This document provides guidelines for NZAID staff on developing Terms of Reference (TOR) documents. It outlines the standard TOR format and common requirements that should be included in TORs, such as objectives, tasks, timeframes, and reporting relationships. The guideline describes the process for developing TORs, which involves identifying the need for an assignment, discussing it with stakeholders, drafting the TOR document, and getting final approval. Developing quality TOR is important for achieving effective development outcomes through defined scopes of work.
This document is the 2012 Learning Catalogue from the International Institute for Learning (IIL). It provides an overview of IIL, including its mission of providing learning solutions to help individuals and organizations succeed. It highlights IIL's focus on virtual and mobile learning to meet growing demand. Courses cover topics such as project management, business analysis, leadership skills, and certifications in PRINCE2, ITIL, Six Sigma, and Microsoft Project. The CEO invites readers to take advantage of IIL's instructors, curriculum, and services to build skills critical for career success and survival in today's competitive environment.
How do you make sure your enterprise porfolio office adds value and people understand the services it provides. One way is to publish a Welcome Pack. This presentation was created by the Office for National Statistics as part of the implementation of portfolio management. I think it's really nice of them to share it in the hope that it helps other people.
APM webinar sponsored by the South Wales and West of England branch on 4 November 2021.
MoD Defence Equipment and Support (DE&S) is responsible for delivering equipment and support solutions to the UK Armed Services. This event will discuss the work underway to transform the way these projects are delivered.
The presentation will provide an overview of work undertaken in recent years, and still ongoing, to transform the project delivery of equipment and support. It will set out the rationale behind the need for change, describe the key components of the transformation programme, including organisation, people and the DE&S Way to delivery, refer to progress made, and work still in hand.
https://www.apm.org.uk/news/transforming-project-delivery-in-mod-defence-equipment-and-support-webinar/
This document outlines the planning process for a social business project focused on improving quality of life and access to resources for seniors. It discusses defining the social problem of a lack of collaboration between senior service providers. The mission is to determine senior needs and link them to necessary resources. Strategies include collecting senior needs data, matching seniors to services through a technological solution, strengthening service providers, and developing new services. Key performance indicators measure the number of seniors matched and number of improved service providers. The vision is for all seniors to access high-quality, affordable services through collaboration between government, nonprofits and businesses. The social business plan will cover timelines, goals, organizational capacity building, and performance/impact measurement.
The reality is that a paradigm shift is needed to enable the Agile PMO to deliver the correct support and provide an acceptable level of guidance for project managers in a collaborative and co-operative approach.
This will result in the ability to work with the project and business teams to fast track projects through to delivery while ensuring that the components of the triple constraints evolves into a managed agile enterprise project and programme environment.
Employer Induction Pack- Employer documentation for apprenticeship provisionThe Pathway Group
Employer Induction Pack, employer induction pack template, apprenticeship induction for employers, apprenticeship employer handbook, guide for apprenticeship for employers, guide to apprenticeships for employers,
Gilt Senior Director, Program Management Office Heather Fleming and Director of Program Management Justin Riservato discuss Agile, Gilt's PMO challenges and more in this informative presentation.
This document is the 2012 Learning Catalogue from the International Institute for Learning (IIL). It provides an overview of IIL, including its mission of providing learning solutions to help individuals and organizations succeed. It highlights IIL's focus on virtual and mobile learning to meet growing demand. Courses cover topics such as project management, business analysis, leadership skills, and certifications in PRINCE2, ITIL, Six Sigma, and Microsoft Project. The CEO invites readers to take advantage of IIL's instructors, curriculum, and services to build skills critical for career success and survival in today's competitive environment.
How do you make sure your enterprise porfolio office adds value and people understand the services it provides. One way is to publish a Welcome Pack. This presentation was created by the Office for National Statistics as part of the implementation of portfolio management. I think it's really nice of them to share it in the hope that it helps other people.
APM webinar sponsored by the South Wales and West of England branch on 4 November 2021.
MoD Defence Equipment and Support (DE&S) is responsible for delivering equipment and support solutions to the UK Armed Services. This event will discuss the work underway to transform the way these projects are delivered.
The presentation will provide an overview of work undertaken in recent years, and still ongoing, to transform the project delivery of equipment and support. It will set out the rationale behind the need for change, describe the key components of the transformation programme, including organisation, people and the DE&S Way to delivery, refer to progress made, and work still in hand.
https://www.apm.org.uk/news/transforming-project-delivery-in-mod-defence-equipment-and-support-webinar/
This document outlines the planning process for a social business project focused on improving quality of life and access to resources for seniors. It discusses defining the social problem of a lack of collaboration between senior service providers. The mission is to determine senior needs and link them to necessary resources. Strategies include collecting senior needs data, matching seniors to services through a technological solution, strengthening service providers, and developing new services. Key performance indicators measure the number of seniors matched and number of improved service providers. The vision is for all seniors to access high-quality, affordable services through collaboration between government, nonprofits and businesses. The social business plan will cover timelines, goals, organizational capacity building, and performance/impact measurement.
The reality is that a paradigm shift is needed to enable the Agile PMO to deliver the correct support and provide an acceptable level of guidance for project managers in a collaborative and co-operative approach.
This will result in the ability to work with the project and business teams to fast track projects through to delivery while ensuring that the components of the triple constraints evolves into a managed agile enterprise project and programme environment.
Employer Induction Pack- Employer documentation for apprenticeship provisionThe Pathway Group
Employer Induction Pack, employer induction pack template, apprenticeship induction for employers, apprenticeship employer handbook, guide for apprenticeship for employers, guide to apprenticeships for employers,
Gilt Senior Director, Program Management Office Heather Fleming and Director of Program Management Justin Riservato discuss Agile, Gilt's PMO challenges and more in this informative presentation.
The document discusses challenges with risk management in IT projects and provides recommendations for improving risk management practices. Specifically, it notes that IT project managers often do not apply formal risk management processes and provides possible reasons for this. It then outlines expectations for improved risk management in the current business environment and provides techniques project managers can use to strengthen risk management, such as defining a risk management methodology, building a risk universe, and creating schedule-aligned risk profiles. The document emphasizes that risk management is critical for project and business success.
An educational presentation on PMO and implementation. APM Midlands branch event onsuccessful pmo tool implementation.
You will learn,
Real case studies
PMO tool implementation lifecycle
Practical next steps
Key lessons learned
Manage complex projects to success using CMMI, Lean and ScrumSystematic
See our presentation slides used at the OOP conference in Munich in February 2014. Systematic presented how we successfully manage our large complex projects Sitaware, Columna and Public sector based on our unique combination of CMMI, Lean and Scrum.
