This document provides a guide for mapping and evaluating the information needs of internal and external clients for a project's monitoring and evaluation system. It outlines a three-step process: 1) identify all potential clients, 2) prioritize key clients by plotting them on a grid based on their influence and relevance, and 3) understand each key client's specific information needs by discussing what data they want and expect to see. The guide includes examples and provides a template to capture clients' needs. The overall goal is to design an M&E system focused on meeting the priority reporting needs of important stakeholders.
Integrated Social Services: Reaching the Most Vulnerable. Training package fo...esahakyan
The document discusses monitoring and evaluating social projects. It defines monitoring as focusing on proper implementation, while evaluation determines if the intended outcomes were achieved. A 3-part framework is provided for evaluating outcomes at the short, medium, and long term levels across changes in knowledge, attitudes, behaviors, and quality of life. The evaluation also considers appropriateness across dimensions like effectiveness, relevance, accessibility, acceptability, timeliness, transparency, and sustainability. Criteria are outlined for assessing each dimension.
Advanced Development General Presentationguest83b804
Advanced Development provides business consultancy in the areas of Turnaround Management, Project Finance and Portfolio Management. Each of these pillars contains dozens of activities that are interconnected, strengthening the value of our experience in our clients’ benefit.
This document provides a case study of a successful project delivery by Tata Consultancy Services (TCS) as the System Integrator for a telecom company. The project involved developing systems to launch new fixed mobile convergence services within an aggressive 12 week timeline. TCS faced challenges with the tight schedule, evolving requirements, and dependencies on multiple vendors. To overcome these, TCS adopted an agile approach with MoSCoW prioritization, time-boxed delivery waves, robust governance of vendors, and active stakeholder management. These practices helped TCS deliver the project on budget and meet the client's timelines, demonstrating effective project management.
Can Service Design Restore a World in Crisis?Oleg Koss
This document discusses how service design principles and methods can help address challenges arising from the COVID-19 crisis. It provides an example of a typical service design case study involving redesigning a mobile phone renewal process. It then outlines three key service design principles: boundary objects, which create shared understanding across groups; trading zones, which facilitate exchange despite differences; and invisible social structures, which surface unconscious rules and norms. It argues these principles can be applied to the COVID-19 response by using boundary objects to align stakeholders, creating trading zones to honor various expertise, and examining invisible rules that may be limiting. The document concludes by stating design can help restore systems in crisis by redesigning processes, norms and mental models.
The document provides information about Douglas Goddard, including his professional experience, education, areas of specialization, and core skills. It summarizes his background managing multi-million dollar engineering projects across various sectors for over 25 years. It also lists several specific projects he has worked on in roles such as Project Manager and Senior Design Manager.
The document defines key terms and deliverables for a Lean Six Sigma project. It explains that defining VOC (Voice of the Customer), VOB (Voice of Business), and CTQs (Critical to Quality requirements) is the first deliverable. This involves understanding the problem from the customer's perspective and how they define project success. Additional deliverables include defining the project scope, quantifying benefits, and developing a project management plan. Tools for each deliverable like affinity diagrams and project charters are also outlined.
Construction Technologies and Associates provides project management consulting services to building owners and design teams. They assist with cost planning, budgeting, scheduling and overall project management. Their goal is to identify issues early to avoid costly problems and ensure projects are completed on time and on budget. They have extensive experience across various project types, such as healthcare, education, commercial and government facilities.
Integrated Social Services: Reaching the Most Vulnerable. Training package fo...esahakyan
The document discusses monitoring and evaluating social projects. It defines monitoring as focusing on proper implementation, while evaluation determines if the intended outcomes were achieved. A 3-part framework is provided for evaluating outcomes at the short, medium, and long term levels across changes in knowledge, attitudes, behaviors, and quality of life. The evaluation also considers appropriateness across dimensions like effectiveness, relevance, accessibility, acceptability, timeliness, transparency, and sustainability. Criteria are outlined for assessing each dimension.
Advanced Development General Presentationguest83b804
Advanced Development provides business consultancy in the areas of Turnaround Management, Project Finance and Portfolio Management. Each of these pillars contains dozens of activities that are interconnected, strengthening the value of our experience in our clients’ benefit.
This document provides a case study of a successful project delivery by Tata Consultancy Services (TCS) as the System Integrator for a telecom company. The project involved developing systems to launch new fixed mobile convergence services within an aggressive 12 week timeline. TCS faced challenges with the tight schedule, evolving requirements, and dependencies on multiple vendors. To overcome these, TCS adopted an agile approach with MoSCoW prioritization, time-boxed delivery waves, robust governance of vendors, and active stakeholder management. These practices helped TCS deliver the project on budget and meet the client's timelines, demonstrating effective project management.
Can Service Design Restore a World in Crisis?Oleg Koss
This document discusses how service design principles and methods can help address challenges arising from the COVID-19 crisis. It provides an example of a typical service design case study involving redesigning a mobile phone renewal process. It then outlines three key service design principles: boundary objects, which create shared understanding across groups; trading zones, which facilitate exchange despite differences; and invisible social structures, which surface unconscious rules and norms. It argues these principles can be applied to the COVID-19 response by using boundary objects to align stakeholders, creating trading zones to honor various expertise, and examining invisible rules that may be limiting. The document concludes by stating design can help restore systems in crisis by redesigning processes, norms and mental models.
The document provides information about Douglas Goddard, including his professional experience, education, areas of specialization, and core skills. It summarizes his background managing multi-million dollar engineering projects across various sectors for over 25 years. It also lists several specific projects he has worked on in roles such as Project Manager and Senior Design Manager.
The document defines key terms and deliverables for a Lean Six Sigma project. It explains that defining VOC (Voice of the Customer), VOB (Voice of Business), and CTQs (Critical to Quality requirements) is the first deliverable. This involves understanding the problem from the customer's perspective and how they define project success. Additional deliverables include defining the project scope, quantifying benefits, and developing a project management plan. Tools for each deliverable like affinity diagrams and project charters are also outlined.
Construction Technologies and Associates provides project management consulting services to building owners and design teams. They assist with cost planning, budgeting, scheduling and overall project management. Their goal is to identify issues early to avoid costly problems and ensure projects are completed on time and on budget. They have extensive experience across various project types, such as healthcare, education, commercial and government facilities.
