Program DPro (PgMD Pro) Rebranding

Program DPro (PgMD Pro) Rebranding

PMD Pro, Program Management

Over the past 10 years, PMD Pro has reached 27 thousand professionals, working at 1,250 organizations, in 165 countries. This is the number of professionals that we can acknowledge because they have taken the exam – but we are sure that many more project managers and their teams are applying the PMD Pro best practices. This large community has motivated and helped PM4NGOs and its partners to go beyond the project management level.

PMD Pro has given birth to a family of best practices and methodologies: Program Management, Monitoring and Evaluation, Financial Management, PMD Pro Starter, and supplemental materials like the Theory of Change and the Quick Reading Guides.

Informally, we refer to this group of guides and methodologies as the DPro Family.

DPro Family, Program Management, Project Management, Financial Management

To better align with the growing DPro family of methodologies and Guides, we rebranded our methodology PgMD Pro to Program DPro. Next year, we will also rebrand PMD Pro to become Project DPro (with a permanent reference to the original brand PMD Pro).

Rebranding is about changing perception. It is more commonly described as a change in how you look, sound, and write. This change will allow practitioners to better recognize all current and future DPro practices as member of one family.

Long live the Decision Gates

Long live the Decision Gates

PMD Pro, PMDPro Guide, Program Management, Project Management

During the project launch meeting, suddenly, the Project Manager raises from his chair and shouts: “long live decision gates!” Yes, decision gates must live long and walk through the entire project life. But what are decision gates?

According to the PMD Pro Guide, decision gates consist of a series of points in the project that require a decision to either proceed with the next phase of the project, modify the Scope, Schedule or Budget of the project or end the project outright. Each successive decision gate builds on the work that was developed in the previous stage.

Although more common at the Setup Phase, when a formal approval is required to mobilizing resources and beginning the iterative planning and implementation phases, decision gates are helpful and necessary to connect each phase and stage of the project.

Continue reading
PMD Pro Success Story: Maged Kassoum

PMD Pro Success Story: Maged Kassoum

Case Studies, PMD Pro, PMD Pro Certification, Project Management

Name: Maged Kassoum
Country: Syria
Study: Self-Study or Training 

“I am Maged Kassoum. A humanitarian young man worker based in Syria. I think no effort is required to define or explain SYRIA.
I am writing to tell you about my experience in achieving PMD Pro Level1, especially how I proudly gained PMD Pro certificate.

Living in conflict zone, I apprehend the deep need for acquiring more professional skills and competences in humanitarian domain, especially in project development sector. I joined many INGOs: Syria Recovery Trust Fund/SRTF as field coordination officer; Islamic Relief Worldwide as FLS project officer and ACTED as TVET and SME Livelihoods assistant.

During that time, my need to have more knowledge about managing projects increased fast; it even turned to a must. I was eager to attend and to study the most professional course which enable me to manage relief and aid projects professionally.

Again, short time available to educate myself due to my engagement in relief work, unsafe environment due to different war works- fighting between opposed sides, battles, air attacks and different bombardment- and other catastrophic circumstances prevented me from attending development and training center.

At last, I decided to search the internet for the ideal platform which can grant me this professional training. I registered in disasterready.org because I see it verified and reliable one. I read about PMD Pro in its content.

(more…)
Inclusive PMD Pro for Visually Impaired

Inclusive PMD Pro for Visually Impaired

Development Sector, PMD Pro, Project Management

Author: Cristiano Moura

Inclusive Project Management for Development Professionals methodology for Visually ImpairedInspired by the democratization of information and access to management tools provided by the PMD Pro Guide, Cristiano Moura developed a method to train the visually impaired in project management, specifically in the initial phase of the Project Life Cycle. This method proposes that the visually impaired can design projects, improve management, attract resources and be recognized professionals of the social development sector, after all, now they can see how to make a good justification of their projects and design structured projects, taking into account the tools of Identification and Design of Design, as Tree of Problems, Tree of Objectives and mainly the Logical Framework.

And how could that be possible? Eyes of a visually impaired person are also in their hands, so the idea was to enable them to experience the tools through touch. And why? Because there was a problem that in an expositive class would be extremely complicated to work with this audience. So, some questions guided the creation of this method, for example: “how to explain and make visually impaired that at the time of justifying the project we would have to use a problem tree?” “How could we make them understand that in roots, trunks and branches, we would have causes, central problem and effects?” Continue reading “Inclusive PMD Pro for Visually Impaired”

Desafios do Gerente de Projetos

PMD Pro, Project Management
   

Um desafio, por definição, é uma situação difícil ou perigosa que alguém enfrenta, então a primeira coisa que geralmente pensamos quando falamos em desafios é numa situação que enfrentamos, a partir da qual podemos triunfar ou não.

O interessante, então, não é somente analisar o desafio, mas também os elementos que farão a diferença entre encará-lo de maneira bem-sucedida, ou simplesmente enfrentá-lo e deixar ao acaso o sucesso ou o fracasso que se pode obter.

Na Gestão de Projetos Sociais, os desafios são inúmeros. Na grande maioria dos cenários, temos um problema social, muito difícil de resolver, causado por inúmeros fatores e que foram mantidos por anos.

Somados a esse problema, estão diferentes atores, com interesses diferentes, e muitas vezes a única coisa que fazem é contribuir para tornar o problema ainda maior. Embora alguns atores estejam interessados em contribuir para a resolução do problema, eles o fazem com sua própria metodologia, portanto é comum que alguns esforços sejam duplicados, mas é também comum que a abordagem ou estratégia de alguns atores dificulte a nossa intervenção (metodologias paternalistas, por exemplo).

Além do exposto, encontramos desafios na obtenção dos recursos necessários para a implementação dos projetos. De recursos financeiros, cada vez mais escassos, ao talento humano, onde o maior desafio que enfrentamos é encontrar a pessoa ideal no momento ideal para desempenhar o papel ideal para o projeto.

Para aqueles que tomam os desafios como uma grande dor de cabeça, o campo de gestão de projetos sociais pode ser um caminho errado. Mas para aqueles que apostam em um futuro com melhores condições e valorizam a satisfação de ver mudanças positivas nas comunidades em que trabalham, enfrentar esses desafios é o melhor incentivo para entregar um projeto de sucesso.

Qual pode ser a diferença entre encarar um desafio bem-sucedido ou falhar na tentativa?
A partir da minha experiência:

  1. Tenha uma ideia clara da magnitude do desafio. Uma chuva forte não é o mesmo que um furacão.
  2. Preparar a estratégia e as ferramentas necessárias, de acordo com a magnitude do desafio. Não há nada pior do que querer enfrentar o furacão com um guarda-chuva simples.
  3. Sempre tenha um plano B, um plano C e um plano D, se necessário. A magnitude do furacão geralmente muda durante a sua trajetória.
  4. Sempre tenha um objetivo claro. Isso faz que você veja o mesmo desafio de uma perspectiva única e, portanto, sua estratégia deve ser única. O furacão chega a todos, mas se você estiver no comando da companhia elétrica da cidade, sua estratégia será radicalmente diferente do que se você fosse responsável por uma creche!

Os 4 passos anteriores têm algo em comum… Cada passo implica preparação. Você não enfrentará desafios de maneira bem-sucedida sem se preparar para isso!

Inscreva-se para o Webinar Desafios do Gerennte de Projetos

Data: 4 de setembro 2018

Hora: 18:00 hora do Brasil

Facilitador: Juan Manuel Palacios

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!”