The document discusses various aspects of project planning practices and the role of the project management office (PMO). It begins by comparing practice versus process, noting that mastery takes extensive practice over many hours. It then discusses how plans are like stories and the importance of structure and believability. The document outlines different types of project genres and their associated planning approaches. It also discusses scheduling practices using different standards and frameworks. Finally, it discusses how the PMO can help with areas like reporting, training, documentation, assurance, and other centralized functions to support project planning.
The Agile PMO: From Process Police to Adaptive LeadershipLitheSpeed
The document discusses the role of an Agile PMO in transitioning from a traditional "process police" role to one of adaptive leadership. Key points:
1. An Agile PMO can help with project prioritization and selection by bringing lean discipline, guiding portfolio tracking using Agile reporting, and moving to stable teams models for resource management.
2. Portfolio coordination techniques like a portfolio alignment wall can help visualize dependencies and optimize work across teams.
3. Stable teams with dedicated resources focused on single projects can improve focus, accountability, delivery speed, and predictability compared to frequently switching resources.
4. A sustainable Agile adoption supports teams through a culture of process discipline, empowering
The document summarizes the portfolio reporting challenges at Carphonewarehouse and how they implemented Planview Insight Analytics to address these challenges. Specifically:
- Carphonewarehouse had multiple PMOs producing reports using different standards, processes, and data sources, resulting in inconsistent and unreliable reports.
- Planview Insight Analytics provided an integrated reporting platform that collects data from various sources into a central location, allowing for interactive analytics, dashboards, and reporting.
- This new system helped Carphonewarehouse achieve a single version of truth, reduced ad-hoc reporting, increased data compliance and awareness, and stronger governance of reporting and data processes.
Mary Henson (CEO of the DSDM consortium) introduced Dr. Islam Choudhury (Ass. Professor Kingston University) who then explained the ‘DSDM’ project framework.
DSDM has a venerable pedigree, pre-dating the Agile Manifesto by many years. Recently it has been recognised as a useful project and framework, and Islam explained how it can provide a project layer around team level methods such as Scrum.
This document discusses governance of project management. It provides an overview of the APM Governance SIG, which aims to advance understanding of governance of project management in the UK. The SIG objectives include being a UK focus, contributing to good practice, and influencing standards. Good governance is important for project success, competitive advantage, and compliance. Recent research shows a link between higher governance maturity and higher project success rates. The document discusses key governance principles, roles like the project sponsor, and case studies. It encourages readers to get involved with the SIG.
The document discusses the need for Project Management Offices (PMOs) to shift from a traditional, process-focused approach to an agile, value-driven approach in order to increase their effectiveness and avoid common pitfalls. It outlines how an Agile PMO can promote lean thinking, pull-based prioritization and resource allocation, streamlined delivery to reduce waste, and agile leadership. The presentation argues that PMOs must change their focus to delivering business value through faster project delivery in order to keep up with increasing competition and support organizational innovation.
هذه المحاضرة بعنوان
The Next Generation PMO
كنت قد قدمتها في مؤتمر
The Big 5 Saudi
بمدينة جدة وذلك يوم 10 مارس 2019 باللغة الإنجليزية والان قمت بتسجيلها باللغة العربية
حيث تناولت المحاضرة وضع مكتب إدارة المشاريع مستقبليا في ال
Disruptive World
وما هو الدور المنوط به في ال
Digital Transformation
وبعدها تطرقت للدور المستقبلي الإضافي المتوقع أن يقوم به مكتب إدارة المشاريع كجهة مسؤولة من ال
Value Delivery
في المؤسسة بدلا عن الاكتفاء بدور ال
Administration or Support
بحيث تمكن مكاتب إدارة المشاريع من أن تقوم وتشارك بتطوير ومتابعة الخطة الاستراتيجية والاشراف على ال
Benefits Realization Management
وأن يسهم المكتب بصورة فعالة في إدارة التغيير وان يتحول تدريجيا إلى
Agile PMO
ومن ثم انتقلت لتوضيح المهارات والكفاءات المستقبلية المطلوبة للعاملين على مكاتب إدارة المشاريع المستقبلية واختتمت الحديث بتعريف ال
High Performing PMO
Projects have clearly defined goals and objectives, a beginning and end, and are undertaken to solve problems. They involve teams working together and catering to the needs of others to deliver unique and innovative solutions. Projects are complex, involving various skills and partners. They are broken down into stages and measurable objectives so their progress can be monitored and assessed upon completion.
An APM webinar arranged by the Scotland Branch on 22 June 2021.
For Hamlet it was life or death. For agile evangelists it sometimes seems to be the same. How do you introduce agile safely?
I am curious about new ways of working, but also cautious of going too far. You may be wondering what new agile practices to adopt. Perhaps you are already making the same discoveries I have over the past six years.
I work in the middle of the organisation, and have moved from a civil engineering waterfall background to introducing agile in change management. I would like to share with you this story of planting many agile seeds and helping them grow:
Is it practical to choose agile for our change projects?
Can we effectively use it for design and construction projects or indeed anything we do in the business?
Should we continue to use some waterfall techniques?
Can we sprinkle some agile thinking into the waterfall domain?
You may recognise some of the challenges I experienced. Often the lessons come from where it didn’t go as planned. There are also many success stories; memorable moments when it all clicks together and spurs us on in the next step of our maturity.
Speakers
Peter Faulks
Natalie Le Saux Stoner
Alan Crilly
https://www.apm.org.uk/news/to-be-agile-or-not-to-be-that-is-not-the-question-webinar/
https://youtu.be/-okoAWd5guA
https://www.wrike.com - Traditional project management (PM) meant big projects, strict hierarchy and top-down planning. Today it’s vital to be quickly adjustable hence bureaucracy yields to collaboration. Smaller projects take fewer resources yet work out better than big ones. Successful teams turn out to be more productive via blogs, wikis and collaboration tools. Find out how you can upgrade your PM practices to 2.0.
This is a basic overview on some of the aspects of Lean PMO during the every day agile practice world
The author writes regularly at www.madhavanwrites.blogspot.com
The document discusses the 6th edition of the APM Body of Knowledge (BoK). It introduces the BoK as providing a framework for integrated change delivery. It notes that the 6th edition aims to address the problem of how to implement change initiatives across an organization in a repeatable way. The document outlines the structure of the 6th edition, including its focus on primary practices, domains, and topics related to change delivery. It argues that the BoK can provide a viable framework for integrated change delivery through selecting relevant practices, assessing maturity levels, designing practice sets, embedding practices in an organization, and tailoring practices to specific initiatives.
