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P mat mcorientation

  1. Programs within our Vision for Change
  2. What is PM@MC? Program Management at Mercy Corps is an initiative to adopt minimum standards, processes and practices of program management across the agency. Mercy Corps is adopting a set of minimum standards for programs. In addition, we envision the following: 1. A Mercy Corps manual and toolkit to support every step of program management 2. Virtual and classroom learning opportunities to introduce and practice key concepts, processes and tools 3. Certification opportunities for Mercy Corps team members 4. Help desk support from the Program Operations and Program Management teams 5. Moderated discussions and support via virtual “coffee breaks”, training activities and the PM@MC Community of Practice on Clearspace 6. Support to identify the right learning opportunities for individuals and teams
  3. Local, National and International Political Issues Security Issues Multiple presenting problems (sanitation, food, health, etc.) Challenging Infrastructure Issues Multiple Languages Unique Challenges of PM in the Development Sector
  4. 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 Cost/Resources Scope/Quality Time/Schedule
  5. Components of the PMD Pro
  6. Program Management Manual
  7. Program Management Tool Kit
  8. Program Phase Life Cycle
  9. Minimum Standards – Identification & Design 1. Program logical framework exists 2. Lead designer has checked for lessons learned from similar programs globally 3. Program proposal with summary budget (sometimes called preliminary program scope statement) exists 4. Written assessment or problem analysis exists, based on primary or secondary data (note: this can be contained in the proposal documentation, or can be a separate assessment document) 5. A list of external stakeholders participating in initial consultations is available
  10. FY 12 Logical Framework OBJECTIVES KEY YEAR 1 RESULTS MAJOR ACTIVITIES KEY INDICATORS Result 1.1: Minimum Standards for PM at Mercy Corps adopted by 1 July 2012. Activity 1.1: Draft Minimum Standards, post for comment and review and receive Advisory Committee approval. Indicator 1.1: Minimum Standards officially adopted and disseminated to all country teams. Result 1.2: Version 1 of Mercy Corps' Program Management Manual (PMM) is adopted by 1 July 2012. Activity 1.2: Revise chapters in working group draft. Solicit comments and revise. Edit draft, engage graphic design, publish. Communications and Outreach. Indicator 1.2: Print and electronic PMM disseminated. Result 1.3: Toolkit in support of PMM available to all Mercy Corps staff online. Activity 1.3: Compile existing tools. Gap analysis of additional needs. Prioritize. Develop and vet new tools. Engage DL team in development of tool kit index, front page and links. Develop information page on the Hub. Indicator 1.3: Tool kit supports key PM processes and is accessible to MC worldwide in English Result 1.4: At least 100 Mercy Corps Program Management staff from HQ and at least two regions trained and certified in PM by 30 June 2012. Activity 1.4: Develop & deliver ToT for HQ program staff (30 ppl). Management training for CDs and Portfolio managers at GLG. Identify Pilot locations. Develop training materials and plan for training and performance support. Launch, measure, follow up. Indicator 1.4: # of Mercy Corps staff in HQ and at least two country programs are certified in PMD Pro1 (Y1 target is 100) Result 1.5: Technical Support provided to Mercy Corps PM practitioners. Activity 1.5: Develop, populate and engage with CoP via Clearspace. Organize webinars on PM topics and for performance support to trained team members/pilot regions. Collaborate with POps and SRGE for day-to-day performance support, ID of progress and issues & roll out. # of participants in webinars or other virtual learning media (clearspace peer support, elearning, etc.) Result 2.1: Established baseline for PM at Mercy Corps Activity 2.1: ID and define goal -level indicators, establish baseline methodology, gather data, analyze, develop baseline report Indicator 2.1: Baseline report exists and is disseminated to key stakeholders Result 2.2: Monitor & evaluate effectiveness of PMI pilot activities Activity 2.2: design and administer pre-, post- and ex-post- knowledge tests for learning participants, conduct follow up survey to assess perceptions of utility and levels of adoption of key practices among