This project planning worksheet outlines the key elements needed to develop a community project, including describing the project in one sentence, listing keywords and the community need it addresses, identifying the target audience and goals, and detailing objectives, activities, resources, costs, partners, and metrics for success. Completing this worksheet will help ensure all necessary aspects are considered to plan an effective project to address a community issue.
Communications guidance for all GEO members and participating organisations (POs) regarding contributions to the GEO Work Programme, as well as wider involvement in the GEO community.
Northamptonshire Learning Disabilities partnership Board - about making a co-produced housing strategy for adults with Learning Disabilties in Northamptonshire
Communications guidance for all GEO members and participating organisations (POs) regarding contributions to the GEO Work Programme, as well as wider involvement in the GEO community.
Northamptonshire Learning Disabilities partnership Board - about making a co-produced housing strategy for adults with Learning Disabilties in Northamptonshire
Project Scope and Work Breakdown Schedule Scoring GuideCRI.docxwoodruffeloisa
Project Scope and Work Breakdown Schedule Scoring Guide
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Develop a scope
section.
Does not identify a
scope section.
Identifies but does not
develop a scope
section.
Develops a scope
section.
Develops a
comprehensive scope
section appropriate for
the selected business,
including information that
contributes to project
success and supports the
business value.
Explain what is in
scope and what is
not in scope.
Does not identify
what is in scope and
what is not in scope.
Identifies but does not
explain what is in
scope and what is not
in scope.
Explains what is in
scope and what is
not in scope.
Analyzes what is in scope
and what is not in scope
in a detailed and
comprehensive manner,
using relevant
acceptance criteria.
Describe required
work for successful
project completion.
Does not identify
required work for
successful project
completion.
Identifies but does not
describe required
work for successful
project completion.
Describes required
work for successful
project completion.
Analyzes required work
items in detailed and
comprehensive manner
that supports a
successful project
completion.
Develop a work
breakdown
structure.
Does not identify a
work breakdown
structure.
Identifies but does not
develop a work
breakdown structure.
Develops a work
breakdown structure.
Analyzes in a detailed
and comprehensive
manner the application of
techniques for developing
a work breakdown
structure.
Communicate in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Does not
communicate in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is not
consistently
professional or not
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is
professional and
consistent with
expectations for
members of the project
management profession.
Writing is clear, well
organized, and free of
grammatical and other
mechanical errors.
Project Management Plan
[Title]
[Subtitle]
[Learner name:]
[Course number:]
[Date:]
Table of Contents
3Executive Summary (Assessment 4)
4Project Charter (Assessment 1)
7Project Scope (Assessment 2)
7Work Breakdown Structure (WBS) (Assessment 2)
7Project Management Cost (Budget) (Assessment 3)
8Project Management Schedule (Assessment 3)
8Risk Management Plan (Assessment 4)
9Project Quality Plan (Assessment 4)
9Project Close and Lessons Learned (Assessment 4)
10Appendices
11References
Executive Summary (Assessment 4)Project Charter (Assessment 1)Project Title:
Project Start Date:
Projected Finish Date:
Budget Information
Project Mana ...
5.1 Retooling Transitional Housing II: Implementing Changes to Your Program
Speaker: Kay Moshier McDivitt
If you are planning to make significant changes to your transitional housing program, this workshop will help you identify the steps you can consider and provide examples and tools for taking those steps. Providers who have retooled their transitional housing will share their experiences about making the shift, and cover topics such as staffing, contracts, and working with board members.
The ongoing recession has left many non profits gasping for air. The unfortunate truth is many will declare bankruptcy or even dissolve. It’s become critical for non-profit organizations to understand the new rules for success and incorporate them. Those organizations that reshape their strategies to meet the new challenges will be stronger and more effective than before.
Evaluating community projects
These guidelines were initially developed as part of the JRF Neighbourhood Programme. This programme is made up of 20 community or voluntary organisations all wanting to exercise a more strategic influence in their neighbourhood. The guidelines were originally written to help these organisations evaluate their work. They provide step-by-step advice on how to evaluate a community project which will be of interest to a wider audience.
What is evaluation?
