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ChildFund Brasil Project Advisors Provided PMD Pro Training for Partners Organizations in Minas Gerais

ChildFund Brasil Project Advisors Provided PMD Pro Training for Partners Organizations in Minas Gerais

Development Sector, PMD Pro, Training

ChildFund Brasil PMD Pro Training 1

The PMD Pro 1 Training took place between July 10 and 13 in Araçuaí (Minas Gerais state) for professionals from 15 ChildFund Brasil local partners located in Vale do Jequitinhonha and Belo Horizonte (Minas Gerais state). The training was facilitated by project advisors Saulo Esteves, Michel Ferreira and José Wendel. The training ended with the certification exam for 25 participants on Friday (07/13).

Saulo Esteves, Project Advisor from Vale de Jequitinhonha, the training leader, said: “The objective of the moment was to enable the certification of the social organizations participants in PMD Pro and to improve the learning of the tools so that the participants can apply them and / or co-create them in their organizations and communities. ” He also said that, during the training, participants “focused” on the moments of the classes, simulations, problem solving and practical integrative activities carried out focusing on the tools knowledge.

ChildFund Brasil PMD Pro Training 2Douglas Soares, participant in the training and Social Educator of the AMPLIAR organization in Minas Novas (Minas Gerais city), commented that the meeting was dynamic and he was able to learn and focus more on subjects, through the approaches and dynamics of groups used by the facilitators, among them the PMD Pro Show, an adaptation of “Show do Milhão” (a brazilian TV show) – creation of the Project advisors to work in a more playful simulation issues and catch the attention of the trainers. He also commented that “can’t wait to bring the tools into the organization and further increase their impact on each project and idea.”

You Are Not Alone!

You Are Not Alone!

PMD Pro, PMDPro Guide

While the challenges confronting development projects are extensive and complex, they are by no means exclusive to projects managed in the development sector.

Chaos Report Project Results

Take, for example, the information provided in this graph and its accompanying table. Each year the Standish Group conducts a survey entitled the Chaos Report, collecting responses from over 10,000 Information Technology (IT) projects. The report identifies the percentage of IT projects evaluated as “succeeded”, “challenged” or “failed.”¹

Year after year, the Chaos Report results indicate that the majority of IT projects surveyed by the Standish Group are assessed as “challenged” or “failed” and only a relatively small percentage are considered to have “succeeded.” In 2008, for example, the percentage of unqualified project successes was 32%; failures (defined as projects abandoned midstream) were 24%, and the remaining 44% of projects were completed but “challenged” by cost overruns, calendar delays, and/or failed to deliver all the project products or services.

It is important to acknowledge that the Chaos Report does not address development projects. The survey was designed and implemented by a project management services firm to study the results of IT projects. However, the results of the report are helpful in that they underscore the challenges of delivering successful projects and they provide data that help us answer the key question, “What are the key issues that result in project challenges and failures?”

According to the analysis of the 2009 Chaos Report, there are three issues that most frequently result in challenged projects².

  1. Incomplete requirements and specifications;
  2. Lack of contingency planning for managing risks; and
  3. Failure to learn from mistakes

Does this sound familiar? What is striking about the analysis of challenged projects in the IT sector is how similar the issues are to those in development sector. Continue reading “You Are Not Alone!”

The Difference between a Project and a Program

The Difference between a Project and a Program

Program Management, Project Management

What are the fundamental differences between the two? Find out…

This article was originally published on APMG International.

Defining a Project:

Perhaps the key difference between a project and a program is specificity. A project refers to a specific, singular endeavour to deliver a tangible output. A project manager is therefore responsible for ensuring a project delivers on its intended output in line with a defined time frame and budget.

Defining a Program/Programme:

A program refers to multiple projects which are managed and delivered as a single package. A program manager is therefore tasked with overseeing all the projects comprising the program – to ensure it achieves its outcomes.

 

How Projects and Programs differ:

Continue reading “The Difference between a Project and a Program”

Project Management Culture: Necessity or Nuisance?

Project Management Culture: Necessity or Nuisance?

Project Management

This article was originally published on IPMA International. Written by Professor Jiwat Ram.

It is often suggested that organizations progress or perish courtesy their culture. In simple words, culture is a microcosm of unwritten norms, values, behavioural tendencies, and ways of doing things that are peculiarly characteristics of a system, such as an organization.

In a normal business organization with a more or less stable set of employees, culture will be quite well entrenched deep down in the foundation of organization and will be at the core of driving actions and behaviours of the organization; not varying great deal over extended periods of time unless something catastrophic happens. In fact, people not aligning themselves with the culture may even have to leave

the organization, hence the culture remaining intact most of the times, if not all. In hindsight, culture seems to be the only element in an organization that out-last most of the other elements, even the people and leaders who created the organization in the first place.

Project organizations are not different from non-project organizations as far as culture is concerned. Project organizations too have their own culture which can be termed as project management (PM) culture. Albeit to certain extent, PM culture varies with the changing eco-system of the project and the team composition.

In an organization that churns out a lot of projects with team members sharing work across several projects, the extent to which PM culture varies will be limited across the projects in that organization. Moreover, PM culture is often influenced by set of processes, hence if the processes are same, it is possible that the culture does not vary great deal. Continue reading “Project Management Culture: Necessity or Nuisance?”

PM4NGOs People – Oliver Filler

PM4NGOs People – Oliver Filler

Board Members

A passionate advocate for promoting excellence in project and programme management, Oliver Filler has over 10 years of experience in humanitarian response and development programming.

As Project Cycle Management Programme Support Specialist, Oliver has been leading Plan International’s global project management strengthening initiative. This initiative utilises PMD Pro Level 1 as a core global project management standard. Through this roll out Plan has PMD Pro trained staff in all 54 country offices and has a growing pool of Regional and National Office trainers.

Oliver Filler: PM4NGOs Board MemberIn this role, Oliver has co-authored Plan International’s global Programme and Influence Quality Policy and created Plan’s global project cycle procedures, tools, guidance, competencies, maturity model and standards. Oliver also provides direct project management support to Country Offices and Regions.

Oliver’s background is in programme quality, specifically in conflict and post conflict areas. He has worked with the Danish Refugee Council and Save the Children in senior management roles responding to the Syria conflict, South Sudan refugee response, Horn of Africa famine and Tsunami response, amongst others.

Oliver sees the professionalization of project management in the NGO sector as a critical element of ensuring that the sector remains relevant, adaptive and innovative.

Webinar: PMD Pro – o novo e revisado guia. Quando e quais mudanças esperar?

Webinar: PMD Pro – o novo e revisado guia. Quando e quais mudanças esperar?

Uncategorized

PM4NGOs is making webinars in different languages to share the news about PMD Pro Guide Rewrite for as most people as possible. This one was in portuguese by our executive director, Edson Marinho. See the video!

O PM4NGOs está fazendo webinars em diferentes línguas para disseminar as mudanças no Guia PMD Pro para o maior número de pessoas possível! Este webinar em português foi ministrado por nosso diretor executivo, Edson Marinho. Veja o vídeo!

Advocates for International Development – Lawyers Eradicating Poverty

Advocates for International Development – Lawyers Eradicating Poverty

Development Sector, Partners

The Advocates for International Development (A4ID) is a PM4NGOs partner that provides harnesses the skills and expertise of the legal profession to combat poverty.

The text above is prom the A4ID Development Partners Pack where you can find more information about it. Check out: 

“A4ID’s vision is for the law and lawyers to play their full part together in the eradication of global poverty Unequal access to legal expertise acts as a barrier to economic growth and equality of opportunity. A4ID harnesses the skills and expertise of the legal profession to combat poverty and to drive progress in helping to realise the UN Sustainable Development Goals (SDGs).

We do this by partnering with leading law firms, barristers, in-house lawyers and legal academics who are keen to offer their skills free of charge, to support development organisations and developing country governments in need of legal assistance.

 

Advocates for International Development - Lawyers Eradicating Poverty

What we do A4ID works with an extensive network of legal partners – more than 50,000 legal experts from every part of the world – whose pro bono work has so far benefitted communities and organisations in 123 countries.

Our development partners include non-governmental organisations, social enterprises, community-based organisations, developing country governments, and developing country Bar Associations and Law Societies, who are all working towards the eradication of poverty and furthering the UN Sustainable Development Goals.

A4ID’s legal partners have helped to influence policy decisions in developing countries, supported the growth of fledgling social enterprises, and worked with development organisations to empower local communities, influence legislation and protect rights in the world’s most vulnerable communities.

Legal partners also work to address the fundamental legal issues involved in the day-to-day operation of development organisations, advising on areas such as corporate governance, contracting, intellectual property and business modelling. This allows these organisations to operate more effectively, and therefore increase the impact they can have towards meeting international development targets.”

Click to know more information about A4ID as how to become a development partner:

New Perspective in Project Management

New Perspective in Project Management

Project Management

The PM4NGOs partner IPMA International collaborated to create the international workshop: “New perspective in Project Management”.

 

This article was originally published on IPMA International. Written by Sandra Mišić and Amin Saidoun.

On 9th of May 2018 Turkish Project Management Association in collaboration with IPMA and Gazi University organized an international workshop.

The topic with the title: “New perspective in Project Management” attracted over 150 attendees from private but mainly academic sector.

Both national and international speakers were invited to the event.

Dr Jesús Martínez Almela (Spain), IPMA President started the workshop with an opening speech, underlining that IPMA strongly supports the development of project management in the Turkey.

The workshop was organized in two sessions. The topic of the first session was New Standards in Project Management and the second one addressed Current Trends in Project Management. Continue reading “New Perspective in Project Management”