This document summarizes the first five rules of lean project management according to Claude Emond. The rules are: 1) The last planner system where those executing the work plan it; 2) Tracking percent promises complete (PPC) with small weekly deliverables; 3) Expanding the project team to include all stakeholders; 4) Recognizing that projects rely on humans for execution and delivery; and 5) Using rolling wave planning to make commitments at the last responsible moment based on current information. The document provides details and examples for each rule.
The document discusses the need for Project Management Offices (PMOs) to adopt an Agile approach in order to drive value and act as change agents within their organizations. Traditional PMOs often focus too much on processes and tools rather than value, and fail to promote faster delivery of products. An Agile PMO can help by facilitating selection and prioritization of valuable projects, effective resource allocation, and streamlined delivery to reduce waste. This requires the PMO to take on more of a leadership role focused on value, rather than just project management. The presentation argues that for PMOs to be successful, they must embrace this new Agile mindset.
Project Portfolio Management (PPM) is the centralized management of the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics.
It is all about value – and no, documents don’t provide it;
PMO focus on strategic resources, Agile provides the local empirical leadership;
PMO perception change – being the good guys;
How many of you manage a PMO or have a PMO in the organization
Have you seen failures? What are the challenges?
What makes a PMO – Agile?
Yes we have a PMO in the organization and…
This document summarizes two Thai political information websites that aim to provide the public with freely accessible information about Thai politicians to encourage more informed political decisions and greater checks and balances. The websites www.politicalbase.in.th and www.thaiswatch.com gather quantitative and qualitative data on active and inactive politicians for public access, allowing citizens to better understand Thailand's political arena.
The document outlines a training event for moderators who work with the Friedrich Naumann Foundation for Freedom (FNF) or its counterparts. The event has two phases: an online phase to introduce participants and discuss methodology, followed by an in-person workshop in Gummersbach, Germany to provide solutions for common problems, demonstrate best practices, and upgrade skills. The goal is to improve moderating skills and address challenges associated with promoting liberal values of property, rule of law, and civil society. Topics will include innovative teaching methods, challenges in conservative environments, civic education research, and intercultural learning.
The document discusses challenges with risk management in IT projects and provides recommendations for improving risk management practices. Specifically, it notes that IT project managers often do not apply formal risk management processes and provides possible reasons for this. It then outlines expectations for improved risk management in the current business environment and provides techniques project managers can use to strengthen risk management, such as defining a risk management methodology, building a risk universe, and creating schedule-aligned risk profiles. The document emphasizes that risk management is critical for project and business success.
An educational presentation on PMO and implementation. APM Midlands branch event onsuccessful pmo tool implementation.
You will learn,
Real case studies
PMO tool implementation lifecycle
Practical next steps
Key lessons learned
Manage complex projects to success using CMMI, Lean and ScrumSystematic
See our presentation slides used at the OOP conference in Munich in February 2014. Systematic presented how we successfully manage our large complex projects Sitaware, Columna and Public sector based on our unique combination of CMMI, Lean and Scrum.
The document discusses various aspects of project planning practices and the role of the project management office (PMO). It begins by comparing practice versus process, noting that mastery takes extensive practice over many hours. It then discusses how plans are like stories and the importance of structure and believability. The document outlines different types of project genres and their associated planning approaches. It also discusses scheduling practices using different standards and frameworks. Finally, it discusses how the PMO can help with areas like reporting, training, documentation, assurance, and other centralized functions to support project planning.
The Agile PMO: From Process Police to Adaptive LeadershipLitheSpeed
The document discusses the role of an Agile PMO in transitioning from a traditional "process police" role to one of adaptive leadership. Key points:
1. An Agile PMO can help with project prioritization and selection by bringing lean discipline, guiding portfolio tracking using Agile reporting, and moving to stable teams models for resource management.
2. Portfolio coordination techniques like a portfolio alignment wall can help visualize dependencies and optimize work across teams.
3. Stable teams with dedicated resources focused on single projects can improve focus, accountability, delivery speed, and predictability compared to frequently switching resources.
4. A sustainable Agile adoption supports teams through a culture of process discipline, empowering
The document summarizes the portfolio reporting challenges at Carphonewarehouse and how they implemented Planview Insight Analytics to address these challenges. Specifically:
- Carphonewarehouse had multiple PMOs producing reports using different standards, processes, and data sources, resulting in inconsistent and unreliable reports.
- Planview Insight Analytics provided an integrated reporting platform that collects data from various sources into a central location, allowing for interactive analytics, dashboards, and reporting.
- This new system helped Carphonewarehouse achieve a single version of truth, reduced ad-hoc reporting, increased data compliance and awareness, and stronger governance of reporting and data processes.
Mary Henson (CEO of the DSDM consortium) introduced Dr. Islam Choudhury (Ass. Professor Kingston University) who then explained the ‘DSDM’ project framework.
DSDM has a venerable pedigree, pre-dating the Agile Manifesto by many years. Recently it has been recognised as a useful project and framework, and Islam explained how it can provide a project layer around team level methods such as Scrum.
This document discusses governance of project management. It provides an overview of the APM Governance SIG, which aims to advance understanding of governance of project management in the UK. The SIG objectives include being a UK focus, contributing to good practice, and influencing standards. Good governance is important for project success, competitive advantage, and compliance. Recent research shows a link between higher governance maturity and higher project success rates. The document discusses key governance principles, roles like the project sponsor, and case studies. It encourages readers to get involved with the SIG.
The document discusses the need for Project Management Offices (PMOs) to shift from a traditional, process-focused approach to an agile, value-driven approach in order to increase their effectiveness and avoid common pitfalls. It outlines how an Agile PMO can promote lean thinking, pull-based prioritization and resource allocation, streamlined delivery to reduce waste, and agile leadership. The presentation argues that PMOs must change their focus to delivering business value through faster project delivery in order to keep up with increasing competition and support organizational innovation.
هذه المحاضرة بعنوان
The Next Generation PMO
كنت قد قدمتها في مؤتمر
The Big 5 Saudi
بمدينة جدة وذلك يوم 10 مارس 2019 باللغة الإنجليزية والان قمت بتسجيلها باللغة العربية
حيث تناولت المحاضرة وضع مكتب إدارة المشاريع مستقبليا في ال
Disruptive World
وما هو الدور المنوط به في ال
Digital Transformation
وبعدها تطرقت للدور المستقبلي الإضافي المتوقع أن يقوم به مكتب إدارة المشاريع كجهة مسؤولة من ال
Value Delivery
في المؤسسة بدلا عن الاكتفاء بدور ال
Administration or Support
بحيث تمكن مكاتب إدارة المشاريع من أن تقوم وتشارك بتطوير ومتابعة الخطة الاستراتيجية والاشراف على ال
Benefits Realization Management
وأن يسهم المكتب بصورة فعالة في إدارة التغيير وان يتحول تدريجيا إلى
Agile PMO
ومن ثم انتقلت لتوضيح المهارات والكفاءات المستقبلية المطلوبة للعاملين على مكاتب إدارة المشاريع المستقبلية واختتمت الحديث بتعريف ال
High Performing PMO
Projects have clearly defined goals and objectives, a beginning and end, and are undertaken to solve problems. They involve teams working together and catering to the needs of others to deliver unique and innovative solutions. Projects are complex, involving various skills and partners. They are broken down into stages and measurable objectives so their progress can be monitored and assessed upon completion.