Construction Technologies and Associates (CTA) provides project management consulting services to building owners and design teams. They offer cost estimating and planning, schedule monitoring, and construction administration. Their goal is to advise clients on budgeting and contracting options early in the design process to avoid costly issues later. CTA has extensive experience managing both public and private sector projects, including work with the Corps of Engineers on military bases.
BC: Improvement of Knowledge Sourcing and Provisionjscheuring
1) The document proposes implementing a business process modeling tool to improve knowledge management processes.
2) Current processes lack transparency, have manual steps, and inconsistent quality.
3) The proposed product would create graphical models to visualize and automate the knowledge sourcing, categorization, annotation, and provision processes.
4) An analysis estimates the investment would pay for itself within 2 years due to efficiency gains and reduced costs.
The 5 steps towards successful disruptive innovation are:
1. Positioning through competitive strategy analysis
2. Clarity of vision and intention through socialized strategy
3. Rapid iterative design and development through systems engineering
4. Managing market performance and adoption of disruptive technologies
5. Continuous improvement through systematic review
The document outlines each step in more detail, emphasizing the importance of understanding competitive context, formulating clear strategic vision, applying systems engineering principles, recognizing that disruptive technologies may initially be rejected by existing markets, and continuously reviewing progress.
Measurement in PR: the Hotwire Measurement FrameworkHotwire
1) The document discusses the evolution of PR measurement frameworks towards more valid and standardized metrics. It highlights the Barcelona Principles developed by AMEC which moved away from AVEs as the sole metric.
2) Hotwire has adopted the AMEC Valid Metrics Framework to measure PR activities, influencer effects, and target audience effects in a way that is directly linked to business goals and objectives.
3) An example shows potential metrics for different stages of a campaign from awareness activities through to supporting business actions and outcomes. The framework aims to clearly align PR work with desired business outcomes.
Role andresponsiblities in project managementim8home85
The document outlines the roles and responsibilities of various project team members for a CRM implementation project. It describes 14 key roles including the steering committee, executive sponsor, project leader, functional champions, system administrator, CRM application consultants, and others. For each role, it provides a brief description and lists their primary responsibilities in managing, implementing, and supporting the new CRM system.
This document is a resume for Jiby J. Manuel, who has over 12 years of experience successfully delivering complex technology projects and programs. He has managed distributed teams with budgets over $30 million. His strengths include rescuing troubled projects, implementing best practices, and consistently delivering projects on time and under budget. He has extensive experience across various industries including finance, payments processing, and technology.
Capco provides expertise in core banking vendor selection through a structured five-phase approach. The approach ensures requirements capture stakeholder buy-in, translates requirements into an RFP, assesses vendors, and makes a justified decision. Capco helped a bank replace its international core through managing the end-to-end RFP process, reducing time by 40%. Capco's experience and proven methodology deliver successful vendor selection.
The document discusses a case study of Newgen Software Technologies implementing workflow and imaging solutions for a large multinational bank in India. The bank wanted to centralize and automate back-office processes to improve efficiency. Newgen helped the bank set up a shared services center to process trade finance transactions across India. This allowed the bank to reduce turnaround times, improve control and decision making, and increase overall productivity. Newgen is a global leader in business process management and document management solutions with over 750 installations in 35 countries.
This document discusses the importance of clear communication with stakeholders for project success. It argues that creating a dedicated communication unit can help achieve this. Such a unit should focus on tailored, two-way communication using tools like newsletters and surveys to transmit updates and gather feedback from stakeholders. Outsourcing routine production and analysis to a specialized company like BQu can help set up an effective communication process in a cost-effective way.
The document discusses project delivery strategies for infrastructure projects. It explains that selecting the appropriate strategy is important and influences project cost, quality, schedule and risk. The strategies range from those where the owner has full involvement to minimal involvement. Key decision factors for choosing a strategy include the project's size, complexity, risk level, and the owner's resources, risk tolerance, requirements and priorities. The strategies include traditional, collaborative, integrative and partnership models.
Deze publicatie gaat over project management op grote projecten in de infrastructuur. Met name welke factoren van invloed zijn op de keuze van de methodiek mbt project management.
Solution Validation & Assessments - A practical ApproachJulen Mohanty
The document discusses solution assessment and validation techniques for business analysts. It outlines the importance of solution assessment and validation in the CMMI framework and lists key tasks business analysts perform in this area, such as developing alternative solutions, evaluating technology options, facilitating solution selection, and supporting implementation. The document also describes specific activities business analysts do in solution assessment, including ranking solution options, identifying additional capabilities, and evaluating technology options to ensure the selected solution fulfills requirements.
The webinar discusses measuring and reporting on "Project Vital Signs" to assess the health and status of a project. It introduces 14 key vital signs across 4 categories: strategy, tactics, performance, and team disposition. These vital signs are measured on a regular basis, typically monthly, to monitor the project's alignment, schedule, budget, issues, and risks. The webinar provides examples of how to clearly and concisely report the status of vital signs using a "punch line" format of current status, next steps, and any needed explanation. Measuring these quantitative and qualitative vital signs helps identify projects that may be running into trouble or off course.
The Project & Development Services team at Jones Lang LaSalle provides project and development management, cost management, and building surveying services to clients in various sectors including offices, hotels, retail, and logistics. They deliver these services for new developments, existing buildings, and portfolio projects. The team has experience managing a wide range of project types and sizes across Europe and can provide integrated advisory services.
This document describes the Evolve methodology for implementing CRM solutions. The methodology aims to adapt best practices to diverse IT organizations. It outlines key principles such as iterative development, requirements management, and quality verification. The methodology consists of inception, evolution, and retrospection phases. During inception, the project is scoped and designed. The evolution phase involves iterative analysis, design, construction, and deployment. Retrospection provides project closure. The Evolve Plan documents how the project process will be tuned based on client participation, delivery iterations, and artifact requirements.
This document provides guidance to help determine the appropriate project strategy and procurement approach.
[1] It explains the key factors to consider such as the stability of the organization's goals and business needs, internal readiness for change, and external market conditions.
[2] Decision makers are advised to determine if contracting for outcomes, outputs, or inputs is best by considering which party is best placed to manage associated risks.
