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