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.
What is the potential of Agile Project Management for the development and humanitarian sectors? This article investigates the compatibility between Project DPro and Agile PM.
The extent to which Agile PM could be useful in the humanitarian and development sectors remains largely unexplored. Originally conceived as a solution to problems presented by the traditional management of projects in software development, Agile has expanded to other sectors, and, in theory at least, can be used in any context.
This is the third in a series of articles looking at the effects of Covid-19 on project management in the development and humanitarian sectors. For the second article in the series, visit:
Identification and management of risk is intrinsic and non-negotiable in project management, and certainly one area that will be irrevocably changed by the current health crisis. I believe we will change not the way in which risk is identified and assessed, but rather our relationship with risk.
Peter Marlow, PM4NGOs Board Member, discusses at this PM Today article the unique challenges of managing projects in the humanitarian and development sectors and how a training and certification scheme called Project DPro that’s celebrating its 10th anniversary this year is making a big difference.
He explains why it’s needed, how it’s put into practice, and how you can help.
“Operations keep the lights on, strategy provides a light at the end of the tunnel, but project management is the train engine that moves the organization forward.” – Joy Gumz
This is the second in a series of articles looking at the effects of Covid-19 on project management in the development and humanitarian sectors. For the first article in the series, visit:
How will our experience of coronavirus affect our approach to managing the time element of projects in future?
When we finally emerge from the current health crisis, it will be to a World indelibly marked by the events of 2020.
The extent of human and economic loss exacted by coronavirus is not yet clear. What we do know is that life will go on and dedicated professionals will continue their work in the humanitarian sectors. But even before current events unfolded, calls for radical change were becoming ever louder as irreversible climate change becomes more imminent.
I expect this trend to be magnified by the Covid-19 crisis. More people will consider alternatives to mainstream development that focus on culture and wellbeing rather than production based on economic growth. Concepts such as Buen Vivir, Ubuntu, and Degrowth may well become more popular.
What does this mean for the Project DPro practitioner? Alternative development projects are people-centered and participatory, working on social and cultural issues at grassroots level. Inevitably then, for alternative development projects local knowledge and needs analysis will be more in-depth and complex.
Name: Abdullah Al Noman
“My name is Abdullah Al Noman.
I am a 24-year-old boy studying in Khulna University Business School. However, I am actually from Dhaka which is the capital city of Bangladesh. Staying far away from my home taught me several life lessons. Point to be highlighted, it offered some career insights too. Now, I am writing to express my journey in becoming a PMD Pro certified.
I would like to commence with why. How I made it will be followed later. Bangladesh is an emerging country with a lot of economic, social and political barriers. It is not an affluent country, not even close.
Moreover, more than a million rohingya found shelter in refugee camps who fled from the neighbor country, Myanmar. They are residing in Teknaf And Ukhiya Upazila around Cox’s Bazar, Bangladesh, which is now home to the world’s largest refugee camp. As a humanitarian response, a noteworthy number of NGOs are trying to help them. We need more development works for the sake of our
PM4NGOs is delighted to announce the launch of the Project Management for Development Professionals Guide – Project DPro (PMD Pro 2nd Edition). The Project DPro Guide reflects years of learning, feedback from hundreds of development professionals, and a two-year development process. It also aligns with Program DPro Guide.
PM4NGOs anuncia com satisfação o lançamento do Guia de Gerenciamento de Projetos para Profissionais de Desenvolvimento – Project DPro (PMD Pro 2a Edição). O Guia Project DPro reflete nos de aprendizagem, feedback de centenas de profissionais de desenvolvimento, e um process de desenvolvimento de 2 anos. Ele se alinha com o Guia Program DPro.Continue reading “Guia Project DPro – Segunda Edição do PMD Pro”
PM4NGOs se complace en anunciar el lanzamiento de la Guía de Gestión de Proyectos para Profesionales del Desarrollo – Project DPro (Segunda Edición de la Guía PMD Pro). La Guía Project DPro representa años de aprendizaje, retroalimentación de cientos de profesionales de desarrollo y un proceso de elaboración de dos años, así como una alineación con la Guía Program DPro.Continue reading “Guía Project DPro – Segunda Edición Guía PMD Pro”