The documents discuss various aspects of planning and implementation, including:
1) The importance of planning for effective implementation of projects, programs, and policies. Careful planning is needed to ensure comprehensive, cost-effective, and timely implementation.
2) Common pitfalls that can derail implementation such as overcommitment, poorly defined objectives, lack of follow through, and distraction. Effective implementation requires addressing these challenges.
3) The role of implementation plans in outlining the steps, timeline, resources, and management structure for executing strategies and driving organizational growth. Without implementation plans, large changes may not be successfully rolled out.
This document discusses project implementation and provides guidance on planning and tracking a project implementation plan. It begins by defining project implementation as putting plans and visions into action. It then lists the purposes of implementation as putting the action plan into operation, delivering results to achieve objectives, managing resources efficiently, and monitoring and reporting progress. Several key steps for implementation planning are outlined, including creating a list of required outcomes, allocating champions for each outcome, determining necessary actions, establishing roles and accountability, setting up a tracking sheet, following a project management methodology, and scheduling reviews. Common project implementation tracking methods like Gantt charts, critical path methods, and PERT charts are also summarized.
This document discusses project implementation and management. It covers the key aspects of project implementation from activation onwards and factors that affect implementation. Project management is defined as planning and directing a project from inception to completion. A good project manager should have working knowledge in multiple fields, understand managerial problems, delegate tasks, and know the objectives and management process of the project.
Monitoring and evaluation are important processes for projects. Monitoring involves regularly collecting and recording information about all aspects of a project to inform decision-making and ensure progress is communicated. Evaluation assesses the merit and worth of project activities, outcomes, and impacts. Both processes provide accountability, promote learning, and help understand stakeholder perspectives to improve future project management, planning, and effectiveness. Key needs include assessing results, understanding different views, and ensuring accountability.
Monitoring and Evaluation for Project management.Muthuraj K
Monitoring and evaluation (M&E) is a set of techniques used in project management to establish controls and ensure a project stays on track to achieve its objectives. Monitoring involves systematically collecting, analyzing, and using information for management decisions and control. It provides information to identify and solve problems and assess progress. Evaluation determines the effectiveness, efficiency, relevance, impact, and sustainability of a project. Both monitoring and evaluation are important for project management and should be integrated throughout the project cycle.
You may have a great idea for a project, but without planning, your project will remain just that — an idea. Simply put, planning is the critical step to take a project from an intangible theory to a tangible result.
Project planning is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment. Project planning can be done manually or by the use of project management software.
Project implementation refers to transforming a proposed project into reality through putting activities, resources, and management structures into action. It involves two main phases - project activation, which makes arrangements to start the project, and project operation, which practically manages the project to transform inputs into outputs. Implementation can use top-down, bottom-up, or collaborative approaches. A project implementation plan details the schedule, staffing, finances, reporting, sustainability measures, time controls, and supervision needed. Key factors for success include strong political commitment, careful preparation and management, and stakeholder involvement, while common challenges are financial, management, and technical problems.
The document discusses monitoring and evaluation in project management. It defines monitoring as systematically recording information to check if a project's activities and outputs are proceeding according to plan. The goals of monitoring are to ensure inputs and activities are implemented properly and targets are met. Evaluation is assessing the project's overall worth and impact by examining relevance, effectiveness, efficiency, sustainability, and impact. It compares pre-and post-intervention conditions. Monitoring provides continuous feedback for operations while evaluation informs major decisions and lessons for future projects. Both are important for project accountability, performance improvement and decision making.
This document discusses project implementation and provides guidance on planning and tracking a project implementation plan. It begins by defining project implementation as putting plans and visions into action. It then lists the purposes of implementation as putting the action plan into operation, delivering results to achieve objectives, managing resources efficiently, and monitoring and reporting progress. Several key steps for implementation planning are outlined, including creating a list of required outcomes, allocating champions for each outcome, determining necessary actions, establishing roles and accountability, setting up a tracking sheet, following a project management methodology, and scheduling reviews. Common project implementation tracking methods like Gantt charts, critical path methods, and PERT charts are also summarized.
This document discusses project implementation and management. It covers the key aspects of project implementation from activation onwards and factors that affect implementation. Project management is defined as planning and directing a project from inception to completion. A good project manager should have working knowledge in multiple fields, understand managerial problems, delegate tasks, and know the objectives and management process of the project.
Monitoring and evaluation are important processes for projects. Monitoring involves regularly collecting and recording information about all aspects of a project to inform decision-making and ensure progress is communicated. Evaluation assesses the merit and worth of project activities, outcomes, and impacts. Both processes provide accountability, promote learning, and help understand stakeholder perspectives to improve future project management, planning, and effectiveness. Key needs include assessing results, understanding different views, and ensuring accountability.
Monitoring and Evaluation for Project management.Muthuraj K
Monitoring and evaluation (M&E) is a set of techniques used in project management to establish controls and ensure a project stays on track to achieve its objectives. Monitoring involves systematically collecting, analyzing, and using information for management decisions and control. It provides information to identify and solve problems and assess progress. Evaluation determines the effectiveness, efficiency, relevance, impact, and sustainability of a project. Both monitoring and evaluation are important for project management and should be integrated throughout the project cycle.
You may have a great idea for a project, but without planning, your project will remain just that — an idea. Simply put, planning is the critical step to take a project from an intangible theory to a tangible result.
Project planning is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment. Project planning can be done manually or by the use of project management software.
Project implementation refers to transforming a proposed project into reality through putting activities, resources, and management structures into action. It involves two main phases - project activation, which makes arrangements to start the project, and project operation, which practically manages the project to transform inputs into outputs. Implementation can use top-down, bottom-up, or collaborative approaches. A project implementation plan details the schedule, staffing, finances, reporting, sustainability measures, time controls, and supervision needed. Key factors for success include strong political commitment, careful preparation and management, and stakeholder involvement, while common challenges are financial, management, and technical problems.
The document discusses monitoring and evaluation in project management. It defines monitoring as systematically recording information to check if a project's activities and outputs are proceeding according to plan. The goals of monitoring are to ensure inputs and activities are implemented properly and targets are met. Evaluation is assessing the project's overall worth and impact by examining relevance, effectiveness, efficiency, sustainability, and impact. It compares pre-and post-intervention conditions. Monitoring provides continuous feedback for operations while evaluation informs major decisions and lessons for future projects. Both are important for project accountability, performance improvement and decision making.
This document defines key project management terms and concepts. It discusses the roles of a project manager and different types of project managers. The document also outlines the project life cycle phases including initiation, planning, execution, control, and close-out. It defines important project documents like the project charter and change control board. Finally, it discusses the knowledge areas of project management including integration management, scope management, scheduling, cost, quality, and risk management.
The document outlines the steps involved in project planning, including assessing the situation, identifying and prioritizing issues, designing the project, and developing implementation, monitoring and evaluation plans. It provides an example of planning an oral hygiene promotion project in a public primary school, and discusses commonly used tools like Gantt charts, logical framework analysis, and intervention mapping. Project planning is important as it helps select important problems and strategies, determine appropriate scope and quality, and identify resources to help implementation and evaluation.
Planning and budgeting processes help management develop plans of action to achieve organizational goals and objectives. Planning establishes desired outputs while budgeting identifies necessary inputs. The summarized document outlines key aspects of planning and budgeting including uses, symptoms of inadequate processes, and an effective local government budgeting system example. Planning and budgeting are analytical tools that coordinate activities to implement strategic programs through quantitative resource expressions.
The document discusses the logical framework approach (LFA), a systematic planning procedure used for project cycle management. It was developed in the 1960s by organizations like USAID and GTZ to improve development project planning and monitoring. The key aspects of the LFA include: (1) developing a hierarchy of goals, purposes, outputs and activities with clear cause-effect relationships; (2) specifying objectively verifiable indicators and means of verification for measuring progress and success; and (3) identifying important assumptions and risks outside the project's control that could affect success. The logical framework matrix visually captures these elements to facilitate participatory planning, implementation, monitoring and evaluation of a project.
The document discusses project implementation, including defining it as converting project inputs to outputs. It outlines key phases like project activation and operation. A project implementation plan is described as including a schedule, roles, stakeholder participation, structure, finances, reporting, and sustainability. Methods for implementation planning like Gantt charts are explained. Factors affecting success and challenges are listed. Effective management of implementation is emphasized as setting up systems and offices, recruiting staff, defining responsibilities, and establishing records and financial procedures.
