5 massimiliano riva
TRANSCRIPT
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PM4SD European Summer School
Management tools to reduce the risk of failure
Napoli, 10 July, 2013
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Outline: 2 points one tool
1. Project management has to be contextualized
2. Institutional and context analysis (at glance)
3. Don’t forget risk management
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PRICE 2/PM4SD is a good start
3
in most organizations and settings, project management is not truly effective without sound
programme management
UNDP oversees 6,000+ development projects in 177 countries and worldwide…
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Enterprise resource planningUNDP invested in PRINCE2 to professionalize how we manage
projects. PRINCE2 was adapted to UNDP environment and served to develop the Results Management Guide and our ERP software, ATLAS
ATLAS
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PROJE
CT M
ANAGEMEN
T
MODULE
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INSTITUTIONAL AND CONTEXT ANALYSIS
“…. focuses on political and institutional factors as well as processes concerning the use of national and external resources
in a given setting, and how these have an impact on the implementation of programmes and policy advice.”
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• Development requires a change in power relations and/or incentive systems. Expect actors to support changes only when it does not threaten their own privileges
Be aware of the political economy
• The powerful reward their supporters before anyone else. Those in power must reward those who put them there before they can reward anyone else• All actors have interests and incentives. Some actors face incentives that potentially create conflict between their private and public interests
• Resources shape incentives. Sources of revenue shape the incentives of power holders to be more responsive to some groups than others
• All stakeholders face constraints. The presence of an incentive does not mean an ability to act. Traditions and institutions shape actors’ ability to act
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• Power relations • Clientelism, patronage networks • Grand, petty corruption • Implications of informal institutions (e.g.
traditional leaders) • Risk factors caused by the above• Entry points taking these factors into account
What issues are picked up?
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• Step 1: Defining scope of the analysis
• Step 2: Mapping formal and informal rules and institutions
• Step 3: Stakeholder Analysis
• Step 4: Identification of entry points, risks and risk mitigation strategies
Four steps
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• Determined by management based on goals and available resources
• Define the scope in terms of development problems and or questions
“What can be done to support the employability of women in tourism”
“why interventions to strengthen tourism institutions had limited impact?”
“why and how is corruption impeding development in the tourism sector?”
Step 1: Defining the scope
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STEP 2 Mapping rules and
institutions
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STEP 3Stakeholder analysis
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• Based on findings, what are the most feasible entry points (individual partners, processes)?
• What are the main risks involved in making progress? What can be done to avoid this? how can we mitigate adverse effects (lack of engagement by stakeholders, blockages by political/economic vested interests )?
• What actions should be prioritized?
Step 4: entry points, risks…
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Source: WEF, 2012
the unwantedis jeopardizing achievement of
our targets
devaluation does not allow me to
implement activities
…if it goes wrong, you can blame poor risk
management
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# Description Date Type Impact and probability
Mgmt response
Owner Updated by
Last update
Status
1 Enter a brief description of the risk
When was the risk first identifi-ed?
EnvironFinancialOperation.Organizat.PoliticalRegulatoryStrategicOther
Describe the effect on the project if it occurs. Enter probability and impact on a scale from 1 (low) to 4 (high)
What actions have been taken/will be taken
Who keeps an eye on this risk
Who updated the log?
When was the status of the risk last checked?
Reduci-ng, increa-sing, no change
Risk Log