Program Management Framework Project

Transcription

1 Program Management Framework Project Jennifer M. Brately Program Management Process Workshop June 2016

2 Agenda Welcome & Overview Program Management: Process Review Assessment Task Wrap Up 9:00am 10:00am 10:00am 12:15pm 12:15pm 12:45pm 12:45pm 1:00 pm 2

3 Welcome & Introductions

4 Process Workshop Overview

5 Purpose Process Workshops will: Communicate defined processes for managing programs and projects at ILRI Provide guidelines for you to follow when managing programs and projects in order to improve delivery Prepare you to complete your program s process assessment task Process Workshops will NOT: Provide detailed training on how to perform each step in the processes 5

6 Objectives After completing this workshop, you will: Understand the activities that are to be completed when managing a program or project at ILRI Be aware of tools/materials that are inputs and outputs to each activity Know who is responsible for completing each activity and who should be involved Be able to complete your program s assessment task 6

7 Guiding Principles Change is hard because people overestimate the value of what they have and underestimate the value of what they may gain by giving that up. James Belasco and Ralph Stayer; Flight of the Buffalo (1994) Keep an open mind Be forward thinking in how your teams can adapt Evaluate for gaps Tap into your resources (PMOs, PM Framework Process Owners) Remain engaged 7

8 PM Framework Support Within each ILRI program, the PMO is the point of contact for program/project management Process owners have been identified to be responsible for the maintenance of the framework s materials, to drive support and enhancement initiatives in the area of program/project management at ILRI, and to serve as additional points of contact for staff Nadine Sanginga Jasmine Bruno Assenath Kabugi Simon Turere 8

9 Post-Workshop Activities Assessment Task: As a follow-up to workshops, Program Leaders and PMOs will be asked to complete a task to evaluate how the processes within their program align with the defined PM processes communicated in the workshops Future Enhancement Initiatives: Additional initiatives to be completed, including the creation of templates and the implementation of a project management system, in order to better support programs Support: PM Framework Team can be available to answer any questions and assist with the assessment task and will coordinate the future enhancement initiatives 9

10 PM Framework Overview

11 Definitions Project Management Program Management The application of processes, methods, knowledge, and skills to achieve the project objectives. A project is defined as temporary endeavor undertaken to create a unique product, service, or result. At ILRI, there a four phases in a project s lifecycle: Proposal Development, Project Planning, Project Executing, Project Closing Managing related projects in a coordinated way to obtain benefits and control not available from managing them individually. At ILRI, a program is represented by a research program area 11

12 What is the PM Framework? Defines the methodology and structure for managing research programs and projects at ILRI Documented in the Program Management Process Manual, which outlines the following: Standard set of activities that are to be performed at ILRI for managing programs and projects, including activity purpose and steps involved Expected inputs and outputs for each activity (i.e., tools and resources to be used) Roles involved in and responsible for each activity 12

13 Creation of ILRI s PM Framework Project Introduction Meetings Feedback from staff on challenges with project delivery Working Group Formation of Working Group to provide input on process requirements and validate processes Requirements Sessions Detailed process requirements Draft Process Manual Recommendations for implementation and areas for automation Process Validation Sessions Verified Process Manual 13

14 How does this help us? The definition and adoption of processes for program/project management at ILRI: Provides a standard approach for staff to follow when managing programs and projects Ensures that the necessary program/project management activities are being performed throughout the organization, increasing delivery outcomes and the ability to meet donor expectations Offers clarity regarding who is responsible for completing activities and which tools are to be used Enables future growth in this area using the defined processes as the baseline for what program/project management is at ILRI Stronger delivery makes ILRI more competitive at winning additional funding, boosts donor confidence, and upholds ILRI s institutional reputation 14

15 Project Management Components Activities in ILRI s Program Management Framework account for management of the following components in order to deliver programs and projects using the available resources, within the necessary timeframes, and in alignment with defined objectives, requirements, and expectations Scope Quality Cost Supplies Schedule Team Risk Stakeholder Engagement Communication Monitor & Control 15

