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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
7
Back in 2014...
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
*This number varies depending on the year
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
Easy-reading Programme Guide
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
Easy-reading Programme Guide
NEGATIVE
Support up to 50% costs generally
Not recommended for small or new
organisations
Difficulties in finding participants and
(reliable) partners
Not easy application and too many
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-reading Programme Guide
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
Difficulties in finding participants and
(reliable) partners
Not easy application and too many
competitors
Just one call per year
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
Difficulties in finding participants and
(reliable) partners
Just one call per year
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
21
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
More info: https://europa.eu/youth/solidarity_en
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)
More info: https://europa.eu/youth/solidarity_en
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
More info: https://europa.eu/youth/solidarity_en
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
More info: https://europa.eu/youth/solidarity_en
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!
More info: https://europa.eu/youth/solidarity_en
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
*This number varies depending on the year
WHEN A PROJECT IS SUCCESSFUL?
Action is the key!
#PUBLICSPEAKING #RADIOSPEAKER #SOCIALMEDIA
#CHILDRENEDUCATOR #CV&APPLICATION #JOURNALISM
6
QUALITY AWARDS (KA1)
06/08/2019
7
8
*This number varies depending on the year
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
*This number varies depending on the year
QUALITY
CLARITY CONSISTENCY PRACTICAL
ARRANGEMENTS
11
*This number varies depending on the year
IMPACT &
DISSEMINATION
Potential impact
Diffusion
Measures for
evaluating
END
12
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
*This number varies depending on the year
DON’T FORGET… EXCEL
END
18
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.
The End
9
KA2
BROADCASTING
EUROPE
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
Thank you!
13
DEAREST FEAR
CREATIVITY AND I ARE ABOUT TO GO ON A ROAD TRIP
I UNDERSTAND YOU WILL BE JOINING US
BECAUSE YOU
ALWAYS DO
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
AND MAY I SAY….
YOU’RE SUPERB AT
YOUR JOB
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
YOU ARE ALLOWED TO HAVE
VOICE
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
AND ABOVE ALL, MY FRIEND...
YOU’RE ABSOLUTELY FORBIDDEN TO DRIVE
AND THEN WE HEAD OFF TOGETHER
ME, AND CREATIVITY AND FEAR
SIDE BY SIDE BY SIDE
FOREVER
MARCHING
ONCE MORE
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
BUTTHERE IS A
SHIFT
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?
Project Management Life Cycle
TRABAJOS
EN GRUPOS
Project Management Life Cycle
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
1-The ordinary world
First call to adventure..
Guardians of Threshold
Feelings….
Second call to adventure..
So many ideas begin with a brainstorming in a bath..
Crossing the Threshold..
Refusal moment…
Test, allies and enemies..
The partnership
Risk evaluation…
The Hero became the expert..
Dark cave..
Real dark dark cave..
Marty’s ordeal
The road back..
Resurrection..
Return with the Elixir..
Gracias!
@nino.versace
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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Foyer presentations

  • 2. 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
  • 3. 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
  • 4. 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
  • 5. Methodology 1. Plenary sessions (presentations) 2. Working groups debates 3. Reports in plenary session 5
  • 6. 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
  • 8. We are part of an structure 8 Local and international partners EU project managers
  • 9. ➜ 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
  • 10. ➜ 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
  • 11. 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 *This number varies depending on the year
  • 12. 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
  • 13. 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
  • 14. 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/
  • 15. 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
  • 16. Map of EU funding schemes 2 POSITIVE Support all kind of solidarity projects Several actions (volunteering, traineeships and jobs) High number of accredited organisations Easy-reading Programme Guide 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