participants. Indicator 2.2: Report of training effectiveness and survey results exists. Result 2.3: Propose year 2 PMI plan for consideration in the 2013 Annual Planning Process Activity 2.3: Based on monitoring data and experience, present year 2 plan for PMI for 2013 annual plan Indicator 2.3: PMI plan is proposed during 2013 Annual Planning process. Logical Framework - Program Management Initiative at Mercy Corps for FY 12 Lifetime Initiative Goal: Improve effectiveness and efficiency of Mercy Corps programs worldwide Objective 1: To adopt minimum standards, processes and practices of program management across the agency. Objective 2: To understand effectiveness of year one of the PMI and develop a plan to increase adoption in year two. Indicator 0.1: % of programs closing within 5% expenditure above or below total budget. Indicator 0.3: % of programs requiring no-cost-extensions to meet targets. Indicator 0.2: % of programs meeting or exceeding output level targets. Lifetime Initiative Goal: Improve effectiveness and efficiency of Mercy Corps programs worldwide
  11. Minimum Standards – Initiation & Planning 1. Program File is created 2. Technical, Cross-cutting Theme, and Sub-grant/ Partnership Planning is conducted 3. Supply Chain and Contracting, Personnel, Operations & Security, and Planning is conducted 4. Project Organizational Chart exists 5. Program Work Plan, or PWP, exists, with the following minimum contents: • Key program parameters, coming from preliminary program documents • Work Breakdown Structure (WBS) • Program Schedule • Coded Program Budget • End of Program Transition Plan
  12. Proposals vs. Plans Project Proposal Project Implementation Plan Purpose - obtaining approval and funding for a project, emphasizing clear, concise, communication of ideas Purpose – ensure that a project arrives on time, on scope and on budget, emphasizing comprehensive and logical planning Project Proposal format determined by donors or by your agency Project Plan format is usually determined by project team and key stakeholders – using appropriate tools and methodologies Often limited in its level of detail – due to the purpose, format, participation, schedule and timing of the proposal. Is designed with the intent of detail Often written by a small team Often requires an expansive participation of team members, implementing partners and communities Proposal Development skills often focus on familiarity with donor requirements (format, culture, terminology, logic). Project Planning requires a comprehensive, cross-functional and practical knowledge of programming, finance, procurement, etc. Is often prepared months (years?) prior to implementation. Is prepared closer to project launch and updated on a regular basis Purpose Format Detail Participation Requisite skills Timing In some cases proposals are written under tight donor timelines that limit participation The timeline of preparation will vary depending on the nature of the project (emergency, development, etc.) Schedule MC PM Manual
  13. Work Breakdown Structure (WBS) 1.1 Compile Existing Tools 1.2 Develop New Tools 1.3 Construct Toolkit on DL 1.2.1 Conduct Gap Analysis 1.2.2. Prioritize Urgent Tools Develop PM@MC Toolkit WBS Level 1 WBS Level 2 WBS Level 3 WBS must contain 100% of the project’s activities, incl. project management 1.1.3 Identify Tools from LINGOS 1.1.2 Review with TSU, DME & Fin. 1.1.1 Review Current DL Content Format TSU, DME & Finance Tools Assign Roles for Tool Development
  14. Implementation Schedule for FY 12 ACTIVITY RESPONSIBLE PERSON/ ENTITY Date Complet ed Year 1 (July 1, 2011 - June 30, 2012 Objective 2: To understand effectiveness of year one of the PMI and develop a plan to increase adoption in year two. Activity 2.1: ID and define goal -level indicators, establish baseline methodology, gather data, analyze, develop baseline report 2.1.1. Draft Logical Framework for FY 12 Brandy 27-Oct 2.1.2. Obtain feedback and approval for FY 12 Logframe from Advisory Committee Brandy / Advisory Committee 2.1.3. Develop Indicator Plans Brandy and Intern 3-Nov 2.1.4. Recruit intern to conduct baseline data collection Brandy with LOE 25-Oct 2.1.5. Orient intern to Mercy Corps and baseline procedures Brandy 26-Oct 2.1.6. Define Sample using GAIT Intern 16-Nov 2.1.7. Develop database for baseline data Intern 10-Nov 2.1.7. Review all final reports from grants within the sample Intern Identify final reports not included on GAIT Intern 29-Nov Request missing final reports from relevant program officers Intern with Brandy 4-Jan Input output level target achievements to baseline database Intern 2.1.8. Determine all grants within the sample that had a no cost extension Intern Enter information to database Intern
