDING SITUATIONS WHERE WE MIGHT
MAKE MISTAKES

THERE ARE
TWO SOURCES
THAT DRIVE
THE SHIFT

SOURCE #1
FEEDBACK● HOW WE LOOK
● ABILITY PRAISE
● “YOU MUST BE SMART”

INSTEAD OF WORRING ABOUT
HOW WE LOOK
WE NEED TO FOCUS ON
THE PROCESS ( PUTTING IN
MORE EFFORT+ TAKING ON THE
CHALLENGE)

PEOPLE THAT TAKE
CARE ONLY ABOUT
HOW THEY LOOK
BECAME
FRUSTRATED
GAVE UP EARLY
PEOPLE THAT FOCUS ON
THE PROCESS
ENJOY IT
WORK HARD
WORK LONGER

SOURCE #2
LIZARD BRAIN
Purpose : Safety & Survival
Occupation: Fear Producer

LEARNERS
Treat every situation
as an opportunity to
grow
With this approach...
they learn (a lot)
LIZARDS
Miss out on learning
opportunities because
they are so worried
about how they look

CAN YOU HANDLE THE UGLY THAT COMES WITH LEARNING?

CAN YOU LOOK AT A MISSED
SHOT, WRONG ANSWER, OR A
LOW TEST SCORE AS AN
OPPORTUNITY TO GROW - AS
SIMPLY A STUMBLE OR FALL
OFF OF THE BIKE?

IF YES….
...WELCOME ON
BOARD!

Project Management Life Cycle
managing the different parts of the process

Every morning in Europe, a PM wakes up. It knows it must
run faster than the fastest EVALUATOR or it will be killed.
Every morning an EVALUATOR wakes up. ... It doesn't
matter whether you are an EVALUATOR or a PM: when the
sun comes up, you'd better be running.

INITIATING PLANNING EXECUTING
MONITORING &
CONTROLLING CLOSING

PROJECT IDEA
A PEN WITH AN ANTI STRESS ON THE CAP

1. Initiating: Defining what needs to be done
● Take a loose brief of a project and define it in terms of what it needs
to do and achieve in order to be successful
● Identifying the project stakeholders and making sure they all share
the same perception of what the project is and agree on the
business case
● To conduct adequate research to determine the goals of the project,
and then propose a solution to achieve them
1. INITIATING

Key project management steps for initiating a project:
Make a Project Charter – What is the vision, objective, and goals of this project?
Identify the High-level Scope and Deliverables – What is the product or service that needs to
be provided?
Conduct a Feasibility Study – What is the primary problem and its possible solutions?
Ballpark the high-level Cost and create a Business Case – What are the costs and benefits of
the solution?
Identify Stakeholders – Who are the people this project affects, how, and what are their
needs?
1. INITIATING

THE LION METHODOLOGY
Taking your central theme or topic:
Write down everything you currently know about the subject.
Write down what you need or want to know the subject, but I don't
know at the moment.
Think about why the subject is important.
Add something else that you like

2. Planning phase: Defining how to do, what needs to be done
-where you define all the work to be done and create the roadmap that you follow
for the remainder of the project
-you figure out how you’re going to perform the project and answer the questions
-what’s Possible, Passionate, and Pervasive?
2. PLANNING

Possible – strive for something that is achievable. Ask yourself, does this
solution match the budget? Does my team have the ability to do this?
Passionate – Projects are tough, so you want a team that is emotionally
engaged in the project. Ask yourself, Is this a project that your team can be
passionate about? Is it something that can bring them together to collaborate to
achieve the same goal?
Pervasive – Does this have the potential to become a ground-breaking
success? Is this something that is a complete solution to the problem that was
given to you or is it really just a band-aid temporary or partial solution?
2. PLANNING

Key project management steps for planning a project:
Create a Project Plan
Create a Financial Plan
Create a Resource Plan
Create a Quality Plan
Create a Risk Plan
Create an Acceptance Plan
Create a Communication Plan
2. PLANNING

3. Executing: Making a project happen
it’s where planning gets turned into action
everyone jumps in to perform the work identified in the plan.
Easy peasy.
3. Executing