This document provides an introduction to monitoring and evaluation (M&E) plans. It discusses what an M&E plan is, how it relates to a logic model, and how it can contribute to a program's success. An M&E plan describes a program's approach to implementing M&E activities, including what data will be collected, how and when data collection will occur, and who is responsible. It helps programs measure progress toward objectives and determine if desired results were achieved. The document also provides a template for components to include in an M&E plan and discusses how complexity of M&E plans has increased over time with different requirements from organizations like USAID, CDC, and GAC. It emphasizes involving relevant technical
This document discusses project management and provides information about defining, planning, executing, monitoring, and closing projects. It defines what a project is and lists some key characteristics. It explains that projects have objectives that should be specific, measurable, agreed upon, realistic and time-related. The document also discusses challenges that can impact projects like costs, quality, time, organizational politics and external issues. It describes the tasks of a project manager and phases in a project life cycle.
Project monitoring and evaluation involves collecting data on project processes, outputs, and outcomes to track progress and inform stakeholders. Monitoring is continuous and internal, while evaluation is periodic and can be internal or external. The key aspects of monitoring include tracking inputs, activities, the process, and outputs, while evaluation assesses outcomes, impacts, efficiency, effectiveness and sustainability. Both use qualitative and quantitative data and involve stakeholders. Participatory monitoring and evaluation engages local people and beneficiaries to better understand impacts and ensure the process is learning-focused and adaptive.
Monitoring and evaluation Learning and DevelopmentSESH SUKHDEO
The document outlines steps for monitoring and evaluation (M&E) including: understanding existing documentation and systems, gathering M&E information, enhancing stakeholder buy-in, preparing a detailed M&E plan with indicators, baselines and targets, establishing an implementation team, providing training, and closely monitoring implementation against indicators. It also discusses key concepts in M&E like the difference between monitoring and evaluation, levels of evaluation, and participatory M&E.
This document provides an introduction to project planning and management. It discusses key concepts such as defining a project, the project life cycle, and the roles of project planning and project management. Specifically, it defines a project as a temporary endeavor undertaken to create a unique product or service. It outlines the four phases of a project life cycle as initiation, planning, execution, and closure. It also explains that project planning involves determining how to achieve project goals within set parameters, while project management is the process of coordinating resources to meet objectives. The document concludes by discussing project monitoring, evaluation, reporting and leadership.
Programs and projects differ in key ways. Programs are coordinated groups of related projects that are managed together to achieve benefits not available by managing projects individually. They typically span multiple organizational units. Projects are temporary endeavors to create unique products or services, are usually confined to a single organizational unit, and have defined start and end dates. Programs measure outcomes and benefits, while projects measure outputs and deliverables. Success is gauged by effectiveness for programs and efficiency for projects.
PPT with overall coverage of the project evaluation and all the topic of project evaluation and post project evaluation are covered in this ppt.It includes all the topic of project evaluation:-
=>which of the project should be evaluated?
=>cost&timing
=>social analysis
=>environmental analysis
=>progress report
=>final report
and many more topics are covered in this ppt for the brief description of project evaluation and some left out topics are numerical of project evaluation.
This document provides an overview of monitoring and evaluation (M&E) for programs and interventions. It discusses what M&E is, the differences between monitoring and evaluation, why M&E is important, how to develop an M&E plan, and key components of an M&E plan. Monitoring involves routine data collection to track progress towards objectives, while evaluation assesses overall impact by comparing outcomes between program and non-program groups. Developing a strong M&E plan from the beginning is essential to demonstrate accountability and guide effective implementation.
Difference between monitoring and evaluationDoreen Ty
Monitoring involves tracking project performance and progress toward goals during implementation to ensure accountability. It answers whether things are being done right and allows for timely management decisions. Evaluation assesses efficiency, impact and relevance after completion to judge the overall merits and determine if the right things were done. Both aim to improve projects, but monitoring focuses on day-to-day management during implementation while evaluation provides longer-term perspective at critical points like midway or after completion.
This document discusses monitoring and evaluation of projects. Monitoring involves regularly tracking project activities, inputs, outputs and outcomes to assess progress towards objectives. It is done continuously throughout the project. Evaluation assesses completed or ongoing projects to determine effectiveness and efficiency. It draws conclusions on relevance, effectiveness, efficiency, impact and sustainability. Key differences are that monitoring is ongoing while evaluation is periodic, and monitoring focuses on inputs/outputs while evaluation focuses on outputs/outcomes and making judgements. Both are important for project management and future planning.
Evaluation is an important part of any project that helps check progress, collect necessary information for final reports, and learn lessons for future projects. It involves reviewing project goals, collecting both quantitative and qualitative information through methods like questionnaires, interviews and feedback forms, analyzing the findings including identifying strengths, weaknesses, problems and evidence, and sharing results with relevant stakeholders. Developing and following an evaluation plan from the beginning of a project is crucial for ensuring success.
This document discusses the stages of project development, including project identification and prioritization, pre-feasibility studies, and the project development phase. It provides information on identifying project ideas, conducting pre-feasibility studies to assess feasibility, and arranging all necessary resources during the project development phase to prepare for implementation. Key aspects of pre-feasibility studies are outlined, such as analyzing data, assessing financial, environmental, and social impacts, and providing recommendations. The stages of project prioritization involve collecting, verifying, and ranking projects according to established criteria to determine the highest priority projects.
The document discusses project evaluation and recycling. It provides information on key concepts related to monitoring, evaluation, and the project life cycle. Some main points:
- Monitoring is the routine collection and use of data to assess progress towards objectives. Evaluation assesses activities designed to achieve tasks in a specified period of time.
- There are different types of evaluation that can be done at various stages, including formative, summative, and impact evaluations. Internal evaluations are done by project staff while external evaluations involve outside parties.
- Effective evaluation assesses outcomes, impacts, efficiency, effectiveness, and relevance. It utilizes tools like reports, surveys, and reviews. The results are then used to update project plans and determine
Impact evaluation is used to determine the effectiveness of programs by examining outcomes and determining if goals were achieved. It typically occurs retrospectively on mature programs and uses approaches like objectives-based, needs-based, or process-outcome evaluations to establish what works and why by measuring outcomes rather than just outputs. The major concerns are determining if the program was implemented as planned and what benefits were achieved for participants.
Running Head PROJECT MANAGEMENT METHODOLOGIES & TOOLS1PROJE.docxtodd581
Running Head: PROJECT MANAGEMENT METHODOLOGIES & TOOLS 1
PROJECT MANAGEMENT METHODOLOGIES & TOOLS 5
PROJECT MANAGEMENT METHODOLOGIES & TOOLS
Mekdes Asaminew
Rasmussen College
05/16/2020
FAQ document
What are project management tools?
These are the instruments which project managers use to plan, execute as well as manage plans in one centralized virtual location. These tools vary from team to team depending on the tasks to be performed in the project. The project management tools include; project management software, real-time instant messaging tool, knowledge base tool and file sharing tool.
What is project management software?
This is computer software which helps the project team members to collaborate during the project, plan all their activities as well as to record all the collected data.
What is a real-time instant messaging tool?
It is a tool that allows team members of a particular project to talk and video call with colleagues in real time. This tool helps improve collaboration of the team members and allows all people to collectively provide their opinions on different matters during carrying out the project.
What is knowledge base tool?
It involves a search database that allows individual to store the combined wisdom of the team members and ensures that the information is accessible to all members
What is a file sharing tool?
It is a tool which allows people to save sync and share files. It ensures that all the documents provided by team members are well stored and easily retrievable for future reference. (Bilal.et.al, 2017)
What are project management methodologies?
Project management methodologies are basically the different techniques which are used to approach a given project; every methodology of project management has its unique process and workflow. They are classified into “traditional or sequential methodologies, agile methodologies, the change management methodologies and process-based methodologies.”
What are the traditional or sequential methodologies?
These are the methods of managing a project which involve a sequence of tasks which lead to the final deliverables and project managers are required to ensure that the tasks are worked on them in a given order. The methodologies classified under this category include;
· Waterfall project management methodology; involves completing a certain task before beginning another task in a linked sequence of objects which adds up to the general goal. It is used in projects that create physical objects like building a computer.
· Critical path method; it involves prioritizing and allocating available raw materials to ensure the most crucial task is done as well as rescheduling lower priority task.
· Critical chain project management; involves a technique for putting main concentration on the needed materials.
What are agile methodologies?
These are project management methodologies which prioritize on shorter iterative cycles and flexibility. They are categorized .
This document defines key project management terms and concepts. It discusses the roles of a project manager and different types of project managers. The document also outlines the project life cycle phases including initiation, planning, execution, control, and close-out. It defines important project documents like the project charter and change control board. Finally, it discusses the knowledge areas of project management including integration management, scope management, scheduling, cost, quality, and risk management.
