Gruvyinno is a consultancy that offers project management and capacity building services to organizations in the development and corporate sectors. It provides expertise across the entire project cycle, including fundraising, planning, execution, monitoring and evaluation, reporting, and capacity assessments. Gruvyinno's team of consultants have extensive experience managing projects locally and internationally for organizations like the UN, INGOs, and corporations. Its services are aimed at helping organizations professionally manage projects and achieve goals on budget and schedule through outsourcing specialized expertise.
Passionate about helping organizations as a strategic management consultant. and I supported several establishments with long and short-term strategic planning, improve performance measures, harness local resources, and enhance processes to ensure maximum efficiency. As the award-winning Executive Director of BIDAYA in Syria , from The Ministry of Social Affairs and Labor , I helped establish and run a micro- finance/entrepreneurship development organization, working with the government, corporate sector, and grassroots entrepreneurs.
Passionate about helping organizations as a strategic management consultant. and I supported several establishments with long and short-term strategic planning, improve performance measures, harness local resources, and enhance processes to ensure maximum efficiency. As the award-winning Executive Director of BIDAYA in Syria , from The Ministry of Social Affairs and Labor , I helped establish and run a micro- finance/entrepreneurship development organization, working with the government, corporate sector, and grassroots entrepreneurs.
The first Strategic Plan and Work Plan for the Illinois Park and Recreation Association (IPRA) covered the two-year period of 2006 and 2007 and will continue to be the basic working document to direct the association for the future.
The Strategic Plan is a continuous working document that provides a clear direction for the work of the association as a unified, future developing organization. Its direction is also to support the Board of Directors in a positive decision making process regarding organizational direction, budget and program priorities.
Its core direction follows the mission and values of the association with working towards enhancing and improving programs and services for the members. Staff reviewed the 2006/2007 Strategic Plan and has redirected items from the current plan that were not accomplished or were semi-accomplished to the 2007/2008 Strategic Plan.
The 2007/2008 Strategic Plan is not a “work plan” but an open document that may change with the direction of the association. Outcomes are accomplished through the IPRA Staff Work Plan which may incorporate Governance or Board Policy outcomes to assist the Board of Directors. The Staff Work Plan is a creative, project management oriented document that allows significant research and testing before the outcome is specified as completed. The allowance of creativity and project management within the Work Plan is significant as it allows for “trial and error” before a positive outcome is accomplished thus completing the outcome to the satisfaction of the Board of Directors.
FuturePMO 2017 - Justin Byrd, Fujitsu - Future-proofing your PMO; Building an...Wellingtone
Justin explores what a good PMO looks like, how should it be designed to add the most value for its Customers and how you can ensure it is fit for purpose not only today, but for the future of your organisation too. Hints, tips, and ideas to enhance your PMO journey.
Human Capital Strategic Management (HCSM) is part a strategic Human Capital in company. One of responsibility in HCSM is creating Master Plan HC in Company. There are 3 main strategy in HC, Strategy in People, Strategy in Culture and Strategy in Organization.
This presentation explain how we create Master Plan Human Capital.
On Thursday 16th October 2014, John Chapman and Andrew Gray presented at the APM Project Management in Practice Event, where the subject area was an Introduction to Programme Management.
Theirs was an interactive session where John provided the theoretical side of programme management, whilst Andrew explained how this worked using a real life example from the UK MOD where a Programme Management approach was adopted using the Managing Successful Programmes (MSP) framework.
The Programme Lifecycle gave a structure to the presentation covering seven areas
1. What is a programme?
2. Why do a programme?
3. What makes up a programme?
4. How do we run a programme?
5. Who is in the programme?
6. When does a programme end?
7. What challenges are faced?
It was important to show how Programme Management called upon the specialisms from the other Specific Interest Groups.
An example of this relates to Benefits Management. Early on in the programme the questions to be asked, and answered, include:
1. Is there a vision of a change future?
2. Is this a shared single vision?
3. Is it in line with what is needed?
4. What are the benefits to be gained?
5. Who benefits, what do they benefit, how much benefit, when do they benefit?
Andrew commented that an important area to consider was the area of stakeholder management. With a high profile programme, there are many diverse stakeholder groups and interfaces including
• An external advisory group
• Local representatives and committees
• Regulators & policy holders
• UK & Scottish governments
• Press coverage
• Wide ranging public consultations
Consultation and communication (two way) would then provide inputs and influences to the decision making process within the Programme.
At the end of the presentation Andrew noted the lessons learned (so far) on the adoption of a programme management approach as:
A Programme Management approach is not for everything
- Split change element of the objectives from long-term business as usual
Bring clarity & focus
- Projects need to know how they fit into ‘big change picture’
Get senior commitment
- Have the approach endorsed by the Programme Board
Co-ordinate stakeholder engagement
- Communications must be co-ordinated and consistent across the projects
Scale the management investment that is needed
- Do not swamp with bureaucracy
Efficient pooling of resources
- A small programme team benefits from pooling common central activities
Cope with geographically dispersed team
- Programme Management approach is the glue to hold things together
The first Strategic Plan and Work Plan for the Illinois Park and Recreation Association (IPRA) covered the two-year period of 2006 and 2007 and will continue to be the basic working document to direct the association for the future.
The Strategic Plan is a continuous working document that provides a clear direction for the work of the association as a unified, future developing organization. Its direction is also to support the Board of Directors in a positive decision making process regarding organizational direction, budget and program priorities.
Its core direction follows the mission and values of the association with working towards enhancing and improving programs and services for the members. Staff reviewed the 2006/2007 Strategic Plan and has redirected items from the current plan that were not accomplished or were semi-accomplished to the 2007/2008 Strategic Plan.
The 2007/2008 Strategic Plan is not a “work plan” but an open document that may change with the direction of the association. Outcomes are accomplished through the IPRA Staff Work Plan which may incorporate Governance or Board Policy outcomes to assist the Board of Directors. The Staff Work Plan is a creative, project management oriented document that allows significant research and testing before the outcome is specified as completed. The allowance of creativity and project management within the Work Plan is significant as it allows for “trial and error” before a positive outcome is accomplished thus completing the outcome to the satisfaction of the Board of Directors.
FuturePMO 2017 - Justin Byrd, Fujitsu - Future-proofing your PMO; Building an...Wellingtone
Justin explores what a good PMO looks like, how should it be designed to add the most value for its Customers and how you can ensure it is fit for purpose not only today, but for the future of your organisation too. Hints, tips, and ideas to enhance your PMO journey.
Human Capital Strategic Management (HCSM) is part a strategic Human Capital in company. One of responsibility in HCSM is creating Master Plan HC in Company. There are 3 main strategy in HC, Strategy in People, Strategy in Culture and Strategy in Organization.
This presentation explain how we create Master Plan Human Capital.
On Thursday 16th October 2014, John Chapman and Andrew Gray presented at the APM Project Management in Practice Event, where the subject area was an Introduction to Programme Management.
Theirs was an interactive session where John provided the theoretical side of programme management, whilst Andrew explained how this worked using a real life example from the UK MOD where a Programme Management approach was adopted using the Managing Successful Programmes (MSP) framework.
The Programme Lifecycle gave a structure to the presentation covering seven areas
1. What is a programme?
2. Why do a programme?
3. What makes up a programme?
4. How do we run a programme?
5. Who is in the programme?
6. When does a programme end?
7. What challenges are faced?
It was important to show how Programme Management called upon the specialisms from the other Specific Interest Groups.
An example of this relates to Benefits Management. Early on in the programme the questions to be asked, and answered, include:
1. Is there a vision of a change future?
2. Is this a shared single vision?
3. Is it in line with what is needed?
4. What are the benefits to be gained?
5. Who benefits, what do they benefit, how much benefit, when do they benefit?
Andrew commented that an important area to consider was the area of stakeholder management. With a high profile programme, there are many diverse stakeholder groups and interfaces including
• An external advisory group
• Local representatives and committees
• Regulators & policy holders
• UK & Scottish governments
• Press coverage
• Wide ranging public consultations
Consultation and communication (two way) would then provide inputs and influences to the decision making process within the Programme.
At the end of the presentation Andrew noted the lessons learned (so far) on the adoption of a programme management approach as:
A Programme Management approach is not for everything
- Split change element of the objectives from long-term business as usual
Bring clarity & focus
- Projects need to know how they fit into ‘big change picture’
Get senior commitment
- Have the approach endorsed by the Programme Board
Co-ordinate stakeholder engagement
- Communications must be co-ordinated and consistent across the projects
Scale the management investment that is needed
- Do not swamp with bureaucracy
Efficient pooling of resources
- A small programme team benefits from pooling common central activities
Cope with geographically dispersed team
- Programme Management approach is the glue to hold things together
Sfera Business - Provocari, competente, adaptabilitateCatalin Stancu
Aceasta este prezentarea sustinuta de Catalin Stancu, Managing Partner, Sfera Business la conferinta cu tema Disrupting Unemployment din cadrul Iasi Business Days 2016.
L'agilité au service de l'innovation E. EspositoEspritAgile
Mon équipe construit un produit innovant : Kuzzle.