[3] The guidance provides tools to help assess internal change readiness and analyze strategic preferences based on both internal capabilities and external market conditions.
The document outlines the key competencies of a management consultant according to the CMC Standards. It details the values and behaviors consultants should demonstrate, including adhering to ethical guidelines and demonstrating integrity. It also lists the analytical, relationship building, and personal development skills needed, such as effective communication, accountability, and time management. Finally, it describes the technical competencies in areas like specialization, project management, and risk assessment, as well as the business acumen required regarding the consulting industry, commercial aspects, and understanding the client's business.
This document provides guidance on selecting performance indicators for monitoring and evaluating value chain projects, outlining a step-by-step process for defining impact, output, and outcome indicators that are specific, measurable, achievable, relevant, and time-bound, engaging key stakeholders to identify critical assumptions and review proposed indicators. Common pitfalls to avoid are also discussed, such as having too many indicators, contradictory donor requirements, and failing to engage stakeholders.
This document provides guidance on developing analysis and feedback loops for monitoring and evaluation. It outlines a 4-step process: 1) review client map, indicators and tools; 2) map anticipated information flow; 3) document decisions; 4) review plan against resources. Feedback loops should meet client needs within project capabilities. A case example demonstrates reflection cycles, knowledge management schedules, and data flow management. Common pitfalls include designs that are unmanageable or lose focus on serving multiple clients' needs. Continuing education options are provided.
This document provides a guide for developing, reviewing, and refining a causal model for monitoring and evaluating a value chain project. It outlines a 4-step process for creating a causal model, including structuring the model, drawing it out, verifying causal pathways, and documenting the work. The guide recommends involving field staff, project managers, and partners in the process. It also provides tips for each step, such as using flip charts and post-its to draw the model and then formalizing it using software. Common pitfalls discussed are allowing important issues to be omitted or being inflexible in the model.
This document provides a step-by-step guide for selecting data collection tools for monitoring and evaluation. It outlines a 5-step process: 1) separate indicators into routine observation and measurement, 2) identify tools for observation indicators, 3) identify tools for measurement indicators, 4) ensure tools meet needs and resources, and 5) finalize the indicator information sheet. The guide emphasizes selecting simple, low-resource tools and engaging stakeholders to develop tools that meet diverse needs. It also warns against losing sight of all stakeholders and focusing too much on formal quantitative methods.
This document provides a guide for assessing monitoring and evaluation (M&E) resources and capacity for initiatives. It outlines a 4-step process for initiatives to: 1) assess financial resources for M&E; 2) assess human resource needs and capacity; 3) assess physical resources; and 4) reflect on implications for M&E system design. Worksheets are provided to inventory available budgets, technical skills, and physical assets to identify gaps and guide the M&E system design process. Common pitfalls discussed include not properly scoping M&E plans based on available resources and capacity. The guide emphasizes the importance of a thorough resource assessment to develop an appropriate and realistic M&E system.
Construction Technologies and Associates (CTA) provides project management consulting services to building owners and design teams. They offer cost estimating and planning, schedule monitoring, and construction administration. Their goal is to advise clients on budgeting and contracting options early in the design process to avoid costly issues later. CTA has extensive experience managing both public and private sector projects, including work with the Corps of Engineers on military bases.
BC: Improvement of Knowledge Sourcing and Provisionjscheuring
1) The document proposes implementing a business process modeling tool to improve knowledge management processes.
2) Current processes lack transparency, have manual steps, and inconsistent quality.
3) The proposed product would create graphical models to visualize and automate the knowledge sourcing, categorization, annotation, and provision processes.
4) An analysis estimates the investment would pay for itself within 2 years due to efficiency gains and reduced costs.
The 5 steps towards successful disruptive innovation are:
1. Positioning through competitive strategy analysis
2. Clarity of vision and intention through socialized strategy
3. Rapid iterative design and development through systems engineering
4. Managing market performance and adoption of disruptive technologies
5. Continuous improvement through systematic review
The document outlines each step in more detail, emphasizing the importance of understanding competitive context, formulating clear strategic vision, applying systems engineering principles, recognizing that disruptive technologies may initially be rejected by existing markets, and continuously reviewing progress.
Measurement in PR: the Hotwire Measurement FrameworkHotwire
1) The document discusses the evolution of PR measurement frameworks towards more valid and standardized metrics. It highlights the Barcelona Principles developed by AMEC which moved away from AVEs as the sole metric.
2) Hotwire has adopted the AMEC Valid Metrics Framework to measure PR activities, influencer effects, and target audience effects in a way that is directly linked to business goals and objectives.
3) An example shows potential metrics for different stages of a campaign from awareness activities through to supporting business actions and outcomes. The framework aims to clearly align PR work with desired business outcomes.
Role andresponsiblities in project managementim8home85
The document outlines the roles and responsibilities of various project team members for a CRM implementation project. It describes 14 key roles including the steering committee, executive sponsor, project leader, functional champions, system administrator, CRM application consultants, and others. For each role, it provides a brief description and lists their primary responsibilities in managing, implementing, and supporting the new CRM system.
This document is a resume for Jiby J. Manuel, who has over 12 years of experience successfully delivering complex technology projects and programs. He has managed distributed teams with budgets over $30 million. His strengths include rescuing troubled projects, implementing best practices, and consistently delivering projects on time and under budget. He has extensive experience across various industries including finance, payments processing, and technology.
Capco provides expertise in core banking vendor selection through a structured five-phase approach. The approach ensures requirements capture stakeholder buy-in, translates requirements into an RFP, assesses vendors, and makes a justified decision. Capco helped a bank replace its international core through managing the end-to-end RFP process, reducing time by 40%. Capco's experience and proven methodology deliver successful vendor selection.
The document discusses a case study of Newgen Software Technologies implementing workflow and imaging solutions for a large multinational bank in India. The bank wanted to centralize and automate back-office processes to improve efficiency. Newgen helped the bank set up a shared services center to process trade finance transactions across India. This allowed the bank to reduce turnaround times, improve control and decision making, and increase overall productivity. Newgen is a global leader in business process management and document management solutions with over 750 installations in 35 countries.
This document discusses the importance of clear communication with stakeholders for project success. It argues that creating a dedicated communication unit can help achieve this. Such a unit should focus on tailored, two-way communication using tools like newsletters and surveys to transmit updates and gather feedback from stakeholders. Outsourcing routine production and analysis to a specialized company like BQu can help set up an effective communication process in a cost-effective way.
