The document provides an overview of an international project to expand the peer-to-peer travel platform "I Like Local" into the Latin American market. It outlines the project initiation document, work breakdown structure, market study findings, and implementation strategy. The project team analyzed each country's social media usage, interviewed locals, identified potential community-based tourism partners, and recommended focusing on students, NGOs, and intermediaries given language barriers in some countries. The plan was to utilize social media, websites, and discussions to communicate and find unique, off-the-beaten path places and activities to attract users.
This document outlines the scope statement for a project to develop a networking system for a company. The project will involve creating a website, database, intranet, and network infrastructure. An 8-person team led by Jerry Bryan will design the network topology and interconnect various LANs and remote systems via a WAN. The network aims to provide security, availability, and integrity of data. It must be accessible 24/7 with weekly maintenance. The project will be completed within 3 months under budget and time constraints.
The document outlines the objectives and progress of Phase 2 of a study to improve community planning processes in Toronto. The objectives are to understand current engagement models, explore new advisory groups and tools, and broaden participation. Implementation includes developing strategies for stakeholder partnerships, youth engagement, ethnic media, and open data. Over 800 participants have been engaged through various consultation methods. Opportunities for change and draft principles of effective engagement have been identified. Next steps include finalizing recommendations and strategies, further consultations, and a final report.
This document outlines the strategic planning process for the City of Las Cruces. It includes:
1) An overview of the strategic planning process which includes internal and external assessments, strategy work sessions, budgeting, and implementation methodology.
2) Details on leadership and staff surveys, citizen surveys, and stakeholder forums to gather input on goals, objectives, and measures.
3) Next steps which involve strategy sessions to establish goals, aligning resources, evaluating operations, and implementing and assessing the strategy.
This document summarizes Katie Dively's presentation on the 7 step communication process used by the Center for Health and Safety Culture. The steps are: 1) planning and advocacy, 2) collecting baseline data, 3) message development, 4) developing a communication plan, 5) pilot testing messages, 6) implementation, and 7) evaluation. The presentation provided examples of how these steps were applied to a project aimed at reducing problem gambling and increasing bystander intervention in Oregon.
The document discusses factors that influence successful project delivery. It identifies five key factors: initiating projects strategically; understanding stakeholders and their influence; managing expectations and risks appropriately; having strong working relationships across the delivery chain; and defining success in terms of outcomes and benefits, not just outputs. It also provides examples of both successful (London 2012 Olympics) and challenged (UK mobile policing) projects to illustrate lessons learned.
The CReATE Toolkit helps cluster managers understand and develop key sectors in their regions. It provides a step-by-step guide to analyzing a region's strengths and opportunities, defining a joint research agenda, and developing partnerships between businesses, research institutions, and agencies. The toolkit has been successfully tested in four regions. It aims to improve collaboration, raise awareness of regional opportunities, and launch real projects. The toolkit guides users through collecting data, stakeholder engagement, strategic planning, and increasing a cluster's profile.
The document discusses logical frameworks and their use in project design and management. It provides details on the typical structure of a logical framework, including objectives hierarchy, performance indicators, and assumptions. Various terms used across donor agencies for different levels of the logical framework are also compared. Guidelines for developing a project proposal are outlined.
KTN and Innovate UK invited speakers to share lessons about using human centred design, managing IP, and raising investment. The webinar was open to organisations who were awarded funding as part of Phase 1 of the competition.
Following the webinar, delegates were given access to supporting information to help with relationship building and we encouraged them to share the opportunities and challenges of their project with each other.
Find out more: https://ktn-uk.co.uk/news/gcrf-demonstrate-impact-round-1-cohort-webinar-recording-and-slides-now-available
This document outlines the scope statement for a project to develop a networking system for a company. The project will involve creating a website, database, intranet, and network infrastructure. An 8-person team led by Jerry Bryan will design the network topology and interconnect various LANs and remote systems via a WAN. The network aims to provide security, availability, and integrity of data. It must be accessible 24/7 with weekly maintenance. The project will be completed within 3 months under budget and time constraints.