The document outlines the steps involved in project planning, including assessing the situation, identifying and prioritizing issues, designing the project, and developing implementation, monitoring and evaluation plans. It provides an example of planning an oral hygiene promotion project in a public primary school, and discusses commonly used tools like Gantt charts, logical framework analysis, and intervention mapping. Project planning is important as it helps select important problems and strategies, determine appropriate scope and quality, and identify resources to help implementation and evaluation.
Planning and budgeting processes help management develop plans of action to achieve organizational goals and objectives. Planning establishes desired outputs while budgeting identifies necessary inputs. The summarized document outlines key aspects of planning and budgeting including uses, symptoms of inadequate processes, and an effective local government budgeting system example. Planning and budgeting are analytical tools that coordinate activities to implement strategic programs through quantitative resource expressions.
The document discusses the logical framework approach (LFA), a systematic planning procedure used for project cycle management. It was developed in the 1960s by organizations like USAID and GTZ to improve development project planning and monitoring. The key aspects of the LFA include: (1) developing a hierarchy of goals, purposes, outputs and activities with clear cause-effect relationships; (2) specifying objectively verifiable indicators and means of verification for measuring progress and success; and (3) identifying important assumptions and risks outside the project's control that could affect success. The logical framework matrix visually captures these elements to facilitate participatory planning, implementation, monitoring and evaluation of a project.
The document discusses project implementation, including defining it as converting project inputs to outputs. It outlines key phases like project activation and operation. A project implementation plan is described as including a schedule, roles, stakeholder participation, structure, finances, reporting, and sustainability. Methods for implementation planning like Gantt charts are explained. Factors affecting success and challenges are listed. Effective management of implementation is emphasized as setting up systems and offices, recruiting staff, defining responsibilities, and establishing records and financial procedures.
This document provides an introduction to monitoring and evaluation (M&E) plans. It discusses what an M&E plan is, how it relates to a logic model, and how it can contribute to a program's success. An M&E plan describes a program's approach to implementing M&E activities, including what data will be collected, how and when data collection will occur, and who is responsible. It helps programs measure progress toward objectives and determine if desired results were achieved. The document also provides a template for components to include in an M&E plan and discusses how complexity of M&E plans has increased over time with different requirements from organizations like USAID, CDC, and GAC. It emphasizes involving relevant technical
This document discusses project management and provides information about defining, planning, executing, monitoring, and closing projects. It defines what a project is and lists some key characteristics. It explains that projects have objectives that should be specific, measurable, agreed upon, realistic and time-related. The document also discusses challenges that can impact projects like costs, quality, time, organizational politics and external issues. It describes the tasks of a project manager and phases in a project life cycle.
Project monitoring and evaluation involves collecting data on project processes, outputs, and outcomes to track progress and inform stakeholders. Monitoring is continuous and internal, while evaluation is periodic and can be internal or external. The key aspects of monitoring include tracking inputs, activities, the process, and outputs, while evaluation assesses outcomes, impacts, efficiency, effectiveness and sustainability. Both use qualitative and quantitative data and involve stakeholders. Participatory monitoring and evaluation engages local people and beneficiaries to better understand impacts and ensure the process is learning-focused and adaptive.
Monitoring and evaluation Learning and DevelopmentSESH SUKHDEO
The document outlines steps for monitoring and evaluation (M&E) including: understanding existing documentation and systems, gathering M&E information, enhancing stakeholder buy-in, preparing a detailed M&E plan with indicators, baselines and targets, establishing an implementation team, providing training, and closely monitoring implementation against indicators. It also discusses key concepts in M&E like the difference between monitoring and evaluation, levels of evaluation, and participatory M&E.
This document provides an introduction to project planning and management. It discusses key concepts such as defining a project, the project life cycle, and the roles of project planning and project management. Specifically, it defines a project as a temporary endeavor undertaken to create a unique product or service. It outlines the four phases of a project life cycle as initiation, planning, execution, and closure. It also explains that project planning involves determining how to achieve project goals within set parameters, while project management is the process of coordinating resources to meet objectives. The document concludes by discussing project monitoring, evaluation, reporting and leadership.
Programs and projects differ in key ways. Programs are coordinated groups of related projects that are managed together to achieve benefits not available by managing projects individually. They typically span multiple organizational units. Projects are temporary endeavors to create unique products or services, are usually confined to a single organizational unit, and have defined start and end dates. Programs measure outcomes and benefits, while projects measure outputs and deliverables. Success is gauged by effectiveness for programs and efficiency for projects.
PPT with overall coverage of the project evaluation and all the topic of project evaluation and post project evaluation are covered in this ppt.It includes all the topic of project evaluation:-
=>which of the project should be evaluated?
=>cost&timing
=>social analysis
=>environmental analysis
=>progress report
=>final report
and many more topics are covered in this ppt for the brief description of project evaluation and some left out topics are numerical of project evaluation.
This document provides an overview of monitoring and evaluation (M&E) for programs and interventions. It discusses what M&E is, the differences between monitoring and evaluation, why M&E is important, how to develop an M&E plan, and key components of an M&E plan. Monitoring involves routine data collection to track progress towards objectives, while evaluation assesses overall impact by comparing outcomes between program and non-program groups. Developing a strong M&E plan from the beginning is essential to demonstrate accountability and guide effective implementation.
Difference between monitoring and evaluationDoreen Ty
Monitoring involves tracking project performance and progress toward goals during implementation to ensure accountability. It answers whether things are being done right and allows for timely management decisions. Evaluation assesses efficiency, impact and relevance after completion to judge the overall merits and determine if the right things were done. Both aim to improve projects, but monitoring focuses on day-to-day management during implementation while evaluation provides longer-term perspective at critical points like midway or after completion.
This document discusses monitoring and evaluation of projects. Monitoring involves regularly tracking project activities, inputs, outputs and outcomes to assess progress towards objectives. It is done continuously throughout the project. Evaluation assesses completed or ongoing projects to determine effectiveness and efficiency. It draws conclusions on relevance, effectiveness, efficiency, impact and sustainability. Key differences are that monitoring is ongoing while evaluation is periodic, and monitoring focuses on inputs/outputs while evaluation focuses on outputs/outcomes and making judgements. Both are important for project management and future planning.
Evaluation is an important part of any project that helps check progress, collect necessary information for final reports, and learn lessons for future projects. It involves reviewing project goals, collecting both quantitative and qualitative information through methods like questionnaires, interviews and feedback forms, analyzing the findings including identifying strengths, weaknesses, problems and evidence, and sharing results with relevant stakeholders. Developing and following an evaluation plan from the beginning of a project is crucial for ensuring success.
This document discusses the stages of project development, including project identification and prioritization, pre-feasibility studies, and the project development phase. It provides information on identifying project ideas, conducting pre-feasibility studies to assess feasibility, and arranging all necessary resources during the project development phase to prepare for implementation. Key aspects of pre-feasibility studies are outlined, such as analyzing data, assessing financial, environmental, and social impacts, and providing recommendations. The stages of project prioritization involve collecting, verifying, and ranking projects according to established criteria to determine the highest priority projects.
The document discusses project evaluation and recycling. It provides information on key concepts related to monitoring, evaluation, and the project life cycle. Some main points:
- Monitoring is the routine collection and use of data to assess progress towards objectives. Evaluation assesses activities designed to achieve tasks in a specified period of time.
- There are different types of evaluation that can be done at various stages, including formative, summative, and impact evaluations. Internal evaluations are done by project staff while external evaluations involve outside parties.
- Effective evaluation assesses outcomes, impacts, efficiency, effectiveness, and relevance. It utilizes tools like reports, surveys, and reviews. The results are then used to update project plans and determine
Impact evaluation is used to determine the effectiveness of programs by examining outcomes and determining if goals were achieved. It typically occurs retrospectively on mature programs and uses approaches like objectives-based, needs-based, or process-outcome evaluations to establish what works and why by measuring outcomes rather than just outputs. The major concerns are determining if the program was implemented as planned and what benefits were achieved for participants.
Running Head PROJECT MANAGEMENT METHODOLOGIES & TOOLS1PROJE.docxtodd581
Running Head: PROJECT MANAGEMENT METHODOLOGIES & TOOLS 1
PROJECT MANAGEMENT METHODOLOGIES & TOOLS 5
PROJECT MANAGEMENT METHODOLOGIES & TOOLS
Mekdes Asaminew
Rasmussen College
05/16/2020
FAQ document
What are project management tools?
These are the instruments which project managers use to plan, execute as well as manage plans in one centralized virtual location. These tools vary from team to team depending on the tasks to be performed in the project. The project management tools include; project management software, real-time instant messaging tool, knowledge base tool and file sharing tool.