16 PM Framework Process Flow Overview

17 Framework 17

18 Program Management Process Overview Strategy and Programming Strategy Programming 0.2 Assess ILRI and partner capacities 0.1 Align programming to strategic vision 0.3 Determine operational direction 0.5 Identify new project opportunities 0.4 Identify and cultivate donor relationships 0.6 Monitor and control opportunities, projects, and programs Proposal Development Planning Executing Closing ENTRY: Opportunity Identified EXIT: Agreement signed by ILRI and donor ENTRY: Agreement signed by ILRI and donor EXIT: Project plans completed and approved ENTRY: Project plans completed and approved EXIT: Agreement from stakeholders to conclude project ENTRY: Agreement from stakeholders to conclude project EXIT: All closure activities have been completed Pre- Proposal Proposal Creation Approval/ Submission Agreement Project Planning Plan Review Execution Preparation Executing Closing Final Communications & Approval 1.1 Enter opportunit y into pipeline 1.3 Estimate costs and assess alignment 1.4 Complete internal competitio n review 1.6 Develop Concept Note Document 1.2 Assess ILRI/CRP strategic alignment 1.7 Evaluate and approve concept 1.9 Develop Proposal document 1.10 Gain internal approval and submit proposal 1.11 Finalize contract/ agreeme nt 2.1 Conduct risk assessment 2.2 Create or update staffing and procurement plans 2.4 Create or update project workplan 2.5 Create or update exit strategy/sustainability plan 2.6 Update project budget 2.7 Conduct stakeholder analysis and create communication plan 2.8 Apply for research compliance review and permits 2.9 Define Monitoring and Evaluation (M&E) plan (if applicable) 2.10 Review & communi cate project plans, status reporting process, and tools 3.1 Organise and deploy project teams 3.3 Establish project M&E baseline (if applicable) 3.4 Execute project activities 3.5 Manage project team development 3.6 Manage project financials 3.7 Produce project reports 3.8 Monitor and evaluate project outcomes and impact against M&E indicators (if applicable) 3.2 Procure project materials 4.1 Manage physical asset/equipment and material closure 4.2 Demobilise project teams 4.3 Manage financial closure activities 4.4 Manage research compliance and legal closure activities 4.5 Finalize document management activities 4.6 Conduct final M&E assessment and audit (if applicable) 4.8 Document and share lessons learned 4.9 Produce final reports 4.10 Gain internal approval & complete closure 4.11 Complete audits 4.7 Complete handover activities (where necessary) 1.8 Manage stakeholder engagement 2.3 Confirm and engage partners 2.11 Manage stakeholder engagement 3.9 Execute stakeholder engagement and communication activities; manage stakeholder engagement 4.12 Manage stakeholder engagement 1.5 Define proposal dev. timeline 1.12 Monitor and control proposal development progress and manage opportunity pipeline 2.0 Define project planning timeline 2.12 Monitor and control project planning progress 3.10 Monitor and control project executing progress Monitor and control project closing progress

19 Process Flow Structure 19

20 Adherence Approval and monitoring steps are built into the defined processes at each phase of the project lifecycle Proposal Development: Approval of concepts and proposals before submission to donor Planning: Approval of project plans by program leaders Executing: Reporting of project status to program level Closing: Approval of project closure by program leaders and certification of closure in OCS Future implementation of tool to aid in tracking/managing projects Internal audit process to be expanded in future to check that the PM Framework s defined processes are complied with by programs and projects 20

21 Program Management: Process Review

22 Program Management Process Strategy Programming 0.1 Align programming to strategic vision 0.2 Assess ILRI and partner capacities 0.3 Determine operational direction 0.4 Identify and cultivate donor relationships 0.5 Identify new project opportunities 0.6 Monitor and control opportunities, projects, and programs 22

23 Program Management: Strategy & Programming Activity Align programming to strategic vision Determine programming priorities - Review programming options based on prior project experience, technical input/ideas, current trends, partner needs identified in their strategies - Determine programming priorities in alignment with ILRI Institutional and Science Strategy - Determine programming priority link to CG and CRP Strategy - Determine programming priority link to Country and Region Strategy - Develop program strategy based on priorities and link to ILRI Institutional and Science Strategy Inputs Outputs Involved Institutional Strategy Science Strategy CG Strategy CRP Strategy Region Strategy Country Strategy Program Strategy PL DDG Asst. DG DG Reg. Rep. PI PMO 23

24 Program Management: Strategy & Programming Activity 0.1 Example & Discussion 24

25 Program Management: Strategy & Programming Activity Assess ILRI and partner capacities Assess the capacity of ILRI to support program activities Analyze if current ILRI operating environment allows for achievement of program strategy, taking the following into consideration: Capability (e.g., skills and technical expertise) Environment (political/economic situation, history, obligations, focus areas etc.) Activities and resource capacity (based on Resource Plan created/updated in 0.6 Complete resource planning step) Support required (logistics, finance, P&OD, technical) based on the budget & location - Assess ability to raise and manage funds Inputs Outputs Involved Program Strategy ILRI Capacity Assessment Form Resource Plan ILRI Capacity Assessment PL DDG Asst. DG DG Reg. Rep. PI 25