The document outlines the objectives and progress of Phase 2 of a study to improve community planning processes in Toronto. The objectives are to understand current engagement models, explore new advisory groups and tools, and broaden participation. Implementation includes developing strategies for stakeholder partnerships, youth engagement, ethnic media, and open data. Over 800 participants have been engaged through various consultation methods. Opportunities for change and draft principles of effective engagement have been identified. Next steps include finalizing recommendations and strategies, further consultations, and a final report.
This document outlines the strategic planning process for the City of Las Cruces. It includes:
1) An overview of the strategic planning process which includes internal and external assessments, strategy work sessions, budgeting, and implementation methodology.
2) Details on leadership and staff surveys, citizen surveys, and stakeholder forums to gather input on goals, objectives, and measures.
3) Next steps which involve strategy sessions to establish goals, aligning resources, evaluating operations, and implementing and assessing the strategy.
This document summarizes Katie Dively's presentation on the 7 step communication process used by the Center for Health and Safety Culture. The steps are: 1) planning and advocacy, 2) collecting baseline data, 3) message development, 4) developing a communication plan, 5) pilot testing messages, 6) implementation, and 7) evaluation. The presentation provided examples of how these steps were applied to a project aimed at reducing problem gambling and increasing bystander intervention in Oregon.
The document discusses factors that influence successful project delivery. It identifies five key factors: initiating projects strategically; understanding stakeholders and their influence; managing expectations and risks appropriately; having strong working relationships across the delivery chain; and defining success in terms of outcomes and benefits, not just outputs. It also provides examples of both successful (London 2012 Olympics) and challenged (UK mobile policing) projects to illustrate lessons learned.
The CReATE Toolkit helps cluster managers understand and develop key sectors in their regions. It provides a step-by-step guide to analyzing a region's strengths and opportunities, defining a joint research agenda, and developing partnerships between businesses, research institutions, and agencies. The toolkit has been successfully tested in four regions. It aims to improve collaboration, raise awareness of regional opportunities, and launch real projects. The toolkit guides users through collecting data, stakeholder engagement, strategic planning, and increasing a cluster's profile.
The document discusses logical frameworks and their use in project design and management. It provides details on the typical structure of a logical framework, including objectives hierarchy, performance indicators, and assumptions. Various terms used across donor agencies for different levels of the logical framework are also compared. Guidelines for developing a project proposal are outlined.
KTN and Innovate UK invited speakers to share lessons about using human centred design, managing IP, and raising investment. The webinar was open to organisations who were awarded funding as part of Phase 1 of the competition.
Following the webinar, delegates were given access to supporting information to help with relationship building and we encouraged them to share the opportunities and challenges of their project with each other.
Find out more: https://ktn-uk.co.uk/news/gcrf-demonstrate-impact-round-1-cohort-webinar-recording-and-slides-now-available
This document outlines the process for developing a cluster strategy and action plan. It discusses key steps like forming a leadership team, conducting analysis, developing networks, and organizing initiatives. It emphasizes involving stakeholders through workshops and interviews to understand expectations, conduct SWOT analyses, and define strategic objectives and action fields. Methods are presented for prioritizing actions based on impact, effort, and number of beneficiaries. The document provides templates for planning actions, assigning responsibilities and resources, and calculating staff and funding needs to implement the cluster strategy.
The art and science of impact evaluation in the cultural sectorPatternmakers
Presentation to NIDA Masters of Fine Arts in Cultural Leadership, covering the role of evaluation in the arts, how to plan an effective evaluation and tips and traps for evaluating in practice.
Proposal Workshop - the us embassy in jordanssuser27c555
This presentation reviews how to prepare a successful proposal for a U.S. Embassy funding opportunity. It discusses reviewing the Notice of Funding Opportunity to ensure compliance, examining the fund's priority areas, and identifying potential project ideas. The key sections of a proposal are outlined, including the project summary, goals, objectives, methods, timeline, beneficiaries, and monitoring & evaluation plan. Tips are provided on writing each section and dos and don'ts of the submission process. Additional professional development resources are recommended for strengthening proposal writing skills.