Put simply, evaluation by members of a project or organisation will help people to learn from their day-to-day work. It can be used by a group of people, or by individuals working alone. It assesses the effectiveness of a piece of work, a project or a programme. It can also highlight whether your project is moving steadily and successfully towards achieving what it set out to do, or whether it is moving in a different direction. You can then celebrate and build on successes as well as learn from what has not worked so well.
Why evaluate?
Although evaluation may seem like an unnecessary additional task if you are already short of time and resources, it can save you both time and resources by keeping participants focused on, and working towards, the ultimate goal of the project. If necessary, it can refocus activity away from unproductive or unnecessary work.
Communicating the Strategic Plan PPT.pptxErwinGaspar5
Strat Plan
According to Khalid (2020), strategic planning in an educational organization is sometimes views as an ivory tower exercise. While the top management discusses crucial issues impacting the future of the organization, some employees might feel being disconnected. This inability to effectively communicate strategic plans for aligning all employees' actions is a fundamental reason for an organization to lose control during the implementation of many otherwise excellent strategic plans. Difficulties with maintaining effective communication on strategy may include a high need for cross-functional communication across varying levels in the organization; significant time gaps between strategic planning sessions; absence of accountability and planning for communication; and reluctance to share information.
When handled correctly, communications can assist in strategic planning instead of hindering the progress. Some of the tips for effective strategic planning communications include developing a communication plan with clear accountability; and defining and selecting appropriate communication policies. It is the strategic planning team who is responsible and accountable for decisions on communication within the team and across the organization, including the external stakeholders. They often consist the top management and the board members as well as the senior management. In addition, other members of the organization who may be affected directly or indirectly should be informed and have their expectations managed.
Furthermore, a clearly articulated communication policy would guide the organization and its employees in selecting an appropriate approach to communication. The policy might vary widely depending on a particular company's needs. For instance, the strategic planning team may have a policy of communicating on a need-to-know basis. They may also take an approach that greater transparency is useful in motivating employees. Well-informed employees can contribute better. Free flow of information is likely to improve alignment and teamwork. If more communication is considered desirable, then the strategic planning team should be willing to invest in better communication frameworks and platforms.
The rest paper of the focuses on communicating the strategic plan effectively and successfully. Topics on writing the strategic plan, formatting the plan, communication strategy in 13 steps, planning for resistance, the outgoing message, and implementing the strategic plan are comprehensively discussed.
COMMUNICATING THE STRATEGIC PLAN
When implementing a strategic plan, there is one thing some organizations tend to forget.
No matter how good the strategy is, it will not work if the employees do not know how to align with it, or worse, if they simply do not know about it. The internal communication strategy can therefore truly make or break organization’s efforts.
Project Scope and Work Breakdown Schedule Scoring GuideCRI.docxwoodruffeloisa
Project Scope and Work Breakdown Schedule Scoring Guide
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Develop a scope
section.
Does not identify a
scope section.
Identifies but does not
develop a scope
section.
Develops a scope
section.
Develops a
comprehensive scope
section appropriate for
the selected business,
including information that
contributes to project
success and supports the
business value.
Explain what is in
scope and what is
not in scope.
Does not identify
what is in scope and
what is not in scope.
Identifies but does not
explain what is in
scope and what is not
in scope.
Explains what is in
scope and what is
not in scope.
Analyzes what is in scope
and what is not in scope
in a detailed and
comprehensive manner,
using relevant
acceptance criteria.
Describe required
work for successful
project completion.
Does not identify
required work for
successful project
completion.
Identifies but does not
describe required
work for successful
project completion.
Describes required
work for successful
project completion.
Analyzes required work
items in detailed and
comprehensive manner
that supports a
successful project
completion.
Develop a work
breakdown
structure.
Does not identify a
work breakdown
structure.
Identifies but does not
develop a work
breakdown structure.
Develops a work
breakdown structure.
Analyzes in a detailed
and comprehensive
manner the application of
techniques for developing
a work breakdown
structure.
Communicate in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Does not
communicate in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is not
consistently
professional or not
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is
professional and
consistent with
expectations for
members of the
project management
profession.
Communicates in a
manner that is
professional and
consistent with
expectations for
members of the project
management profession.
Writing is clear, well
organized, and free of
grammatical and other
mechanical errors.