  15. Implementation Schedule Milestones for FY 12 ACTIVITY RESPONSIB LE PERSON/ ENTITY Date Comple ted Year 1 (July 1, 2011 - June 30, 2012 1 2 3 4 5 6 7 8 9 1 0 1 1 1 2 Objective 1: To adopt minimum standards, processes and practices of program management across the agency. 1.1.1. Minimum Standards finalized and accepted by Advisory Committee Brandy and AC 31-Oct 1.2.1. Electronic release of complete Program Management Manual Brandy with Dig. Librarian 10-Jan 1.2.2. Agency adopts PMM, Certification and Minimum Standards as Policy (1 July 2012) 1.3.1. Soft Launch of evolving PM Toolkit on DL Brandy with Dig. Librarian 10-Jan 1.4.1. 32 Headquarters staff trained in PMD Pro Brandy with LINGOS 16-Dec 1.4.2. Field Leaders complete workshop for portfolio management Brandy 13-Jan 1.4.3. Field Leaders receive tools for assessing performance, orienting staff to PM@MC and building plan for PM Brandy 13-Jan 1.4.4. PM@MC Curriculum tested in two Global Pilots Global Pilots for PM&MC training identified (31 Jan 2012) Craig with RPDs Curriculum tested with training for Edinburgh staff (Feb) Brandy Training conducted in two global pilot locations (Mar – May) Brandy with CDs 1.4.5. Regional programs or countries identified for early adoption (Feb) RPDs with CDs 1.5.1. All countries identify key steps for PM@MC and incorporate into FY13 plans (Feb-Mar) CDs with RPDs 1.5.3. Action plans for at least two programs in each region elaborated, supported and monitored (Mar-Jun) CDs with RPDs and POps Objective 2: To understand effectiveness of year one of the PMI and develop a plan to increase adoption in year two. 2.1.10. Prepare Baseline Data report for PM@MC (28 Feb) Intern with Brandy
  16. Minimum Standards – Implementation 1. Program Work Plan (PWP) is approved and regularly updated 2. Program Kick-Off Meeting is conducted, and minutes are available 3. Program Team is recruited; roles, responsibilities, and required skills have been articulated; Position Descriptions exist; Training Needs Assessment is carried out 4. Program Team receives copies of, and is oriented on: Proposal & Logical Framework, M&E plan, Program Work Plan (PWP), Kick-Off Meeting minutes and relevant parts of the Program Budget and Grant Agreement. Program Team is oriented on administration and finance procedures (FAM, FFM, FPM), and roles & responsibilities for contractors and partners 5. Program Team Coordination meetings take place at least once per quarter
  17. Minimum Standards – Implementation (cont.) 6. Descriptions of deliverables exist, and quality assurance checks are carried out at least twice per program year 7. Actual Program Schedule (within PWP) is updated against the Baseline Schedule by PM and submitted to supervisor on a monthly basis 8. Budget vs. Actual reports for the Program Budget are prepared monthly, and projections against the Program Budget are prepared quarterly 9. Program Progress reports (narrative and financial) exist 10. Scheduled and ad hoc reports and updates are communicated to stakeholders 11. Program Team member performance is assessed and documented by PM within three months of program start, and annually thereafter
  18. Minimum Standards – Monitoring & Evaluation 1. Key program M&E events (at a minimum, baseline, evaluation, and routine monitoring) have been carried out, and reports of these events exist (Implementation Stage) 2. Indicator Plan exists (Planning Stage) 3. Evaluation report exists (Implementation Stage) 4. Basic M&E data management system exists (Implementation Stage)
  19. PLACE HOLDEICATOR PLANIndicator Plan Performance Indicator Data Acquisition, Analyses and Reporting Target Performance Indicator Type Indicator definition and unit of measurement Data Source Data Collection Method/ Approach Freque ncy of data collecti on Responsi ble Person(s) & Team LOP Comments and Rationale Lifetime Initiative Goal: Improve effectiveness and efficiency of Mercy Corps programs worldwide Indicator 0.1: % of programs closing within 5% expenditure above or below total budget. outco me For baseline: Per cent of MC grants of $250,000 or greater value closing in FY 11 adhering to budget parameters as per original or revised grant agreement. Unit of measurement: Per cent of budget deviation from grant agreement Program/ project financial reports, consultat ions with regional finance officers Review of available financial reports and constulatio ns with regional finance officers. For baseline : Nov 2011 to Feb 2012 Data collected by PM@MC interns TBD On Budget: Deviation from original program budgets as per grant agreements is an indicator for successful project management as it can be indicative of correct budget development as well as program/project management. Reasons for budget deviations will be coded and noted in order to take all circumstances into account.