This document outlines the steps and requirements for a final project portfolio for the "Make It Happen" program. It begins by reviewing what was covered throughout the program, including the roles of social innovators and entrepreneurs and how creativity can help solve challenges. It then discusses the project lifecycle, including designing the project, growing it through leadership and funding, connecting it through communication, and assessing it through evaluation and accountability. Students have about 3 weeks to complete all portfolio requirements, which include elements like a needs assessment, stakeholder analysis, strategic plan, recruitment strategy, project presentation, and evaluation. Portfolios can be submitted through students' Google Sites pages or via email.
Evaluating community projects
These guidelines were initially developed as part of the JRF Neighbourhood Programme. This programme is made up of 20 community or voluntary organisations all wanting to exercise a more strategic influence in their neighbourhood. The guidelines were originally written to help these organisations evaluate their work. They provide step-by-step advice on how to evaluate a community project which will be of interest to a wider audience.
What is evaluation?
Put simply, evaluation by members of a project or organisation will help people to learn from their day-to-day work. It can be used by a group of people, or by individuals working alone. It assesses the effectiveness of a piece of work, a project or a programme. It can also highlight whether your project is moving steadily and successfully towards achieving what it set out to do, or whether it is moving in a different direction. You can then celebrate and build on successes as well as learn from what has not worked so well.
Why evaluate?
Although evaluation may seem like an unnecessary additional task if you are already short of time and resources, it can save you both time and resources by keeping participants focused on, and working towards, the ultimate goal of the project. If necessary, it can refocus activity away from unproductive or unnecessary work.
Participatory Monitoring and Evaluation background, concepts and principles, goals of PM&E, the PM&E process, stakeholder analysis, PM&E framework, plan, worksheet, a case study using PM&E
BNCC Webinar Series - Define User Problem and Solve It With UX Research.pptxSekngulingRespasurua
1. The document provides an overview of how to define user problems and solve them through UX research. It discusses identifying stakeholders, setting research goals and questions, prioritizing solutions, and using tools like an issue tree to break problems down.
2. The presentation then provides two case studies as examples - one looking at improving a registration page based on lost leads, the other seeking to increase transactions for fishermen. Both go through defining the problem, stakeholders, research planning, and proposing potential solutions.
3. In summary, the document outlines a process for using UX research methods like interviews and usability testing to better understand user problems, identify root causes, and recommend prioritized solutions.
The main objective of this document is to provide the Pathways to Prosperity in the Americas Initiative with a communications work plan that will permit the dissemination of its image, values, and main achievements in a clear and systematic way. The implementation of this strategy will contribute to increasing the motivation and cohesion amongst participating institutions and their employees, in addition to facilitating the exchange of best practices between stakeholders.
Planning for impact: Basic communication strategiesODI_Webmaster
This presentation from Jeff Knezovich of the Overseas Development Institute was given at a workshop held on research packaging at ESRF in Tanzania in August 2008. It was prepared for the Micro-level Perspectives of Growth project currently being undertaken by the University of Dar es Salaam Department of Economics. More information on the project can be found at http://www.esrftz.org/mlpg
The document discusses the CReATE Cluster Toolkit, which aims to help develop key sectors like the European digital media sector. It provides a step-by-step approach for cluster managers to collect and analyze data, define their cluster, validate strengths and weaknesses, and create a cluster map. The toolkit guides users through agreeing on joint research agendas, developing partnerships between businesses and research, and launching plans to increase their cluster's profile and get projects off the ground. It has been successfully tested in four regions.
[e-Government Program Action Plan : Guatemala City]shrdcinfo
The document proposes a systematic research plan to provide local governments in Guatemala with valuable insight for developing e-government public policy. It would be implemented by the Institute for the Development of Guatemala over 1 year in a pilot program. The plan identifies current issues like a lack of qualified people and reliable information. It includes conducting needs assessments, independent research studies, and presenting findings to stakeholders. The expected results are reducing inefficiencies through new technologies, shorter wait times, and promoting social and cultural changes to support e-government adoption. Challenges include gaining citizen trust and reducing bureaucracy, which can be addressed through incentives and streamlined plans.