  • 17. 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 Easy-reading Programme Guide NEGATIVE Support up to 50% costs generally Not recommended for small or new organisations Difficulties in finding participants and (reliable) partners Not easy application and too many competitors Just one call per year More info: https://ec.europa.eu/programmes/creative-europe/node_es 17
  • 18. 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-reading Programme Guide 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 Difficulties in finding participants and (reliable) partners Not easy application and too many competitors Just one call per year More info: https://eacea.ec.europa.eu/europe-for-citizens_en 18
  • 19. 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 Difficulties in finding participants and (reliable) partners Just one call per year You need bigger organisations supporting your project More info: https://ec.europa.eu/social/main.jsp?catId=1081&langId=es 19
  • 20. ➜ 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
  • 22. 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 More info: https://europa.eu/youth/solidarity_en 22
  • 23. 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) More info: https://europa.eu/youth/solidarity_en 23
  • 24. 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 More info: https://europa.eu/youth/solidarity_en 24
  • 25. 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 More info: https://europa.eu/youth/solidarity_en 25
  • 26. 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
  • 27. 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
  • 29. 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! More info: https://europa.eu/youth/solidarity_en 29
  • 30. Award criteria: Impact and dissemination MAP OF ESC AND ERASMUS+ EXPERIENCES 30
  • 31. Award criteria: Impact and dissemination ESC AND ERASMUS+ EXPERIENCES YOUTUBE CHANNEL 31
  • 33. 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
  • 34. 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
  • 36. 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
  • 37. 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
  • 38. 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
  • 40. 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
  • 41. 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
  • 43. FIXED & GROWTH MINDSET 05/08/2019 2
  • 44. 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
  • 45. 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
  • 46. 5 *This number varies depending on the year WHEN A PROJECT IS SUCCESSFUL? Action is the key! #PUBLICSPEAKING #RADIOSPEAKER #SOCIALMEDIA #CHILDRENEDUCATOR #CV&APPLICATION #JOURNALISM
  • 47. 6
  • 49. 8 *This number varies depending on the year WHAT IT MEANS Q.A. ? WHY? WHAT’S NEXT? IDENTIFICATION 1) Context 2) Necessity 3) Objective
  • 50. 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;
  • 51. 10 *This number varies depending on the year QUALITY CLARITY CONSISTENCY PRACTICAL ARRANGEMENTS
  • 52. 11 *This number varies depending on the year IMPACT & DISSEMINATION Potential impact Diffusion Measures for evaluating
  • 55. PARTNERS 14 CALL FOR PARTNERS SOCIAL PROMOINFOPACK GOOGLE FORM INTERMEDIATION EXPERIENCE
  • 56. PARTICIPANTS 15 GOOGLE FORM INTERESTS & MOTIVATIONGROUP TARGETING INTERVIEWS
  • 58. 17 *This number varies depending on the year DON’T FORGET… EXCEL
  • 61. Definition as per the OED: storytelling. (stɔːritelɪŋ ) also story-telling. uncountable noun. Storytelling is the activity of telling or writing stories. 2
  • 62. 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.
  • 63. 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.
  • 64. 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.
  • 65. The art of the pitch is all about storytelling! 6
  • 66. 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?”
  • 67. 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.
  • 71. ➜ 5+ Radio transmissions a month ➜ Community outreach and involvement ➜ Dissemination as per the communication strategy ➜ TUTORIAL VIDEOS (4 per partner) INTELLECTUAL OUTPUTS (IO) 12
  • 74. CREATIVITY AND I ARE ABOUT TO GO ON A ROAD TRIP
  • 75. I UNDERSTAND YOU WILL BE JOINING US
  • 77. I ACKNOWLEDGE THAT YOU BELIEVE YOU HAVE AN IMPORTAN JOB TO DO IN MY LIFE
  • 78. AND THAT YOU TAKE YOUR JOB SERIOUSLY
  • 79. APPARENTLY YOUR JOB IS TO INDUCE COMPLETE PANIC IN ME
  • 80. WHENEVER I’M ABOUT TO DO ANYTHING INTERESTING
  • 81. AND MAY I SAY….
  • 83. SO BY ALL MEANS, KEEP DOING YOUR JOB IF YOU FEEL YOU MUST
  • 84. BUT I WILL ALSO BE DOING MY JOB
  • 85. WHICH IS TO WORK HARD AND STAY FOCUSED
  • 86. THERE IS PLENTY OF ROOM IN THE MINIVAN FOR ALL OF US
  • 87. SO MAKE YOURSELF AT HOME BUTUNDERSTAND THIS:
  • 88. CREATIVITY AND I ARE THE ONLY ONES WHO WILL BE MAKING ANY DECISIONS ALONG THE WAY
  • 89. I RECOGNIZE AND I RESPECT THAT YOU’RE PART OF THIS FAMILY
  • 90. I WILL NEVER EXCLUDE YOU FROM OUR ACTIVITIES
  • 91. BUT YOUR SUGGESTIONS WILL NOTBE FOLLOWED
  • 92. YOU ARE ALLOWED TO HAVE A SEAT
  • 93. YOU ARE ALLOWED TO HAVE VOICE
  • 94. BUT YOU ARE NOT ALLOWEDTO HAVE A VOTE.
