1. Science? Art? or just a way of thinking....
SMART Programme
Module 2
Planning
Science? Art? or just a way of thinking....
Notes to Instructor:
Opening Slide – ensure correct date and location are updated prior to course commencing
19th January 2016
Brindisi

2. Planning – Cross Cutting Issues
Assignment 4b
Planning – Cross Cutting Issues
This is after lunch– it should help them just to unwind as they listen to an interesting piece of theory…

3. Planning – Changing View
What you do not know
What I know
Private
Public
Discovery
Blind
What I do not know
What you know
Notes to Instructor:
Explain the JoHari Window twice. Once using yourself (the facilitator) as the example: only you know about yourself (private), unless you share (public). There will be things the participants have noticed already that you are blind to, this leaves discover or learning. JoHari concluded that we spend too much time in the first box (knowledge is power), instead of giving/receiving feedback so you can focus on learning. Now the second example: which is the project as the window? Private = paint-by-numbers, therefore three windows not explored, which leads to more risk. We should work in planning teams to reduce down the 4th window which is the true risk of the project. The more “Views” of the project, the more likelihood there will be no surprises.
JoHari Window

4. Planning – Is the project fit for purpose?
Changing the View – using the JoHari Window..
This is the first of many inputs where we get a chance to learn how to keep viewing the project from different views. Some are through the eyes of experts and some are “planning” related.
Planning View – “Quality”. Only think about quality i.e. How will you guarantee that all the critical deliverables are fit for purpose the first time? How will you ensure that the project delivers its outputs to a high standard? That we get the best possible results?

5. Planning – Resource? Changing the View – using the JoHari Window..
Planning View – “Resource”. Only think about resource i.e. How will you guarantee that the project has the right resource at the right time? What is your procurement strategy/plan? What are the resource constraints? Who will be doing what – what roles and responsibilities are needed to do each key deliverable?
Expert View – See if there is someone in the room with a Resource background. Ask them to review your project and see through their eyes as you look at your plan.

6. Planning – Cross cutting views
Quality
Finance
Capacity development
Gender mainstreaming/Social inclusion
Environment/Social/Economic
Sustainability
Health and Safety
Human Rights
Resource
Do no harm
Security
Legal
Any others “Views”?
Notes to Mentors:
Give the teams this fuller list to work through and ask them to spend time on each “view”. They may want to ask co-workers in the room if they have any skills in these areas to help spot any issues.
Remind participants that the UN Country Programming Principles and 10 Fragile State Principles (e.g., do no harm) covered under “Best Practices” are also useful for checking if all cross-cutting views have been considered.
As before, consider existing standards and then pick up each significant Post-it- Note and ask – how will this conform/ assist in each of the above subjects. Finally change Planning Horizon.

7. Planning – Cross cutting themes
Mentor Group Exercise
Planning is a mixture of creative input followed by a more reflective or analytical period. The mood of the team will change. It is important to notice the dynamics of the team as well as the energy.
Let’s change the mood….
Can each team now look at the list of cross cutting themes (and PRINCE2 Strategies!) and rather than work as “one large group” work in pairs and see how much more “planning” can be done by many teams working at the same time.
Note any changes you make as a result of this change of working
You have until 12:15 to complete this

8. Assignment 5
Risk Management

9. Planning – Risk Management
What is the difference between the following:
Risk Management vs. Issue Management
Why do we have to manage these?

10. Planning – Risk Process
Notes to Instructor:
Take participants through the diagram – make connection between scoping exercise/planning to “establish the Context” Advise them there is a draft policy and that DPKO is adopting ISO31000.
DPKO DFS Risk Mgt Policy – ISO31000