Key project management steps for executing a project:
Team Leadership – Cast a vision for success and enable the team to deliver on it
Creating Tasks – Clearly define what needs to be done and the criteria for the task
Task Briefing – Ensuring the team are clear about what they need to do, by when
Client Management – Working with the client to ensure deliverables are acceptable
Communications – Ensure you’re informing and updating the right people at the right time
through the right channel
3. Executing

4. Monitoring & Controlling: Keeping a project on track
as a project manager, you report performance, and monitor and control the project
ensuring you capture the data (usually derived from timesheets and tasks
completed) to track progress effectively against the original plan
taking the data and comparing the task completion, budget spend and timeline
allocated in the original plan
4. MONITORING & CONTROLLING

Key project management steps for monitoring and controlling a project:
Cost & Time Management – Review timesheets and expenses to record, control and track
against the project’s budget, timeline and tasks
Quality Management – Reviewing deliverables and ensuring they meet the defined acceptance
criteria
Risk Management – Monitor, control, manage and mitigate potential risks and issues
Acceptance Management – Conduct user acceptance testing and create a reviewing system,
ensuring that all deliverables meet the needs of the client
Change Management – When the project doesn’t go to plan, managing the process of
acceptable changes with the client to ensure they’re happy with necessary changes
4. MONITORING & CONTROLLING

5. Closure: Ending a project
To discuss the strengths and weaknesses or the project and team, what went
wrong and what didn’t go so well, and how to improve in the future
To recognize and acknowledge valuable team members and celebrate the
successes.
5. CLOSURE

Key project management steps for closing a project:
Project Performance Analysis – Were there unforeseen risks? What issues arose and how well
were they dealt with? Has the project plan been changed, and how?
Team Analysis – Did everyone do what they were assigned to do? Were they passionate and
motivated enough? Did they stay thorough and accountable? Was the communication within the
team healthy and constructive?
Project Closure – Document the tasks needed to bring the project life to an official end. This
includes closing supplier agreements, signing off contracts and handing in all the necessary project
documentation.
Post-Implementation Review – Write down a formal analysis of successes and failure, and resulting
lessons learned and suggestions for the future. At the end of every successful project, you will learn
that room for improvement always remains
5. CLOSURE

CRITICAL FAILURE FACTORS
● Not clear objectives
● Not good PM
● Coordinator is not involved
● Tasks are not well defined
● Planning is not well developed
● Monitoring is not well developed

CRITICAL SUCCESS
FACTORS
● Team work (equal)
● Capacity of the team
● Use a good methodology
● Budget well defined
● Economic capacity
● Good control, not burocracy

Simple, right?

TRABAJOS
EN GRUPOS
GROUPS WORKING ON THE 5 PROCESS GROUPS
PROJECT : CREATE A CAKE
INITIATION - PLANNING - BAKING (EXECUTING) -
EVALUATE
RISKS/PROBLEMS - COOPERATION
SUBTASKS DURATION - START/FINISH DATES - MILESTONES -
DEPENDENCIES

PROJECT DESIGN
NEEDS, CONTEXT, OBJECTIVES

THE VOLUNTEERING CYCLE
IF YOU UNDERSTAND THE PROCESS, YOU KNOW BETTER HOW TO SUPPORT YOR
VOLUNTEER!
PRE
PAR
ATIO
N
THE
IDEA
IMPL
EME
NTA
TION
THE
ACTI
VITY
DISS
EMI
NATI
ON
VISI
BILIT
Y
EVA
LUA
TION
RET
URN
AND
FOL
LOW
UP
PM
back
to
the
ordin
ary
life

THE HERO’S JOURNEY
IN EACH STORY YOU CAN FIND THE SAME
ELEMENTS

The Hero’s Journey in a movie

So many ideas begin with a brainstorming in a bath..

TOOLS AND
IDEAS
TO DESIGN
A GOOD PROJECT

WHAT IS
A PROJECT?
- the reality we want to change;
- the objectives to be achieved;
- The methodology;
- the deadlines;
- the activities to develop:
- the economic, material and human
resources;
- the results we want to obtain.
the document that def ines what
we want to do and details all
aspects of our idea

What is a project for…
To order, specify, communicate and share our ideas.
... and why it is important?
Because it helps us to reflect, to solve doubts, to clarify and
mature ideas, to define well what we want to do, how and
when.