Colm McClements - How can more effective project identification, prioritizati...GIZ Moldova
Regional development projects require effective identification, prioritization, and preparation. Three key factors are identified.
First, regional development strategies and plans need to identify projects early to ensure focus and efficient use of resources. Some resistance exists to identifying projects early, but deferring identification has negative consequences.
Second, an effective approach uses a "smart" form of regional planning that rapidly identifies feasible programs and projects through a disciplined multi-stage project pathway and pipeline management process.
Third, developing a large project pipeline requires certain conditions and capacities, including good programming that leads to project identification, programming and development expertise, management and monitoring competencies, and engagement of regional actors as facilitators working closely with project implementers.
This document summarizes Scott Hutcheson's presentation on Strategic Doing at the SSAB Quality of Life Planning Retreat in Cuyahoga Falls, Ohio on June 26, 2014. Strategic Doing is a framework that enables quick collaboration toward measurable outcomes. It divides basic questions into appreciative questions to think differently about issues and accelerate asset-based collaborations through agile strategic action plans. The document outlines the Strategic Doing process and packaging used at the retreat to define opportunities and pathways to address community quality of life issues.
Learn waht tools do you needs to be able to use to be a good project manager. This was prepared as part of my CIPD Intermediate Level 5 Diploma in Learning and Development.
Intranet and collaboration - developing scenarios to define prioritisation an...GabrieleSani3
A framework to develop user stories, prioritise them, and then link them to the current tools, analise gaps, and determine the ROI of technical development
The document presents findings from a phase 1 survey conducted as part of the Convention 2020 study. Key findings include:
- The biggest current barriers to event effectiveness are seen as cost of attending, poor organization, and lack of focus in design.
- For 2020, quality of networking was the top reason for delegates to attend, less than 50% cited price, and only 1% said they wouldn't attend live events.
- 74% said their organization would maintain investment in live events in 2020, while 46% said time/cost pressures could deter sending delegates.
- Emerging trends include fewer but larger events, growth in smaller specialized meetings, and more low-cost evening-only meetings.
Minimising impact on public sewerage works g6azza_13
This communications plan outlines tactics for informing stakeholders about upcoming sewerage works projects. It involves conducting research on affected areas and publics. The plan will then develop objectives, identify target audiences, and craft communication collaterals. Tactics will include face-to-face meetings, distributing flyers, media outreach, and an on-site information bus. Progress will be evaluated through media coverage, enquiries, and a project website. The plan is designed to minimize disruption and assure the public of benefits.
Plan Making Reforms Consultation - September 2023 Event Series - Publish.pdfmhutttch
The document discusses plans by the Department for Levelling Up, Housing and Communities (DLUHC) to implement reforms to the local plan-making process in England. Key points include:
- DLUHC is consulting on how to implement a 30-month timeframe for local authorities to adopt new local plans.
- Digital plans, project initiation documents, proportional evidence requirements, and gateway assessments are proposed to help authorities deliver plans within 30 months.
- The consultation seeks views on challenges to the current system and how digital tools could help make the process more efficient.
- A workshop will explore barriers to the 30-month timeframe and how authorities and DLUHC can work together to overcome them. The
This document outlines the process for developing a cluster strategy and action plan. It discusses key steps like forming a leadership team, conducting analysis, developing networks, and organizing initiatives. It emphasizes involving stakeholders through workshops and interviews to understand expectations, conduct SWOT analyses, and define strategic objectives and action fields. Methods are presented for prioritizing actions based on impact, effort, and number of beneficiaries. The document provides templates for planning actions, assigning responsibilities and resources, and calculating staff and funding needs to implement the cluster strategy.
The art and science of impact evaluation in the cultural sectorPatternmakers
Presentation to NIDA Masters of Fine Arts in Cultural Leadership, covering the role of evaluation in the arts, how to plan an effective evaluation and tips and traps for evaluating in practice.