The document discusses project delivery strategies for infrastructure projects. It explains that selecting the appropriate strategy is important and influences project cost, quality, schedule and risk. The strategies range from those where the owner has full involvement to minimal involvement. Key decision factors for choosing a strategy include the project's size, complexity, risk level, and the owner's resources, risk tolerance, requirements and priorities. The strategies include traditional, collaborative, integrative and partnership models.
Deze publicatie gaat over project management op grote projecten in de infrastructuur. Met name welke factoren van invloed zijn op de keuze van de methodiek mbt project management.
Solution Validation & Assessments - A practical ApproachJulen Mohanty
The document discusses solution assessment and validation techniques for business analysts. It outlines the importance of solution assessment and validation in the CMMI framework and lists key tasks business analysts perform in this area, such as developing alternative solutions, evaluating technology options, facilitating solution selection, and supporting implementation. The document also describes specific activities business analysts do in solution assessment, including ranking solution options, identifying additional capabilities, and evaluating technology options to ensure the selected solution fulfills requirements.
The webinar discusses measuring and reporting on "Project Vital Signs" to assess the health and status of a project. It introduces 14 key vital signs across 4 categories: strategy, tactics, performance, and team disposition. These vital signs are measured on a regular basis, typically monthly, to monitor the project's alignment, schedule, budget, issues, and risks. The webinar provides examples of how to clearly and concisely report the status of vital signs using a "punch line" format of current status, next steps, and any needed explanation. Measuring these quantitative and qualitative vital signs helps identify projects that may be running into trouble or off course.
The Project & Development Services team at Jones Lang LaSalle provides project and development management, cost management, and building surveying services to clients in various sectors including offices, hotels, retail, and logistics. They deliver these services for new developments, existing buildings, and portfolio projects. The team has experience managing a wide range of project types and sizes across Europe and can provide integrated advisory services.
This document describes the Evolve methodology for implementing CRM solutions. The methodology aims to adapt best practices to diverse IT organizations. It outlines key principles such as iterative development, requirements management, and quality verification. The methodology consists of inception, evolution, and retrospection phases. During inception, the project is scoped and designed. The evolution phase involves iterative analysis, design, construction, and deployment. Retrospection provides project closure. The Evolve Plan documents how the project process will be tuned based on client participation, delivery iterations, and artifact requirements.
This document provides guidance to help determine the appropriate project strategy and procurement approach.
[1] It explains the key factors to consider such as the stability of the organization's goals and business needs, internal readiness for change, and external market conditions.
[2] Decision makers are advised to determine if contracting for outcomes, outputs, or inputs is best by considering which party is best placed to manage associated risks.
[3] The guidance provides tools to help assess internal change readiness and analyze strategic preferences based on both internal capabilities and external market conditions.
The document outlines the key competencies of a management consultant according to the CMC Standards. It details the values and behaviors consultants should demonstrate, including adhering to ethical guidelines and demonstrating integrity. It also lists the analytical, relationship building, and personal development skills needed, such as effective communication, accountability, and time management. Finally, it describes the technical competencies in areas like specialization, project management, and risk assessment, as well as the business acumen required regarding the consulting industry, commercial aspects, and understanding the client's business.
This document provides guidance on selecting performance indicators for monitoring and evaluating value chain projects, outlining a step-by-step process for defining impact, output, and outcome indicators that are specific, measurable, achievable, relevant, and time-bound, engaging key stakeholders to identify critical assumptions and review proposed indicators. Common pitfalls to avoid are also discussed, such as having too many indicators, contradictory donor requirements, and failing to engage stakeholders.
This document provides guidance on developing analysis and feedback loops for monitoring and evaluation. It outlines a 4-step process: 1) review client map, indicators and tools; 2) map anticipated information flow; 3) document decisions; 4) review plan against resources. Feedback loops should meet client needs within project capabilities. A case example demonstrates reflection cycles, knowledge management schedules, and data flow management. Common pitfalls include designs that are unmanageable or lose focus on serving multiple clients' needs. Continuing education options are provided.
This document provides a guide for developing, reviewing, and refining a causal model for monitoring and evaluating a value chain project. It outlines a 4-step process for creating a causal model, including structuring the model, drawing it out, verifying causal pathways, and documenting the work. The guide recommends involving field staff, project managers, and partners in the process. It also provides tips for each step, such as using flip charts and post-its to draw the model and then formalizing it using software. Common pitfalls discussed are allowing important issues to be omitted or being inflexible in the model.
This document provides a step-by-step guide for selecting data collection tools for monitoring and evaluation. It outlines a 5-step process: 1) separate indicators into routine observation and measurement, 2) identify tools for observation indicators, 3) identify tools for measurement indicators, 4) ensure tools meet needs and resources, and 5) finalize the indicator information sheet. The guide emphasizes selecting simple, low-resource tools and engaging stakeholders to develop tools that meet diverse needs. It also warns against losing sight of all stakeholders and focusing too much on formal quantitative methods.
This document provides a guide for assessing monitoring and evaluation (M&E) resources and capacity for initiatives. It outlines a 4-step process for initiatives to: 1) assess financial resources for M&E; 2) assess human resource needs and capacity; 3) assess physical resources; and 4) reflect on implications for M&E system design. Worksheets are provided to inventory available budgets, technical skills, and physical assets to identify gaps and guide the M&E system design process. Common pitfalls discussed include not properly scoping M&E plans based on available resources and capacity. The guide emphasizes the importance of a thorough resource assessment to develop an appropriate and realistic M&E system.
This document discusses changes to the Project Management Body of Knowledge (PMBOK) Guide. It notes that the current edition focuses on delivering outcomes regardless of approach, in contrast to previous editions which focused on inputs, tools/techniques, and outputs. The shift is from a process-based standard to one based on principles. There are now eight project performance domains that represent critical activities for effective delivery. Tailoring allows adaptation of approaches, governance, and processes to suit different environments and work. The guide recognizes that no publication can include all tools and techniques, so it presents commonly used models, methods, and artifacts.
