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Opinion: Reducing the barriers to career advancement

Opinion: Reducing the barriers to career advancement

Partners

Getting certified can be an important factor in career mobility, employability, and upholding high sector standards. Online certifications are one way to increase access and ensure content aligns with current best practices.

According to a survey — which is not yet publicly available — that we have done at online learning site DisasterReady.org, 94% of aid workers see certifications as an opportunity for professionals to demonstrate their skills, knowledge of a role, and commitment to continuous professional development.

What separates a certification from a course is the assessment and validation of knowledge. And for many humanitarians, particularly those working as national staff members, this validation of knowledge can be a key component of career advancement, particularly when valued by employers.

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The  Golden Thread – Project Management in Three Sectors

The Golden Thread – Project Management in Three Sectors

Partners, Project Management

This report – the third in the Golden Thread series – is published at a time where many of the certainties in place when this research was conducted no longer exist. At the time of writing, the coronavirus looks like it will have a long tail of implications.

APM’s The Golden Thread research sought to identify the size and contribution of projects and project management to the UK economy and society. Following highly positive feedback and numerous requests for further information particularly for regional and sectorial detail, APM commissioned PwC Research to undertake a second phase to build on the original study. 

Our attention turns to some of the sectors where project management skills are increasingly being utilised to run projects more effectively, efficiently and professionally.

This research focuses on three growth areas for project management, which APM believes deserve specific attention as sectors where the contribution of project management has been overlooked or lacks specific data or attention.

These sectors are healthcare and pharmaceuticals/life sciences, the charity sector, and the small and medium enterprise (SME) sector as a whole. Our research concludes that project management is offering these sectors significant benefits and opportunities, which have the potential to result in improved professionalism and better project delivery.

Read the full article and access the reports at:
https://www.apm.org.uk/goldenthread/sector/

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Chamada para ação em imediata priorização do desenvolvimento profissional para aceleração da resposta global ao COVID-19 – Press Release

Chamada para ação em imediata priorização do desenvolvimento profissional para aceleração da resposta global ao COVID-19 – Press Release

COVID-19

A magnitude da crise COVID-19 é algo que nosso setor nunca enfrentou antes. O sucesso da resposta depende de uma ação coletiva de todos e esforços unificados visando antigas deficiências e exclusões em todo o setor.
O PM4NGOs e seus parceiros são profissionais dos setores de desenvolvimento e humanitário de
todo o mundo. Temos testemunhado, em primeira mão, o impacto que o desenvolvimento profissional pode causar, especialmente no gerenciamento de projetos. Agora mais do que em qualquer outro momento, nós acreditamos que é imperativo que atores locais e nacionais tenham acesso à desenvolvimento profissional no tempo correto, de forma direcionada, e com credibilidade, para ajuda-los a navegar o contexto do COVID-19 e entregar assistência com qualidade para suas comunidades, de forma segura. Estamos convidando organizações em todo o setor a participar do nosso chamado para ação.
Através do endosso à esta carta, nós reconhecemos e damos suporte à priorização de investimentos em desenvolvimento profissional para atores locais, para acelerar a resposta global ao COVID-19.
Acreditamos firmemente que uma eficaz e coordenada resposta só pode ser alcançada quando
atores locais e nacionais tiverem o conhecimento, habilidades, ferramentas, e flexibilidade para melhor servir suas comunidades.
Convidamos organizações para participar desta carta aberta ao setor porque, coletivamente, teremos melhor capacidade de promover e influenciar uma mudança neste contexto. Todas as organizações e parceiros que endossarem esta carta serão listadas (nome da organização, em ordem alfabética) no nosso website, em um comunicado à imprensa, em comunicação com parceiros, e em nossa mídia social. Esta carta será compartilhada com parceiros e o público em geral para gerar diálogo e discussão sobre este tema e problema.

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Call to action for the immediate prioritization of professional development to accelerate the global COVID-19 response – Press Release

Call to action for the immediate prioritization of professional development to accelerate the global COVID-19 response – Press Release

COVID-19

The magnitude of the Covid-19 crisis is like nothing our sector has faced before. The success of the response relies on the collective action of the whole and united effort to address long standing
deficiencies and exclusions across the sector.

PM4NGOs and our partners are development and humanitarian practitioners from across the world.
We have witnessed, first-hand, the impact professional development can have, especially in project management. Now more than ever we believe it is imperative that local and national actors can
access timely, targeted, and credible professional development to help them navigate the Covid-19
context to deliver quality assistance to their communities safely.

We are asking organizations from across the sector to join us in a call to action. By endorsing this
letter, we are acknowledging and supporting the prioritization of investment in professional
development for local actors to accelerate the global COVID-19 response. It is our firm belief that an
effective and coordinated response can only be achieved when local and national actors have the
knowledge, skills, tools, and flexibility to be able to better serve their communities.

We are inviting organizations to join us in this open letter because collectively, we are better able to
advocate for and influence change around this issue. All organizations and stakeholders who
endorse this letter will be listed (in name, listed alphabetically) on our website, in a press release, in
communication with stakeholders, and on social media. This letter will be shared with stakeholders
and the general public to generate dialogue and discussion around these issues.

I would like to ask you to invite the local actors and other organizations that you have access to
endorse our letter.

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“Participatory methods” during project identification

“Participatory methods” during project identification

Project DPro, Project Management

During the project identification and design may organisations fall in the trap of the conventional research as it is thought that the researcher is the expert and knows more through the extensive experience that he/she has. Mostly, this method of research will result to the failure of the project to achieve its purpose and Goal as the thoughts of the users, beneficiaries and targeted communities were eliminated from the beginning to know their needs and how to respond to. The participatory learning action-PLA research method is a set of actions that are done at the beginning of the project to investigate more about the core problem, assess the current situation and define the possible solutions and interventions that could help the targeted communities. All of those actions should be done jointly with the community members and other stakeholders. Thus, the first step for this process is to identify the stakeholders so that we can ensure close communication and coordination with them. The first tool that might be useful to identify the stakeholders is the Venn diagram. The Venn diagram is a visual tool that shows the most relevant stakeholder, their level of influence and power, and the connections between each stakeholder and the other. The Venn diagram does not give us detailed information about each stakeholder thus, another tool is needed. This tool is called the stakeholder analysis matrix. The matrix helps with elaborating more about each stakeholder by giving more details about each one of them, classify them into categories to communicate later on easily, gives more details about their interest with the capacities that they have and how we can keep them interacted.

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PM4NGOs People – Josephine Carlson

PM4NGOs People – Josephine Carlson

Board Members

Josephine has worked in international development and humanitarian response for more than twelve years. A true generalist, she has accumulated a broad experience from managing programmes, people, and processes for several large INGOs and across a wide range of thematic areas, predominantly while based in post-conflict and/or disaster-affected contexts, such as Afghanistan, Lebanon and Myanmar. Having played a central part in Mercy Corps’ efforts to roll out and standardise project management across the agency globally, Josephine is qualified to Project DPro Level 1 and Program DPro, and a trained facilitator and Trainer of Trainers in Project DPro.  

Josephine is a firm believer in that improving and assuring quality, with the ultimate goal of delivering the best impact for the communities we support and serve, should drive all international development work. Successful project and programme management is key to this effort.

Josephine holds both a Bachelor Degree and a Master of Social Science in Peace and Conflict Studies from Uppsala University, Sweden. She is Swedish and currently based outside Stockholm.

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Four traps that can lead to project failure

Four traps that can lead to project failure

Project DPro, Project Management

Accountability for results trap

Lack of management capacity trap

Cultural trap

One-size-fits-all trap

According to statistics from several sources, there are between 39 to 64% of projects that result in failure and projects’ stakeholders are more dissatisfied than those that are satisfied (Ilk, 2012). This failure might either be with operational implementation as not meeting one of the three project constraints, i.e. project scope/quality, time frame or allocated budget; or by non-reaching the project impact, purposes and Goal. The project failure can be a result of several reasons, e.g. a wrong or impractical design, unclear project scope, lack of communications, overloaded project team, lack of stakeholder engagement, unrealistic appraisals, unrecognised potential risks, poor planning, absence of monitoring and controlling, and weak institutional capacity. Those reasons can be classified into three categories: context related problems, management capacity problems, and sustainability problem (Ilk, 2012). It is believed that those reasons for project failures are the results for failing into one of the following four traps that project managers might sink into: “the one-size-fits-all trap”, “the accountability for results trap”, “the lack of project management capacity trap”, and “the cultural trap” (Ilk, 2012). So, let us analysis more every one of those traps and try to suggest solutions that can mitigate the risk of failing in each one of them so that we can increase the likelihood for the project success.

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How to create and manage an Issue Log

How to create and manage an Issue Log

Project DPro, Project Management, Tools

Creating an Issue Log is an activity performed during project Implementation. The PMD Pro Guide defines an issue as:

An issue is an unresolved decision, situation or problem that will significantly impact the project and that the project team cannot immediately resolve.

The Issue Log is a tool for reporting and communicating designed to facilitate the timely resolution of issues. Without an issue log, it is possible to either ignore or forget about issues arising, only for those issues to have more serious consequences later on.

Please note that this is a resource available at the DPro+ platform. In order to access the DPro+ you must be Project DPro or Program DPro certified.

Click here to read this full guidance and access the series of “How to” guides available at the DPro+ platform.


The “How to” guides are booklets that present guidance and tips to develop some of the Project DPro and Program DPro tools. Some of the activities related to the project/program management routine are also included in the “How To” collection.

If you have an idea for a “How to” guide or you would like to write one, please contact our team and share your experience.

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PM4NGOs People – Samantha Musoke

PM4NGOs People – Samantha Musoke

Board Members, PM4NGOs

Sam qualified as a Chartered Accountant in London in 2000, working in the charities department of Mazars. The following year she moved to Uganda where she has lived and worked ever since.  She started off auditing with a local audit firm with predominantly NGO clients, then moved to consulting and training with Aclaim Africa Ltd, with assignments in Ethiopia, Senegal, Tanzania, Kenya, Zimbabwe, Nigeria, and Rwanda as well as across many districts in Uganda.  She was accredited as a Humentum (Mango) Associate trainer in 2004, and delivered the course that became the precursor to FMD Pro, as well as their training of trainers course.

Sam spent two years as part time Chief Financial Officer of a tourism business before returning to the NGO world as Grants Management Advisor to VSO, supporting a programme with 28 sub-grantees in Northern Uganda.  Having tasted the INGO experience, she took on the role of CFO of a small local organisation preparing for its first USAID grant as a sub of Catholic Relief Services.

Sam returned to full time work in 2017 as Regional Director East Africa for Humentum, where she was also the internal ‘Subject Matter Expert’ for financial management training and developed a ‘Fighting Fraud in NGOs’ course. Sam has passed PMD Pro and is excited about the crucial complementarity between PMD Pro and FMD Pro. Sam is currently Project Director for IFR4NPO at Humentum, an initiative to develop internationally applicable financial reporting guidance for non-profit organisations.  Sam has a degree in Natural Sciences from Cambridge University and is honoured to serve on four other boards at present.

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