1 accountability through professionalising programme & project management developing programme...
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Accountability through Accountability through Professionalising Programme Professionalising Programme
& Project Management& Project Management
Developing programme & project management Developing programme & project management capacities for UNDP and national counterpartscapacities for UNDP and national counterparts
November 2005November 2005
The CEDAR ProjectThe CEDAR Project
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Overview
This presentation provides an overview of the rationale, plan and schedule for developing the programme & project management capacities of UNDP staff, and ultimately, of national counterparts.
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Background: Professionalisation
Organisational strategies
Supportdevelopmenteffectiveness
Achieveorganisationaleffectiveness
Deepenpartnerships
Integrated resource framework
As part of UNDP’s MYFF objectives to strengthen development effectiveness and achieve organisational effectiveness, the management practice is focusing on the professionalising the way we do our work.
MYFF 2004-2007
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Background: Professionalisation
1. Programme & project management
2. Procurement
3. Finance
4. Human Resources
the focus of this presentation
UNDP is professionalising the way it works through clearer guidance, training, and support in the areas of:
The CEDAR (Capacity for Efficient Delivery of Achievable Results) Project has been launched to strengthen and
professionalise programme and project management functions The CEDAR ProjectThe CEDAR Project
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Background: Professionalisation
1. Updated Policy Content: policies are being updated and uploaded as Prescriptive Content on the UNDP Intranet (The UNDP User Guide)
2. Training & Certification: industry standard and UNDP-specific training courses and certification examinations are being prepared
3. Implementation Support: Regional Advisers and support consultants are being placed and will be trained to provide support
This professionalisation is to be achieved through:
Programme & Project
Management
Programme & Project
ManagementProcurementProcurement FinanceFinance Human
Resources
Human Resources
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UNDPUNDP
National CounterpartsNational Counterparts
Background: ProfessionalisationWith this professionalisation of UNDP comes the greater opportunity of transferring knowledge and developing the capacities of national counterparts.
Programme & Project
Management
Programme & Project
ManagementProcurementProcurement FinanceFinance Human
Resources
Human Resources
Programme & Project
Management
Programme & Project
ManagementProcurementProcurement FinanceFinance Human
Resources
Human Resources
Capacity Development
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UNDP & Project Management
• Currently, UNDP is involved in more than 6,000 development projects in over 130 countries around the world
• Programmes and projects are the structures within which we plan and execute all of our work
• Nearly all UNDP staff members do their work within the context of programmes and projects
Programmes and projects are the fundamental structures within which UNDP provides value to partners and beneficiaries.
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Improving UNDP Project Mgmt
• Project management for UNDP has traditionally been done through:– Tracking of financial resources and budget revisions– Compliance with programming policies– Evaluation of some outcomes– “On the job” capacity development (no corporate standard
programme or project management training)
• Areas for improvement:– Manage and monitor projects from a results-based
perspective– Develop project management methods based on international
best practices– Provide comprehensive and consistent training programmes– Provide ongoing support
Although projects are a fundamental management structure, UNDP has clear areas for improvement.
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Hypothesis…
• Improving the efficiency and effectiveness of programme and project management (within UNDP and counterparts) will significantly improve the achievement of development results.
• In other words… planning, designing, and implementing programmes and projects in the right way matters.
Based on the importance of programmes and projects for UNDP, and the identified areas of improvement, the following hypothesis drives a plan for change:
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The Case for Improvement: Financial
• If… UNDP spent US$2.8 billion in 2004 in development projects (a fact)
• …Then an improvement in financial efficiency of only 0.1% (an unscientific and gross estimate) would equate to a financial savings of US$2.8 million per annum.
• Can improvements in programme & project management efficiency gain 0.1% or more?
• AND… Can improvements lead to more effective achievement of development results?
Quantifying this hypothesis into case for change results in the following gross calculation:
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The Case for Improvement: Accountability
• This effort will enhance accountability through:– Ensuring external validation and certification
of our programme & project management practices, at individual and office levels
– Ensuring clear roles are assigned in the management of programmes & projects
– Following clear guidelines and methods that are consistently applied in all COs
The Volker investigation, as well as the recent problems in a few of our own Country Offices, has been a reminder of the necessity of transparency and accountability.