  20. Minimum Standards – End of Program Transition 1. Written End of Program Transition Plan exists 2. “Final 90 day” meeting has taken place, and minutes exist 3. Deliverables to be transitioned to external stakeholders have been handed over, and handover documentation exists 4. Contract/ sub-grantee status reviewed and finalization plans specified
  21. Minimum Standards – End of Program Transition 5. End of Program Transition has been clearly communicated to the Program Team, beneficiaries, host government counterparts, and partners 6. Lessons learned have been documented, and have been sent to the SPO and TSU 7. Program File is complete 8. Final report is completed and donor close-out requirements are met
  22. The Project Manager Challenge The challenge of being a program manager is getting other people to do what your program needs, often with limited authority. It’s a complex job that requires multiple skill sets. What skills are needed to be an effective program manager in Mercy Corps?
  23. Categories of Project Manager Skills
  24. Dimensions of a “Competent” PM Adapted from Project Manager Competency Development Framework Second Edition 2007 Project Management Institute Knowledge Performance OrganizationalSector specific Personal biggest gaps → personal development priorities
  25. Start Improving Your Skills Now! Take the online course at PM4NGOs: Take a management course on Mercy Corps’ The Learning Site Join and Contribute to the Program Management Community of Practice on Clearspace !

Notas del editor

  1. Programs are at the core of Mercy Corps’ strategy of community-led, market-driven programs in pursuit of our Vision for Change. The Mercy Corps Strategic Roadmap and regional and country strategies bind Mercy Corps programs to our Mission to alleviate suffering, poverty and oppression by helping people build secure, productive and just communities across the globe. To meet these strategic objectives, Mercy Corps pursues mission-supportive and contextually appropriate programs, recognizing that good program design and management are the basic building blocks of good performance. Good program management is about delivery and quality – it is about bridging the gap between strategy and results and ensuring that carefully designed targets are achieved within the time and budget allocated. Every one of us is involved in ensuring thoroughly competent execution of programs.
  2. Manual and tool kit were released this week on the DL (January 10th)! We are adapting the PMD Pro Training from LINGOs to integrate how we work at Mercy Corps. This training will be rolled out throughout the remainder of this fiscal year, with a focus on two global pilot locations. Elearning opportunities already exist for the foundational materials of project management for development professionals, and additional virtual learning opportunities are under development. Certification presents an exciting opportunity for our teams to obtain internationally recognized credentials for project management. Some of you may have already achieved certification as level one PMD Pro professionals. Level two will be available soon and we have access to discounted certification opportunities. More about this later….. The new Program Management Team offers support to program managers worldwide and we are working to enhance the skills and knowledge of HQ desk officers to back this support as well. Program officers in Portland have already completed PMD Pro training and many are level one certified. Throughout the next several months, program team members in the field will be able to engage in virtual learning with their peers through live virtual sessions and through the Community of Practice on Clearspace. The Program Management Team is ready to work with you to find additional opportunities for skills development and support, with both external partners and internal resources.