26 Program Management: Strategy & Programming Activity 0.2 (Continued) 0.2 Assess ILRI and partner capacities Inputs Outputs Involved Identify new potential partners - Analyze potential partner s alignment with ILRI mission and strategy Assess capacity & needs of partners to engage in program activities. Prioritize engagement of partners ILRI has had success working with in the past - Analyze if partner s strategy & current operating environment can support achievement of program strategy, taking into consideration: capability, environment, activities & resource capacity - Identify the partner s capacity development needs Partner Capacity Assessment Form Partner Capacity Needs Assessment Form Stakeholder Mapping Partner Capacity Assessment Partner Capacity Needs Assessment PI PL Reg. Rep. PMO PI PL PMO Reg. Rep. 26

27 Program Management: Strategy & Programming Activity 0.2 Example & Discussion 27

28 Program Management: Strategy & Programming Activity Determine operational direction Determine approach to achieve programming priorities - Identify indicators to measure progress against objectives - Identify activities required to achieve programming objectives and achieve Dashboard Management Performance (MPI) Indicator - Identify opportunities to develop joint project research outputs (i.e., publications) - Develop 3 year Operational Plan, outlining activities required to reach program goals; review and update annually - Review current projects and check their alignment with programming priorities, taking appropriate action to address areas of misalignment Inputs Outputs Involved Operational Plan Template Dashboard MPI Operational Plan PL PI DDG DG PMO Reg. Rep. 28

29 Program Management: Strategy & Programming Activity 0.3 Example & Discussion 29

30 Program Management: Strategy & Programming Activity Identify and cultivate donor relationships Identify select donors whom we want to focus relationship development efforts on - Assess donor alignment with ILRI mission and strategy - Develop intelligence around donor priorities and needs to improve proposal success rate Inputs Outputs Involved DG/DDG/ PL Asst. DG Reg. Rep. PI BDU Cultivate strategic CG and ILRI donor relationships to enable visibility into upcoming funding opportunities and facilitate negotiation discussions (e.g., what a donor will fund vs. what they will not, project timing) DG/DDG Asst. DG PL 30

31 Program Management: Strategy & Programming Activity 0.4 (Continued) 0.4 Identify and cultivate donor relationships Cultivate Program specific donor relationships to enable visibility into upcoming funding opportunities and facilitate negotiation discussions (e.g., what a donor will fund vs. what they will not, project timing) Inputs Outputs Involved PL DG/ DDG Asst. DDG PI Cultivate regional and country specific donor relationships to enable visibility into upcoming funding opportunities and facilitate negotiation discussions (e.g., what a donor will fund vs. what they will not, project timing) Reg. Rep/ Country Rep Asst. DG PL 31

32 Program Management: Strategy & Programming Activity 0.4 Example & Discussion 32

33 Program Management: Strategy & Programming Activity Identify new project opportunities Identify new project opportunities - Review donor subscriptions, attend donor calls, and review funding forums (BDU) - Utilize existing relationships and networks - gain information on calls for funding or discuss directly with a donor their desire for ILRI to pursue an opportunity - Identify opportunities to expand existing projects - Generate research ideas (not originating from donor calls) and pursue a donor for funding Inputs Outputs Involved Operational Plan ILRI Capacity Assessment Partner Capacity Assessment OCS Concept Note record PL/PI DDG Asst. DG DG Reg. Rep. PMO BDU Fin. Team 33

34 Program Management: Strategy & Programming Activity 0.5 (Continued) 0.5 Identify new project opportunities Assess suitability of project opportunity - Review against programming priorities, Operational Plans & ILRI/Partner Capacity Assessments - Assess risk associated with pursuing it Define actions required to pursue opportunity - Identify opportunity stakeholders - Engage partners & stakeholders to initiate & progress opportunity - Conduct preliminary research, reviewing lessons learned, decisions, & risks - Identify resource skill needs to pursue it Enter opportunity information into OCS Research module for tracking purposes - Enter minimum dataset into OCS CN record Inputs Outputs Involved Operational Plan ILRI Capacity Assessment Partner Capacity Assessment OCS Concept Note record PL/PI DDG Asst. DG DG Reg. Rep. PMO BDU Fin. Team 34

35 Program Management: Strategy & Programming Activity 0.5 Example & Discussion 35

36 Program Management: Strategy & Programming Activity Monitor & control opportunities, projects, and programs Monitor and take necessary action to progress opportunities in pipeline - Review CN/P Opportunity Pipeline Report which is provided by BDU, from OCS, the first week of each month - Determine actions necessary to pursue opportunities Inputs Outputs Involved OCS CN/P Opportunity Pipeline Report PL PI DG DDG Asst. DG CRP FP Reg. Rep. PMO BDU - Review opportunity pipeline for instances where opportunities were not awarded and, for select instances, assess why funding was not awarded to strengthen future proposals OCS CN/P Opportunity Pipeline Report Lessons Learned Template Business Development Lessons Learned BDU PI PL 36