Proposal Workshop - the us embassy in jordanssuser27c555
This presentation reviews how to prepare a successful proposal for a U.S. Embassy funding opportunity. It discusses reviewing the Notice of Funding Opportunity to ensure compliance, examining the fund's priority areas, and identifying potential project ideas. The key sections of a proposal are outlined, including the project summary, goals, objectives, methods, timeline, beneficiaries, and monitoring & evaluation plan. Tips are provided on writing each section and dos and don'ts of the submission process. Additional professional development resources are recommended for strengthening proposal writing skills.
This document outlines the steps and requirements for a final project portfolio for the "Make It Happen" program. It begins by reviewing what was covered throughout the program, including the roles of social innovators and entrepreneurs and how creativity can help solve challenges. It then discusses the project lifecycle, including designing the project, growing it through leadership and funding, connecting it through communication, and assessing it through evaluation and accountability. Students have about 3 weeks to complete all portfolio requirements, which include elements like a needs assessment, stakeholder analysis, strategic plan, recruitment strategy, project presentation, and evaluation. Portfolios can be submitted through students' Google Sites pages or via email.
Evaluating community projects
These guidelines were initially developed as part of the JRF Neighbourhood Programme. This programme is made up of 20 community or voluntary organisations all wanting to exercise a more strategic influence in their neighbourhood. The guidelines were originally written to help these organisations evaluate their work. They provide step-by-step advice on how to evaluate a community project which will be of interest to a wider audience.
What is evaluation?
Put simply, evaluation by members of a project or organisation will help people to learn from their day-to-day work. It can be used by a group of people, or by individuals working alone. It assesses the effectiveness of a piece of work, a project or a programme. It can also highlight whether your project is moving steadily and successfully towards achieving what it set out to do, or whether it is moving in a different direction. You can then celebrate and build on successes as well as learn from what has not worked so well.
Why evaluate?
Although evaluation may seem like an unnecessary additional task if you are already short of time and resources, it can save you both time and resources by keeping participants focused on, and working towards, the ultimate goal of the project. If necessary, it can refocus activity away from unproductive or unnecessary work.
Participatory Monitoring and Evaluation background, concepts and principles, goals of PM&E, the PM&E process, stakeholder analysis, PM&E framework, plan, worksheet, a case study using PM&E
BNCC Webinar Series - Define User Problem and Solve It With UX Research.pptxSekngulingRespasurua
1. The document provides an overview of how to define user problems and solve them through UX research. It discusses identifying stakeholders, setting research goals and questions, prioritizing solutions, and using tools like an issue tree to break problems down.
2. The presentation then provides two case studies as examples - one looking at improving a registration page based on lost leads, the other seeking to increase transactions for fishermen. Both go through defining the problem, stakeholders, research planning, and proposing potential solutions.
3. In summary, the document outlines a process for using UX research methods like interviews and usability testing to better understand user problems, identify root causes, and recommend prioritized solutions.
The main objective of this document is to provide the Pathways to Prosperity in the Americas Initiative with a communications work plan that will permit the dissemination of its image, values, and main achievements in a clear and systematic way. The implementation of this strategy will contribute to increasing the motivation and cohesion amongst participating institutions and their employees, in addition to facilitating the exchange of best practices between stakeholders.
Planning for impact: Basic communication strategiesODI_Webmaster
This presentation from Jeff Knezovich of the Overseas Development Institute was given at a workshop held on research packaging at ESRF in Tanzania in August 2008. It was prepared for the Micro-level Perspectives of Growth project currently being undertaken by the University of Dar es Salaam Department of Economics. More information on the project can be found at http://www.esrftz.org/mlpg
The document discusses the CReATE Cluster Toolkit, which aims to help develop key sectors like the European digital media sector. It provides a step-by-step approach for cluster managers to collect and analyze data, define their cluster, validate strengths and weaknesses, and create a cluster map. The toolkit guides users through agreeing on joint research agendas, developing partnerships between businesses and research, and launching plans to increase their cluster's profile and get projects off the ground. It has been successfully tested in four regions.
[e-Government Program Action Plan : Guatemala City]shrdcinfo
The document proposes a systematic research plan to provide local governments in Guatemala with valuable insight for developing e-government public policy. It would be implemented by the Institute for the Development of Guatemala over 1 year in a pilot program. The plan identifies current issues like a lack of qualified people and reliable information. It includes conducting needs assessments, independent research studies, and presenting findings to stakeholders. The expected results are reducing inefficiencies through new technologies, shorter wait times, and promoting social and cultural changes to support e-government adoption. Challenges include gaining citizen trust and reducing bureaucracy, which can be addressed through incentives and streamlined plans.
Colm McClements - How can more effective project identification, prioritizati...GIZ Moldova
Regional development projects require effective identification, prioritization, and preparation. Three key factors are identified.
First, regional development strategies and plans need to identify projects early to ensure focus and efficient use of resources. Some resistance exists to identifying projects early, but deferring identification has negative consequences.
Second, an effective approach uses a "smart" form of regional planning that rapidly identifies feasible programs and projects through a disciplined multi-stage project pathway and pipeline management process.
Third, developing a large project pipeline requires certain conditions and capacities, including good programming that leads to project identification, programming and development expertise, management and monitoring competencies, and engagement of regional actors as facilitators working closely with project implementers.
This document summarizes Scott Hutcheson's presentation on Strategic Doing at the SSAB Quality of Life Planning Retreat in Cuyahoga Falls, Ohio on June 26, 2014. Strategic Doing is a framework that enables quick collaboration toward measurable outcomes. It divides basic questions into appreciative questions to think differently about issues and accelerate asset-based collaborations through agile strategic action plans. The document outlines the Strategic Doing process and packaging used at the retreat to define opportunities and pathways to address community quality of life issues.
Learn waht tools do you needs to be able to use to be a good project manager. This was prepared as part of my CIPD Intermediate Level 5 Diploma in Learning and Development.
Intranet and collaboration - developing scenarios to define prioritisation an...GabrieleSani3
A framework to develop user stories, prioritise them, and then link them to the current tools, analise gaps, and determine the ROI of technical development
The document presents findings from a phase 1 survey conducted as part of the Convention 2020 study. Key findings include:
- The biggest current barriers to event effectiveness are seen as cost of attending, poor organization, and lack of focus in design.
- For 2020, quality of networking was the top reason for delegates to attend, less than 50% cited price, and only 1% said they wouldn't attend live events.
- 74% said their organization would maintain investment in live events in 2020, while 46% said time/cost pressures could deter sending delegates.
- Emerging trends include fewer but larger events, growth in smaller specialized meetings, and more low-cost evening-only meetings.
Minimising impact on public sewerage works g6azza_13
This communications plan outlines tactics for informing stakeholders about upcoming sewerage works projects. It involves conducting research on affected areas and publics. The plan will then develop objectives, identify target audiences, and craft communication collaterals. Tactics will include face-to-face meetings, distributing flyers, media outreach, and an on-site information bus. Progress will be evaluated through media coverage, enquiries, and a project website. The plan is designed to minimize disruption and assure the public of benefits.
Plan Making Reforms Consultation - September 2023 Event Series - Publish.pdfmhutttch
The document discusses plans by the Department for Levelling Up, Housing and Communities (DLUHC) to implement reforms to the local plan-making process in England. Key points include:
- DLUHC is consulting on how to implement a 30-month timeframe for local authorities to adopt new local plans.
- Digital plans, project initiation documents, proportional evidence requirements, and gateway assessments are proposed to help authorities deliver plans within 30 months.
- The consultation seeks views on challenges to the current system and how digital tools could help make the process more efficient.