An APM webinar arranged by the Scotland Branch on 22 June 2021.
For Hamlet it was life or death. For agile evangelists it sometimes seems to be the same. How do you introduce agile safely?
I am curious about new ways of working, but also cautious of going too far. You may be wondering what new agile practices to adopt. Perhaps you are already making the same discoveries I have over the past six years.
I work in the middle of the organisation, and have moved from a civil engineering waterfall background to introducing agile in change management. I would like to share with you this story of planting many agile seeds and helping them grow:
Is it practical to choose agile for our change projects?
Can we effectively use it for design and construction projects or indeed anything we do in the business?
Should we continue to use some waterfall techniques?
Can we sprinkle some agile thinking into the waterfall domain?
You may recognise some of the challenges I experienced. Often the lessons come from where it didn’t go as planned. There are also many success stories; memorable moments when it all clicks together and spurs us on in the next step of our maturity.
Speakers
Peter Faulks
Natalie Le Saux Stoner
Alan Crilly
https://www.apm.org.uk/news/to-be-agile-or-not-to-be-that-is-not-the-question-webinar/
https://youtu.be/-okoAWd5guA
https://www.wrike.com - Traditional project management (PM) meant big projects, strict hierarchy and top-down planning. Today it’s vital to be quickly adjustable hence bureaucracy yields to collaboration. Smaller projects take fewer resources yet work out better than big ones. Successful teams turn out to be more productive via blogs, wikis and collaboration tools. Find out how you can upgrade your PM practices to 2.0.
This is a basic overview on some of the aspects of Lean PMO during the every day agile practice world
The author writes regularly at www.madhavanwrites.blogspot.com
The document discusses the 6th edition of the APM Body of Knowledge (BoK). It introduces the BoK as providing a framework for integrated change delivery. It notes that the 6th edition aims to address the problem of how to implement change initiatives across an organization in a repeatable way. The document outlines the structure of the 6th edition, including its focus on primary practices, domains, and topics related to change delivery. It argues that the BoK can provide a viable framework for integrated change delivery through selecting relevant practices, assessing maturity levels, designing practice sets, embedding practices in an organization, and tailoring practices to specific initiatives.
This document summarizes the first five rules of lean project management according to Claude Emond. The rules are: 1) The last planner system where those executing the work plan it; 2) Tracking percent promises complete (PPC) with small weekly deliverables; 3) Expanding the project team to include all stakeholders; 4) Recognizing that projects rely on humans for execution and delivery; and 5) Using rolling wave planning to make commitments at the last responsible moment based on current information. The document provides details and examples for each rule.
The document discusses the need for Project Management Offices (PMOs) to adopt an Agile approach in order to drive value and act as change agents within their organizations. Traditional PMOs often focus too much on processes and tools rather than value, and fail to promote faster delivery of products. An Agile PMO can help by facilitating selection and prioritization of valuable projects, effective resource allocation, and streamlined delivery to reduce waste. This requires the PMO to take on more of a leadership role focused on value, rather than just project management. The presentation argues that for PMOs to be successful, they must embrace this new Agile mindset.
Project Portfolio Management (PPM) is the centralized management of the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics.
It is all about value – and no, documents don’t provide it;
PMO focus on strategic resources, Agile provides the local empirical leadership;
PMO perception change – being the good guys;
How many of you manage a PMO or have a PMO in the organization
Have you seen failures? What are the challenges?
What makes a PMO – Agile?
Yes we have a PMO in the organization and…
This document summarizes two Thai political information websites that aim to provide the public with freely accessible information about Thai politicians to encourage more informed political decisions and greater checks and balances. The websites www.politicalbase.in.th and www.thaiswatch.com gather quantitative and qualitative data on active and inactive politicians for public access, allowing citizens to better understand Thailand's political arena.
The document outlines a training event for moderators who work with the Friedrich Naumann Foundation for Freedom (FNF) or its counterparts. The event has two phases: an online phase to introduce participants and discuss methodology, followed by an in-person workshop in Gummersbach, Germany to provide solutions for common problems, demonstrate best practices, and upgrade skills. The goal is to improve moderating skills and address challenges associated with promoting liberal values of property, rule of law, and civil society. Topics will include innovative teaching methods, challenges in conservative environments, civic education research, and intercultural learning.
The document discusses political parties in Southeast Asia in the 21st century. It notes that political parties play an important role in structuring and aggregating public opinion. Party institutionalization, with factors like roots in society, autonomy, organization, and coherence, helps explain why some parties survive while others do not. However, parties in Southeast Asia tend to be weak institutions that are often defined by money politics, patronage networks, and shifting political allegiances. The document surveys some characteristics of political parties in countries like the Philippines, Singapore, Malaysia, and Thailand.
Presentation on German Elections Results 2009 by Rainer HeufersChange Workshop
The document summarizes the results of the 2009 German federal election and discusses the coalition building process. It provides the election results for the major parties, analysis of voting patterns by demographics, issues in negotiations, and the process for forming a governing coalition. The Christian Democratic Union remained the largest party but saw losses, while the Free Democratic Party had major losses and the Greens and Left party made gains. Negotiations took place to form a governing coalition, with options including a Jamaica, traffic light, grand coalition or black-yellow coalition.
Property Rights Videos "Street vendors in JakartaChange Workshop
Film documentaries about street vendors and other micro entrepreneurs on the streets of Jakarta. Produced with the support of the Friedrich Naumann Foundation Indonesia. www.fnsindonesia.org
The document discusses political parties in Southeast Asia in the 21st century. It notes that political parties play an important role in structuring and aggregating public opinion, but some parties are more institutionalized than others based on factors like roots in society, autonomy, organization, and coherence. It then examines some characteristics of political parties in countries in Southeast Asia like the Philippines, Singapore, and Malaysia. Key issues discussed include weak party systems, dominant personalities, money in politics, and efforts to improve institutions and election systems.
The document discusses the importance of citizen participation in politics according to the Free Democratic Party of Germany. It outlines various forms of political participation including voting, party membership, petitions, referendums, and protests. It also describes several initiatives by the Free Democratic Party to encourage more direct citizen participation, such as online platforms for citizens to contribute ideas and discuss party policies. The goal is to give citizens a more direct role in the political process and diminish the influence of political parties.