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Objective
Updated Policy Content
Training & Certification
Implementation Support
Improve the programme and
project management
accountability, consistency, effectiveness
and efficiency of UNDP and
counterparts
For programme & project management, the three areas of focus for professionalisation are aimed at the following key objective:
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Benefits
1. Achieve a higher success rate in delivering results against plan (clarity of approach, higher quality, on time, and on budget)
2. Gain higher staff morale through knowing what to do, how to do it, and confidence in delivering results
3. “Professionalise” project management skills for UNDP staff and national counterpart representatives
4. Improve donor relations in following an international management standard and delivering results against plan
Improve the programme and
project management
accountability, consistency,
effectiveness and efficiency of UNDP and
counterparts
Achievement of this objective results in the following key benefits:
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A 2-Year VisionThe initial measures of success for this effort have been defined in a 2-year vision:
Success Indicators: Implications:
4. ~20-40 COs certified in programme & project management maturity;remainder of COs on track for certification in following 2 years
“absorption” of effective project management practices
Office-level certification approach defined
1. All appropriate UNDP staff trained in programme & project management
Training materials and individual-level certification defined
5. ~2-5 national counterparts certified in programme & project management maturity
COs capable to train and advise counterparts
2. Partnership developed with donors to build national-level project management capacities
3. 5 COs certified in programme & project management maturity
Advocacy for need in effective programme & project management
“absorption” of effective project management practices
2006
2007
2007
2006
Target: CO & RBx Role: COs schedule &
conduct training exams
RBx assist in partnership development efforts
COs and RBx support design and approach to certification COs track and manage self-improvement
COs lead national counterpart capacity development
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What Has Been Done?
Updated Policy Content
Training & Certification
Implementation Support
Completed update and restructuring of programming policies based on PRINCE2 international standard
Launched Results Management section of the UNDP User Guide
To date, the first set of milestones have been achieved.
Conducted 8 pilot project management training missions
Ongoing PRINCE2 training and certification in PPO training workshops
Procured a global license for PRINCE2 training modules
Placed 3 Regional Project Management Advisers (RBAP, RBA, RBEC)
Modified Atlas to align with the UNDP User Guide
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Steps to Improvement
CO Guidance & Support in
Programme & Project Management
Individual-Level Certification
CO-Level Certification
Develop Capacity of Counterparts &
Partners
• Results Management Toolkit
• PRINCE2 training module & exam (En, Fr, Sp)
• UNDP training modules & exams (En, Fr, Sp)
• Objective assessment and certification process for COs
• Partner capacity development approach & tools
Improve UNDP Capacities Improve Counterpart Capacities
The key steps starting in 2006 for improving programme & project management within UNDP and for counterparts involves training, guidance, and certification.
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UNDP training
Capability Release ScheduleBy end 2005, training, guidance toolkits, certification materials, and support materials will be available to develop capacities in the CO and with counterparts.
Results Mgmt.
Toolkit v1
Jan 06 time
level of effort& level ofimprovement
Jan 07
Results Management Toolkit v2First-level
CO improvements
Second-levelCO improvements
Individual-levelcertification
CO-levelcertification
Nov 05
Implementation Support Capacity:Regional Project Advisers, trained UNDP “support
consultants”, & professional consultancies support as desired by COs
CO certification approach
Ability todevelop
natl & partnercapacities
Partner capacity development kit
minimum required level of competency
for all COs
PRINCE2 training
= target milestone to release capability to COs = timeframe of capability use for COs
Jun 06
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What Happens Now in the CO?Each CO will define and manage their own plan towards improved programme & project management, depending on their needs. The Results Management Guide Implementation Toolkit will be used by CO management to define and implement their plan.
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What Are the Specific To Do’s?A sampling of specific deliverables to complete as part of this improvement plan are outlined below.
•Define CO-level responsibilities
•Develop the project plan
•Communicate with CO and partners
•Train and certify staff in PRINCE2 and UNDP Management for Results
•Review and modify project portfolio as required
•Continue with training
•Continue with planned improvements
•Plan national counterpart capacity development as appropriate
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What Can I Do Now?
1. Read the new Results Management section of the UNDP User Guide
2. Participate in MPN-Project with questions and read discussions relating to programming policies and methods
3. Register for and pre-study the PRINCE2 online training module, found on the LRC Learning Management System
4. Review the Results Management Guide Implementation Toolkit
5. Identify and discuss suggested improvements in programme and project management practices within your CO
To prepare for this programme & project management capacity development effort, CO staff can “kick start” if desired as follows:
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Who is Involved in this Work?This effort is structured under the CEDAR Project (Capacity for Efficient Delivery of Achievable Results).
The CEDAR ProjectThe CEDAR Project
Project Sponsor: – Terence Jones (BDP)
Project Steering Committee:
– Terence Jones (BDP)– Jens Wandel (BOM)– Jeffrey Avina (RBA)
Project Advisory Group: – Representatives of project management pilot training workshops
Project Team: – John Patterson (BDP, Project Manager)
– Dien Le (BDP)– Naoto Yamamoto (BOM)– Thomas Eriksson (BOM)– Patrick Gremillet (BOM, RBEC)– Patrick Tiefenbacher (BOM, RBA)
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For more information…
Please feel free to contact:John Patterson – Project Manager
or… post your general programme and project management queries to MPN-Project:
and… for those who have been through a project management learning event, you will be invited to
join and post your specific queries and experiences to Project-Net: