trained and supported by

LDS 96 St.Gallen  Forward - Developing Global Potential Together

Project Management

This handout outlines the most important processes and tasks in a project. It shows the different steps you have to go through by planning and implementing a project, it lists the resources you will need and mentions some tools for effective project management.

None of the topics is explained in depth; this paper gives just an overview that can help you in finding out further training needs.

1 evaluation and the funnel process

1.1 issue research

1.2 target group(s)

1.3 results, deliverables

1.4 external relations, marketability

1.5 the funnel process

1.6 feasibility study (resources: time, HR, finances)

2 resources planning

2.1 HR-planning, OC structure

2.2 budgeting

2.3 fund-raising

2.4 time-planning

3 managing process

4 executive process

4.1 motivation

4.2 communication

5 measurement of success

evaluation and the funnel process

In order to have a better project quality and to be clear about the results you want to achieve, you should carefully research and audit your project ideas. One tool that supports you in finding projects that use AIESEC in the most effective manner is the funnel process.

issue research

The very first step in a project is to find the  issue(s) the project is addressing. A thorough research will help you to define clear results, have a distinct content, and make best use of the AIESEC framework.

There are multiple ways of research; some of them are:

brainstorming

scanning our environment

looking for current projects that could be adapted or where value could be added

target group(s)

It doesnt make any sense to run a project if there arent the right or no people attending it. Therefore it is necessary that you define which sector(s) of society you want to work with. This will later enhance your setting up of a consistent marketing concept.

results, deliverables

Be sure of what you want to achieve and who will be impacted in which way by your achievement. What specifically will be changed by the end of the project in your environment? Think also how you can best deliver the results - what sort of form will they take?

Results are necessary to measure your success and impact in the end.

external relations, marketability

You may want to run your project with the help of other organisations. Try identifying possible partners or supporters and what sort of relationship you can have with them (financial support, endorsement, active involvement).

If you are very clear on the issue, target groups, and results of your project it will be much easier to market your idea to your partners, the participants and the media.

the funnel process

The funnel process denotes a filtering process, which can be used to lead you through the steps mentioned before and to find out whether your project idea fits to AIESEC. Ask yourself the following questions:

Is the project connected to the vision and the purpose of AIESEC?

Vision:   Peace and fulfillment of mankinds

potential

Purpose:   To contribute to the development of

our countries and their people with an

overriding commitment to international understanding and co-operation

Is the project connected to a Focus Area?

AIESEC defined five areas which people from all over the world will work on. Even a global association cant address everything. That is why we have to focus on some areas where we as students can best contribute to and find new solutions.

The 5 focus areas are:

n Cultural Understanding

n Education and Learning

n Corporate Social Responsibility

n Entrepreneurship

n Information and Society

Are our core competencies integrated in the project?

Exchange of people and ideas by using the global netword

Intersectorial linking (using the access to the private sector, universities, government, United Nations bodies, and NGOs)

Student involvement

What about the management of the project?

see next paragraph

feasibility study (resources: time, HR, finances)

As part of the funnel process and at the end of the evaluation phase you should work out a feasibility study. This is like a draft planning of the resources that you will need, and it will show you whether you will be able to run the project at all or whether the resources are inadequate.

Include the following aspects:

Human Resources: project manager, team:

Do they have the right skills and sufficient knowledge? If not how could they acquire these?

Do they have the right attitude towards the project and do they understand the concepts behind it?

Time: set up a preliminary version of the time planning, define milestones

Finances: estimate a budget and think about how you can fund-raise the money

resources planning

Once your idea has successfully passed the funnel process and you have decided to run the project you will have to extend your planning that you have started in the feasibility study and look at the details.

