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ProjectManagementforNGOs

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ProjectManagementforNGOs

  1. 1. Project Management for NGOs <ul><ul><li>An overview of project management concepts, tools & processes </li></ul></ul>
  2. 2. Objectives of this training <ul><li>To introduce participants to key project management concepts and tools, and the importance of managing projects in a consistent, disciplined and systematic way </li></ul><ul><li>To explore the ways in which these concepts and tools can be applied appropriately </li></ul>
  3. 3. Agenda for the day <ul><li>Morning – 9:30am – 12:30pm </li></ul><ul><li>Introduction to Project Management </li></ul><ul><li>Project Initiation </li></ul><ul><li>Project Planning – Part I </li></ul><ul><li>LUNCH </li></ul><ul><li>Afternoon – 1:30pm – 4:30pm </li></ul><ul><li>Project Planning – Part II </li></ul><ul><li>Project Execution </li></ul><ul><li>Project Monitoring and Control </li></ul><ul><li>Project Closure </li></ul>
  4. 4. <ul><li>Introduction to Project Management </li></ul><ul><li>Work, projects, life cycles and processes </li></ul>
  5. 5. Organisations and work <ul><li>Organisations perform work to achieve objectives </li></ul><ul><li>Work is: </li></ul><ul><ul><ul><li>Performed by people </li></ul></ul></ul><ul><ul><ul><li>Constrained by limited resources </li></ul></ul></ul><ul><ul><ul><li>Planned, executed and controlled </li></ul></ul></ul><ul><li>Work generally involves either: </li></ul><ul><ul><ul><li>Operations, which are ongoing and repetitive, or </li></ul></ul></ul><ul><ul><ul><li>Projects, which are temporary and unique </li></ul></ul></ul>
  6. 6. What are operations? <ul><li>Ongoing, repetitive work performed to sustain the organisation </li></ul><ul><li>“ An organisational function performing the ongoing execution of activities that produce the same product or provide a repetitive service.” 1 </li></ul><ul><li>Examples of operations include: </li></ul><ul><ul><ul><li>Accounting operations </li></ul></ul></ul><ul><ul><ul><li>Administrative operations </li></ul></ul></ul><ul><ul><ul><li>R&D </li></ul></ul></ul>
  7. 7. What is a project? <ul><li>Work undertaken to achieve an objective </li></ul><ul><li>“A temporary endeavour undertaken to create a unique product, service or result.” 2 </li></ul><ul><li>Temporary </li></ul><ul><ul><ul><li>Every project has a definite beginning and a definite end </li></ul></ul></ul><ul><li>Unique </li></ul><ul><ul><ul><li>Projects produce things that have not been produced before </li></ul></ul></ul>
  8. 8. What is a project? (cont’d) <ul><li>Work involving a certain degree of uncertainty (i.e. risk) </li></ul><ul><li>Work that must be progressively elaborated </li></ul><ul><li>Examples of projects are: </li></ul><ul><ul><ul><li>Development of a new product or service </li></ul></ul></ul><ul><ul><ul><li>An planned action of social intervention </li></ul></ul></ul><ul><ul><ul><li>Development and execution of an advocacy campaign </li></ul></ul></ul>
  9. 9. What is a project life cycle? <ul><li>The phases that define the beginning and end of a project </li></ul><ul><li>The points at which sign-off is (generally) required </li></ul><ul><li>Defined to provide better management control </li></ul><ul><li>&quot;A collection of generally sequential project phases whose name and number are determined by the control needs of the organisation or organisations involved in the project.&quot; 3 </li></ul>
  10. 10. A generic project life cycle
  11. 11. What is project management? <ul><li>“The application of knowledge, skills, tools and techniques to project activities to meet project requirements.” 4 </li></ul><ul><li>Work performed by the project team, typically involving: </li></ul><ul><ul><ul><li>Competing demands for scope, time and cost </li></ul></ul></ul><ul><ul><ul><li>Stakeholders with differing needs and expectations </li></ul></ul></ul><ul><ul><ul><li>Identified requirements </li></ul></ul></ul><ul><li>Accomplished through an iterative process </li></ul>
  12. 12. What is a process? <ul><li>A series of actions bringing about a result </li></ul><ul><li>A way to: </li></ul><ul><ul><ul><li>Increase the quality of results produced </li></ul></ul></ul><ul><ul><ul><li>Increase the consistency of results produced </li></ul></ul></ul><ul><li>&quot;A set of interrelated actions or activities performed to achieve a specified set of products, services or results.&quot; 4 </li></ul>
  13. 13. What is the project management process? <ul><li>A set of five process groups: </li></ul><ul><ul><ul><li>Initiating processes </li></ul></ul></ul><ul><ul><ul><li>performed to authorise and define the scope of a new phase or project or that can result in the continuation of halted project work </li></ul></ul></ul><ul><ul><ul><li>Planning processes </li></ul></ul></ul><ul><ul><ul><li>performed to define and mature the project scope, develop the project management plan, and identify and schedule the project activities within the project </li></ul></ul></ul><ul><ul><ul><li>Executing processes </li></ul></ul></ul><ul><ul><ul><li>performed to complete the work defined in the project management plan to accomplish the project's objectives defined in the project scope statement </li></ul></ul></ul><ul><ul><ul><li>Monitoring and controlling processes </li></ul></ul></ul><ul><ul><ul><li>performed to measure and monitor project execution so that corrective action can be taken when necessary to control the execution of the phase or project </li></ul></ul></ul><ul><ul><ul><li>Closing processes </li></ul></ul></ul><ul><ul><ul><li>performed to finalise all activities across all of the project process groups to formally close the project or phase </li></ul></ul></ul>