11. Planning – Risk Management
Identify and describe the Risk (threat or opportunity) In terms of the cause, event and effect
Assess the probability, and impact It is helpful to estimate the inherent values (pre-response action), residual values (post-response action) and eventually the secondary risk (additional risk taken as a result of response action)
Proximity. This would typically state how close to the present time the risk event is anticipated to happen (e.g. imminent, within stage, within project or beyond and if possible the date).
Treatment Strategy. Having evaluated the Risk, how will the risk be treated e.g., avoid, mitigate, contingency, transfer, accept
Treatment Plan. Actions to resolve the risk. Note that more than one Treatment Strategy may apply to a risk
Risk owner. The person responsible for managing the risk plan
Examples:
Example of avoiding a risk: A patrol might be ambushed on a bridge, so it decides to avoid the bridge and take a different route.
Example of mitigating a risk: There tends to be an increase in prisoner escapes over the holiday season, so the prison will mitigate this risk by increasing security during this period.
Example of contingency: what is my plan B?
Example of transferring risk: the mine action component sub-contract mine clearance to an implementing partner – this transfers the risk of casualties from mines to the implementing partner.
Example of accepting risk: we accept to send the patrol over the bridge and risk an ambush. Typically, when you accept a risk, you also take measures to mitigate it and have a contingency plan.
Note to instructor:
Go through the headings and explain these are the headings in a Risk Register. Use the next slide to explain “Assessment”

12. Planning – Assessing Risk
Very high 1 3
High 2 4
Impact
Medium 8 6
Low 10 10 7
Very low 9 11 5
Notes to Instructor:
Explain the Assessment of a risk, Inherent vs. Residual risk and link to Treatment Strategy and then go back to the previous slide..
Impact
Very low
Low
Medium
High
Very high
Likelihood
Likelihood/Probability
Risk tolerance line

13. Planning – Risk Register
Group Exercise
Using the flip chart, create a Risk Register using the headings below. Identify, Assess, and Plan your projects risks. Look at all significant post-it-Notes including Indicators!
Risk Description (your description to include, cause, event and effect)
Probability (High – Low)
Impact (High – Low)
Proximity (When is this most likely to happen).
Treatment Strategy (avoid, mitigate, contingency, transfer, accept)
Treatment Plan (Actions to resolve the risk).
Risk owner (named individual)
No put the risk on your plan!!!
Your have until 15:15 to create a risk register and identify/analysis/ at least 4 risks
Notes to Mentors:
Try and get the team to do at least 4 – make sure they use a flip chart to create a full register!

14. Stakeholder Analysis and Communications Planning
Assignment 6
Stakeholder Analysis and
Communications Planning

15. Planning – Stakeholder Analysis
We will be looking at two types of analysis:
Workshop
Formal

16. Planning – Stakeholder Assessment
Visibly Supporting
Strong Influence
No Influence
Not support
Notes to Instructor:
Explain the use of “Cross Hairs” or “Target” in a workshop environment. Advise Participants you can pick any two items to assess. Put on the chart where someone is and where they need to be and then write the plan in the chart

17. Planning – Stakeholder Assessment
Do they support the project?
Do they support the project invisibly?
Does this Project benefit them?
Does this project threaten them?
Do they have the required skill to do their project role?
Can the project succeed without them?
Action Plan
Date Due
Owner
Notes to Instructor:
More formal approach, advise Participants you can put as many questions as needed and that it is the question marks (?) that are the ones to worry about!
For each question enter Y (yes) N (No) or ? (don’t know)

18. Planning – Communication Planning
Stakeholder
Group
What is the Purpose of the Communication?
What is the Frequency of the communication?
What is the Medium to be used?
Comments notes
Date Due
Date Complete
Was the communications effective?
Notes to Instructor:
Remind them to look at each significant Post-it-note and ensure it is considered in the Communications plan
Own the “Receipt” of the communication – not just the “Transmission”

19. Planning – Stakeholder Analysis
Group Exercise
Step 1 – List all of your stakeholder on a flipchart – give each one a number
Step 2 – if possible group “logical sets of stakeholders – use letters
Step 3 – use one of the two techniques show and analyses your stakeholders
Step 4 – develop your plan to manage the stakeholders
Step 5 – check the impact of your analysis on your plan and update as appropriate
This should then lead to
Step 6 - Develop a communications plan for your plan – this can be formal (previous slide) or using Post-it-Notes add additional deliverables on your plan.
You have until 10am Friday to complete the stakeholder assessment and a communications plan