  3. We work in challenging environments with unique risks. Because of this, we must be flexible and adaptive, but we must also be active in our communication with stakeholders, clear on our intent and pro-active in managing risks and issues that may adversely affect our programs. Projects in a humanitarian relief environment require many elements of traditional project management. In a development context, building a team that has a common understanding of the objectives and activities within a program and speaks with one voice is essential to keeping a program on track to meeting targets on time and on budget.
  4. Facilitation Notes High-quality, comprehensive project management practices are indispensible to helping Mercy Corps manage organized, focused, effective and efficient projects. More specifically, strong project management helps ensure that: Projects are completed on time, on budget, and within the scope and quality prescribed by the project implementation plan – despite the complex and challenging contexts within which they are managed. Beneficiaries receive optimum value from project investments and projects achieve the objectives and goals to which they aspire. Projects adapt flexibly to the difficult environments in which they work (i.e. insecurity, scarce resources, high risks, multiple stakeholders), managing changes that enhance the ability of the project to achieve its results. Projects meet the accountability commitments to beneficiary communities, donors and other key stakeholders. Background Information Project Management, as we know it today, began to take root only a few decades ago. We can travel back further, though, to the latter half of the 19th century and to the rising complexities of the business world to see how project management evolved from management principles. At that time, the transcontinental railroad was the largest organization in this United States. Business leaders were faced with the daunting task of organizing the manual labor of thousands of workers and the manufacturing and assembly of unprecedented quantities of raw material. It wasn’t until the early 20th century when a gentleman by the name of Frederick Taylor showed that productivity could be improved by analyzing and focusing on the elementary parts of a job, rather than just demanding harder and longer hours from laborers. His associate, Henry Gantt, continued Taylor’s research by studying Navy ship construction during WWI. His major contribution to project management was to devise a tool for outlining the sequence and duration of all tasks in a process. Gantt chart diagrams, as they are called, are still used today. WWII had its impact on business management, as a shrinking war-time labor supply and complex military projects demanded new organization structure. PERT charts and the critical path method were introduced, giving managers greater control over massively engineered and extremely complex projects. Although various business models have evolved over the years, the common underlying structure has remained the same (especially for larger businesses): that the project is managed by a project manager, who puts together a team and ensures the integration and communication of the workflow horizontally across different departments.
  5. As the foundation of this initiative, Mercy Corps is adopting the LINGOs developed and PM4NGOs owned PMD Pro Guidebook and related certification opportunities for our Program Managers worldwide. PMD Pro was developed with contributions from LINGOs member organizations including Mercy Corps. The guide contextualizes project management practices from the private sector to international relief and development work. For example, the guide incorporates logical frameworks, which are common in our sector but also introduces work breakdown structures and concepts of stakeholder, risk and issues management which may be new to many of us. PMD Pro serves as the basis for Program Management. All other tools as well as the Mercy Corps manual are rooted in the PMD Pro guide. Level One Certification: available online now! PMD Pro1 is based on the guidebook and confirms that the applicant has knowledge of the Guide. Certification will be required for Program Managers and other country team leaders from the start of FY 13. Interested and motivated teams and team members are encouraged to get a head start now! The current guide (cover pictured here) is available now and a revised edition with expanded resources is expected to be released by March. The Guidebook is being revised to support a Level two certification that will test the applicant’s ability to understand how the concepts and processes can be applied in project management. The new guidebook will be a “build up” from the existing guide (so it is worthwhile still to work with the current guide). A third level certification is envisioned as well, but the time line is not yet established.