HR-planning, OC structure

Your OC structure and size should match the projects goals. When designing the different jobs, consider the following aspects:

jobs should have as much autonomy as possible

each member should have the appropriate responsibilities and authorities in order to be able to fulfill his tasks

create jobs that use different skills of the responsible (job-enlargement and job-enrichment)

have a distinct responsible for each of the critical success factors

the bigger the OC, the more HR-planning is needed (OCVPHR)

a reasonable span of control lies between 3 and 6; split up your OC into smaller groups if this span is exceeded

budgeting

A budget is a tool used for planning and controlling your financial resources. It is a guideline for your future plan of acting, expressed in financial terms within a set period of time.

The following paragraph roughly describes how you set up a budget:

Define the duration of your project, the actions you will take and the expenditures you will have. Determine what sources of income you have (fund-raising), when these funds will be available and when you have to spend money (liquidity planning). Review, revise and then assemble this into a final budget. Your budget must be flexible enough to anticipate conditions which might have been overlooked during the planning. Once the budget is approved by your members meeting, it should be closely managed.

fund-raising

Depending on the issue of your project there is a lot of possible supporters. Theres not only money you can ask for but a lot of in-kinds. Use your fantasy! Also many of the older AIESECers have a lot of experience, which you can benefit from.

Hardly any company or institution will support you just because of goodwill. So you have to make them a proposal and sell them not only AIESEC but also give them a product in return (equivalent). If you do some research on your partners youll quickly find out how your project idea is related to them and what offers you could make.

Its very important that you have a fund-raising plan in your LC (usually done by the VPER), otherwise one could overfish certain companies.

time-planning

According to the results of your feasibility study and your budget, you now should have a clear idea of what your resources are, and what you still have to look for. Its time to plan your work to be able to

set priorities

set deadlines

have the control on your works progress

give clear objectives to your team

be flexible to deal with eventual delays

raise motivation through work achievement

An easy but effective time-planning tool are milestones: identify critical tasks and set a deadline for them. Check regularly if you have reached the milestones.

managing process

Some of the project managers duties are:

set measurable objectives

there are 4 dimensions of objectives, which all are interlinked:

quality (result, impact of the project)

time (deadlines, milestones, period of time)

financial objectives (restrictions)

social objectives (within the team)

All these objectives are most of the time conflicting and you have to trade off between them. The social objectives will always be affected.

Example: During the preparation for a conference you notice that with the money available you wont be able to invite an external speaker. This however will reduce the quality of your conference. Maybe you now put more pressure on your finance responsible to get more funds, and thus he feels offended and quits the team. Other team members also get very unsatiesfied with you and you suddenly face serious social problems.

Other scenarios: You decide to postpone the conference (time), or you exceed your budget, or you you lower the quality objectives.

build the project organisation

team (OC)

communication structure

lead the team-members

ensure their qualifications by supplying the appropriate education

think of how you can motivate the team

resolve conflicts within the team

plan, control, and check the project with the appropriate tools and methods

handle possible risks

executive process

In your daily work on the project you will have to deal with a lot of problems which mostly arise from or are connected to motivational or communication difficulties.

motivation

Your team and yourself will need a high level of motivation in order to be able to face problems, delays, and crisis. Motivation can be built through a good team spirit, or it can increase when a milestone is reached.

Its important to work on the team (spirit) as well, since a group of people wont automatically form a team. A team will quite naturally pass through different phases (scanning, fighting, organizing, working). The art of leading a team is to find a balance between the different needs and abilities of each personality, the interests of the group as a whole, and the project.

communication

Communication is often a source of problems. The point is that every message includes not only information but we send also expressions of our feelings towards the communication partner. This may be misinterpreted.

Some communication rules can enhance communication, though not avoid any problem:

express yourself clearly and precisely

listen actively

get conscious of the feelings that are expressed

give feedback

formulate your wishes and critics as I-phrases

After all any team has to find its own culture and communication style.

measurement of success

You cannot check your success unless it is measured. Therefore you have to think early enough how you can measure if you have achieved your results.

There are various methods to do that

conducting a survey on the impact

interviewing participants on their benefit/learning experience

measure a change in attitudes or behaviour

benchmarking (compare to best practice)

reviewing and evaluating the project management

Be honest with yourself and try to find the method that gives the most valid results.