1. Some notions for Effective International Project Management Brent Olson

2. 1/12/06 GBOlson Effective Project Management Rotary International Projects are different. – Usually involves international partners; may involve other U.S/Canadian partners. – Management often more complex; project timelines are longer; management tasks may be distributed, cross cultural communications – Important Distinction between Club “Grant” and Club “International Projects”

3. 1/12/06 GBOlson Effective Project Management “Grant” versus “Project” – Often used loosely, interchangeably – Grant - most management tasks usually reside with the grant recipient. Grantor sets the conditions, defines desired results, pays. – Project - Management tasks usually & largely remain with the funding organization. – International Projects - Management and/or funding responsibilities may be spread between two or more organizations

4. 1/12/06 GBOlson Effective Project Management Define Explicit Project Manager Responsibilities – Two or more deep club leadership often crucial – Foundation grants now require three committed Rotarians – Clear definition of responsibilities especially critical when two or more clubs are involved. – Document expectations of project managers in some detail.

5. 1/12/06 GBOlson Effective Project Management Project Management Responsibilities – Who do they report to? When? On what? – Who are their international collaborators? – To whom do they document expenditures? – What is to be reported to the International Committee, to the Board or the members? – What publicity and reporting to Membership is to be done? – Who prepares Foundation Grant reports?

6. 1/12/06 GBOlson Effective Project Management Project Manager Responsibilities: – What constitutes successful project management?

7. 1/12/06 GBOlson Effective Project Management Clear Project Proposals that define: – Project goals – Beneficiaries – Measures of Success – Project Cost Estimate – Estimated Project Schedule, Milestones – Stages of the project, when large continued

8. 1/12/06 GBOlson Effective Project Management Clear Project Proposals that define –cont’d – Accountability for funds – Stages of project – Reporting Schedule and responsibilities – Breakdown of roles and accountability for specific tasks between clubs “The detailed planning done “up front” saves much wasted effort, ill-will and embarrassment.”

9. 1/12/06 GBOlson Effective Project Management Common Problems Lack of Clear and Specific Project Goals – Generalities mask hidden problems Beneficiaries are not clearly defined – Avoid generalities, determine numbers Define how you will measure or verify success. Planning for good project evaluation often avoids problems in the execution phases.

10. 1/12/06 GBOlson Effective Project Management Determine your international partners or NGO partners roles and tasks. Put it in writing. – Exchange of letters – Memorandum of Understanding – The more folks involved, the greater the distances involved, the more opportunity there is for differing interpretations. – What may be understood by you as an “obvious” management practice may not be understood by your international partner.

11. 1/12/06 GBOlson Effective Project Management EXERCISE: Identify Some Best Practices that will lead to effective project management. For projects with other US/Canadian Partners For projects with Rotary Int’l Partners For Rotary Foundation funded projects For projects with cooperating NGO organizations but no Rotary partner. Discuss with your table mates. List suggested best practices to take back to your club.