- A workshop will explore barriers to the 30-month timeframe and how authorities and DLUHC can work together to overcome them. The
2. 2
Part 1
Project Management
tools
General introduction
Introduction of I like Local
Our part in the whole project
Part 2
Project implementation
Project Initiation document
Change resquest
Work Breakdown Structure
Organisation of the team
work
Deliverables
Next step and
recommendations
Agenda
4. 4
Part 1
Project Management Tools
General introduction
Introduction of I like Local
Out part in the whole project
• Definition of the program
• Project portfolio & Project lifecycle
• Outcomes & Outputs
• Contribution to long term strategic objectives
Agenda
5. Project & Company’s introduction
5
Peer-to-peer travel platform Connect, Engage and Empower
Operational in Southeast Asia and Africa
Engage travelers with locals
Empower locals and community
6. Definition of the Program – Go International
Status quo: Connecting travellers
with local individuals
6
7. Project Portfolio & Project Lifecycle
Asia Africa
South
America
Initiation
PlanningExecution
Closure
7
8. Outcomes & Outputs
• Enter new market
• Income for ILL and
locals
• Develop social
enterprises
• Reusable model
• Give insights about market,
partner and communication
means
• Communication and
marketing strategy 8
9. Long-term strategy objectives
Strong social enterprise
• Benefits the society all around the
world
• Role model for others
• Covering all the developing
countries from a touristic
point of view.
9
11. 11
Part 2
Project Implementation
Project Initiation document
Change request
Work Breakdown Structure
Organisation of the team work
Deliverables
Next step and recommendations
Project review
Agenda
12. Project Initiation Document {PID}
WHY
the project is important ?
WHAT
will be delivered?
WHEN
will it be delivered?
HOW
will it be delivered?
12
13. {PID} Background
• South American market
• Need market intelligence
• To make the correct
decisions
• Tourism industry picks up within
South America 13
14. {PID} Project Definition
PURPOSE
To place I Like Local in a strategic position to successfully
expand into the Latin American market
OBJECTIVES
• Latin American market intelligence
• Recommendation of suitable partners and networks
• Overcome language and other barriers and effective channels of
communication
LIMITED SCOPE
• South America/Mid America market potential
• Language barriers level of English speakers in identified
markets 14
15. {PID} Project Definition
INPUTS
• Business Development Plan
• Host Participation Guidelines
• UNWTO Tourism Highlights 2014 edition
• Tourist Arrivals Africa and South America
DELIVERABLES
• Project charter
• Market Intelligence Report
• Recommendation for communication
15
Identification of
potential
partners in Latin
America
16. {PID} Feasibility Analysis
BENEFITS
Accelerate entry into the Latin American market
Increase number of host and activities offered
Generate or increase platform usage
COST/BENEFIT ANALYSIS
Not appearring in this phase of the project: lack of data
CONSTRAINTS
Time (2-3 weeks + other projects)
Specific readily available information on the topic
Lack of modeling other relevant companies are like I Like Local
Language barriers
Communication barriers
16
18. {PID} Risk Management
Impact
High
Communication
problems
Changing
requirements
Medium
Priorities change in the
existing program
-Unfamiliar areas of the
targeted market
-Lack of expertise
Low No budget allocated
Low Medium High
Likelihood
Categories:
• Schedule risk
• Requirement risk
• Project management
risk
• Human resource risk
Accept the risks but monitor
them
Management effort
worthwhile
Must manage and monitor risks
18
19. {PID} Roles & Responsabilities
19
Sanne
Meijboom
Sponsor
John
Project Manager
Ina
PMO
Tamás
PMO
Astrid
Market research
Léa
Database
Ben Dogley
Consulting
20. {PID} Initial Project Plan
Project name: Latin American entry
TASK Duration (day) Responsible
Phase I. Market Intelligence
1.1 Pre-definition of the project 1 John
1.2 Kick-off meeting with the group
1.2.1 Setting the roles 1 Project team
1.2.2 Making a draft and schedule 2 Ina, Tamás
1.3 Skype interview with the sponsor 1 Project team
1.4 Process the input documents from the sponsor 3 Lea
1.5 Company assestment (SWOT) 5 John, Astrid
1.6 Market screening and selection
1.6.1 Market selection matrix 2 John, Tamás
1.6.2 PESTEL 3 Ina