THE IDEA
.clear, well
defined;
realistic, that
is within
reach of our
resources;
transformative,
that causes
some kind of
change.
innovative,
different from
other
proposals;

FOCUS ON THE IDEA
When we have clear answers we can start writing our
What do we want to do?
Why?
For what?
Aimed at who?
How?
Where?
When?
With what resources?
With whom?

TO DEVELOP A PROJECT
A project must be written ...
... clearly, in understandable language;
... precisely, explaining what is necessary in a rigorous
way;
... with consistency, relating all its parts well;
... concisely, saying only the essentials.

IMPORTANT TIPS...
GENDER
Participation of women and contribution to equality.
PARTICIPATION
Involvement of the target population, whose interests
have to take precedence over those of the entity.
INTERCULTURALITY
Collect the cultural diversity of our environment, both in
the Project development as in its results.
SUSTAINABILITY
The project must be feasible and must
be able to continue after the help ends.
ENVIRONMENT
Respectful with the environmental
aspects
EUROPEAN
Why do you need to make it at
european level?

HOW TO BUILD IT - COMMON
TERMS1. Title
2. Description
3. Justification
4. Institutional framework
5. Objectives
6. Target people
7. Physical location and territorial scope
8. Activities and tasks
9. Methodology
10. Work calendar and activitie
11. Project administration
12. Resources needed
13. Budget
14. Evaluation
15. External factors

1.TITLE
A) Name. The project must have a name and must be attractive. It is convenient that it be short and easy
to pronounce.
B) Cover. It's the business card: it's important take care of your aesthetics and must be clear and light.
You must include at least these three elements:
the name of the project, dates and institutions they promote it.

2. DESCRIPTION
Before (or at the end) addressing the project in depth it is necessary make a brief description as a
presentation.
Should show its purpose and its general characteristics, it must be brief and include the following
aspects:
- the idea and the main objective;
- the content of the intervention;
- the beneficiary population;
- the expected result.

3. JUSTIFICATION
● IDENTIFY THE NEEDS (PROBLEMS)
● INCLUDE REAL DATA ABOUT THE SITUATION
● INCLUDE IMPACT AND RESULTS
● INNOVATION?
Is the most literaly text of the draft. Your reading should be understandable and attractive.
Must carefully write and achieve a well-constructed text that combines the emotion that drives
change with technical part.

4. INSTITUTIONAL
FRAMEWORKORGANIZATION RESUME
Present the organization and partnership (mission, experience, common work,
methodology, human resources…)

5. OBJECTIVES
● WHAT WE WANT TO ACHIEVE. DEFINE IT. SPEND YOUR TIME HERE
● USE THE INFINITIVE VERBS
EXAMPLES
“To f ight against inequalities between men and women…”
“To make known the reality in which people live impoverished countries..”
“To offer a permanent care service for immigrants…”

GENERAL
OBJECTIVES
Define what you
want to achieve; it is
the last end, the
mission of draft.
SPECIFIC OBJECTIVES
Define what they want
to achieve
for the beneficiaries,
and indicate the way
in which we will
achieve the general
objective.
OPERATIONAL
OBJECTIVES
They express what is
expected to be
obtained at the end of
the project, defining
how to achieve the
specific objectives.
They have associated
indicators whose
function is to measure
the results achieved.

GENER
AL
OBJEC
TIVES
SPECIF
IC
OBJEC
TIVES
OPERA
TIONA
L
OBJEC
TIVES
1.To
fight
against
inequali
ties
betwee
n men
and
women.
1.1
Design
coeduc
ation
material
s for
Primary
and
second
ary
schools.
1.2
Organize
workshops
about
gender
abuse.
Indicator:
twelve
talks.
Prepare a
video for
the debate
on
inequality
between
men and

6. TARGET PEOPLE
IF IS A GROUP: AGE, WHERE THEY LIVE, STUDY LEVEL, JOB SITUATION...
Direct: the benefits directly from
the project.
Indirect: people who indirectly
impact the benefits of the project.
the sons and daughters of
these women.
women that suffer abuse by
their partners.

7. Physical location and territorial
scope.
CONCRETE PLACE (THE FIRST) AND GEOGRAPHIC AREA (THE SECOND)
EXAMPLE: WE WILL DEVELOPE THE PROJECT IN LOS ANGELES DE SAN RAFAEL BUT WE WILL
ATTEND WOMEN FROM ALL THE RURAL AREA OF MADRID
PHYSICAL LOCATION: LOS ANGELES DE SAN RAFAEL
TERRITORIAL SCOPE: RURAL AREA AROUND LOS ANGELES

8. Activities and tasks.
Activity is each of the actions carried out to the achievement of an objective.
Tasks, each of the functions necessary for the development of an activity.
EXAMPLE:
Activity: association presentation party
Task: send invitations, put up posters, put music….