Public Service Partnership Maturity ModelNoel Hatch
The document describes a maturity model for public service ICT partnerships. It outlines 5 levels of maturity: 1) priority setting, 2) standardizing, 3) delivering, 4) performing, and 5) transforming. For each level, typical processes, characteristics, and capabilities of partnerships at that level are defined. The document also provides recommendations for how the described partnership can apply the maturity model to benchmark itself and identify areas for improvement.
The document provides an overview of various project management tools and templates that can be used at different stages of a project. It includes summaries of tools like the project charter, work breakdown structure, communication plan, risk assessment chart, and stakeholder analysis among others. Templates and examples are provided for each tool to help users understand how to develop and apply them.
The document discusses the five project management process groups: initiating, planning, executing, monitoring and controlling, and closing. It provides descriptions of each process group and notes that they progress from starting activities to completion. Planning involves devising work plans, executing coordinates resources to implement plans, monitoring tracks progress, and closing formalizes acceptance and ends the project. The level of activity in each group varies by project.
The inception report provides guidance on its contents, including:
1) Adhering to the terms of reference by outlining the conceptual framework and evaluation methodology consistent with ILO's results-based management approach.
2) Describing the proposed evaluation methodology, including data collection methods, sources, and the evaluation question matrix.
3) Including a detailed work plan with timelines, deliverables, and milestones to communicate the evaluation process.
4) Ensuring adherence to ILO formatting requirements for recommendations, lessons learned, and good practices.
The document discusses defining project scope. It explains that defining scope involves developing a detailed description of the project and product based on information known during planning. This process describes project boundaries by defining which requirements will be included and excluded. Stakeholder needs are analyzed and converted to requirements. Inputs like the project charter and requirements documentation are used along with tools like expert judgment, product analysis, and workshops to create the project scope statement output. The scope statement elaborates on product characteristics and includes acceptance criteria, deliverables, exclusions, constraints, and assumptions.
Procuring for agile: thoughts on what good looks like webinar
Thursday 23 April 2020
presented by
Dr Jon Broome, Olubukola Feyisetan, John Lake, Jason Sprague, Will Webster
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/procuring-for-agile-thoughts-on-what-good-looks-like-webinar/
The document provides guidance on developing government business cases. It explains that a business case is a tool used to justify why and how a proposed initiative or project should be undertaken. It discusses the key stages of developing a business case including analyzing requirements, selecting and evaluating options, and creating an implementation plan. The guide is intended to help civil servants understand business cases and develop them for proposed government projects.
The document provides guidance on developing government business cases. It explains that a business case is a tool used to justify why and how a proposed initiative or project should be undertaken. It discusses the key stages of developing a business case including analyzing requirements, selecting and evaluating options, and creating an implementation plan. The guide is intended to help civil servants understand business cases and develop robust cases to support decision making.
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This document summarizes the 2009 German parliamentary elections and the subsequent coalition building process. It discusses the election results and seat allocation among the main parties. It also outlines some of the key issues that will need to be negotiated between parties as they work to form a new governing coalition, with the Free Democratic Party and Christian Democratic Union/Christian Social Union currently in talks to form a black-yellow coalition government. The document provides charts and tables analyzing the election results and outlining the composition of a potential new government cabinet.
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This document provides an itinerary and agenda for a visit by Malaysian parliamentarians to Berlin and Munich from June 27th to July 4th, 2009 to learn about party coalitions in Germany. The schedule includes briefings on coalition building and management, meetings with government officials, and visits to the German Bundestag, Federal Chancellery, and Berlin House of Representatives to discuss coalition negotiations, agreements, and working methods from different perspectives. Hotels and transportation are arranged, and translators will be provided.
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The document discusses the regional website of the Friedrich Naumann Foundation's Southeast and East Asia office and provides information about contributing content. The main purposes of the website are to promote liberal values and showcase the foundation's work in the region. Contributors are welcome to submit news stories, commentaries, analyses, reports, surveys, rankings, videos, and information about events like seminars, workshops, and book launches hosted by the foundation. Examples of event summaries that could be contributed are provided.
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2. Summary
This tool was revised and approved by the Tools Steering Group on 19 March 08.
Last updated 20/05/08.
When to apply this document?
This document is a guideline. NZAID Staff are expected to consult and apply this guideline when
developing a Terms of Reference (TOR). Exceptions to this guideline must be discussed with
your manager.
What does this guideline cover?
This guideline sets out general principles and good practice for the preparation of Terms of
Reference (TOR). It describes the information required, outlines the process for developing TOR
and identifies issues to be considered.
For further guidance on specific assignments see:
Developing Terms of Reference for Reviews and Evaluations
Developing Terms of Reference for MSC and TA
What will this guideline do?
This guideline helps NZAID staff follow and promote sound principles for developing quality
TOR, and ensuring good development outcomes. The context of each activity/assignment or
task requires careful consideration of the scope, the level of detail. For further assistance, staff
should discuss this with their Team Leader.
Who is this guideline for?
This guideline is for NZAID staff, our development partners and the contractors engaged to help
us in our work. In developing TOR, the key role of NZAID staff is to ensure a high level of partner
ownership while ensuring NZAID’s own policy, quality assurance, and accountability
requirements are met.
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3. Table of Contents
Summary ......................................................................................................................... 2
What are TOR? ............................................................................................................... 4
Terms of Reference – standard format............................................................................ 5
Common requirements in TOR........................................................................................ 6
The process for developing TOR..................................................................................... 9
Annex 1: The TOR process ........................................................................................... 14
Annex 2: Some key points to consider when preparing TOR ........................................ 15
References .................................................................................................................... 17
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4. What are TOR?
Terms of Reference (TOR) state clearly the requirements and expectations of a specific
assignment or contract for services and outline how it is to be implemented.
TOR are an extremely important tool for achieving effective and sustainable development
outcomes. TOR define the scope of work to be undertaken at each stage of the Activity cycle
and it is therefore critical that we get them right from the outset.
It takes time to develop good quality TOR to reflect shared understanding of the context, the
assignment objectives, the approach and the intended development outcome. Stakeholder
engagement is essential in the development of this key document.
The assignment may be undertaken by a contractor, NZAID staff, or a combined team involving
development partners and other donors. NZAID may also be involved in developing TOR for
Activities using our funding but which are to be led and/or managed by our partners. TOR are an
essential component of contract for service documentation and provide a basis for assessing
contractor performance.
TOR can be developed at all stages of the Activity Cycle. Assignments can range from specific
tasks (e.g. assessment of an Activity report) to multi-year management services consultancies.