What is project management software?
This is computer software which helps the project team members to collaborate during the project, plan all their activities as well as to record all the collected data.
What is a real-time instant messaging tool?
It is a tool that allows team members of a particular project to talk and video call with colleagues in real time. This tool helps improve collaboration of the team members and allows all people to collectively provide their opinions on different matters during carrying out the project.
What is knowledge base tool?
It involves a search database that allows individual to store the combined wisdom of the team members and ensures that the information is accessible to all members
What is a file sharing tool?
It is a tool which allows people to save sync and share files. It ensures that all the documents provided by team members are well stored and easily retrievable for future reference. (Bilal.et.al, 2017)
What are project management methodologies?
Project management methodologies are basically the different techniques which are used to approach a given project; every methodology of project management has its unique process and workflow. They are classified into “traditional or sequential methodologies, agile methodologies, the change management methodologies and process-based methodologies.”
What are the traditional or sequential methodologies?
These are the methods of managing a project which involve a sequence of tasks which lead to the final deliverables and project managers are required to ensure that the tasks are worked on them in a given order. The methodologies classified under this category include;
· Waterfall project management methodology; involves completing a certain task before beginning another task in a linked sequence of objects which adds up to the general goal. It is used in projects that create physical objects like building a computer.
· Critical path method; it involves prioritizing and allocating available raw materials to ensure the most crucial task is done as well as rescheduling lower priority task.
· Critical chain project management; involves a technique for putting main concentration on the needed materials.
What are agile methodologies?
These are project management methodologies which prioritize on shorter iterative cycles and flexibility. They are categorized .
The Planning Process Group involves establishing the project scope, objectives, and course of action. It includes processes from each knowledge area such as developing the project management plan, defining deliverables, creating the work breakdown structure, developing the schedule and budget, and identifying and planning for risks. The key deliverables are the project management plan and subsidiary plans, which outline the strategy and tactics for completing the project successfully.
4. Proper planning of a software project unless the project is trivia.pdfeyevisioncare1
4. Proper planning of a software project unless the project is trivial in size, is obviously
important for a software project to succeed. What information must be included in software
project planning document? Explain in a paragraph or two (15pt.) 5. Risk management is one of
CMMI KPA (Key Process Area). Explain its concept in a paragraph or two (10pt.)
Solution
Typically many of the project\'s key stakeholders, that is those affected by both the project and
the project\'s end result, do not fully understand the nature of the project plan. Since one of the
most important and difficult aspects of project management is getting commitment and buying,
the first step is to explain the planning process and the project plan to all key stakeholders. It is
essential for them to understand the importance of this set of documents and to be familiar with
its content, since they will be asked to review and approve the documents that pertain to them.
Components of the Project Plan Include:
Baselines. Baselines are sometimes called performance measures, because the performance of
the entire project is measured against them. They are the project\'s three approved starting points
and include the scope, schedule, and cost baselines. These provide the \'stakes in the ground.\'
That is, they are used to determine whether or not the project is on track, during the execution of
the project.
Baseline management plans. These plans include documentation on how variances to the
baselines will be handled throughout the project. Each project baseline will need to be reviewed
and managed. A result of this process may include the need to do additional planning, with the
possibility that the baseline(s) will change. Project management plans document what the project
team will do when variances to the baselines occur, including what process will be followed,
who will be notified, how the changes will be funded, etc.
Other work products from the planning process. These include a risk management plan, a quality
plan, a procurement plan, a staffing plan, and a communications plan.
Step 2: Define roles and responsibilities. Not all key stakeholders will review all documents, so it
is necessary to determine who on the project needs to approve which parts of the plan. Some of
the key players are:
Step 3: Hold a kickoff meeting. The kickoff meeting is an effective way to bring stakeholders
together to discuss the project. It is an effective way to initiate the planning process. It can be
used to start building trust among the team members and ensure that everyone\'s idea are taken
into account. Kickoff meetings also demonstrate commitment from the sponsor for the project.
Here are some of the topics that might be included in a kickoff meeting:
Step 4: Develop a Scope Statement. The Scope Statement is arguably the most important
document in the project plan. It\'s the foundation for the rest of the project. It describes the
project and is used to get common agreement among the sta.
How to set realistic priorities for it budget planning it-toolkitsIT-Toolkits.org
Once you are aware of your budgeting “realities”, you can begin the process of identifying related priorities, which will shape and refine actual budget results.
Will it be possible to maintain the budget and still provide the necessary services and projects?
If not, what items in the budget can be reduced to compensate?
If budget cuts are in order, how will essential services and projects still be provided?
How will difficult budget decisions be made and communicated?
How will you deal with staff disappointments and end-user complaints?
The document provides guidance on applying an asset management approach to infrastructure projects. It discusses how considering asset management throughout a project's lifecycle can help ensure the project delivers long-term benefits and value. The guidance is structured around three pillars: strategic alignment and outcomes, whole life value, and asset performance and information. Questions are provided under each pillar to help project teams evaluate their asset management approach and identify areas for enhancement. Applying an asset management lens during project initiation and delivery can help optimize outcomes and ensure the benefits of infrastructure projects are realized over the assets' full lifespans.
BPP Training on Project Management - Day 1Imoh Etuk
This training was about exposing the employees of the Lagos State Public Service to the Contemporary Project Management Practices they can adopt to Enhance Project Delivery in the Pandemic Era for the Lagos State Public Service.
Upon successful completion of the training, participants s were to apply the generally recognized practices of project management acknowledged by the Project Management Institute (PMI) to successfully manage projects by:
• Getting started with project management fundamentals.
• Identifying organizational influences and project life cycle.
• Working with project management processes.
• Initiating a project.
• Planning a project.
• Planning for project time management.
• Planning project budget, quality, and communications.
• Planning for risk, procurements, and stakeholder management.
• Executing a project.
• Managing project work, scope, schedules, and cost.
• Controlling a project.
• Closing a project.
The simplified project management process it-toolkitsIT-Toolkits.org
One of the challenges of explaining project management to people who are unfamiliar with the approach, is that descriptions are often either so high-level as to be meaningless, or so detailed that they are overwhelming. Over the years, I have come to use a model as a framework for introducing and discussing project management tools and techniques. It can be used as the basis for a five-minute explanation of what is involved in project management, but also as an outline for more detailed discussions. (The actual model can be found on the Key Consulting website under free templates and info.)
This document discusses the importance of monitoring and evaluation in ensuring successful project completion. It defines monitoring as assessing progress against plans and evaluation as analyzing project effects and impact. The document outlines key roles of monitoring and evaluation such as identifying issues, facilitating decision making, and assessing goals. It also discusses challenges like overreliance on external consultants and not incorporating lessons learned. The document emphasizes that monitoring and evaluation are important project management tools that should be applied appropriately to improve outcomes.
Running head ASSIGNMENT 2 PROJECT MOTORCYCLES1ASSI.docxjoellemurphey
Running head: ASSIGNMENT 2: PROJECT MOTORCYCLES
1
ASSIGNMENT 2: PROJECT MOTORCYCLES
2
Assignment 2: Project Motorcycles
M. Owens
Strayer University
Project Management BUS 375
Professor Puckett
October 31, 2013
Select one (1) of the types of project organization that would suit the development of the larger touring class motorcycles.
The project management organization I would use for this instance is pure project management organization. This helps to separate this project from the home company. It will be an independent segment. It will have its own technical staff and administration, which would be linked to the home company's administration. However, these links will not be strong, and it will enjoy some autonomy. This segment will be able to prepare its own reports on how the project is advancing, make minor purchases, and deliveries without consulting the home company. This will be in order to quicken the development of the motorcycles. The project manager is the head of this segment he will bear full responsibility for the project, although he will report to the senior staff at the home company. This decentralization will also lead to better communication in this segment as the project manager will be able to make some decisions without consulting senior staff in the home company.
Outline the process steps that your company would take in order to develop the motorcycle. Provide a rationale for the response.
1. Team Assembly
The team tasked with assembling the motorcycles has already been assembled. This team could be selected from within the home company, or in this case of the skilled labour, experts from outside could be included. The team should have representatives from the clients, vendors, subcontractors, and suppliers to give their opinions and views on the development of the motorcycles (Archbold).
2. Definition of Project Objective
Once the team is together, it should come up with a clear purpose and objectives to carry out the project. A phase-exit review should also be conducted to determine whether the project should continue to the next phase (Archbold).
3. Definition of Project Scope
The team should develop an appropriate Work Breakdown Structure. This will ensure that all the stakeholders in the project understand what's expected to be done throughout the span of the project (Kerzner, 2013, p.529). Ensuring the project's divided into small manageable sub-projects will assist with an easier completion of the project.