9. Methodology
It is about the way, the procedures and the techniques that we are going to use to develop the project. So, we have
to explain how are we going to carry out the intervention, what protocols let's continue, what tools are we going
to use, what kind of relationships we will establish, etc.
Choose the most convenient and explain it

10. Work calendar and activities
INDICATE THE WORK PLAN STEP BY STEP
It is interesting to present it graphically so that they can be quickly and easily visualize execution times.
We call this graph a chronogram.

11. Project administration
● Internal Organization (Mission, Team, Workflow, Meetings…)
● External Coordination (partnership, how and when you meet them…)
● Promotion and dissemination (how to reach public…)
● Participation (target groups)
The ways of financing the project and its capacity for self-management and continuity according
to sustainability criteria.
Is enough to express the essential. Too much detail can be confusing. In some case you can add an
annex

12. Resources needed
1. Human Resources (Team)
2. The material and technical resources (facilities,
machinery…)
3. Monetary Resources (Cofinancing, own resources, salaries…)

13. Budget
Human resources: expenses incurred by people hired and voluntary: salary costs, allowances,
insurance, training, etc.
Material resources: expenses in material, technology and infrastructure, rentals, purchases, etc.
Monetary resources: expenses for aid, scholarships, etc. that we are going to grant to the groups with
the that we work
Indirect expenses: management expenses such as advice, etc. (7%-10%)
Unforeseen and miscellaneous: expenses derived from unpredictable factors. A reasonable amount is
around 5%.

14. Evaluation
- the effectiveness,
● the level of achievement of the objectives
● the target people we have reached,
● the results obtained,
● the interventions carried out and the satisfaction of the people;
- the efficiency, or the relationship between results obtained and resources used. It can be efficient (get
what is proposed), or not efficient (if the cost is very high). A project will be more efficient if it achieves
the same results with less cost in time, money and resources.

14. Evaluation
INDICATORS
1. QUALITATIVES (inclusion of new agents, participantion of a target group in social exclusion
situation, show a new problem…)
2. QUANTITATIVES (Number of participants, activities…)
You need to put what kind of indicators you will use, people, outputs and activities you will evaluate, tools
you will use and when as how many times you will evaluate its.

15. External factors
RISK
PREVENTION

EXTRA TIPS: COMMON ERRORS
-NOBODY READS THE PROJECT EXCEPT YOU
-TO MANY THINGS ARE OBVIOUS TO YOU BUT NOT EXPLAINED
-THE PROJECT IS WRITTEN ONLY BY YOU WITHOUT PARTNER SUPPORT
-THE OBJECTIVES DO NOT MATCH WITH THE RESULTS AND PRIORITIES
- THE IMPACT IS NOT MEASURED
-NOT INNOVATIVE

CRAZY EIGHT GAME
● TAKE YOUR PAPER AND FOLD IT INTO EIGHT
SECTIONS
TITLE - OBJECTIVES - TARGET - ACTIVITIES - PROMOTION
METHODOLOGY - EVALUATION - RESOURCES
● SET THE TIMER FOR 10 MINUTES
● EACH TEAM MEMBER SKETCHES ONE IDEA IN EACH
RECTANGLE
● WHEN THE TIMER GOES OFF, PUT YOUR PENS DOWN

TEAM BUILDING ACTIVITY
CREATE A DUCKWITH YOUR 6 LEGO PIECES

SAME
DIFFERENT
RESULTS
INFORMATION
TIME
MATERIAL

TEAM WORKING
TO LEARN FROM OTHERS (OPINIONS, WE TO CHOOSE ONLY ONE DUCK)
BENEFIT
S
UNDERSTAND BETTER THE OTHERS
(OTHER DUCKS ARE IMPORTANTS LIKE
MY DUCK

REFLECTION
#MORE TIME TO DO IT BETTER
#MY DUCK IS DIFFERENT BUT YOURS IS ALSO VALID
#HOW THE OTHERS SEES MY DUCK

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