  • 95. YOU DON’T GET TO TOUCH THE ROADMAPS
  • 96. YOU ARE NOT ALLOWED TO SUGGEST DETOURS
  • 97. YOU ARE NOT ALLOWED TO FIDDLE WITH THE TEMPERATURE
  • 98. DUDEYOU ARE NOT EVEN ALLOWED TO CHOOSE THE FREAKING’ SNAKS
  • 99. AND ABOVE ALL, MY FRIEND...
  • 101. AND THEN WE HEAD OFF TOGETHER ME, AND CREATIVITY AND FEAR
  • 102. SIDE BY SIDE BY SIDE FOREVER
  • 104. INTO THE TERRIFYING BUT MARVELOUS TERRAIN OF UNKNOWN OUTCOME
  • 105. HOW OUR ATTITUDES TOWARDS MISTAKES CAN DERAIL OUR ABILITY TO LEARN
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  • 109. THE CHILDLIKE APPROACH TO LEARNING 1. TRY IT 2. CRASH/FALL 3. CELEBRATE MISTAKE 4. LEARN FROM IT 5. DO IT AGAIN
  • 111. THE SHIFT ● CELEBRATING MISTAKES ● MAKING LOTS OF BIG MISTAKES ● SEEKING OUT MISTAKES
  • 112. THE SHIFT ● PUNISHING MISTAKES ● FEELING ASHAMED OF MISTAKES ● AVOIDING SITUATIONS WHERE WE MIGHT MAKE MISTAKES
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  • 114. THERE ARE TWO SOURCES THAT DRIVE THE SHIFT
  • 115. SOURCE #1 FEEDBACK● HOW WE LOOK ● ABILITY PRAISE ● “YOU MUST BE SMART”
  • 116. INSTEAD OF WORRING ABOUT HOW WE LOOK WE NEED TO FOCUS ON THE PROCESS ( PUTTING IN MORE EFFORT+ TAKING ON THE CHALLENGE)
  • 117. 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
  • 118. SOURCE #2 LIZARD BRAIN Purpose : Safety & Survival Occupation: Fear Producer
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  • 134. 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
  • 135. CAN YOU HANDLE THE UGLY THAT COMES WITH LEARNING?
  • 136. 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?
  • 138. Project Management Life Cycle managing the different parts of the process
  • 139. 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.
  • 141. PROJECT IDEA A PEN WITH AN ANTI STRESS ON THE CAP
  • 142. 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
  • 143. 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
  • 144. 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
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  • 146. 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
  • 147. 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
  • 148. 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
  • 149. 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
  • 150. 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
  • 151. 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
  • 152. 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
  • 153. 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
  • 154. 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
  • 155. 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
  • 156. CRITICAL SUCCESS FACTORS ● Team work (equal) ● Capacity of the team ● Use a good methodology ● Budget well defined ● Economic capacity ● Good control, not burocracy
  • 158. TRABAJOS EN GRUPOS Project Management Life Cycle 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
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  • 173. 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
  • 174. THE HERO’S JOURNEY IN EACH STORY YOU CAN FIND THE SAME ELEMENTS
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  • 176. The Hero’s Journey in a movie
  • 178. First call to adventure..
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  • 182. Second call to adventure..
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  • 185. So many ideas begin with a brainstorming in a bath..
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  • 189. Test, allies and enemies..
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  • 196. The Hero became the expert..
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  • 213. 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
  • 214. 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.
  • 215. 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;
  • 216. 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?
  • 217. 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.
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  • 219. 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?
  • 220. 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
  • 221. 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.
  • 222. 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.
  • 223. 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.
  • 224. 4. INSTITUTIONAL FRAMEWORKORGANIZATION RESUME Present the organization and partnership (mission, experience, common work, methodology, human resources…)
  • 225. 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…”
  • 226. 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.
  • 228. 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.
  • 229. 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
  • 230. 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….
  • 231. 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
  • 232. 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.
  • 233. 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
  • 234. 12. Resources needed 1. Human Resources (Team) 2. The material and technical resources (facilities, machinery…) 3. Monetary Resources (Cofinancing, own resources, salaries…)
  • 235. 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%.
  • 236. 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.
  • 237. 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.
  • 238.
  • 240. 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
  • 241. 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
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  • 248. TEAM BUILDING ACTIVITY CREATE A DUCKWITH YOUR 6 LEGO PIECES
  • 250. 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
  • 251. REFLECTION #MORE TIME TO DO IT BETTER #MY DUCK IS DIFFERENT BUT YOURS IS ALSO VALID #HOW THE OTHERS SEES MY DUCK