Transcript Communication to staff on CEDAR initiative

The CEDAR Project
Accountability through
Professionalising Programme &
Project Management
Developing programme & project management
capacities for UNDP and national counterparts
November 2005
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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
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
Organisational strategies
Support
development
effectiveness
Achieve
organisational
effectiveness
Deepen
partnerships
Integrated resource framework
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Background: Professionalisation
UNDP is professionalising the way it works through clearer guidance,
training, and support in the areas of:
1. Programme & project management
2. Procurement
3. Finance
the focus of this presentation
4. Human Resources
The CEDAR (Capacity for Efficient Delivery of
Achievable Results) Project has been launched
to strengthen and professionalise programme
and project management functions
The CEDAR Project
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Background: Professionalisation
This professionalisation is to be achieved through:
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
Programme &
Project
Management
Procurement
Finance
Human
Resources
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Background: Professionalisation
With this professionalisation of UNDP comes the greater opportunity
of transferring knowledge and developing the capacities of national
counterparts.
UNDP
Programme &
Project
Management
Procurement
Finance
Human
Resources
Capacity Development
National Counterparts
Programme &
Project
Management
Procurement
Finance
Human
Resources
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UNDP & Project Management
Programmes and projects are the fundamental structures within
which UNDP provides value to partners and beneficiaries.
• 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
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Improving UNDP Project Mgmt
Although projects are a fundamental management structure, UNDP
has clear areas for improvement.
• 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
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Hypothesis…
Based on the importance of programmes and projects for UNDP, and
the identified areas of improvement, the following hypothesis drives a
plan for change:
• 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.
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The Case for Improvement: Financial
Quantifying this hypothesis into case for change results in the
following gross calculation:
• 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?
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The Case for Improvement: Accountability
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.
• 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
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Objective
For programme & project management, the three areas of focus for
professionalisation are aimed at the following key objective:
Updated Policy Content
Training & Certification
Implementation Support
Improve the
programme and
project
management
accountability,
consistency,
effectiveness and
efficiency of UNDP
and counterparts
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Benefits
Achievement of this objective results in the
following key benefits:
1. Achieve a higher success rate in
delivering results against plan (clarity
of approach, higher quality, on time,
and on budget)
Improve the
programme and
project
management
accountability,
consistency,
effectiveness and
efficiency of UNDP
and counterparts
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
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A 2-Year Vision
The initial measures of success for this effort have been defined in a
2-year vision:
Target: Success Indicators:
Implications:
CO & RBx Role:
2006
1. All appropriate UNDP staff
trained in programme & project
management
 Training materials and
individual-level
certification defined
 COs schedule & conduct
training exams
2006
2. Partnership developed with
donors to build national-level
project management capacities
 Advocacy for need in
effective programme &
project management
 RBx assist in partnership
development efforts
3. 5 COs certified in programme &
project management maturity
 “absorption” of effective  COs and RBx support
project management
design and approach to
practices
certification
4. ~20-40 COs certified in
programme & project
management maturity;
remainder of COs on track for
certification in following 2 years
 “absorption” of effective  COs track and manage
self-improvement
project management
practices
2007
2007
 Office-level certification
approach defined
5. ~2-5 national counterparts
 COs capable to train and  COs lead national
certified in programme & project
advise counterparts
counterpart capacity
management maturity
development
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What Has Been Done?
To date, the first set of milestones have been achieved.
Updated Policy Content
 Completed update and restructuring
of programming policies based on
PRINCE2 international standard
 Launched Results Management
section of the UNDP User Guide
Training & Certification
 Conducted 8 pilot project management
training missions
 Ongoing PRINCE2 training and
certification in PPO training workshops
 Procured a global license for PRINCE2
training modules
Implementation Support
 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
The key steps starting in 2006 for improving programme & project
management within UNDP and for counterparts involves training,
guidance, and certification.
Improve UNDP Capacities
Improve Counterpart Capacities
CO Guidance & Support
in Programme & Project
Management
• Results Management Toolkit
CO-Level
Certification
Individual-Level
Certification
• Objective assessment
and certification process
for COs
Develop Capacity of
Counterparts &
Partners
• Partner capacity
development approach
& tools
• PRINCE2 training module & exam (En, Fr, Sp)
• UNDP training modules & exams (En, Fr, Sp)
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Capability Release Schedule
By end 2005, training, guidance toolkits, certification materials, and support
materials will be available to develop capacities in the CO and with counterparts.
level of effort
& level of
improvement
Implementation Support Capacity:
Regional Project Advisers, trained UNDP “support consultants”,
& professional consultancies support as desired by COs
Ability to
develop
natl & partner
capacities
Partner capacity development kit
CO-level
certification
CO certification approach
Second-level
CO improvements
Results Management Toolkit v2
First-level
CO improvements
Results Mgmt.
Toolkit v1
Individual-level
certification
minimum
required level of
competency for
all COs
UNDP
training
PRINCE2 training
Nov 05
Jan 06
Jun 06
= target milestone to release capability to COs
Jan 07
= timeframe of capability use for COs
time
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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?
To prepare for this programme & project management capacity
development effort, CO staff can “kick start” if desired as follows:
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
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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 Project
Project Sponsor:
– Terence Jones (BDP)
Project Steering
Committee:
– Terence Jones (BDP)
– Jens Wandel (BOM)
– Jeffrey Avina (RBA)
Project Advisory Group:
Project Team:
– Representatives of project management
pilot training workshops
–
–
–
–
–
–
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
[email protected]
or… post your general programme and project management
queries to MPN-Project:
[email protected]
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:
[email protected]
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