37 Program Management: Strategy & Programming Activity 0.6 (Continued) 0.6 Monitor & control opportunities, projects, and programs Track progress against planned project and program activities - Review project reports, identify any variance between planned vs. completed project activities, investigate cause, and identify action to resolve - Review Operational Plan and Dashboard Management Performance Indicator, identify any variance between planned vs completed program activities, investigate cause, and identify action to resolve Inputs Outputs Involved Project Financial Reports Project Technical Reports Project Status Reports Operational Plan Dashboard MPI Resource Plan Template Institutional Risk Matrix Operational Plan Dashboard MPI Resource Plan Institutional Risk Matrix PL DDG Asst. DG DG Reg. Rep. PI PMO PTM Internal Audit CRP FP BDU Fin. Team 37

38 Program Management: Strategy & Programming Activity 0.6 (Continued) 0.6 Monitor & control opportunities, projects, and programs Complete resource planning activities - Create Resource Plan based on identified resource needs (annually) - Review and update Resource Plan, determining re-allocation of staff, where needed (quarterly) - Ensure priorities are defined for resources, in cases where a resource is allocated to multiple projects Inputs Outputs Involved Project Financial Reports Project Technical Reports Project Status Reports Operational Plan Dashboard MPI Resource Plan Template Institutional Risk Matrix Operational Plan Dashboard MPI Resource Plan Institutional Risk Matrix PL DDG Asst. DG DG Reg. Rep. PI PMO PTM Internal Audit CRP FP BDU Fin. Team 38

39 Program Management: Strategy & Programming Activity 0.6 (Continued) 0.6 Monitor & control opportunities, projects, and programs Identify and monitor programmatic and institutional risks and issues - Identify institutional risks or issues, including compliance risks or issues (DG/DDG) - Identify program risks or issues, including compliance risks or issues - In conjunction with Internal Audit, document risks/issue in Institutional Risk Matrix - Review Institutional Risk Matrix and complete mitigation actions Inputs Outputs Involved Project Financial Reports Project Technical Reports Project Status Reports Operational Plan Dashboard MPI Resource Plan Template Institutional Risk Matrix Operational Plan Dashboard MPI Resource Plan Institutional Risk Matrix PL DDG Asst. DG DG Reg. Rep. PI PMO PTM Internal Audit CRP FP BDU Fin. Team 39

40 Program Management: Strategy & Programming Activity 0.6 (Continued) 0.6 Monitor & control opportunities, projects, and programs Communicate current and planned project and program status to stakeholders - Hold program-wide meeting to share updates with project team members across program - Hold institutional-wide meeting to share program updates with ILRI staff - Provide update to key stakeholders, including partners and donors Inputs Outputs Involved Project Financial Reports Project Technical Reports Project Status Reports Operational Plan Dashboard MPI Resource Plan Template Institutional Risk Matrix Operational Plan Dashboard MPI Resource Plan Institutional Risk Matrix PL DDG Asst. DG DG Reg. Rep. PI PMO PTM Internal Audit CRP FP BDU Fin. Team 40

41 Program Management: Strategy & Programming Activity 0.6 Example & Discussion 41

42 Assessment Task

43 Overview After attending Process Workshops, each research program is asked to assess current alignment to the defined processes for your program and its projects Why? The purpose of this assessment is to determine where your program needs to change and what support may be needed to help you with this change Who? This task is to be completed by the Program Leader and PMO for each research using input and feedback from Project Leaders and other team members, as needed When? Process Workshops conclude on Thursday, 30 June. Complete the Assessment Task by Friday, 29 July 43

44 Instructions A template for completing the task will be distributed. The template contains a list of items to consider during your assessment. In the template: 1. Review the pre-populated information for each assessment item 2. Evaluate whether your program is currently completing this item. Discuss with Project Leaders and other team members as needed to determine this 3. Update the Program Assessment and Program Response/ Comments columns with your response 4. the completed assessment to the Program Management Framework's Process Owners (ILRIPMFramework@cgiar.org) by Friday, 29 July

45 Timeline June 2016 July 2016 August 2016 Attend Process Workshops Programs complete assessment task Programs take action to align with processes Task submissions reviewed by and discussed with PM Framework Team (Process Owners) PM Framework Team plans and executes initiatives to support program/project management activities 45

46 Wrap-up

47 Next Steps Attend a Project Management Workshop Complete the Assessment Task by 29 July in order to evaluate what change is needed within your program and projects Use the framework as a guideline for managing your programs and projects Contact the Program Management Framework Team with questions or comments: ILRIPMFramework@cgiar.org Thank you! 47