Project Plan
Project Management
Sherrell Holifield
American Intercontinental University
Author Note
This paper was prepared for MGMT-412-1401B-01 taught by Donald Buresh
Project Plan Overview
Describe how the project will be measured for success.
Schedule- Deadlines are sometimes hard to meet according to the client. Most just want it done. Knowing the factors of the schedule and finishing the product within the estimated time frame is a plan for success.
Scope- Knowing what needs to be done and keeping that schedule in mind will be beneficial. The scope is the most important part of the project.
Budget- Sticking to the budget that was quoted prior to start of the project will prove successful for client and the business. (Pozin, 2012)
Making sure that those involved have an understanding of what the project should look like, it a plan for success. There are quite a few elements that can cause issues within any project. They include the budget, poor dynamics of the team and bureaucracy.
2
Project Risks
Possible Risk
Cost
Schedule
Financial
Contractual
Weather
Environmental
Client(s) (PM4ID, 2014)
Being able to identify the risk is a disciplined and creative process. Having brainstorming sessions that includes the team and their ideas is always helpful. The first task to is to identify the possible risk that could occur.
3
Project Risk
Probability of Risk
There is a high and low potential of risk occurring.
High impact- may require mitigation and can help narrow the focus on the critical risk.
Evaluating risk mean to focusing on those that will have the greatest possibility of occurring.
Low impact- Are those that may go unnoticed and will least likely affect the project. (PM4ID, 2014)
Not all risk are the same. Some projects are more than likely to have issues compared to others. The cost associated with these risk can vary.
4
Project Risk
Mitigation
Risk are mitigated in several ways.
Sharing
Avoidance
Reduction
Transfer
(PM4ID, 2014)
Once the risk are identified in any project a mitigation plan is required. This plan helps to reduce the results of an unplanned occurrence.
5
Project Risk
Sharing- Partnering with others that will share in the risk of activities. When the others have experience that the team on the project does not have they have an advantage.
Avoidance- This form of mitigation creates an alternate strategy which includes higher cost with the new plan.
Reduction- this decrease risk on the project with an investment of funds. (PM4ID, 2014)
Transfer-This mitigation tactic transfers the risk of the project to another group. (PM4ID, 2014)
Mitigation tactics vary. Each comes with ways to share the weight of the project and decrease the risk that will heavily impact the project. Sharing those risk with others that are more experienced can help to eliminate those risk or decrease them.
6
Project Risk
Contingency Plan
The contingency plan involves an alternate plan.
Funds are put in reserve under t.
This document provides information for an innovation community kick-off meeting. It introduces the innovation community team members and their roles. The objectives of the meeting are to get acquainted, provide input on priorities, and discuss critical success factors. The presentation will cover the innovation community team, expectations, the innovation process, community tasks, and critical success factors like having a common goal and open information sharing. The community's first half 2013 tasks are identified as improving innovation culture, benchmarking best practices, measuring innovativeness, collecting ideas from employees and stakeholders, and evaluating ideas.
This document provides a step-by-step guide for conducting evaluations of value chain projects. It outlines 7 steps: 1) determining the evaluation purpose, 2) assessing available resources, 3) identifying research partners, 4) defining research questions, 5) choosing a methodology, 6) determining other design details, and 7) implementing the evaluation. The guide discusses key considerations for each step, such as identifying stakeholders, budgeting, developing questions, choosing experimental or quasi-experimental methods, and common pitfalls to avoid. The overall aim is to help users design and implement rigorous yet feasible evaluations to assess a project's impact, performance, and process.
This document summarizes a presentation given by Sandra Macleod, CEO of Echo Research, about evaluating public relations effectiveness. The presentation covered setting PR objectives, measuring PR outcomes, and case studies. It began with an outline and introduction to Echo Research, a communications research firm. Macleod discussed the importance of setting clear, measurable PR objectives tied to organizational goals. She also emphasized the value of measuring outcomes like audience perceptions and behaviors, not just outputs. Case studies demonstrated Echo Research's approach to reputation measurement, media analysis, and evaluating specific PR campaigns and partnership activities.
This document outlines the course objectives and units for a Project Management course. The course aims to develop skills for planning, managing, and delivering successful software projects. The key objectives are to manage projects through each stage of the software development life cycle, learn activity planning and risk management, and deliver projects that support organizational goals. The first unit covers project evaluation, planning, methodologies, objectives setting, risk evaluation, and stepwise project planning. It includes topics such as importance of software project management, project portfolio management, and cost-benefit evaluation.
This document outlines the course objectives and units for a Project Management course. The course aims to teach students to plan, manage, and deliver successful software projects throughout the software development lifecycle. The first unit covers evaluating and planning projects, including importance of project management, methodologies, project categorization, setting objectives, risk evaluation, and stepwise project planning. Additional details are provided on project phases, stakeholders, management skills, and challenges with software projects.
DISCUSSION POINTS:
1. UNDERSTANDING PROJECT BASICS
2. IMPORTANCE OF PROJECT MANAGEMENT
3. PROJECT MANAGEMENT KNOWLEDGE AREAS
4. PROJECT CONSTRAINTS
5. MAJOR CHALLENGES AND THE WAY FORWARD
Free Webinar on "Major Project Management Challenges and the Way Forward"
https://www.facebook.com/events/1240889433429450
This document provides an overview of project management concepts including:
- The definition of a project as having a purpose, being realistic, limited in time and space, complex, collective, unique, an adventure, and assessable.
- Project management is organizing people, equipment, and procedures to complete a project on time and budget. The typical project management process includes definition, planning, execution, control, and closure.
- Key parameters that constrain every project are scope, quality, time, cost, and resources. The scope triangle illustrates the relationship between these parameters.
- Other concepts discussed include the differences between a project and a program, project creep which can jeopardize objectives, and notes on specific types of
The document discusses the transition from instructional designer to project manager. It provides an overview of the key similarities and differences between instructional design and project management processes. These include analyzing requirements and defining objectives (common), as well as developing detailed plans, tracking schedule and budget, and procuring resources (unique to project management). The document emphasizes strengthening influencing skills, focusing on stakeholders, and adopting a leadership approach to help individuals and teams succeed.
