1. Project Cycle Management for International Development Cooperation Horizontal competencies Teacher Pietro Celotti (courtesy of Sviluppo Marche SpA) Università degli Studi di Macerata 28 November 2011

2. The VISIBLE Project Manager is the owner of the project and therefore responsible for its correct implementation in terms of overall resource management: people; time and finance. The PM has the authority to run the project on a day-to-day basis (on behalf of the employer, client, project board, funding organisation or other designated body) and should have sufficient latitude to exercise a wide degree of creativity in performing this role and ensuring results are achieved. “VISIBLE” