Nowadays, executives are called to manage strategic programs and projects that also consider sustainability. To help with this, modern management should make sure that every single project is a M.A.S.S.I.V.E. one.
The “Sustainable Development” concept is sweeping across the entire world involving almost all social, economic, cultural, educational and political institutions. It is now unrealistic to think of running a program or project without a plan for its sustainability. The current economic and financial crisis plaguing world economies have a been a litmus on their sustainability and long-term viability of many banks and other financial institutions and this has had some dramatic effects in the implementation of projects sponsored by these financial institutions.
Multilateral and international development organizations have been heavily criticized by governments and donors for not realizing expectations due to lack of accountability leading to corrupt practices, waste of resources, bureaucracy and poor service delivery. This trend has continued to plague development in the third world for decades, according to evaluations conducted on previous projects and programmes. Many of the existing programming and monitoring tools used by development organizations do not have built-in mechanisms for highlighting shortcomings, discrepancies and financial irregularities and hence cannot effectively expose mismanagement or corrupt practices.
Learn From Others
Every project manager wants to have full command over a team of high performers. But in a weak matrix organization, it can be difficult to fulfill such demands. This article discusses the routine demands experienced by a project manager in India or workshare coordinator, and also provides a constructive way forward to handle these concerns effectively.
The Logical Framework (LF), also known as the Logframe, is generally referred to as a planning tool. The author demonstrates how a new tool, called the New Logframe (NLF), goes a step further in order to increase the effectiveness of project design. The result is a tool that is more practical, summarizes critical project information and is fundamental for strategic planning projects.
For a group of women in Rwanda, brickmaking is more than just an industrial skill. It is a way to help build a much-needed community center. This article examines how Women for Women International in Washington, DC partnered with Sharon Davis Design in New York to build the Women's Opportunity Center (WOC) in eastern Rwanda.
The business world has long eyed Africa, but many companies have also been put off by its poor infrastructure and massive poverty. Now backed by vast natural resources and a surging youth population, the continent is on the verge of living up to its great economic potential. Yet project management success in Africa requires conquering a host of obstacles including political upheaval, limited local talent, and personal safety issues. This article examines how investors looking for projects with strong value propositions will find tremendous opportunities in Africa.
Recent natural disasters have spurred the development of project management techniques specific to recovery efforts.
Companies that used to operate in only one country now operate around the world. The single-region world we used to know has become more global and will continue to become so as communications and technology bridge the gap to allow customers and companies to work together in a more efficient and profitable manner. This has added financial challenges to our projects. This article looks specifically at how we can deal with the ever-changing exchange rates to ensure that our project business cases and costs are captured correctly.
This paper describes the capital project development process used by cities in the People's Republic of China. It is a generic process used by public officials and citizens throughout this nation. The respective roles and responsibilities of public officials, development managers, project consultants, building contractors, and citizens are described in detail in this paper.
An absence of leadership has crippled rescue efforts. For crisis managers in all areas, this tragedy is a harsh reminder that provides some important lessons.
The selection of projects and effective project management assumes a critical importance in the fast recovery of a nation that has recently come out of a war or war-like situation. Describes and gives examples of projects in the immediate post-conflict phase classified as quick impact projects (QIPs) or winning heart and mind projects (WHAMs); projects in the medium-stabilization phase to take baby steps toward self reliance and inhibit the chances of re-ignition of hostilities; and long-term capacity building projects geared toward achieving long-term stability.
How global are we, and how global are we likely to become? If we’re not seeing the evidence of increased globalization, does that mean that it doesn’t exist or that--once more--we’re being passed by and made redundant? And what does all of this mean for project managers who are still working hard to get their projects done? The answers are are a click away...
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