The document summarizes key aspects of modeling in a problem-solving framework. It discusses modelers' roles in the problem-solving process and characteristics of well-structured versus ill-structured problems. It also outlines the six stages of the problem-solving process - exploring the mess, searching for information, identifying a problem, searching for solutions, evaluating solutions, and implementing a solution. Examples are provided to illustrate influence charts as a tool for modeling complex, unstructured problems. The document emphasizes that successful modelers rely on both technical and craft skills, such as simplifying problems and building prototypes.
The document discusses software project management and provides 20 project management proverbs. It then defines what a project is and explains that projects have timeframes, require planning and resources, and need evaluation criteria. Finally, it discusses what a project manager does, including developing plans, managing stakeholders, teams, risks, schedules and budgets.
The document discusses satisfying customer expectations beyond contractual obligations in project management. It provides case studies where project managers went above the project scope to resolve issues and meet the true objectives. It argues that project managers should understand the overall goal, partner with the customer, leverage past experience to anticipate problems, and control budgets when additional needs arise. By taking these approaches, the customer's expectations can be met even if things weren't spelled out initially in contracts or statements of work.
The document outlines an agenda for a project management training session. It includes an introduction to project management, discussions of stakeholders and project planning, exercises on stakeholders and risk, and breaks for coffee and lunch. Joe Houghton is introduced as the facilitator with experience in project management, consulting, and teaching.
Social Impact Measurement Among Canadian Impact InvestorsPurpose Capital
This document discusses social impact measurement among Canadian impact investors. It aims to determine investors' knowledge and use of social impact metrics in investment decisions. Key findings include that investors vary in their motivations from optimizing financial returns to optimizing social impact. Investors use metrics differently depending on the investment lifecycle stage, favoring qualitative data for due diligence and outcome metrics for monitoring. However, few have the ability to collect outcome data. The challenges of standardization and isolating a venture's impact are also discussed.
Similar to VC M&E Module 1 - Clients of the M&E System (20)
Using the Strengthening the Dairy Value Chain project in Bangladesh, CARE makes the business case for why empowering women farmers is not only essential for improving social and economic outcomes but an effective way to strengthen supply chains.
The document summarizes growth in various engagement metrics for an organization's community of practice from Q3 FY13 to Q1 2013. It shows substantial increases, from 480% to 1921%, across webinars, learning visits, LinkedIn groups, listservs, and webpage tools. Content available also increased from 70% to 140% over the periods shown for publications, videos, and presentations. Views and downloads grew significantly over the same time frame for YouTube, Slideshares and Flickr. Membership in engagement channels also increased between 9-49% in the periods shown. Statistics for an e-course show growing participation levels each quarter from Q1 2012 to Q1 2013.
Esta presentacion se trata del tema de micro finanza inclusiva rural y su rol en una estrategia de graduación de los programas públicos de transferencias monetarias condicionales.
Las transferencias monetarias condicionales son una características de las políticas públicas de muchos de los países de América Latina y, mientras han tenidos impactos importantes en la lucha a la pobreza y en la distribución de renda, encontrar una estrategia de salida es uno de los principales desafíos. Esta también es la situación en Perú con el programa de transferencias “Juntos”.
CARE Perú a partir del programa de inclusión financiera PUMRI (financiado por Barclays) que trabaja con las mujeres beneficiarias de Juntos , ha testado un modelo de estrategia de graduación, y que fue utilizado para hacer incidencia con el Gobierno para que adopte estrategias de graduación de la pobreza a nivel nacional.
The document discusses CARE's strategies for engaging the private sector. It outlines CARE's focus areas in Asia, including engaging workers, value chain distribution, and aggregation. It also discusses CARE's roles and responsibilities, innovation methodology, challenges engaging the private sector, and examples from CARE Vietnam. The overall aim is to contribute to CARE's impact goals through long-term partnerships with the private sector.
Resumen: CARE Bolivia ha desarrollado un modelo de intervención y un manual para capacitar los Gobiernos Municipales en tema de Desarrollo Económico e implementar la ley de descentralización administrativa y las competencias municipales de en el DS 28421 de una manera que sea favorable al desarrollo rural inclusivo. CARE Bolivia ha desarrollado en modelo en la región amazónica – en Pando – lo ha adaptado a la región endina en Chuquisaca, sistematizado, testado, y ahora fue formalmente avalado por el Gobierno central y está en fase piloto en dos municipios en Chuquisaca antes de ser llevado a escala.
Los temas de desarrollo ecoómico y gobernabilidad tienen importantes sinergias que CARE Bolivia está apalancandoy el modelo de CARE Bolivia está siendo mejorado para fortalecer la componente de igualdad de género.
This presentation highlights the joint effort that CARE and Practical Action have undertaken in Peru to reach the extremely poor with extension services. CARE's private sector model for technical assistance provision and Practical Action's Kamayoq model have both been highly successful and offer a strategy for reaching the poorest smallholder farmers with inputs and education to better agricultural and livestock value chains.
This presentation focuses on the role of Multi-Stakeholder Platforms (MSPs) and the importance of private sector engagement in CARE Ethiopia's GRAD program. MSPs are an innovative tool used by CARe to build relationships among all the stakeholders and develop and improve the program's interventions.
Una presentacion sobre el proyecto SDVC en Bangladesh (Cadena de Valor de los Lácteos Sustentable). Este proyecto constituye un ejemplo muy valuable de aplicación de los principios programáticos de articulación a mercados con un enfoque de cadenas de valor, y además de los impresionantes resultados en términos de números de productores alcanzados, mejoras en los ingresos y empoderamiento de las mujeres, tiene algunas metodologías y modelos de actuación innovadores y bien formalizados que pueden ser replicados o adaptados a otros contextos, incluyendo en América Latina. Por ejemplo: la red de tiendas e insumos agrícolas organizada en micro franquías, los asocios con el sector privado dentro de la cadena, las herramientas de organización y auto-monitoreo de las asociaciones de productoras/es, los sistemas de M&E, entre otros.
This presentation from the International Food Policy Research Institute (IFPRI) provides an overview of the CARE Strengthening the Dairy Value Chain Project impact evaluation design.
The document summarizes a meeting agenda for a Community of Practice on Market Engagement. The agenda discusses: recapping a recent learning event in Bangladesh; reviewing thematic focuses and priorities; discussing the roles of champions and administrators in guiding the next phase; and following up on discussions from Bangladesh. It also outlines the CoP's workplan and learning agenda topics like food security, women's empowerment, and corporate partnerships. Finally, it proposes defining roles for CoP members, champions, listeners, and the admin team to support the community.