4. Initial Plan
The tasks in the Work Breakdown Structure should be organized into logical network diagrams. Estimated durations should also be attached to the individual activities in the network diagrams. These include the earliest start times and latest finish times. This information will help the project manager to estimate the completion times of the projects and assess the feasibility of the targeted days (Kerzner, 2013, p. 537). With this information, he will also b ...
How To Develop A Project Management PlanOrangescrum
For project managers, a successful outcome is always preceded by a well-prepared project management plan. A lot of effort is put into planning which helps you prepare a better Project Management Plan.
The document discusses project planning and outlines several key points:
1. Careful planning is important for project success and reduces time needed for implementation. Planning should not result in "paralysis by analysis" and must balance analysis with action.
2. The primary purpose of planning is to establish directions in sufficient detail to define what must be done, when, and with what resources to successfully complete deliverables.
3. Characteristics of a good plan include meeting organizational objectives, allowing for uncertainty and risk, and including means to control work.
Increasing the Probability of Project Success with Five Principles and PracticesGlen Alleman
There are many approaches to managing projects in every domain.
This seminar lays the foundations for increasing the probability of project success, no matter the domain, what technology, what approach to delivering the outcomes of the project.
The principles of this approach are immutable.
The practices for implementing the principles are universally applicable.
Each chart in this presentation, contains guidance that can be applied to your project, no matter the domain.
In our short hour here, we’re going to cover a lot of material.
The bibliography contains the supporting materials we can tailor to your individual project
FIN320 – Gallaher – Prep for Exam 3 – Computational Questions
1. Smallville Courier is a small town newspaper, with revenues of $200,000 and pre-tax operating income of $40,000. It is considering starting an online edition that would be accessible at no cost to the general public and has collected the following information:
1. The initial cost of setting up the online edition is $25,000. That expense will be capitalized and depreciated using the MACRS three-year schedule (33%, 45%, 15%, 7%). There is no salvage value.
1. You expect advertising revenues from the site of $30,000 per year.
1. The annual operating cost of maintaining the online edition will be $15,000.
1. The cost of capital is 15% and the tax rate is 40%.
1. The project has a life of 5 years.
Should Smallville go ahead with the project?
(Include in your answer the following: What are the annual incremental free cash flows associated with this project? What is the NPV? What is the IRR? What is the payback period?)
1. Wade Natural, a beverage company, is considering expanding into the snack business and you have collected the following information on the investment:
i. You estimate the beta of comparable companies in the snack business to be 0.92.
ii. The equity in Wade Natural has a book value of $ 500 million, but the market value of equity is $2 billion.
iii. The firm has $500 million (in market value terms) in interest-bearing debt with 10 year to maturity. The debt currently trades $900 per bond (Face Value = $1,000) and pays a 4% semi-annual coupon.
iv. The risk-free rate is 4% and the equity risk premium is 5%.
v. The marginal tax rate is 40%.
What is Wade Natural’s WACC?
Running head: ASSIGNMENT 2: PROJECT MOTORCYCLES
1
ASSIGNMENT 2: PROJECT MOTORCYCLES
9
Assignment 2: Project Motorcycles
M. Owens
Strayer University
Project Management BUS 375
Professor Puckett
October 31, 2013
Select one (1) of the types of project organization that would suit the development of the larger touring class motorcycles.
The project management organization I would use for this instance is pure project management organization. This helps to separate this project from the home company. It will be an independent segment. It will have its own technical staff and administration, which would be linked to the home company's administration. However, these links will not be strong, and it will enjoy some autonomy. This segment will be able to prepare its own reports on how the project is advancing, make minor purchases, and deliveries without consulting the home company. This will be in order to quicken the development of the motorcycles. The project manager is the head of this segment he will bear full responsibility for the project, although he will report to the senior staff at the home company. This decentralization will also lead to better communication in this segment as the project manager will be able to make some decisions without consulting senior staff in ...
Project integration management involves coordinating all aspects of a project, including developing a charter, scope statement, and management plan. It also includes executing the project according to plan, monitoring for changes, controlling changes through an approval process, and closing out the project. Software can help with tasks like documentation, tracking, reporting, and integrating all project information. Effective integration is key to the overall success of projects.
Most Popular 20 Evergreen Project Management TermsSHAZEBALIKHAN1
Project management requires a deep understanding of the jargon and terminology for effective implementation of practices. The article presents 20 popular and common terms of project management
The document outlines a Lean Six Sigma project to standardize and improve PacMtn's internal policy development process. It describes the current inefficient process and opportunities to reduce touch time by 47.7% and workflow stops by 60.7%, lowering costs. The improved process outlines clear roles and monthly website audits to ensure accurate, up-to-date policies. Future opportunities to standardize recruitment and determine policy needs are also identified.
The document discusses various aspects of project planning and management including:
1. The planning process which involves project identification, formulation, and preparation including market analysis, technical factors, and project appraisal.
2. Methods of project budgeting, cost estimation, and risk management.
3. Tools used in project planning such as the work breakdown structure, scheduling, budgeting, and forecasting.
4. The importance of market analysis and demand forecasting in the planning process.
This document discusses concepts related to urbanization, urbanism, and cities. Some key points:
- Urbanization is defined as the process of populations moving from rural to urban areas, causing cities and towns to grow. It is influenced by economic, political, and social advantages of urban living.
- Urbanism refers to the way of life in cities, and the social and cultural consequences of dense, heterogeneous urban populations. It involves more competition, specialization, and impersonal relationships than rural areas.
- New Urbanism is an urban planning movement that promotes walkable, mixed-use neighborhoods to encourage healthier, more sustainable living. It aims to build a sense of community while adopting ecological practices.
The document discusses different approaches to rural development:
1. Past anti-poverty efforts in the Philippines from the 1960s to 1990s by successive presidents met with little success, as described by one observer.
2. A theory of change approach helps identify effective solutions to address the underlying causes of problems hindering progress, considering the UN's comparative advantages.
3. Key principles for developing a theory of change include developing it consultatively to reflect stakeholders' understanding, grounding it in evidence, and supporting continuous learning.
The document provides guidance on writing an effective project proposal. It begins with definitions of key project terms like project, project life cycle, and goals. It then explains why project proposals are needed, such as to get approval, funding, and buy-in. The document outlines the main components of a strong project proposal, including an executive summary, background information, proposed solution, defined deliverables and goals, timeline, budget, and required resources. It emphasizes that a proposal should clearly communicate the problem being solved, proposed approach, anticipated impact, and convince the reader that the project merits time and funding.
The document discusses stakeholder analysis, which involves identifying and assessing the interests, concerns, and influence of individuals or groups impacted by a project. It outlines the types of stakeholders, including internal/external and primary/secondary. Key steps in conducting stakeholder analysis are identified as: 1) identifying stakeholders, 2) prioritizing stakeholders, 3) understanding stakeholder needs/expectations, 4) developing an engagement plan, and 5) monitoring and adapting. Methods for stakeholder analysis like the power-interest grid are presented, along with examples of common pitfalls to avoid and ways to improve stakeholder analysis.
The document summarizes several key development issues and concerns in the Philippines, including poverty, overpopulation, unemployment, corruption, limited healthcare access, security threats, and issues within the education system. It notes that poverty remains a challenge with over 20% of the population living below the poverty line. Overpopulation strains resources and is driven by lack of education, poverty, and unemployment. Unemployment and underemployment lead to issues like debt and income inequality. Corruption is also a major problem, with the Philippines perceived as one of the most corrupt countries. Access to quality healthcare is limited especially in rural areas. Security threats include criminality, drugs, and terrorism. Within education, there are issues of limited access, inadequate funding
Rural development aims to improve economic and social conditions in rural communities. It involves increasing agricultural production, developing infrastructure like roads and healthcare, and raising incomes. Rural development faces challenges like low incomes, lack of opportunities, and remoteness from urban centers. It requires a multi-pronged approach including agricultural growth, job creation, education, and improving living standards. International organizations increasingly prioritize rural development and poverty reduction through strategies like sustainable livelihood programs.
The document discusses work ethics and how managers can instill strong work ethics in employees. It defines work ethics and explains their importance. The bulk of the document outlines 10 ways for managers to develop work ethics among staff, such as leading by example, recognizing good work, and establishing clear expectations. It also addresses the role of employees in upholding work ethics and key qualities of good work ethics.
