Ngo project management
5 likes1,251 views
The document discusses project management and stakeholder engagement. It provides information on identifying, analyzing, planning and engaging stakeholders. The stakeholder engagement process involves identifying who will be impacted and involved, analyzing their interests and impact levels, and planning engagement strategies. The document also discusses principles of evaluation including relevance, efficiency, effectiveness, impact and sustainability as key criteria for evaluating development assistance programs and projects.
Ngo project management
- 12. Project Management The planning, organizing, scheduling, leading, communicating and controlling of work activities to achieve a pre-defined outcome on time and within budget. RISK RISK RISK Time/Schedule
- 13. Criteria for Evaluating Development Assistance
- 22. Stakeholder Management – to control, direct or tell Stakeholder Engagement – to interact, involve or empower Management vs Engagement
- 23. Stakeholder Engagement The 4 C’s of engagement: • Communicate: to proactively share information. • Consult: to understand and respond to stakeholder concerns. • Collaborate: to work in partnership with stakeholders. • Co-create: to create innovative solutions.
- 24. Stakeholder Engagement Process IDENTIFY ANALYSE PLAN ENGAGE
- 25. Stakeholder Engagement Process • Who will be impacted by the program? • Who should contribute towards the outcome? • Who can champion the program? • Who will be involved in the program? • Who is accountable for the program? • Who may object to the program? IDENTIFY
- 26. Stakeholder Engagement Process Keep satisfied (ENGAGE) Manage closely (COLLABORATE) Monitor (MAINTAIN AWARENESS) Keep informed (COMMUNICATE) Level of interest (low to high) Levelofimpact(lowtohigh) ANALYSE
- 29. Categories of Project Manager Skills Traditional Management Skills: • Planning • Organizing • Controlling (Reviewing) Communication Skills: • Writing • Presenting • Questioning • Persuading • Listening People Skills: • Leadership • Conflict Resolution • Motivation • Team Building • Consensus Building • Negotiation Skills • Humor
- 30. Knowledge Performance OrganizationalSector specific Personal Dimensions of a “Competent” PM biggest gaps → personal development priorities
- 31. Principles of Evaluation The following are some of the principles, which should be kept in view in evaluation. 1. Evaluation is a continuous process (continuity). 2. Evaluation should involve minimum possible costs (inexpensive). 3. Evaluation should be done without prejudice to day to day work (minimum hindrance to day to day work). 4. Evaluation must be done on a co-operative basis in which the entire staff and the board members should participate (total participation). 5. As far as possible, the agency should itself evaluate its program but occasionally outside evaluation machinery should also be made use of (external evaluation). 6. Total overall examination of the agency will reveal strength and weaknesses. (agency / program totality). 7. The result of evaluation should be shared with workers of the agency (sharing).
- 34. Desired Situation Sustained benefits and impact Present Situation Mid-Term review End-of project or final evaluation Ex-post or impact evaluation Time Types of Evaluation
- 35. Evaluation …… Analysis on how successful the project has been in Transforming the means (i.e. the resources and inputs allocated to the project) through project activities into concrete project results Provides the stakeholders with information on inputs/costs per unit produced Overall Objectives Efficiency Means + Preconditions Activities+ Assumptions Results + Assumptions Project Purpose + Assumptions Change utilisation action allocation Analysis on how well the production of project results Contributes to the achievement of the project purpose, i.e.: Are there clear Indications of changes and improvements that benefit the beneficiaries of the project? Uses base-line information on the pre project situation as a starting point Effectiveness Impact Analysis of the overall effects of the project Analysis of the contribution of the project purpose to the overall objectives Focus on long-term changes in the environment of the project “Collection” and analysis of information at the levels of communities and society at large focusing on the final beneficiaries of the project Also analysis of unintended impacts (negative and positive)
- 36. Criteria for Evaluating Development Assistance Relevance = The extent to which the aid intervention is suited to the priorities and policies of the target group, partner country and donor Possible questions: To what extent are the objectives of the program still valid? Are the activities and outputs of the program consistent with the overall goal and the attainment of its objectives? Are the activities and outputs of the program consistent with the intended impacts and effects? Efficiency = Efficiency measures the outputs – qualitative and quantitative – in relation to the inputs. It is a term which signifies that the aid uses the Least costly resources in order to achieve the Desired results. This generally requires Comparing alternative approaches to achieving the same outputs, to see whether the most efficient process has been adopted Possible questions: Were the activities cost-efficient? Were objectives achieved on time? What were the major factors influencing the achievement of the results? Effectiveness = A measure of the extent to which an aid intervention attains its objectives Possible questions: To what extent were the objectives achieved/are likely to be achieved? What were the major factors influencing the achievement or non- achievement of the objectives? Impact = The positive and negative changes produced by an intervention, directly or indirectly, intended or unintended. Possible questions: What has happened as a result of the programme or project? What real difference has the activity made to the beneficiaries? How many people have been affected? Sustainability = Sustainability is concerned with measuring whether the benefits of an activity are likely to continue after donor funding has been withdrawn. Possible questions: To what extent did the benefits of a programme or project continue after donor funding ceased? What were the major factors which influenced the achievement or non-achievement of sustainability of the program or project?