Our presentation on producer group mobilization for the Strengthening the Dairy Value Chain project in Bangladesh, delivered at the Market Engagement and Learning Event, September 2012.
This presentation on microfranchising dairy input shops for SDVC in Bangladesh was delivered at the Market Engagement and Learning Event, September 2012.
The document describes barriers facing milk producers and processors in existing marketing channels and the informal sector. It then outlines how SDVC has responded by promoting producer groups, establishing collection points, training collectors, facilitating connections between producers and processors, and introducing digital testing to improve transparency. The DFT model introduced by CARE overcomes issues by testing milk at the village level, aggregating and transporting it securely, and using digital testing at chilling plants. SDVC has also integrated women by developing community collection and supporting women as dairy collectors.
Our presentation on M&E for the Strengthening the Dairy Value Chain project in Bangladesh, delivered at the Market Engagement and Learning Event, September 2012.
This presentation shares CARE Peru's experience promoting the establishment of independent, private sector service providers in various agricultural value chains.
The document summarizes lessons learned from an experience sharing activity on technical assistance providers (TAPs) in Peru. Key points include: strengthening partnerships to guarantee quality and access to new technologies; ensuring community TAP models offer long-term guarantees; adding leadership training to TAP curricula; and maintaining TAP independence from political cycles and private sector influence while exploring business opportunities. Success rates for TAP enterprises were noted to be lower than for community TAPs. The role of TAPs in promoting gender equality was also highlighted.
- Views of videos on YouTube and presentations on SlideShare increased significantly from the first half of 2012 to the second half. Downloads of SlideShare presentations also increased.
- Website activity and engagement on platforms like LinkedIn and a Yahoo group increased substantially, as documented by higher member counts and levels of participation.
- Analytics of recent emails sent by Constant Contact showed that open rates and click through rates were up while bounce backs were down, indicating greater engagement.
The document summarizes the Strengthening the Dairy Value Chain (SDVC) project in Bangladesh, which aims to address inefficiencies in the dairy sector by working with farmers, collectors, shops and processing plants. A key component is Krishi Utsho, a franchise of agro input shops serving over 20,000 farmers per month. While the project has led to increased milk production and sales, challenges remain around partnering with private suppliers, shop financing, and establishing the Krishi Utsho brand. The document discusses various options to help overcome these challenges and further scale up the project.
The SDVC project aimed to strengthen the dairy value chain in Bangladesh to increase incomes for smallholder households, 50% of which were women. The project found that (1) learning groups with high percentages of women members and female leaders had the highest incomes, (2) households where women owned cattle and made selling decisions had higher incomes, and (3) female livestock workers with training achieved higher income increases than men. The project used tools like focus groups and surveys to measure changes in women's empowerment over time, finding an increase in cattle ownership. Moving forward, the project aims to ensure infrastructure supports women's participation and helps women engage in new roles along the value chain while involving men in empowerment efforts.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
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The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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3. GETTING
STARTED
Internal Clients External Clients
Purposes Project management, decision Hold projects accountable for funds,
making and planning, integration with gauge return on investment,
other CARE interventions, partner determine the effectiveness of
engagement, impact group development programming, assess
participation, ensure accountability. achievement of development
objectives, decide whether or not to
initiate or scale a partnership with the
project.
Frequency Ongoing (Weekly, monthly, quarterly, Periodic (e.g., every 6-12 months)
etc)
Timeframe Short- and Medium-term Medium- and long-term
Type Quantitative, Qualitative Quantitative (primarily), Qualitative
Formality Formal (Standardized measurement) Formal (Standardized)
Informal (Non-standardized
measurement)
2 Accuracy Reasonable accuracy Precise accuracy
Flexibility
May 22, 2012 Highly flexible in methods applied Less flexible in methods applied
Attribution Expect information to establish Expect information to establish more
4. MATERIALS / INPUTS
RECOMMENDED
Flip chart paper
Large note cards
Markers
Tape or ‘sticky stuff’
3
May 22, 2012
5. STEP-BY-STEP GUIDE
• IDENTIFY THE CLIENTS
1
• PRIORITIZE THE KEY CLIENTS
2
• UNDERSTAND THE KEY CLIENTS
AND MAP THEIR INFORMATION
3 NEEDS
4
May 22, 2012
6. STEP-BY-STEP GUIDE:
STEP 1
Purpose
By identifying the clients we will know
who are affected by the project, who
have influence or power over it, and
who have an interest in its success.
5
May 22, 2012
7. STEP-BY-STEP GUIDE:
STEP 1
IDENTIFY THE CLIENTS
Internal Clients External Clients
Project managers Donors
Project staff Value chain actors
Participants (Target groups, impact
Implementing partners
groups)
Local communities and community
Sub-grantees
leaders
Country office Business associations
Program managers Community-based organizations
CARE HQ Local and national government officials
6
May 22, 2012
8. STEP-BY-STEP GUIDE:
STEP 1
COMPLETING STEP 1
• Engage the participants in a brainstorming exercise
to list as many potential clients as possible, both
internal and external.
• Add each client to an individual note card (preferably
a big one) and make a stack of them
7
May 22, 2012
9. STEP-BY-STEP
GUIDE
• IDENTIFY THE CLIENTS
1
• PRIORITIZE THE KEY CLIENTS
2
• UNDERSTAND THE KEY CLIENTS
AND MAP THEIR INFORMATION
3 NEEDS
8
May 22, 2012
10. STEP-BY-STEP GUIDE:
STEP 2
Purpose
•By categorizing clients on 2-by-2 matrix, we
will be able to prioritize them by influence and
relevance
•How do we measure influence?
•How do we measure relevance?
9
May 22, 2012
11. STEP-BY-STEP GUIDE:
STEP 2
PRIORITIZE THE KEY CLIENTS
Assign influence and relevance to each client as
per the grid below:
High
KEEP SATISFIED MANAGE CLOSELY
Understand the key interests of These are the highest priority
these clients and ensure you keep clients of the M&E system. They
them informed of any significant are central to achieving your goals
changes (positive or negative) or and their information needs –
potential challenges on those including the channels through
issues. which the access information and
the formats it comes in – will serve
as the focus for the M&E design
Influenc process.
e
LIGHTLY MONITOR KEEP INFORMED
These clients are those that may These clients need to be kept
like to know about the project but adequately informed. They can
do not necessarily need to know often help inform tactics and often
about the project. Typically, your represent actors you are trying to
communications to other M&E influence (firms beyond your
clients can ensure you reach this partners, local government
Low audience without spending too agencies, etc.) to get them more
much time on it. engaged in the project.