Training and development refers to educating employees within a company to increase productivity, improve quality, lessen employee turnover, and decrease costs and errors. There are several types of training including supervisor training, organizational development training, and interpersonal skills development training. The training and development process consists of five overlapping processes: needs assessment, motivation, design, delivery, and evaluation. Effective training design involves defining objectives, outlining content, developing activities, preparing materials, and determining evaluation and follow-up. Models like ADDIE provide a framework for the design and implementation of training programs.
Social development aims to improve well-being for all citizens. The document discusses social development in the Philippines under the Duterte Administration from 2017-2022. Key programs implemented included Pantawid Pamilya, universal healthcare, an anti-terrorism act, and infrastructure development. Literacy rates increased while issues remained in areas like housing, the environment, and financial literacy. The new Philippine Development Plan for 2023-2028 envisions healthy, educated citizens living in livable communities.
This document discusses prospects and challenges for urban and metropolitan administration and governance. It begins by defining urban and metropolitan areas and outlining the importance of effective administration and governance in promoting economic growth, social justice, and improved quality of life. It then discusses significant prospects for urban areas in economic growth and quality of life, as well as challenges like rapid urbanization, inequality, and climate change. The document also covers topics like public-private partnerships, smart cities, digital governance, integrated metropolitan planning, and sustainable urban development strategies.
Planning and Budgeting helps organizations set targets and generate budgets by enabling different departments to collaborate using shared assumptions and tools. Effective planning requires assessing an organization's past approaches and addressing cultural issues to support current processes. Budgeting involves preparing, legislating, executing, and ensuring accountability for budgets through classification of expenditures and an organized structure. The budgeting process allows organizations to review past performance, forecast revenues, assign costs, and communicate budgets clearly.
The document discusses the Strategic Performance Management System (SPMS), which links employee performance to organizational goals. The SPMS has four stages: performance planning, monitoring, review/evaluation, and rewarding/development. It focuses on aligning individual goals with the organization's mission, vision, and strategic goals. The SPMS process aims to concretize this linkage and ensure organizational and individual effectiveness. Key elements include goals aligned with agency priorities, an outputs/outcomes orientation, team-based performance management, and user-friendly forms showing goal alignment. Government issuances like AO 25 and a Joint Circular provide rules on performance-based incentives. Performance is measured based on quality, efficiency, and timeliness.
This document discusses topics related to personal effectiveness, job enrichment, motivation, compensation policy, career development, and management. It defines personal effectiveness as dealing with success, goals, and related concepts. Key personal effectiveness skills include optimism, confidence, determination, reflection, problem-solving, persistence, stress management, emotional intelligence, habit building, organization, and time management. Job enrichment aims to make jobs more motivating by expanding tasks and skills. Career development involves defining goals and acquiring skills through self-assessment, awareness, goal-setting, training, and performance, while career management is a lifelong process of investing in one's future career goals.
The document discusses key aspects of human resource management including job analysis, job design, job evaluation, human resource planning, recruitment and selection, placement and utilization. It defines each concept and explains their importance. For job analysis, it outlines the steps and benefits. It also describes different job evaluation and design methods used by organizations. The recruitment and selection process is summarized in five steps. Placement and utilization focus on properly matching employees to roles and maximizing their productivity.
This document discusses workplace stress, its causes and effects, and strategies for managing it. It notes that some stress can motivate employees but too much stress leads to negative outcomes. It identifies 10 signs of stress during change, including increased absenteeism, difficulty concentrating, and hostility. The WHO recommends preventing stress through risk identification, developing action plans, and evaluation. Effective HR strategies include encouraging collaboration, taking breaks, deep breathing, and maintaining a calm mindset. Prioritizing mental health provides tools for managing challenges.
Coaching and mentoring involve teaching new skills, improving performance in specific work areas, and building soft skills. They establish goals and empower individuals to take responsibility for their actions. Both provide benefits such as increased job satisfaction, engagement, and productivity. Coaching focuses on skills and performance, while mentoring emphasizes career development and guidance from someone with experience. Both build trust, share knowledge, and help people develop self-awareness and confidence.
VUCA stands for volatility, uncertainty, complexity, and ambiguity. It describes constant, unpredictable change that is now the norm in certain industries. The US Army first used VUCA after 9/11 to describe the unfamiliar security environment. In 2009, an author adapted VUCA for business to reflect turbulent forces of change affecting organizations. To manage in a VUCA environment, leaders need new skills like anticipating and adapting to change, strategic thinking, and considering broader contexts. They must also embrace uncertainty, develop resilience, foster innovation, strengthen decision-making, build relationships, and focus on continuous learning.
This document discusses concepts related to social responsibility, ethics, and management. It provides examples of companies like Starbucks, Lego, and San Miguel Corporation that demonstrate social responsibility through practices like sustainable sourcing and environmental initiatives. It also outlines classical and socio-economic views of a business's social responsibilities and discusses the importance of managerial ethics. Globalization is defined and its impacts on different levels are explained, along with both benefits and criticisms of the process of globalization.
This document outlines an MPA course on organization and management. It covers three main topics: skills of self-confidence, operations and career management, and references. For skills of self-confidence, it defines types of self-confidence like optimal, low, and over confidence and lists skills to build self-confidence. For operations and career management, it discusses key aspects of operations management and importance of career management for both employees and companies. It also outlines eight career anchors that influence career choices. The document provides references used at the end.
This document discusses organizational design and change management. It defines organizational design as creating the best fit between an organization's strategic choices and setting. It also outlines several principles of organizational design like specialization, coordination, control and commitment, innovation and adaptation, and knowledge competence. The document also discusses factors that influence organizational design like environment, strategy, technology, size, life cycle, and culture. Additionally, it defines innovation, types of innovation like sustaining and disruptive, and the importance of innovation. Finally, it discusses change management, models of change management like Kotter's 8-step model, McKinsey 7S framework, and ADKAR model, and how each focuses on process or people.
Presentation by Rebecca Sachs and Joshua Varcie, analysts in CBO’s Health Analysis Division, at the 13th Annual Conference of the American Society of Health Economists.
FT author
Amanda Chu
US Energy Reporter
PREMIUM
June 20 2024
Good morning and welcome back to Energy Source, coming to you from New York, where the city swelters in its first heatwave of the season.
Nearly 80 million people were under alerts in the US north-east and midwest yesterday as temperatures in some municipalities reached record highs in a test to the country’s rickety power grid.
In other news, the Financial Times has a new Big Read this morning on Russia’s grip on nuclear power. Despite sanctions on its economy, the Kremlin continues to be an unrivalled exporter of nuclear power plants, building more than half of all reactors under construction globally. Read how Moscow is using these projects to wield global influence.
Today’s Energy Source dives into the latest Statistical Review of World Energy, the industry’s annual stocktake of global energy consumption. The report was published for more than 70 years by BP before it was passed over to the Energy Institute last year. The oil major remains a contributor.
Data Drill looks at a new analysis from the World Bank showing gas flaring is at a four-year high.
Thanks for reading,
Amanda
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New report offers sobering view of the energy transition
Every year the Statistical Review of World Energy offers a behemoth of data on the state of the global energy market. This year’s findings highlight the world’s insatiable demand for energy and the need to speed up the pace of decarbonisation.
Here are our four main takeaways from this year’s report:
Fossil fuel consumption — and emissions — are at record highs
Countries burnt record amounts of oil and coal last year, sending global fossil fuel consumption and emissions to all-time highs, the Energy Institute reported. Oil demand grew 2.6 per cent, surpassing 100mn barrels per day for the first time.
Meanwhile, the share of fossil fuels in the energy mix declined slightly by half a percentage point, but still made up more than 81 per cent of consumption.
How To Cultivate Community Affinity Throughout The Generosity JourneyAggregage
This session will dive into how to create rich generosity experiences that foster long-lasting relationships. You’ll walk away with actionable insights to redefine how you engage with your supporters — emphasizing trust, engagement, and community!
The Power of Community Newsletters: A Case Study from Wolverton and Greenleys...Scribe
YOU WILL DISCOVER:
The engaging history and evolution of Wolverton and Greenleys Town Council's newsletter
Strategies for producing a successful community newsletter and generating income through advertising
The decision-making process behind moving newsletter design from in-house to outsourcing and its impacts
Dive into the success story of Wolverton and Greenleys Town Council's newsletter in this insightful webinar. Hear from Mandy Shipp and Jemma English about the newsletter's journey from its inception to becoming a vital part of their community's communication, including its history, production process, and revenue generation through advertising. Discover the reasons behind outsourcing its design and the benefits this brought. Ideal for anyone involved in community engagement or interested in starting their own newsletter.
Presentation by Julie Topoleski, CBO’s Director of Labor, Income Security, and Long-Term Analysis, at the 16th Annual Meeting of the OECD Working Party of Parliamentary Budget Officials and Independent Fiscal Institutions.
