Project Management in Development Work for NGOs - Certificate on Project Cycle Management (PCM) in Development Work for NGOs (Advance)
Introduction
To enforce management professionalization, the HKCSSI has developed a partnership with NGO Management School, a department of the NGO Management Association since 2011. This year, we have selected 2 participatory Project Management courses, where professional trainers will come over to Hong Kong and conduct expert training programmes on Project Management. Successful participants will also be awarded with NGO Management School certificates.
1. A 3-day Introductory Course to Project Cycle Management, focusing on the design and planning of projects in the development sector. It draws on field and HQ experience, with good practices from international organisations and contexts in Asia, Africa, Europe and the Middle East.
2. A 5-day Advance Course, using LFA as the overall planning framework in an effective and responsive way and based on the participants experience and identified challenges.
Post-Course Coaching (optional)
We believe that all training requires post-course coaching to ensure that new skills and knowledge acquired are fully embedded in professional practice and bring new competencies to your organisation. A post-course session of three hours tailored coaching for each participant are planned after the course to guide participants in the translation of theory and new knowledge into the development of professional competencies and practices.
The course participants can choose to have individual coaching service on their own project work.
The Project Cycle Management and Logical Framework (LFA)
Logical Framework (LFA) is the dominant approach to planning and managing projects in major
donor agencies. LFA has proven its value as a problem-oriented planning approach, an effective tool
for the analysis,
systematic planning and presentation of projects. In the Advance
course, different areas of concern will be addressed, and
solutions for mitigating suggested, include
addressing questions such as:
- LFA has a tendency toward blueprint planning - how to capture the often rapidly shifting context and learn from implementation in the continuous planning and secure continued relevancy of the project tool?
- In the processes of monitoring and evaluation, how to capture and document the unforeseen positive and negative effects of our interventions?
The trainer will take a holistic approach, based on the knowledge that there is no one single method
for planning and implementation of project work which addresses all of the
above issues. Various methods and approaches have merits and de-merits and
critical choices have to be made to secure effective implementation. Examples
of such complementary methods that will be introduced are: Theory of Change,
Appreciative Inquiry, Most Significant Change etc. The participants will sharpen their ability
to understand the implications of various choices and provide a basis for
informed choices with concrete suggestions on solutions.
Objective
The above is supplemented with dynamic and innovative approaches to project design and implementation. The course includes group work, joint reflection and discussions on development and methodological challenges and is combined with short presentations by the expert facilitator.
Participants will be able to plan all stages of the PCM and make informed choices on which methods and approaches to apply to given situations. The participants will be able to develop concrete solutions to the challenges in project planning and to draw on and use a number of complementary or alternative methods and approaches for planning and implementation of development projects.
Content
|
Session |
Contents |
|
Session 1
18 November 2013 0900 – 1700 |
Results Based Management (RBM) - Outcome oriented rather than output oriented approach to project planning/management - Its relation to LFA and Project Cycle Management Selecting Methods - The importance of selecting relevant methods for specific project planning - Identification of the strengths and weaknesses in the different approaches - Building awareness of the critical choices to be made and how best to combine the merits of these approaches in the participants’ specific projects |
|
Session 2 19 November 0900 – 1700 |
Preparation of the Project: Planning and implementing a relevant context analyses and needs assessment - Why context analysis and needs assessments - How to carry out context analysis and needs assessments - Selecting and combining methods for carrying out the analysis - When and how to use participatory processes, and when to go for "expert” lead processes - Planning the context analysis – drawing up Terms of Reference Planning a Project – Using the Logical Framework Approach - Building on strength of the LFA approach and enhancing its uses (part 1) - The 7 planning steps i) Participants’ project analysis ii) Problem analysis |
|
Session 3 20 November 2013 0900 – 1700 |
Using the Logical Framework Approach (part 2): The 7 planning steps (cont.) iii) Objective analysis iv) Strategy analysis v) Project elements vi) Assumptions and risks vii) Indicators (covered in the discussion on Monitoring and Evaluation) |
|
Session 4 21 November 2013 0900 – 1700 |
Sustainability and Planning the Exit The Major Challenges i) Secure sustainability from an organisational, institutional and financial point of view ii) The key factors that promote or hinder sustainability Monitoring and Evaluation (M&E) i) Why a monitoring and evaluation system is undertaken · Monitoring as an instrument for documenting performance · Formative M&E as an instrument for learning and responsive project planning ii) Designing strategic and practical M&E systems iii) Discussing and creating concrete planning for an M&E system: · Developing the work plan, identifying tasks, timing and resource allocation · Preparing key management tools |
|
Session 5 22 November 2013 0900 – 1700 |
Monitoring - Types of monitoring - When, who and how to monitor - What to monitor: output, outcome and impact monitoring - Different methods, indicator based – Most significant change - Challenges in setting up a realistic and workable monitoring system Evaluation - The DAC evaluation criteria - How to plan an evaluation - Who to do the evaluation - What is the purpose of the evaluation - Who should participate and in what role |
Details
| Course Code | : | 13B-COPM |
| Date(s) | : | 18, 19 ,20 ,21 & 22/11/2013 |
| Time | : | 0900 - 1700 (35 Hours) |
| Venue | : | Duke of Windsor Social Service Building, 15 Hennessy Road, Wanchai, HK |
| Target Participants | : | Preferences will be given to candidates who have attended the 3-day preparatory course in Project Cycle Management, development practitioners with experience in planning and implementing projects. The course is designed for:Project Managers, Programme Coordinators, key staff in project management or Managers supervising project planning and implementation |
| Class Size | : | 20 |
| Language | : | English |
| Fee | : | HKD 8,800.00 |
| HKD 8,400.00 (For HKCSS Agency Member Staff Only) | ||
| Early Bird Fee | : | HKD 8,000.00 (Payment on or before 09/10/2013 for HKCSS Agency Member Staff Only) |
| Enquiries | : | 2876 2470 or [email protected] |
| Speaker(s) | : |
Mr. Flemming Gjedde-Nielsen
Senior Trainer and Consultant
NGO Management School Switzerland
Mr Flemming Gjedde-Nielsen has 25 years of experience working with development and humanitarian organisations in Africa, the Arab world and Asia. He has particular strong insights in working with southern NGOs, CBOs, networks and alliances and social movements with emphasis on diverse aspects of partnerships.
Flemming has 25 years experience from all stages of the project cycle management, as a designer of programme/projects, as an implementer, as coach to programme/project leaders, as reviewer and evaluator and in designing manuals and guidelines in support of programme and project design, implementation and monitoring. In addition to project cycle management, Flemming has extensive experience in strategy development and strategic positioning of organisations, organisational assessment and development. |
Remarks
"Small NGO Talent Development Subsidy Programme" does not apply to this course. For other financial support, please click HERE .
Coaching Session :
HK $4,000/session (3 hours including reading documents provided by the coachee, asking questions on the documents, etc.and coaching through telephone or skype)
Certificates
The NGO Management Association Switzerland and HKCSS Institute will issue completion certificate separately to each participant who fully completed the Advance Certificate Course.