Although each TOR document is unique, there are a number of common elements in the
information to be included and the process to be followed.
NZAID is a New Zealand public sector agency and as such a number of procurement related
requirements need to be followed in developing TOR. This guideline identifies when and how
they should be applied.
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5. Terms of Reference – standard format
This section outlines the standard format expected for NZAID TOR.
Title
The title should be descriptive to people outside of NZAID and contain a “key word” to make a
search easy electronically.
Background (Why?)
A concise and clear statement (1-2 pages) linking the assignment to NZAID’s goal of poverty
elimination, NZAID and partner policy frameworks and the country/regional/sectoral strategy.
The Background should include a brief history of the programme/activity including reference to
any relevant reports/documentation; a summary of other related Activities and/or donor
engagements; any issues or constraints; the rationale for undertaking the current assignment; as
well as outlining Activity governance/management arrangements including the roles of the
partner, post and any governance committee and/or reference group.
Goal (What do we want to achieve?)
A statement providing information on “the bigger picture,” linking the assignment to a
development outcome, and describing the rationale for this.
Objectives (What do we want to know/do?)
Explains why we want to complete this assignment and how this will contribute to the goal. The
objectives (3-4) focus on the issues and/or questions to be addressed in this assignment.
Tasks (What do we need to know/do?)
A number of clearly defined activities to ensure the objective can be achieved. These must
include direction on analysis of mainstreamed and cross-cutting issues, and financial and cost-
benefit analysis.
Methodology (How?)
Describes the approach, reporting relationships and processes required to complete the
assignment.
Team composition, skills and experience (Who?)
Identifies the knowledge, skills, experience of individuals or teams.
Outputs (What and When?)
Assignment outputs reflect the tasks and time frames of the assignment.
E.g. presentations, debriefing, facilitating meetings, written reports
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6. Annexes
Any additional information or documents
Eg correspondence, reports
Drafted by: Date:
Advice received from: Date:
Approved by: Date:
Document #:
Comments: Date:
(eg: content advice comments)
Common requirements in TOR
TOR are developed for a range of different tasks. While most commonly they will guide
assignments to be undertaken by contractors, they also will be required for assignments carried
out by NZAID staff as well as for partner-led, NZAID-funded, Activities. This section of the
Guideline identifies common requirements for NZAID TORs and the key steps the Agency
expects to be followed in the development of TORs.
Level of detail
The level of detail and guidance in the TOR will depend on the scope of the assignment and the
nature of the contract. It is important that lines of communication, expectations by all parties, and
reporting relationships are clear. The TOR must be specific, focused, and agreed by all
stakeholders before the assignment is initiated and any goods and/or services procured.
NOTE: Contractors can only be held accountable for what they have been specifically asked to
do – take time to ensure there are clear links between the goal, the objectives and the tasks.
Approach/methodology
Most TOR include some direction on the preferred approach or methodology expected, although
there will be some exceptions such as for short, task-based assignments. Overly prescriptive
direction on the approach to be followed may also not be appropriate where particularly
technical, specialist expertise is being sought. In general, however, most TOR will need to
ensure that those carrying out the desired tasks:
• give effect to the overall NZAID goal of poverty elimination,
• follow specific direction on the integration of mainstreamed and cross-cutting issues
• use participatory approaches and build partner ownership for the Activity.
If these principles and issues are not explicitly addressed in the TOR, those carrying out the
assignment, particularly external contractors, may fail to adequately consider them and the
desired development outcomes may be compromised.
TOR must ensure that the outcomes sought have a clear poverty elimination focus and are
achieved in ways that advance aid effectiveness according to the Paris Declaration on Aid
Effectiveness.
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7. The Screening Guide for Mainstreamed and Other Cross-cutting Issues should be used to guide
decisions on the particular direction that the TOR should give to ensure that these issues 1 are
appropriately considered. The Screening Guide contains specific questions on each of these
issues.
TOR should also direct attention to ‘value for money’ requiring appropriate financial and/or cost
benefit analysis.
The reporting relationship
The TOR clarify who will manage the contractual and reporting relationships. TOR need to clarify
the roles and responsibilities of the team or individual(s) carrying out the assignment, and to
describe their reporting relationship with those managing any contracts. The TOR state when
and how the assignment team will usually report - to the DPM (Wellington), the NZAID Manager
(in-country), our partners and/or a coordinating committee/ steering group.
TOR should include agreements regarding NZAID and partner commitments in support of this
assignment like participation in field trips, or time frames for feedback on draft reports.
NOTE: It is important not to make any informal commitment regarding contracts or time frames
or outputs before the terms of reference are finalized and the preferred consultants identified.
See Procurement, Contracting & Grant Funding Policy and Managing Consultants for further
information.
Timeframes
TOR need to provide an allocation of time for specific tasks such as:
• document reading and preparation
• travel time
• briefings at Post
• consultation with stakeholders and organisations
• report preparation
• finalisation of a report following debriefing.
Team composition, skills and experience
Most TOR will include a section on team composition, skills and experience.
The success of any assignment is often determined by the degree of ownership by key
stakeholders and by engaging the appropriate contractor(s). During development of the TOR, it
is important to consider:
• the knowledge, skills, experience and personal attributes required
• local expertise
• team composition – gender, off-shore/local balance
• the involvement of counterparts and/or in-country contractors
• the need for a reference group.
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8. The majority of assignments will require a team involving partner country participants to confirm
and strengthen partner ownership and leadership. An increasing number of assignments will be
partner led. The range of skills and experience required will depend on the nature of the
assignment. Good local expertise is essential to support effective participatory processes.
Sometimes it may be useful to set up a reference group to provide additional expertise. In these
cases the role of the reference group and the relationship of the contractor need to be clearly
specified in the TOR.
The selection criteria for assignment team members should be specified in the TOR and could
include:
Attributes
• understanding of NZAID’s goal, policies and operating principles
• ability to work in a multidisciplinary team
• commitment to participation of key stakeholders
• understanding of and commitment to cross-cutting issues.
Skills and experience
• experience relevant to tasks
• development knowledge and experience
• country/regional experience.
Activity planning and management skills
• analytical and reporting skills
• facilitation and negotiation skills
• cross-cultural communication skills
• institutional strengthening/capacity building skills
• sector or technical expertise (specific to the assignment)
• experience in evaluation, research and review.
Team Leader selection
• wide development experience and knowledge
• strategic capability
• previous team leadership experience
• people management skills
• demonstrable commitment to NZAID’s policies and principles.
NOTE: During the development of the terms of reference, it is useful to record the date in the
footer to ensure all stakeholders are working with the same version.
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9. Reports
The TOR should state clearly the expected length of the report (usually no more than 20 pages,
excluding appendices) and the timeframes for drafting and finalising the final report.
Written reports are expected to respond to all tasks identified in the TOR.
The written report format might include:
1. Title Page (authors, date, activity, location).
2. Executive Summary (including background, key findings, methodology, recommendations).
3. Main body of the report (description of the background, the stakeholders, results of
analyses, findings, the key issues, methodology (including who participated, how and at
what stage), conclusions and recommendations.
4. Appendices, Glossary, acronyms, Terms of Reference, list of participants and sources of
data, diagrams, drawings, photographs.
See Structure of Review and Evaluation Reports. See Activity Reporting (in development) for
guidance on report format and content.
The process for developing TOR
There are a number of steps required to initiate, develop and sign off TOR. See diagram in
Annex one: The TOR process.
1. Identify the need
A specific assignment may be initiated by any one of the key stakeholders. Prior to preparing
detailed TOR it is important to discuss and reach agreement between key stakeholders on the
need for the assignment and how best to meet stakeholder expectations.
NZAID staff at post have a key role in managing these preliminary discussions with our partners.
It takes considerable time to clarify and discuss expectations, priorities and the preferred
approach before the detailed terms of reference are drafted on paper. These conversations are
a critical part of the planning process and experience demonstrates that they have a significant
impact on the successful outcomes of the assignment.
2. Initiate discussion with the Programme team
At this planning stage, it is also useful to discuss some of the practical issues like:
• context and clarity of roles: is the assignment partner- or NZAID-led?
• the skills required to complete the assignment,
• any contracting requirements
• the selection process,
• how any contracts will be managed,
• the budget,
• how the costs will be met,
• what support is required to ensure the assignment is successful,
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10. • how responsibility will be shared between post and Wellington,
• managing risks, and
• quality assurance.
3. Initiate discussion with all stakeholders
These preliminary meetings can confirm some of the practical issues listed above and agree on:
• assignment objectives and tasks
• assignment outputs and milestones
• contract management
• reporting relationships
• team composition
4. Seek advice from Team Leader, SAEG, Contracts
During the drafting stage you are encouraged to seek advice from partners, SAEG advisors,
programme team leaders, and contracts advisors. For workload planning and contract
management advice, Wellington staff are advised to create a draft instruction in Koru during this
preliminary planning stage.
5. Draft TOR
Following these discussions, partners and/or NZAID can draft terms of reference for sign-off in
Wellington. NZAID would encourage our partners to take the lead in developing the TOR and
could support that process by sharing this guideline and adopting a participatory approach to the
drafting task. Take time to work with all stakeholders and agree on the questions, the issues,
and the intended outcomes. A simple, but effective check is to ask if the objectives are:
• Specific
• Measurable
• Achievable
• Results orientated
• Time bound
All TOR need to follow the standard format provided in this guideline.
When using the Approved Contractor System, staff are required to follow the templates to
complete Assignment specification and are encouraged to consider the wider issues and
guidance provided in this NZAID tool.
The draft terms of reference can be developed by either the partners and/or NZAID staff. NZAID
encourages our partners to take the lead in developing the TOR and could support that process
by sharing this guideline and adopting a participatory approach to the drafting task.
All stakeholders are expected to actively engage in the drafting process through discussion,
written feedback and drafting text. Investing time to address all issues, resolve concerns, and
pay attention to detail will result in quality terms of reference and satisfactory outcomes. There
are no effective short cuts.
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11. Should the TOR specify that NZAID will purchase goods or services, the Mandatory Rules for
Procurement by Departments, (Ministry of Economic Development, May 2006) apply. These
rules require all NZAID procurement to:
• enable open and effective competition,
• encourage full and fair opportunity for potential suppliers,
• recognize NZ’s international trade obligations and interests
• result in best value for money.
This requires ensuring that goods or services are specified:
• in terms of performance and functional requirements, rather than design or descriptive
characteristics
• based on international standards, where applicable, or otherwise on national technical
regulations, recognised national standards, or building codes
• by using full titles and listing acronyms when they are unavoidable.
Annex 2: Some key points to consider when preparing TOR identifies a number of common
pitfalls in TOR drafting, including those relating to New Zealand public sector procurement rules.
6. Finalise TOR
NOTE: It is advisable and courteous that final drafts of TOR are seen by the advisors involved in
providing advice at step 4.
All stakeholders need to agree on the TOR. In parallel with the development of selection criteria,
the programme team should also have developed weightings to guide the selection process.
These should be agreed by all stakeholders along with the TOR.
The partner government/organisation needs to agree (preferably in writing) with the TOR before
they are finalised and ready for Team Leader approval. This can take considerable time.
NOTE: It is important to plan ahead, to allow adequate time and to maintain ongoing
communication with all stakeholders at every stage of the process from developing terms of
reference through to the conclusion of the assignment.
7. Seek Team Leader Approval
All NZAID managed Terms of Reference are signed off in Wellington. The Team Leader is
responsible for approving all TOR for their direct reports. If the Team Leader is preparing Terms
of Reference then the Director is responsible for approving the TOR.
8. Seek Assistance from your Contracts Adviser
If undertaking a tenders process, arrange a meeting with your Contracts Adviser.
9. Select Contractors
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12. 10. Negotiate contract and finalise TOR
Amendment of TORs used in supplier selection processes should be avoided. This is because
not all tenderers have had the opportunity to bid against the amended TOR, undermining the
principles of fairness in the process so re-tendering could be required. However, if during
negotiations, minor variations to the TOR (or work plan) are suggested that will better achieve
the objectives of the assignment these may be incorporated into the TOR (or ideally the work
plan).
Any amendments to TOR must be agreed (by all stakeholders) in writing and MSG advised. The
amended TOR must be dated and approved by the same Team Leader, attached to the Koru
workflow, and printed for file.
It is important that any amendments are agreed prior to finalising the contract to avoid
unnecessary variations and ensure better understanding and focus with the contractor.
11. Draft Contract and agree milestones
At this stage you will be required to agree milestones and confirm time frames.
Milestones can be any of the assignment outputs. The outputs may include any of the following:
• meetings with key stakeholders
• feedback to key stakeholders e.g. through a workshop or meeting prior to completion
• draft and/or final report
• workshops
• manuals
• draft TORs
• strategy documents
• draft agreements between stakeholders
• debriefing NZAID and key stakeholders
• presentation of key findings to stakeholders.
12. Finalise Contract
13. Brief contractor
A detailed briefing ensures shared understanding of objectives, methodology and intended
outcomes. The location of this briefing — in Wellington or at post — will depend upon particular
programme management arrangements. Care should be taken to include key staff in both
locations in briefing arrangements.
During the briefing it is important to ensure that non-NZAID assignment team members,
particularly contractors, are made fully aware of:
• NZAID’s goal, operating principles , and all relevant policies and strategies, particularly
those that are mainstreamed or cross-cutting
• NZAID Activity Cycle Management Guideline and other relevant tools
• how NZAID works (e.g. NZAID structure, roles and relationships; expectations of the nature
and amount of contact with the Post while in-country),
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13. • who they should talk to if they have any problems,
• key people we expect them to meet,
• information on the political situation, and any sensitive issues.
Note: If the assignment involves field travel, it is helpful ensure that the Post has briefing notes
to ensure a consistent message,
Briefings should outline the expectations of NZAID and partner for each of the key stages in the
assignment:
1. Gathering information
- Briefings with relevant NZAID staff (Wellington or Post) and others e.g. technical
advisers or the Management Services Contractor (MSC)) prior to commencing work.
- Review of documentation. Partner country and NZAID policies, country strategy paper,
partner government development plans, other donor Activity documentation where
appropriate.
- Meetings with key stakeholders e.g. partner government officials, beneficiary
communities - both women and men, NGOs including women’s organisations, other
donors.
- Field visits.
2. Analysing information
3. Presenting information for discussion and feedback
4. Finalising report/findings
NOTE: In general it is good practice to have the assignment team present initial findings to key
stakeholders whilst they are in-country. If this proves difficult, an alternative is to ensure the
team leader returns to discuss the final draft report with key stakeholders.
14. Commence assignment
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14. Annex 1: The TOR process
Figure 1: Key steps in the NZAID TOR process
TOR | Terms of Reference Process
INITIATOR OF TOR APPROVER OF TOR
DPM / DPO (Wgtn) Contracts Team | CT
Team Leader | Wgtn Manager
NZAID Manager/DPC (Post)
1. Identification of need
2. Initial discussion with
manager
3. Stakeholder discussion
between initiator, wgtn/post
staff, relevant partner
organisation to agree
objectives & outcomes
4. Seek advice (if required)
from sector/technical
manager, advisors and
Contracts Team
Check back with
5. Draft TOR Check back with
advisors
advisors
Check back with
Check back with
advisors
advisors
6. Finalise TOR (After
agreement with all
stakeholders)
7. Manager approves TOR
8. Seek assistance from your
contracts advisor
9. Select contractor(s)
10. Negotiate Contract and
11. Draft contract and agree
finalise TOR
milestones
(if required)
13. Brief contractor(s) 12. Finalise contract
14. Commence assignment
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15. Annex 2: Some key points to consider when preparing TOR
Good TOR are essential to ensure that providers, NZAID and our partners are clear about the
requirements of an assignment, particularly when TOR define contractual agreements. Problems
may arise if the following issues are not adequately covered:
Clarity of purpose
The assignment team should be able to read the TOR and readily understand the required
outcomes without needing to interpret or seek further advice to resolve ambiguous or unclear
meaning. TOR must clearly define the outputs that are required, by when, by what methods, and
to what standard. If contracting is involved, this will also include the price for which outputs are
required. Unclear or ambiguous expression of TOR requirements, particularly for contractors, is
likely to result in a different understanding of the assignment and risk not achieving the desired
outcomes.
Clarity of tasking
Incomplete or unclear TOR are likely to cause delays in starting the assignment, particularly for
TORs involving contracting or other forms of procurement. These will require additional
discussions, negotiations and re-writing the TOR before the procurement process can begin.
Ambiguous TOR for RFTs can also result in proposals that do not address NZAID’s needs,
leading to the possibility of having to re-tender. Delays in establishing a contract can have
financial implications as well as impact upon operations.
Scoping the assignment
Poorly scoped and written TOR may result in a service provider underestimating the work
required. Subsequent discovery that the work is more complex and challenging than expected
creates risk that the provider will not be able to deliver work on time, or that LOVs will need to be
prepared to extend contracts.
Delivery delays can have serious flow-on effects for programme delivery and partnerships.
Delays can also have financial implications — funding allocated for an assignment or
consequent work, in one financial year cannot always be carried to the next if the assignment
has not be undertaken. Poor TOR can therefore impact on budgets for the next financial year.
Determining the appropriate level of direction
TOR which are overly prescriptive, either in terms of specifics of outputs, or how work should be
undertaken, increase the risk of disputes, failure to achieve desired outcomes, and potentially
limit innovation and competition. NZAID expects all its assignments to be carried out according
to our operating principles and policies. Some of this will require reference in the ‘methodology’
section of the TOR. However some procurements will relate to very technical areas of speciality.
Under these circumstances, while there are occasions where it is appropriate to prescribe
specific methodology, recognised good practice is to specify required outcomes only.
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16. The importance of milestones and clear payment schedules
In many cases NZAID links scheduled payments to delivery of milestone achievements. These
must be clearly specified, either in the TOR or accompanying payment schedule. Vague
milestones make it difficult to track progress on contracts, and increase the risk that NZAID will
pay providers for carrying out substandard work, or even for work which has not occurred.
TOR guidance to contractor selection
Poor TOR for contracting can result in difficulty in the contractor selection process, because
information required for assessment and scoring may not be present or clear in the proposals or
tenders received. There are legal risks in these situations. Tendering often involves a lot of
unpaid work for contractors and they expect a fair, transparent, and efficient process from us.
Unsuccessful tenderers for contracts frequently seek justification when their proposals are not
accepted, and they have rights of appeal through legal process if they conclude that fair process
was not followed during selection.
NZAID must be able to demonstrate that an objective assessment was conducted when tenders
were selected. Poor quality TOR can hinder this process.
Implications of New Zealand public sector procurement rules
The NZAID Procurement Policy sets out the expectations for all NZAID procurement (establish
link). In respect of TOR, those being managed by NZAID should not:
• create unnecessary obstacles to international trade or domestic supply (such as referring to
a particular specific origin, producer or supplier)
• require trade mark or trade name, patent, design or type, unless there is no other sufficiently
precise or intelligible way of describing the procurement requirements unless, in such cases,
words such as “or equivalent” are included in the tender documentation;
• seek or accept advice to be used in the preparation or adoption of any TOR for a particular
procurement from a person that may have an interest in that procurement, if to do so would
prejudice fair competition
• use jargon – appropriate suppliers may be turned-off by its use
• be overly prescriptive or, equally, unfocused as they may limit the number of suppliers able
to comply.
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17. References
Acknowledgements
This guideline draws on the guidelines of a number of other agencies, in particular: AUSAID
Activity Management Guidelines, EC Project Cycle Management Guidelines and DFID Tools for
Development.
Endnotes
1
Human rights, gender, environment, preventing conflict and building peace, and HIV/AIDS
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