2. THE NEED FOR PLANNING
– The establishment or improvement of systems for data
collection require careful planning to ensure that the
implementation proceeds in comprehensive, cost-effective
and timely ways.
– This involves a range of tasks that can be encompassed
within a project cycle framework from identification and
analysis of needs, through project formulation and
budgeting, to system design, implementation, monitoring
and appraisal.
Source:
http://www.fao.org/3/x2465e/x2465e0b.htm
Accessed April 27, 2021
3. Understanding and
planning for the 4 stages of
the project life cycle can
help you manage, organize,
and plan so your project will
go off without a hitch.
A project management life
cycle will help:
❑ Ease communication
between project teams
and stakeholders
❑ Ensure goals are
achievable with the
available resources
❑ Help mitigate risk and
keep projects on track
Source: enngage.com/blog/project-life-
cycle/
4. – Executing your strategic plan is as important, or even more
important, than your strategy. Critical actions move a strategic
plan from a document that sits on the shelf to actions that drive
organizational growth. The sad reality is that the majority of
organizations who have strategic plans fail to implement. Don’t be
part of the majority! In fact, research has shown that 70% of
organizations that have a formal execution process out-perform
their peers. (Kaplan & Norton)
Plan Execution
Source: https://www.energy.gov/
Accessed: May 3, 2021
https://www.dreamstime.com/
5. Six (6) Implementation
Pitfalls
Overcommitment: This is because many
options look beneficial and it is easier to accept all of
them than to force a realistic prioritization of
resources. The problem is simply that no
organization has the infinite resources required to
pursue every good idea.
Recommendation: setting no more than 10
objectives – and, with many companies, we have
suggested having even fewer
https://www.cssp.com/implementation-
6. Poorly defined objectives: vague objectives
that are difficult to implement.
Recommendation: setting objectives that are SMART
(Specific, Measurable, Achievable, Realistic and Time
bound).
https://www.cssp.com/implementation-
pitfalls/
Six (6) Implementation
Pitfalls
7. https://www.cssp.com/implementation-
pitfalls/
Six (6) Implementation
Pitfalls
– Poorly crafted implementation plans:
the result of short cuts in the process of creating the action plans.
When writing an action plan, you are both communicating with
yourself (in the future) and allocating specific resources to the
execution activities. Failure to do these two steps with care and
specificity usually results in missed targets and confusion.
8. Hidden resistance: members of your team will
pretend to be on board with an objective but harbor some
reservations about execution. It is easy to sabotage an
objective you don’t agree with by creating scheduling and
resource conflicts.
Recommendation: To avoid this, use a strategic planning
process that builds buy-in and agreement at every step – even if that
means spending a little more time on your planning.
https://www.cssp.com/implementation-
pitfalls/
Six (6) Implementation
Pitfalls
9. Poor follow through: is a problem that occurs when
your execution activities are not routinely reviewed. It’s just too easy
to get off track when you don’t take time to assure you’re still
following the path you carefully laid out.
Recommendation: holding monthly review sessions to examine
progress on each action plan to assure the whole team is
aware of what you’re doing – and what you are supposed to be
doing.
https://www.cssp.com/implementation-
pitfalls/
Six (6) Implementation
Pitfalls
10. Distraction: is the final common pitfall – and it’s a bad one. Many
executives (especially CEOs) are often distracted by the “flavor of the month”, or the
last article they read that suggests good ideas.
Recommendation: stick to your plan. Try to push as many new ideas into your
annual strategic planning process as possible, with an understanding that the best
ideas will certainly come out on top, given steady, persistent execution. This
doesn’t mean you should never snap up an opportunity that presents itself, but
don’t let those opportunities take over your well-planned intentions.
https://www.cssp.com/implementation-
pitfalls/
Six (6) Implementation
Pitfalls
11. “Implementation of plans, programs and policies
has many times been delayed and inefficient. Even
the sensible policies and programs that address
root causes of problems with long-term impact
often get disrupted, discontinued, or not given due
attention. Unfortunately, even with its high
competency and quality outputs, NEDA’s powers as
an oversight body remains limited to coordinating
plans and recommending policies.”
NEDA’s charter, Socioeconomic Planning Secretary and NEDA chief
Ernesto Pernia Source:
https://www.philstar.com/business/2018/08/30/1846945/neda-
seeks-greater-powers-development-planning
Accessed: May 3, 2021
Fostering a “culture of
planning” in the government
12. – This proposed legislation is a long overdue response to the 1987 Constitution. The passage of this NEDA
Act of 2018 will finally recognize the agency’s independence in implementing socioeconomic plans,
programs and policies as provided for in the Constitution.
– the Act institutionalizes a “Planning Call,” similar to that of DBM’s “Budget Call,” that will ensure a
timely and coordinated planning process — with active participation especially of all pertinent agencies
of government — and will secure the required funding for programs and projects in the Medium-Term
Development Plan.
– The Act also establishes a Long-Term Development Plan that will ensure that plans and programs are
continued seamlessly through succeeding administrations.
– A stronger culture of planning in the country is needed to fully synchronize planning, investment
programming, budgeting and implementation
– “In order to achieve the national economic and patrimony goals stated in our Constitution, the
planning, programming and budget linkage in the government needs to be firmly established, coupled
with a results-oriented monitoring and evaluation system,”
Senate Bill No. 1938 :“The National Economic
and Development Act of 2018”
https://www.neda.gov.ph
13. Budget Execution Documents
(BEDS)
– The annual Budget Execution Documents (BEDs) contain plans and
targets, consistent with the proposed National Expenditure Program
(NEP) being submitted for Congressional review to serve as basis for the
Annual General Appropriations Act (GAA).
– The early preparation by all concerned of their respective BEDs will
facilitate the Department of Budget and Management's (DBM's)
consolidation of the spending schedules and targets of
departments/agencies/operating units and serve as guide in the
formulation of the national government's allotment release program and
DBCC-approved aggregate disbursement targets.
– The latter serves as the benchmark for the assessment of the overall
disbursement performance of the national government.
Source: DBM CL no. 2020-13 dated October 26, 2020
17. Implementation Plan
– An implementation plan is a project
management tool that facilitates the execution of
a strategic plan for a company or a project by
breaking down the implementation process into
smaller steps, while defining the timeline, the
teams and the resources that will be needed.
18. Implementation Plan
– A project management plan is critical for the success of any
project because it guides the execution and monitoring
phases. Similarly, an implementation plan outlines requisite
steps for the execution of a strategy, tactic or change within
an organization or project.
– Without an implementation plan, your organization could
be rolling out big changes with nothing but an online
reference guide and a stressed-out developer trying to
make everything happen.
20. Source:
http://faspselib.denr.gov.ph/
❖ The Grant Agreement between the GOP and the World Bank
for the implementation of IPOPs Project was signed on June
28, 2010, and is effective by March 2011. The project will be
for a period of five (5) years.
❖ One of the additional conditions for effectiveness of the Grant
as mentioned in the Agreement and in the Bank’s Project
Appraisal Document (PAD) is the submission of DENR to World
Bank of a Project Implementation Plan (PIP).
❖ The PIP provides the specific activities, methodologies,
management structure, schedule, and other operational
approaches for the implementation of the IPOPs Project,
including financial management and will be used by DENR and
the partner agencies involved in the project during project
implementation.
21.
22.
23.
24.
25.
26.
27.
28. Implementation of Interventions
– Implementation of interventions may occur in the pre-event period
(preparedness) or during, and/or following, an event.
– Interventions do not just happen. Once an intervention is deemed necessary,
and a governmental, intergovernmental, nongovernmental organization (NGO),
or another agency is tasked, contracted, or assigned to provide the
intervention, the agency selected to provide the intervention must implement
or develop an operational plan for its implementation.
– A project follows the operational plan and consists of many more tasks than
just initiating the intervention. Several tasks must be completed before the
intervention actually can be implemented
https://journals.sagepub.com/doi/pdf/10.1177/140349481351512
1
29. Checklist for implementation, execution, and completion of an intervention
Note:
❑ This is not an all-
inclusive list, neither in
exact order of
appearance.
❑ If problems occur,
they are to be
numbered and
described in separate
reports as part of
feedback and learning
processes
https://journals.sagepub.com/doi/pdf/10.1177/140349481351512
31. From the Book of Stephen
Covey
MPA 207:
7 Habits of
Highly
Effective
People
32. – Our character is a composite of our
habits.
Sow a thought, reap an action
Sow an action, reap a habit
Sow a habit, reap a character
Sow a character, reap a destiny
❑ A habit is the intersection
of knowledge, skill,
and desire.