  6. Emphasize “principles”.
  7. Mercy Corps’ Program Management Manual builds on PMD Pro to answer the question, “how does this work at Mercy Corps?”. The PMM was developed as a companion to the Guide to PMD Pro and should be used together. It includes the Program Management Policy that officially goes into force for all programs from July 1, 2012. The policy includes minimum standards for each program phase for programs exceeding a value of $250,000, which we will cover later in this orientation, as well as certification requirements for Mercy Corps staff based on the level of their engagement with program management. The manual offers a chapter for each phase of the program cycle with helpful tools and procedures for getting the job done and meeting the minimum standards at Mercy Corps. There are also a number of recommended tools that, while not required, can help you save time and be better managers. As program managers become more familiar with the tools and processes, they will be able to see which tools are most relevant to assisting their work. Part of being a good program manager is determining which tools make sense and which do not for a given program. While minimum standards are required, Mercy Corps is taking a flexible approach that will allow program managers to adapt useful tools to meet their needs. Program Management will not look the same in every program, country or region, but we are expecting that all programs will have basic components of good program management in place.
  8. (screenshot of Tool Kit from the DL) Tools on the DL are organized in a program management tool kit, broken down by program life cycle phase and the major process steps within each of these phases. Many of these tools have been around for awhile, while others are completely new. The tool kit will be further developed over time and you can expect several new tools to be added in the coming months. Your input into what resources would be useful to you or for how to improve upon existing resources are most welcome!
  9. The Project Life Cycle. Programs are usually divided into phases. Collectively, these phases make up the project life cycle. Keep in mind that different industries/organizations may use different terminology to describe these phases that denote the beginning, middle and end of the project life cycle. Phases may be overlapping and iterative. For example, purposeful planning should continue as Program Implementation unfolds, and you may begin the end of program transition process steps while implementation is still underway. This version of the Project Life Cycle has been amended from the traditional PMI approach – adding the conceptual design process group at the front end of the process. ? Ask, although you may not have formally recognized them, have you seen these phases in the projects you’ve worked on in the past? Let me pause here and say that this model will serve as the roadmap for the entire PM@MC.
  10. Mercy Corps’ Manual and toolkit are divided by the phases of the life cycle, with process steps, tools, products and minimum standards associated with each phase. For example, this figure shows the initial or “Program Identification and Design” phase with real Mercy Corps relevant tools. The minimum standards for the Program Identification and Design Phase are highlighted in Red. Each phase in the Program Cycle will have a similar visual and a chapter within the Mercy Corps manual that directly accompanies PMD Pro. The tools listed are by no means exhaustive but are those found by practitioners and technical experts that were consulted to be the most relevant or useful. All of the tools will be organized on the DL in the “Program Management Tool Kit”. If you have additional tools, templates or examples that you have used in your program, we are eager to add very practical tools that have been tested in Mercy Corps programs, so please share them directly with Brandy or through the Clearspace Community of Practice.
  11. Applicable to all programs over $250,000 as a requirement from July 1, 2012, but strongly encouraged for individual projects and sub- projects as well. You already saw the Minimum Standards for the Identification and Design Phase in the earlier slide. I will now show you the anticipated minimum standards for all other phases of the program life-cycle. The minimum standards are very much a “minimum”. PMD Pro and the Mercy Corps manual and tool kit will provide additional resources and ideas that are recommended for good program management. In this phase, the minimum standards do not represent anything all that “new”, but we are saying that Mercy Corps programs now must have these in place. The manual and toolkit provides numerous resources to meet and exceed the minimum standards for program identification and design.
  12. Many of the minimum standards are not new. Here is an example of a logical framework, taking this fiscal year of the Program Management initiative as our example. As the FY 12 “project” fits into a larger initiative with subsequent years yet to be fully planned, this particular logical framework included the Goal and indicators for the larger initiative, while focusing on the key objectives, results and activities of the FY 12 project design.