10 Low Relevance High
May 22, 2012
12. STEP-BY-STEP GUIDE:
STEP 2
COMPLETING STEP 2
• Create 2-by-2 grid on the wall using masking
tape.
• Participants place the index cards with potential
clients on the grid base on the level of priority.
• Facilitate a discussion and remain open to
changes in client prioritization.
11
May 22, 2012
13. STEP-BY-STEP
GUIDE
• IDENTIFY THE CLIENTS
1
• PRIORITIZE THE KEY CLIENTS
2
• UNDERSTAND THE KEY CLIENTS
AND MAP THEIR INFORMATION
3 NEEDS
12
May 22, 2012
14. STEP-BY-STEP GUIDE:
STEP 3
Purpose
After this step, we will know:
•More about clients’ specific information
needs and expectations.
•How best to engage the key clients and
communicate with them.
13
May 22, 2012
15. STEP-BY-STEP GUIDE:
STEPCOMPLETING STEP 3
3
1. Divide key M&E clients (High/High) among small groups.
2. Each group answers the following questions about each key client:
Attribution
Purpose To what degree does the client expect or need the
Why does the data to be able to definitively attribute measured
client want results to project interventions? Do they need Accurac
information scientific accuracy or ‘plausible’ attribution? y What
about the degree of
project? accuracy
Timeframe Type
Is the client What types of does the
interested in short- information? client
term, medium-term, Qualitative? expect or
Frequency long-term? Quantitative? Both? need?
How
frequently
does the Flexibility Formality
client expect /
When considering How formal do the
need
information?
methods, how flexible will information and the
14
the client be? information collection tools
May 22, 2012
need to be?
16. STEP-BY-STEP GUIDE:
STEP 3
COMPLETING STEP 3 (cont.)
3. Results are presented and agreement reached on each key
client’s information needs and expectations.
4. The blank table provided at the end of the guide is used to
capture the information.
5. A completed table from the ADAPT project in Zambia on the
next slide provides an example of this exercise.
15
May 22, 2012
17. CASE EXAMPLE
Illustrative M&E Client Map from the CARE Zambia ADAPT
Criteria AGRA Donors Project Project Staff MACO Field Agro Dealers
Input Suppliers
Staff
Accountability Decision making on Planning Decision making Planning Improve business
Fundraising funds allocation Marketing Reporting Research Provide better
Decision making on Create interest & buy-in Product stocking & Feedback Extension service to farmers
Purpose
program scale up & other in future projects re-ordering services Enhanced network
investments Build confidence and Area to service & linkages
credibility
Semi-annual Periodic Irregular Ongoing Quarterly Ongoing
Frequency
Monthly updates
Medium-term Medium-term Short-term Short-term Short-term Short-term (info)
Timeframe
Long-term Long-term Medium-term Medium-term Long-term (vision)
Quantitative (data sheets) Quantitative (provide Quantitative Quantitative Quantitative Qualitative
Type Qualitative (human stories, proof, show results & Qualitative Qualitative
pictures) success)
Formal (semi-annual) Formal (proposals) Depends on use Formal Formal Informal
Informal (monthly) Informal (info sharing & Informal
Formality dialogue)
*Depends on
relationship with donor
Inflexible (semi-annual) Less flexible (baseline & More flexible Very flexible on More flexible Very flexible
Flexible (monthly) mandatory indicators) some
Flexibility
*Depends on project Less flexible on
stage others
High accuracy (semi- Reasonably accuracy Reasonable accuracy Depends on type Reasonable Reasonable
annual) (informal) of information accuracy accuracy
Higher accuracy
Accuracy
16 (formal)
May 22, 2012
*Unknown donor or
proposal
High attribution Preference for scientific Attribution not Attribution NA (report on Plausible attribution
accuracy but plausible important important but not outputs only)
18. COMMON
PITFALLS
Discuss what problems the following pitfalls may cause:
•Projects do not prioritize clients nor try to understand their unique
information needs.
•Projects fail to consider internal clients and their information needs
and how those needs differ with external clients’.
•Projects often develop M&E systems with a single client in mind—the
donor, so as to satisfy external accountability requirements.
17
May 22, 2012
19. TEMPLATES AND SUPPORTING
MATERIALS
M&E Client Prioritization Matrix
High
KEEP SATISFIED MANAGE CLOSELY
.
Influenc
e LIGHTLY MONITOR KEEP INFORMED
Low
18
Low Relevance High
May 22, 2012
20. TEMPLATES AND SUPPORTING
MATERIALS Information Needs Worksheet
Client
Criteria Client Client Client Client Client Client
Purpose
Frequency
Timeframe
Type
Formality
Flexibility
Accuracy
Attribution
19
May 22, 2012
22. Want to Learn More?
Multiple ways to continue the discussion
and continue learning:
• Initiate a monthly session on the M&E guide and
case studies from across CARE. Contact
cpennotti@care.org
• Join the Market Engagement Community of
Practice on LinkedIn.
• Join a task force to review and refine the universal
21
indicators. Contact nardi@careinternational.org
May 22, 2012
Editor's Notes
-Identify clients: who are we talking about?
-Discuss internal vs. external clients-Emphasize meeting the needs of both: an important characteristic of M&E for value chains
-Briefly discuss what each of these materials will be used for
-Influence measuresthe M&E client’s relative level of authority or ability to affect project decision making.-Relevancemeasures the degree to which the project cannot be considered successful if needs, expectations, and issues of the client are not addressed.
Discusshigh influence/high relevance, high influence/low relevance, low influence/high relevance, and low influence/low relevance.
Results:-Projects frequently end up with a one-size-fits-all M&E system.-M&E frequently fails to function as a useful management tool.-By focusing strictly on requirements, projects often make little effort to understand what the donor’s information needs are resulting in projects frequently end up collecting and reporting more information than the donor needs or wants.