-Mahatma Gandhi
33. The Maturity Continuum
LEVEL OF MATURITY
❑ Dependence: The paradigm of you.
You need others to get what you want .You take
care of me. I blame you for the results.
❑ Independence: The paradigm of I.
You get what you want through your own effort. I
can do it. I’m responsible. I am self-reliant.
❑ Interdependence: The paradigm of we.
Cooperate together to accomplish what we want.
We can do it. We can cooperate. We can
accomplish something greater together.
/https://tylerdevries.com/book-summaries/the-7-habits-of-highly-effective-people
Source: https://mdlistic.wordpress.com/2016/12/12/the-maturity-continuum/
Accessed: May 5, 2021
Maturity is a process leading to growth and development, while Continuum refers to the
continuous incremental nature of growth and progression.
34. Effectiveness
Defined
❑ Effectiveness lies in the balance
of producing the desired results and
maintaining production capability (P/PC
balance).
❑ Effectiveness is balancing the golden
egg (production) with the health and
welfare of the goose (production
capability).
❑ It balances short term with long term.
The moral of the fable is that ‘greed loses all by striving
all to gain’, but Covey uses the fable to illustrate a
different moral or principle.
Covey relates the fable to ‘effectiveness’ which he says
is defined by what he refers to as the P/PC Balance. The
“P” stands for production – the “PC” stands for
production capability. Both are necessary for
effectiveness.
Source: https://livingthehabits.wordpress.com/2016/03/08/the-ppc-balance/,
Accessed May 5, 2021
Aesop Fable: The Gooses that laid Golden Eggs
35. Habit #1: BE PROACTIVE
Principles of Personal Vision
Source: https://tylerdevries.com/book-summaries/the-7-habits-of-highly-effective-people/,
Accessed: May 5, 2021
It is not what others do or even our own mistakes that
hurt us the most; it is our response to those things.
Source:
https://uldissprogis.com/,
Accessed May 5, 2021
36. Habit #1: BE PROACTIVE
We can measure our degree of proactivity by examining where
we focus our time and energy.
A. Circle of Concern/Circle of Influence
37. Applying Proactivity
– Listen to your language and that of those around you. Record how often you hear
reactive phrases such as “If only,” “I can’t,” or “I have to.”
– Identify an experience you might encounter in the near future where, based on past
experience, you would probably behave reactively. Review the situation in the
context of your Circle of Influence. How could you respond proactively?
– Select a problem from your work or personal life that is frustrating to you.
Determine whether it is a direct, indirect, or no control problem. Identify the first
step you can take in your Circle of Influence to solve it and then take that step.
– Try the above suggestions for 30 days. Then note the change in your Circle of
Influence.
38. Habit #2: BEGIN WITH THE
END IN MIND
Principles of Personal Leadership
❑All things are created twice.
There’s a mental or first
creation, and a physical or
second creation.
❑Almost all world-class
athletes and other peak
performers are visualizers.
They see it; they feel it; they
experience it before they
actually do it.
39. A Personal Mission Statement
❑ A personal mission statement focuses on what you want to be
(character) and to do (contributions and achievements) and on
the values or principles upon which being and doing are based.
❑ At the center of our mission statement is our lens through which
we see the world.
❑ Some people have alternative centers, like their spouse, their
family, money, work, possessions, pleasure, friends, or self.
❑ The only solid center is one that is grounded on correct principles.
By centering our lives on timeless, unchanging principles,
we create a fundamental paradigm of effective living.
Visualize your retirement.
✔ What contributions and
achievements will you have made
in your field?
✔ What are your plans for after
retirement?
Identify roles and goals.
✔ Write down each area or capacity
in which we have responsibility
(e.g. individual, husband, father,
businessman, etc) and the goals
you have for each.
40. Habit #3: PUT FIRST THINGS
FIRST
– Putting first things
first makes you accountable
for your time because when
you set a specific amount of
time for your essential
goals, then you definitely
like to get them done in the
planned time otherwise;
you have to provide reasons
for not accomplishing them.
Source: https://weekplan.net/habit-3-put-first-things-
first Quadrant II is the heart of effective personal
Source: https://topresultsacademy.com/, Accessed May 5, 2021
41. Quadrant II Organizer
1. Coherence: Between your mission statement, roles and goals, and priorities.
2. Balance: Across all of your roles and responsibilities.
3. Quadrant II Focus: You need a tool that encourages you to focus on Quadrant II. This is
best accomplished by organizes your life on a weekly basis. The key is not to prioritize
what’s on your schedule, but to schedule your priorities.
4. A “People” Dimension: Deal with people, not just schedules. Be effective, not
just efficient.
5. Flexibility: Your planning tools should be your servant, never your master.
6. Portability: You should be able to carry it with you most of the time.
Six important
criteria
42. ⮚ Habit 1 teaches you that you are the master of your life, you are in
charge, and you are responsible for what happens to you.
⮚ Habit 2 appeals to your imagination and encourages you to see with
the eyes of the mind — what is not yet possible. It helps you to create
a vision of what you could become.
⮚ Habit 3 is putting into practice what you have learned until now by
implementing effective management of your own personality. It will
help you spend more time in Quadrant II and understand why dealing
with priorities, first of all, helps us achieve better results and maintain
the balance between productivity and production capacity.
43. Habit #4: THINK WIN-WIN
Principles of Interpersonal Leadership
One quality many strong
leaders share is the ability to
create situations that are
mutually beneficial to their
team and their customers
44. Habit #4: THINK WIN-WIN
Balancing Courage and
Consideration
Application suggestions:
Think about an upcoming
interaction in which you will
be attempting to reach an
agreement or negotiate a
solution. Commit to maintain a
balance between courage
(your Win) and consideration
(the other parties’ Win).
45. Habit #5: SEEK FIRST TO UNDERSTAND,
THEN TO BE UNDERSTOOD
❑ This principle is the key to effective interpersonal
communication.
❑ Communication is the most important skill in life.
❑ The key is to genuinely seek the welfare of the individual,
to listen with empathy, to let the person get to the
problem and the solution at his own pace and time.
❑ It isn’t even always necessary to talk in order to
empathize.
❑ These listening skills will not be effective unless they come
Principles of Empathic Communication
https://tylerdevries.com
/
Source: https://healthruwords.com/
Accessed: May 5, 2021
46. ❑ Listen with the intent to understand, not with
the intent to reply.
❑ We all just want to be understood.
❑ 10% of our communication is represented by
the words we say, 30% by our sounds, and 60%
by our body language.
❑ Empathic listening is listening with more than
just your ears, but your eyes and your heart as
well.
❑ Empathic listening is so powerful because it
gives you accurate data to work with.
❑ Satisfied needs do not motivate. Only
unsatisfied needs motivate. Apart from physical
survival, the greatest human need is
psychological survival – to be understood and
affirmed.
❑ Empathic listening is risky. In order to have
influence, you have to be influenced.
❑ Win/Win requires consideration (listening) and
courage (being understood).
❑ Use ethos (integrity/competency), pathos
(feelings), and logos (logic), in that order, to create
compelling presentations.
❑ You cannot go straight to the logical side of your
argument without first addressing pathos and
ethos.
❑ An effective presentation empathizes with the
audience. You need to first get inside their head
and describe the alternative he is in favor of better
than he can himself.
❑ When you can present your own ideas clearly,
specifically, visually, and most important,
contextually – in the context of a deep
understanding of their paradigms and concerns –
you significantly increase the credibility of your
ideas.
47. Habit #6: SYNERGIZE
Principles of Creative Cooperation
http://www.synergycapitalmanagement.com
/
The person who is truly
effective has the
humility and reverence
to recognize his own
perceptual limitations
and to appreciate the
rich resources available
through interaction with
the hearts and minds of
other human beings.
48. – “Public Victory does not mean victory over other people. It means success in
effective interaction that brings mutually beneficial results to everyone
involved.” https://sfmagazine.com
/
⮚ Habit 4 - Look for ways to make it
mutually beneficial
⮚ Habit 5 - Learn to listen
⮚ Habit 6 - Combine multiple inputs
creatively to gain more
49. Habit #7: SHARPEN THE SAW
❑ “Sharpen the saw” basically means exercising all
four dimensions of our nature, regularly and
consistently in wise and balanced ways.
❑ To neglect any one area negatively impacts the
rest.
❑ We must be proactive about it. Sharpening the saw
is a Quadrant II activity.
❑ This is true for organizations just as much as it is for
individuals. You need balance across economics,
talent development, human relations, and purpose.
THE FOUR DIMENSIONS OF
PERSONAL RENEWAL
Principles of Balanced Self-Renewal