Pour nous, l'agilité ce n'est pas un buzz word et c'est bien plus que des post-its.
Pour nous, l'agilité est un ingrédient clé de notre capacité à innover. Je parle d'innovation technique, d'innovation produit et d'innovation organisationnelle. Et aujourd'hui, je vais vous expliquer pourquoi et comment.
Je vais vous raconter des évènements réels et des scènes de notre quotidien qui illustrent notre façon de vivre l'agilité.
Et vous y trouverez peut-être des sources d'inspiration pour votre propre équipe !
Young Professionals - Mentorship ProgramClay White
This mentorship program was started during the height of the recession. Young professionals were having difficulty finding positions. This program helped engaged those individuals in the planning profession. It has been very successful and is now in its fourth cycle.
edge is looking for a consultant to lead market research in Kenya and spearhead the “Kenya Impact Fellows” program. Get all details from the Job Description. Application Deadline 13th December 2013
Highly effective in Humanitarian Projects and structural discipline in relation to Resilience, Education, Governance, Livelihood for Rural developmental and emergency and providing relevant trainings in livelihood, Resilience.
2. Why “GRUVYINNO”?
In the present day context where funding for
Development work awarded to middle income
countries is hugely decreasing, obtaining funds
for such work by organizations engaged in
Development work has become highly
competitive.
Any Organization engaged in Projects as well as
pursuing new ventures, In the present context
where competition comes from literally the ‘rest
of the world’ , Corporate sector can also
succeed only if it adopts innovation, creativity
and project management best practices to
ensure a distinctive competitive advantage.
How Can Organizations
Overcome this Challenge?
By producing Funding Proposals which are
innovative, highly analytical & strategically
placed, visibly results driven, widely consultative
and as far as possible collaborative interventions
with other directly and indirectly relevant
stakeholders.
The scarcity of funds in the Development sector
and the high competition in the corporate
sector, makes funders/ donors very particular on
assurance that Projects/Programs reach the
expected objectives and goals.
To enable this, the Projects/ Programs should be
systematically & strategically planned based on
accurate situation analysis & baselines taking full
account of all opportunities, risks and
challenges, implemented on time & within the
budgets, progress monitored systematically
aligning to comprehensive monitoring &
evaluation frameworks and comprehensive and
analytical reports produced.
Project Management best practices and
proper processes will help organizations to
complete the work systematically and
professionally in keeping with these
requirements.
3. Our Lead Consultant for the Corporate Sector, Asanka Peiris is a Project Management
Professional (PMP)/ Agile Certified Practitioner (PMI-ACP) certified Project Management
Professional, with over 12 years of practical experience in diversified industries, at a
managerial level both locally and internationally.
He is a collaborative, results driven and commercially astute Project Management consultant
who is a respected coalition builder and a change implementer, with a proven track record
of his ability to effectively engage with multifaceted stakeholders and build partnerships
across diversified organizations and third parties and efficiently guide, support, mentor &
monitor Project teams & Project processes , to produce expected results in a timely,
qualitative and cost effective manner to satisfy the requirements of multiple stakeholders.
Since 2003, Asanka Has been working in the corporate sector attached to Local and
multinational organizations in executive and senior managerial levels in Totalamber Limited,
Eutech Cybernetics, Alcatel-Lucent France Sri Lanka Branch, Kandysoft Global Corporation, Direct Mailing Services,
Zillione Business Solutions handling medium to large scale projects locally and internationally.
Our Lead Consultant for Development Sector , Thanuja Navaratne, is a Lawyer with over
20 years of Legal expertise , 12 years of active legal practice in courts as a private lawyer,
and representing Government Ministries & high profile Corporate Sector organizations.
Since 2005, for 11 years Thanuja has been working in the Development Sector in charge of
practically executing national wide Projects/ Programs .For 4 years Thanuja worked for
credible International Organizations/ coalitions of INGOs (International Non-Government
Organizations)such as Save The Children International, Handicap International, USAID,
Motivation, CBM International, OXAM GB, Leonard Cheshire International and Basic Needs
UK. From 2009 for 7 years, Thanuja worked for United Nations in charge of a National Level
multi UN Agency Program, employed by United Nations Development Programme (UNDP).
In the Development Sector, our team of Consultants possess long years of experience in
practically executing projects with key stakeholders such as Parliamentarians, Provincial &
local level Politicians, Ministries, Government Authorities/ Departments, Independent Commissions, Government
officials, UN Agencies, INGOs, NGOs, Community Based Organizations, Academics, Professionals, Trade Unions,
Religious leaders, Civil Society groups and Media at National, District and Rural Community Levels.
What could be the approach to
achieve this?