  14. 14. The project management process
  15. 15. <ul><li>BREAK </li></ul>
  16. 16. <ul><li>Project Initiation </li></ul><ul><li>Describing planned outcomes </li></ul>
  17. 17. Project Initiation <ul><li>Initiating processes – performed to authorise and define the scope of a new project or phase or that can result in the continuation of halted project work </li></ul><ul><li>These processes describe planned project outcomes and focus on WHY the project is being undertaken </li></ul><ul><li>They answer the question, &quot;How does this project help our organisation achieve its strategic goals?&quot; </li></ul><ul><ul><ul><li>Commonly, this information is captured in a PRODUCT DESCRIPTION document </li></ul></ul></ul>
  18. 18. <ul><li>Project Planning – Part I </li></ul><ul><li>Defining scope, time and cost </li></ul>
  19. 19. Project Planning <ul><li>Planning processes – performed to define and mature the project scope, develop the project management plan, and identify and schedule the project activities within the project </li></ul><ul><li>These processes define scope, time and cost and focus on WHAT is to be developed and HOW it is to be developed </li></ul><ul><li>They answer the question, &quot;Who is doing what and by when?&quot; </li></ul><ul><li>Commonly, this information is developed by: </li></ul><ul><ul><ul><ul><ul><li>Developing a SCOPE STATEMENT </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Developing a WORK BREAKDOWN STRUCTURE (WBS) </li></ul></ul></ul></ul></ul>
  20. 20. Project Planning <ul><li>WBS WORKSHOP </li></ul><ul><ul><ul><li>Una organizacion desea realizar dos talleres en diferentes partes del pais. Los objetivos de los talleres es trabajar el tema de Propiedad Intelectual y luego promover una campana con estos dos grupos de beneficiarios con el sentido de hacer mas visible el tema en la opinion publica. </li></ul></ul></ul><ul><ul><ul><li>En grupos debemos completar las tarjetas escribiendo un producto por cada una, de este proyecto. </li></ul></ul></ul>
  21. 21. <ul><li>LUNCH </li></ul>
  22. 22. <ul><li>Project Planning – Part II </li></ul><ul><li>Defining scope, time and cost </li></ul>
  23. 23. Project Planning (cont'd) <ul><ul><ul><ul><ul><li>Completing a RESPONSIBILITY ASSIGNMENT MATRIX </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Conducting a RISK BRAINSTORMING SESSION </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Developing a RISK RESPONSE PLAN </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Developing EFFORT ESTIMATES AND ASSUMPTIONS </li></ul></ul></ul></ul></ul>
  24. 24. <ul><li>BREAK </li></ul>
  25. 25. Project Planning (cont'd) <ul><ul><ul><ul><ul><li>Developing a PROJECT SCHEDULE, and finally </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Developing a STATEMENT OF WORK </li></ul></ul></ul></ul></ul>
  26. 26. <ul><li>Project Execution </li></ul><ul><li>Putting the plan into action </li></ul>
  27. 27. Project Execution <ul><li>Executing processes – performed to complete the work defined in the project management plan to accomplish the project's objectives defined in the project scope statement </li></ul><ul><li>These processes put the plan into action </li></ul><ul><ul><ul><li>While the plan is being executed, the project manager issues: </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Regular PROJECT STATUS UPDATES </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>And if necessary, CHANGE REQUESTS </li></ul></ul></ul></ul></ul>
  28. 28. <ul><li>Project Monitoring and Control </li></ul><ul><li>Tracking progress and responding to change </li></ul>
  29. 29. Project Monitoring and Control <ul><li>Monitoring and controlling processes – performed to measure and monitor project execution so that corrective action can be taken when necessary to control the execution of the phase or project </li></ul><ul><li>These processes track progress and respond to change </li></ul><ul><ul><ul><li>While tracking progress, the project manager will coordinate the completion of: </li></ul></ul></ul><ul><ul><ul><ul><ul><li>LESSONS LEARNED documentation </li></ul></ul></ul></ul></ul>
  30. 30. <ul><li>Project Closure </li></ul><ul><li>Reviewing performance and lessons learned </li></ul>
  31. 31. Project Closure <ul><li>Closing processes – finalising all activities across all of the project process groups to formally close the project or phase </li></ul><ul><li>These processes focus on reviewing performance and lessons learned, usually in the form of a project retrospective meeting </li></ul>
  32. 32. Endnotes <ul><li>1 Project Management Institute, A Guide to the Project Management Body of Knowledge: Third Edition (PMBOK Guide ). (Pennsylvania: Project Management Institute, 2004) 365. </li></ul><ul><li>2 Project Management Institute 368. </li></ul><ul><li>3 Project Management Institute 368. </li></ul><ul><li>4 Project Management Institute 368. </li></ul>
  33. 33. Thank you! <ul><li>For more information, please visit: </li></ul><ul><li>http://importantprojects.co.uk </li></ul>

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