Project Management Plan
[Title]
[Subtitle]
[Learner name:]
[Course number:]
[Date:]
Table of Contents
3Executive Summary (Assessment 4)
4Project Charter (Assessment 1)
7Project Scope (Assessment 2)
7Work Breakdown Structure (WBS) (Assessment 2)
7Project Management Cost (Budget) (Assessment 3)
8Project Management Schedule (Assessment 3)
8Risk Management Plan (Assessment 4)
9Project Quality Plan (Assessment 4)
9Project Close and Lessons Learned (Assessment 4)
10Appendices
11References
Executive Summary (Assessment 4)Project Charter (Assessment 1)Project Title:
Project Start Date:
Projected Finish Date:
Budget Information
Project Mana ...
5.1 Retooling Transitional Housing II: Implementing Changes to Your Program
Speaker: Kay Moshier McDivitt
If you are planning to make significant changes to your transitional housing program, this workshop will help you identify the steps you can consider and provide examples and tools for taking those steps. Providers who have retooled their transitional housing will share their experiences about making the shift, and cover topics such as staffing, contracts, and working with board members.
The ongoing recession has left many non profits gasping for air. The unfortunate truth is many will declare bankruptcy or even dissolve. It’s become critical for non-profit organizations to understand the new rules for success and incorporate them. Those organizations that reshape their strategies to meet the new challenges will be stronger and more effective than before.
Evaluating community projects
These guidelines were initially developed as part of the JRF Neighbourhood Programme. This programme is made up of 20 community or voluntary organisations all wanting to exercise a more strategic influence in their neighbourhood. The guidelines were originally written to help these organisations evaluate their work. They provide step-by-step advice on how to evaluate a community project which will be of interest to a wider audience.
What is evaluation?
Put simply, evaluation by members of a project or organisation will help people to learn from their day-to-day work. It can be used by a group of people, or by individuals working alone. It assesses the effectiveness of a piece of work, a project or a programme. It can also highlight whether your project is moving steadily and successfully towards achieving what it set out to do, or whether it is moving in a different direction. You can then celebrate and build on successes as well as learn from what has not worked so well.
Why evaluate?
Although evaluation may seem like an unnecessary additional task if you are already short of time and resources, it can save you both time and resources by keeping participants focused on, and working towards, the ultimate goal of the project. If necessary, it can refocus activity away from unproductive or unnecessary work.
Communicating the Strategic Plan PPT.pptxErwinGaspar5
Strat Plan
According to Khalid (2020), strategic planning in an educational organization is sometimes views as an ivory tower exercise. While the top management discusses crucial issues impacting the future of the organization, some employees might feel being disconnected. This inability to effectively communicate strategic plans for aligning all employees' actions is a fundamental reason for an organization to lose control during the implementation of many otherwise excellent strategic plans. Difficulties with maintaining effective communication on strategy may include a high need for cross-functional communication across varying levels in the organization; significant time gaps between strategic planning sessions; absence of accountability and planning for communication; and reluctance to share information.
When handled correctly, communications can assist in strategic planning instead of hindering the progress. Some of the tips for effective strategic planning communications include developing a communication plan with clear accountability; and defining and selecting appropriate communication policies. It is the strategic planning team who is responsible and accountable for decisions on communication within the team and across the organization, including the external stakeholders. They often consist the top management and the board members as well as the senior management. In addition, other members of the organization who may be affected directly or indirectly should be informed and have their expectations managed.
Furthermore, a clearly articulated communication policy would guide the organization and its employees in selecting an appropriate approach to communication. The policy might vary widely depending on a particular company's needs. For instance, the strategic planning team may have a policy of communicating on a need-to-know basis. They may also take an approach that greater transparency is useful in motivating employees. Well-informed employees can contribute better. Free flow of information is likely to improve alignment and teamwork. If more communication is considered desirable, then the strategic planning team should be willing to invest in better communication frameworks and platforms.
The rest paper of the focuses on communicating the strategic plan effectively and successfully. Topics on writing the strategic plan, formatting the plan, communication strategy in 13 steps, planning for resistance, the outgoing message, and implementing the strategic plan are comprehensively discussed.
COMMUNICATING THE STRATEGIC PLAN
When implementing a strategic plan, there is one thing some organizations tend to forget.
No matter how good the strategy is, it will not work if the employees do not know how to align with it, or worse, if they simply do not know about it. The internal communication strategy can therefore truly make or break organization’s efforts.