1. Strategic Planning & Project Management © Koen G. Berden & Michiel V. Hees, RM Lund 2003 Strategic Planning & Project Management Regional Meeting Lund November 2003 By: Michiel van Hees & Koen G. Berden

2. Strategic Planning & Project Management © Koen G. Berden & Michiel V. Hees, RM Lund 2003 This Lecture Strategic Planning What is strategic planning? Cases 1&2: A local & An event Examples Project Management Definition Stages of Project Management Working with people & teams Projects in AEGEE K

3. Strategic Planning & Project Management © Koen G. Berden & Michiel V. Hees, RM Lund 2003 Strategic Planning: What is it? Definition Mission/vision – strategic planning – tactical planning – operational planning Gun Ho: Squirrels, Geese, Beavers Motorway-example Where does project management fit in?! K

4. Strategic Planning & Project Management © Koen G. Berden & Michiel V. Hees, RM Lund 2003 Strategic Planning: Why & Risks? Why? 1.Think over contingencies (all possibilities) 2.Avoid risks and unexpected circumstances 3.Limited resources (money, time, people, etc.) What could go wrong? 1.Lack of resources (PR, FR) 2.Time (mis)management 3.Lack of communication/difficulties in team work / badly divided task responsibilities 4.Unexpected external developments M

5. Strategic Planning & Project Management © Koen G. Berden & Michiel V. Hees, RM Lund 2003 Strategic Planning Case 1: A local What does a local need to plan? For how long do you want to plan? What are your goals? Longer term (strategic) Shorter term (tactical) What do you practically have to do/organise? What resources are involved: bottlenecks? What are the risks for your local? M

6. Strategic Planning & Project Management © Koen G. Berden & Michiel V. Hees, RM Lund 2003 Strategic Planning Case 2: An event What type of event? Where/how does event fit into the LT-plan? What are the aims of the event? Task division, team work & motivation Time management: Programme, FR, PR, IT, participants, lodging, food/drinks, speakers, event patrons Results & Follow-up K

7. Strategic Planning & Project Management © Koen G. Berden & Michiel V. Hees, RM Lund 2003 Strategic Planning: Examples? Koen G. Berden: Chairman: Agora’s & PM’s Global Employee project Michiel van Hees: AEGEE TV Les Anciens Natalie Kolbe: AEGEE-Academy Eric Nael: Strategic Planning in AEGEE-Europe K/M

8. Strategic Planning & Project Management © Koen G. Berden & Michiel V. Hees, RM Lund 2003 Project Management: What is it? Definition Latin word PROJICERE (= throw forward) is suggesting movement, a trajectory, a certain relation with time and space. Project : “An individual or collaborative enterprise that is carefully planned and designed to achieve a particular aim” Oxford English Dictionary M

9. Strategic Planning & Project Management © Koen G. Berden & Michiel V. Hees, RM Lund 2003 Project Management: Stages (1) Define the Project Plan the Project Monitor & Control the Project Evaluate the Project Project Follow-Up & Implementation M

10. Strategic Planning & Project Management © Koen G. Berden & Michiel V. Hees, RM Lund 2003 Project Management: Stages (2) Define the Project Background, Aims, Environment, Research, Brainstorm, Experts, Define means Plan the Project Resources Assessment (eg. Budget, FR, PR), SMART: Specific, Measurable, Achievable, Realistic Timed Monitor & Control the Project Collect info, measure progress, see deviations, correct if necessary M/K

11. Strategic Planning & Project Management © Koen G. Berden & Michiel V. Hees, RM Lund 2003 Project Management: Stages (3) Evaluate the Project Results, objectives, financial management, evaluate process Project Follow-Up & Implementation Results publication & distribution, involve decision makers from beginning, financial reports, thank you K

12. Strategic Planning & Project Management © Koen G. Berden & Michiel V. Hees, RM Lund 2003 Project Management: The Team (1) A group of individuals working together in a team (Remember lecture Stefan on Motivation) DIFFERENT individuals: task division Again Gun-Ho! Take the differences in culture, approach, working method into account to avoid frustrations!!! (eg. Nordic vs. Mediterranean method) K

13. Strategic Planning & Project Management © Koen G. Berden & Michiel V. Hees, RM Lund 2003 Belbin roles +-+- Chairman gets people togetherleaves little room for others Plant makes things growneeds to be inspired Social worker keeps a team togethercannot take difficult decisions Civil servant hard working for the teamonly does agreed work Monitor looks for progressstays at a distant from the project Visionary has the ideasno hands on worker Specialist is very good at specific workis not good at the rest Analyst very good at finding problemsnot focussed on solutions Catalyst helps other work betternot focussed on details Parcieux thinks he knows allcan irritate people M

14. Strategic Planning & Project Management © Koen G. Berden & Michiel V. Hees, RM Lund 2003 Project Management: AEGEE projects How many can you mention?! - Youth & Globalisation- European Identity - PIE- Borderless Europe - Global Employee- European Day of Languages - Youth for SEE- Summer Universities - EURECA- Key to Europe - Quo Vadis Europe?- Address Book - AEGEE TV- Working Group projects M

15. Strategic Planning & Project Management © Koen G. Berden & Michiel V. Hees, RM Lund 2003 Conclusions Strategic planning starting point: long term Why do you need strategic planning? Project management consequence of strategy Different stages of project management: how to reach your goals Not just the knowledge: also the (communication) skills and teamwork! THANK YOU FOR YOUR ATTENTION! K

16. Strategic Planning & Project Management © Koen G. Berden & Michiel V. Hees, RM Lund 2003 Belbin roles +-+- Chairman gets people togetherleaves little room for others Plant makes things growneeds to be inspired Social worker keeps a team togethercannot take difficult decisions Civil servant hard working for the teamonly does agreed work Monitor looks for progressstays at a distant from the project Visionary has the ideasno hands on worker Specialist is very good at specific workis not good at the rest Analyst very good at finding problemsnot focussed on solutions Catalyst helps other work betternot focussed on details Parcieux thinks he knows allcan irritate people M