1.6.3 Porter's five 2 Astrid
1.7 Business development plan 5 Project team
1.8 Implementation strategy 4 Project team
29
Phase II. Measure & control Out of scope --> Sanne
20
22. Change Request
• Change request from the sponsor
• Shrink the scope of our work
• Focus on market intelligence
22
+ Spons
or
23. WBS Schedule
TASK Duration (day) Responsible
Phase I. Market Intelligence
1.1 Pre-definition of the project 1 John
1.2 Kick-off meeting with the group
1.2.1 Setting the roles 1 Project team
1.2.2 Making a draft and schedule 1 Ina, Tamás
1.3 Skype interview with the sponsor 1 Project team
1.4 Confirm project scope 2 Project team, Mentor
1.5 PID 8 John, Ina, Tamás
1.6 Focus group interviews
1.6.1 Interview questions for focus group 1 John, Astrid
1.6.2 Doing the interviews 3 John, Astrid, Ina, Tamás
1.6.3 Conclude the interviews 3 Astrid, John
1.7 Latin America market research
1.7.1 Check input report 2 Lea
1.7.2 Find local organizations 4 Lea
1.8 Send the deliverables 1 Project team
Phase II. Market entry Out of scope --> Sanne
Phase III. Measure & control Out of scope --> Sanne
23
26. Market study {MS}: Market Assessment
• Community Based Tourism
Enterprise’s (CBTE’s) already
active in South America
• Issues to success for CBTE’s
• Too small and remote nobody
know them
• In need of language training,
management, marketing and
internet, etc.
26
27. {MS} Social and Digital Media
• 5 out of 10 highly engaged social networks markets
worldwide are in South America
• Latin America spend 56% more time on social sites
• Facebook as the leading social network site
• South America fastest growing online population
• High amounts of internet usage is come from mobile and
tablet users
• I Like Local needs platform needs to be mobile and tablet user friendly
27
28. • Argentina, motivated by: Transaction (rank 14) and
Communication/self expression(Rank 15)
• Brazil, motivated by: Communication/self expression (rank 4) +
information (Rank 14)
• Chile, motivated by: Communication/self expression (rank 2) +
Transaction (Rank 4)
• Colombia, motivated by: Transaction (Rank 9) + Information
(Rank 19)
• Mexico, motivated by: Communication/self expression (rank 13)
+ Transaction (rank 15)
• Peru, motivated by: Entertainment (Rank 29) + Transaction
{MS} What makes each country Click and
engaged
28
29. {MS} Interviews
Topics
Language & Internet
barriers
Places & activities
Intermediaries & 29
• To get point of view from real
people
• 3 interviews
4 countries
30. {MS} Business Development Plan
South America is prime and ready for I Like Local
Caution as not all countries at the same development level to utilize
platform
30
Example Brazil & Argentina
English would be less of a
barrier
Already similar projects
More collaboration and
partnership
Colombia & Mexico
English much more of a
barrier
Much more newer concept
Trust and relationship
building critical
32. Implantation Strategy {IS}: Target Market
Deal with the language
barrier
32
• Low and Middle
Class
• Universities and
Students
• NGO’s CBTE’s
networks
Target market = Locals + Intermediaries
33. {IS} Communication Channels
Deal with the internet
connection barrier 33
• Social
medias
• Local and
Regional
governmental
websites
• Discussion
platforms
34. {IS} Unique Places to Target & Activities
• Non touristic
places
To show the real
world
34
• Mexico
• Brazi
l
• Argentin
a
• Columbia
36. Thank you for your
attention !
Any questions ?
See the REAL world …
Editor's Notes
Why are we undertaking the project?
What are we delivering?
Who is responsible?
How will the project be delivered?
When will the project be delivered?
What are the risks, issues and constraints?
How much is it likely to cost?
Schedule risk:
Unfamiliar areas of the deliverable take more time than expected to design
Requirement risk:
Requirements have been base lined but continue to change (sponsor, ESSCA)
The total features requested may be beyond what the development team can deliver in the time available
Project management risk:
Priorities change on the existing program and South America gets out from the scope
No budget allocated for the research – free resources can be used only
Human resource risk:
Personnel with critical skills needed for the project cannot be found
Communication problems between team members and sponsor
Appropriate interviewees cannot be found or are not available to answer