  13. Planning happens at the start of a program – but it also should happen throughout implementation with regular planning and re-planning as situations evolve. Planning is often skipped or rushed due to pressures to launch activities quickly. However, improper planning is probably the most frequent mistake we make. When plans are not clearly developed to sufficient detail and actively communicated to stakeholders (especially the program team!) and managed and refined during program implementation, we cannot know if we are on track to complete our programs on time, on budget and on scope. (special note for portfolio managers) – if program managers cannot show you a clear plan and progress against that plan throughout the program lifecycle how do you know when programs are or are not on target to meet their targets? Clear plans in all programs can make the job of country director much easier. As well, with clear plans in place, which are understood by the full program team, changes in program managers or other key team members during implementation can be made much smoother.
  14. A proposal is not a sufficient plan to implement a program!
  15. The WBS is a hierarchical decomposition of the work of a project …Put simply, the WBS arranges the project scope in an outline or hierarchy of ‘work packages.’ WBS development is best when done with the team. Why participation? Stakeholders have skills that can help us come to more accurate estimates Stakeholders are in a good position to identify risks and mitigation strategies Help build a common understanding Builds more ownership and demonstrates responsiveness to concerns
  16. Your WBS can be developed into a schedule either using software such as MS Project, or by using a Gantt chart in excel. The Schedule is a core piece of the program work plan and should be updated, shared and used throughout the program to assess and communicate progress. The screen shot shows a portion of the detailed schedule for the Program Management @ Mercy Corps Initiative. On the next slide, we will show you a summary GANTT chart, which can be used for communicating program milestones.
  17. For this Gant chart, only the milestones are shown, while all other tasks are hidden. Gantt charts that include only the major milestones and progress toward their achievements can be a useful way to demonstrate to senior managers, such as Country Directors, or RPDs, the status fo the program and the major anticipated milestones. A few milestones for Program Management at Mercy Corps are depicted here. The focus of the initiative for the remainder of FY 12 is on direct training, performance support and communications. Adoption of the Program Management policy and the requirement that all new program adhere to the minimum standards and certification requirements will go into affect at the start of FY 13 on 1 July 2012.
  18. You’ve likely seen indicator plans before. They are not new. This indicator plan for one of the PM@MC indicators follows the format from Mercy Corps DME in a box.
  19. Planning for the end of program transition should happen early and include considerations of sustainability (good sustainability planning starts in the ID and Design Phase and is emphasized and improved throughout implementation. The end of a program is too late to think about sustainability), communication with stakeholders (how, when and how often will communicate about the end of the program and our plans – tip: best to do this very early on and reinforce throughout implementation), compliance and administrative closeout requirements (donor requirements as well as document retention, potential office closures, compliance issues, handover of materials and documentation of the same), care for staff (how can we make the transition for staff easier – whether they transition to another project or job internally or seek employment externally? Should we help them with CV writing assistance, interviewing training, etc.)
  20. Transition: So, what are the skill sets required to be an effective project manager... Optional Activity – Solicit ideas from the group and map them to a board. ? 6) List 3 of the skills a project manager needs to possess. (expect responses to include the following skills: planning organizing controlling (reviewing) writing presenting questioning persuading leadership conflict resolution motivation team building consensus building negotiation
  21. Project managers need to have three skill sets: traditional management skills, like planning, organizing, and controlling. communication skills, like writing, presenting, questioning, persuading and listening. and people skills, like conflict resolution, leadership, motivation, team building, consensus building (especially important at TNC), and negotiation skills. Transition: Now let’s review the key roles of a project manager: Planner Organizer Controller Communicator Leader
  22. Guidebook and self-guided learning modules are available free of charge at the website Tip: The Learning Site has Project Management courses available from CEGOS and the Harvard Series – many of which are available in several languages. For example, the CEGOS course on Project Planning is available in English, French, Russian, Spanish, Portuguese, Chinese, German, Hungarian, Italian and Dutch. The Clearspace Community of Practice creates a forum to ask questions and get support from peers throughout the agency. PMI tools and resources under development are also being posted there for comment before they are formally released.