1. Project Management for International Development We would like to acknowledge the support of the Project Management Institute and the International Institute for Learning, Inc. for permitting the use of their intellectual property within this curriculum.

2. Who Are We and Why Are We Here Eric Berg – Executive Director of LINGOs a consortium of 34 international NGOs Eric Verzuh – President and Founder of The Versatile Comp. – leading NW project management training and consulting firm

3. NGO Project Management Initiative A cooperative effort by international NGOs, the Project Management Institute, universities, LINGOs and the private sector to build the capacity of NGOs in the discipline of Project Management thereby increasing the benefits of NGO programming for their target populations.

4. www.versatilecompany.com

5. The Wisdom of Crowds Diversity of opinion - Each person should have private information even if it's just an eccentric interpretation of the known facts.opinion Independence - People's opinions aren't determined by the opinions of those around them. Decentralization - People are able to specialize and draw on local knowledge. Aggregation - Some mechanism exists for turning private judgments into a collective decision.decision Cognition - Market judgments Coordination – utilization optimization Cooperation – Networks of trust

6. Course Title and Clarifications PB AF 531 Development Management in the 21st Century (3) Addresses organization, administration and evaluation in governmental and non- governmental agencies involved in development efforts. Students examine development strategies, alternative management approaches, and management skills such as budgeting, finance, human resource development and program evaluation. Other topics include communication, expatriate/local power imbalances, decentralization, community involvement, culture, and personnel issues.

7. Course Objectives Describe the roles and responsibilities of project managers across the Project Life Cycle Employ tools for 4-levels of project analysis Describe and Develop a Logical Framework Matrix Explain the steps of project initiation and planning Identify and Manage Project Scope Use tools to accurately estimate project time, resources and cost. Manage, monitor and control the project against the baseline Close out a project effectively

8. Why Project Management Combined Budgets Working Group $6.58 Billion Combined Program Budgets $5.92 Billion Combined Project Budgets $4.74 Billion Total Direct Employees Over 75,000 Estimated Number of Project Managers Over 15,000 Number of Countries 125 + A 1% improvement produces the equivalent of $47 million for beneficiary impact

9. Baselining How many have: Managed a project Taken a Project Management Course Worked for an NGO or Public Sector Created a LogFrame Had LogFrames included in a course Worked outside the US Need a good grade in this class Are going to hear the Dalai Lama next week

10. Reference Books PMBoK Guide FastForwardMBA in Project Management

11. Group Presentation Select a Project Must impact the poor or the environment in Puget Sound Area Not less than 6 months or more than 1 year Budget of $250,000 Can be: an event, a curriculum, a program, an advocacy, etc, Groups of 5 +/-

12. Group Presentation (June 2 nd ) Required for Presentation Project Summary Chart Stake Holder Analysis LogFrame/Results Framework Supporting Documentation Statement of Work List Of Stakeholders Responsibility Matrix Detailed Project Plan (including) Work Breakdown Structure Network Diagram Schedule

13. Last Week Summary (Chapter 5)

14. Risk Response Alternatives Accept the risk Avoid the risk Monitor and have contingency plan Transfer the risk Mitigate the risk

15. Project Management Organizations PMI - Largest Professional Organization for Project Managers (200,000+) Association for Project Managers – primarily European (15,000+) International Project Manager Association – a network of PM societies

16. Major Certifications CAPM – Diploma and 1500 hours or 23 contact hours of training plus exam PMP – Degree or Diploma and 4500 to 7500 hours of direct project management experience plus 35 contact hours plus exam Prince 2 – primarily UK/EU requires two exams

17. This Morning’s Objectives Define what a project is and is not Define the discipline of project management Describe the triple constraint and how it impacts projects Describe the project life cycle List the skill sets and roles of a project manager Differentiate project management from program management from portfolio management.

18. What is a project? A temporary endeavor undertaken to create a unique product or service. CAN YOU GUESS… What percentage of all projects SUCCEED, which is defined as projects that were on/under budget AND on/under schedule AND the scope was completed)? What percentage of projects FAIL, which is defined projects that were abandoned or cancelled mid-stream)?

19. Project Outcomes History 1994-2000 Successful - on time, on budget, with all features and functions initially specified. Failed - cancelled before completion or never implemented. Challenged projects were completed and operational, but over-budget, over the time estimate, and with fewer features. Standish Group - 2001

20. Why Projects Fail Lack of participation Incomplete User Requirements Standish Group Internation, 1995

21. Project Management The planning, organizing, scheduling, leading, communicating and controlling of work activities to achieve a pre-defined outcome on time and within budget.

22. The Triple Constraint ScopeTime Quality Cost Within client satisfaction

23. Project Life Cycle Conceptual Design Initiating Processes Planning Processes Executing Processes Closing Processes Adapted from PMBOK Guide – Third Edition, p. 40 Monitoring and Controlling

24. 9 Knowledge Areas

25. Making the Connection

26. The Project Manager Challenge The challenge of being a project manager is getting other people to do what your project needs, often with limited authority. It’s a complex job that requires multiple skill sets.

27. TechnicalBusiness Project Mgmt. Sector Specific Knowledge (i.e. health, emergency response, agriculture, etc.) The discipline of Project Management covered in this course General Business skills including interpersonal, communication, finance, negotiating, etc Project Manager Skill Sets

28. Business Technical Project Management Project Managers Skill Sets

29. Business Technical Project Management Project Managers Skill Sets

30. Process Group Interaction

31. Portfolio, Programs and Projects

32. Project vs. Program Project - “A temporary endeavor undertaken to create a unique product, service or result.” PMBOK Guide – Third Edition, p. 5 Program - “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects in the program.” PMBOK Guide – Third Edition, p. 16