Adopting a very professional and effective Project Manage-
ment Cycle in the Projects/Programs organizations undertake
and record qualitative high performance.
However, for most organizations recruiting as staff and
retaining persons of high caliber, with specific specialized
professional knowledge, skills and practical experience to
handle efficiently all the different stages of Project Cycle is
extremely costly and not manageable. Training existing or
recruited staff to achieve this level of performance could
also be highly cost and time consuming.
With this scenario, the most cost effective and results
yielding solution could be to obtain specific specialized
professional services needed to optimize effective manage-
ment and delivery of Projects, not available within the
organization, through Consultants with professional knowl-
edge, skills and extensive practical experience in the
relevant areas of Project/Program cycle.
This would enable organizations to achieve professional
excellence in management of Projects/Programs and reach
objectives/goals in line with budgetary and time restrictions.
ABOUT US
“GRUVIINNO Consultancies” is a collaboration
of Professionals with diversified academic and
professional knowledge, skills and long years of
practical experience & expertise on Project/
Program Management in Development and
Corporate Sector that blends together.
We offer a wide range of “Professional
Consultancy Services” for the Development and
Corporate Sector, to cover the Total Cycle of
Management of any Project or Program and
Capacity Building of Organizations and staff.
GRUVIINNO is also equipped to offer Consultancy
Services on Legal, Company Secretarial,
Management, Procedural and Human Resource
processes in Companies/ Organizations to
support establishment and operation of
Companies/ Organizations adhering to proper
legal processes and maximizing efficiency.
4. GRUVYINNO offers to work in a continuous process in
collaboration with organization’s Project/ Program
teams in order to get the maximum output through
provision of necessary technical knowledge, skills
support, expertise, advice, training, guiding, coaching
and mentoring for teams throughout the Project/
Program life cycle.
• Fund Raising
> Developing Fund Raising Strategies and
mechanisms for organizations; Concept Notes;
Project Funding/ Grant Proposals and Organizing
of Fund Raising events/ processes.
• Project Planning, Project Plan Development and
Project Documentations
> Development of detailed Project Plans and Project
Process Documentation for Organizations.
• Project Execution & Monitoring
> To provide ongoing “Project Management
Support” on a consultancy basis to support
organizations to execute/implement their projects.
• Development of Consultative Monitoring and
Evaluation Plans.
> Undertake to Monitor the total Project/Program
Cycle offering guidance on a regular basis and
provide periodic reports with recommendations for
action to the organization.
• Organizing of Workshops/Seminars/ Forums and
Press Conferences. (Event Management)
> Organize events included within
Projects/ Programs.
> Production of workshop /seminar/ forum process
reports, press releases and press reports.
• Networking, Coalition and Partnership Building
> Provide ongoing support for Organizations to
manage networks, partnerships and coalitions with
Project/ Program stakeholders.
• Project Progress, Periodic and Ad-hoc Reports
> Establishment of Data and information gathering
techniques, producing Reporting Templates,
Compiling of Progress Reports and Periodic Reports.
• Conducting Project Reviews and Evaluations and
Producing Reports.
> Conducting Periodic Reviews of Projects/ Programs
and providing guidance and support; providing
guidance on altering of strategies as applicable;
Project Conclusion Evaluations and provide
comprehensive reports and Support and guide
project teams to review internal project
management processes.
• Strategy Development.
> Develop Advocacy, Communications and Media
strategies and Networking, Partnership and
Collaborating strategies .
• Project Completion Reports and Donor Reports.
> Production of Comprehensive and analytical
Project Reports.
• Human Resource Management
> Conducting of Human Resource Audits and
Development of Human Resource Strategies,
Policies, Frame Works and Plans for Organizations.
• Trainings we are equipped to conduct.
> Project Management Trainings for Development
and Corporate Sector. ( Methodologies, tools,
best practices)
> Trainings on Monitoring and Evaluation; Report
Writing; Advocacy, Communications and Media;
Networking, Partnerships and Negotiation skills;
Team Building and Leadership and on specified
Thematic areas.
• Conducting Capcity Assessments of
Organizations/staff and undertake
Capacity Building.
• Legal Consultancies.
> Company Secretarial Services; Preparation of
Legal Documentation/Contracts/Agreementsfor
Organizations; Providing Legal Advice/Opinions
“GRUVYINNO Consultancies”
GROOVY INNOVATIVE CONSULTANCY SERVICES
Web : www.gruvyinno.com
Email : info@gruvyinno.com
Address : 159, Kinsey Road, Colombo 08, Sri Lanka
Tele : +94 702382153
GRUVYINNO Portfolio of Services
envisionmedia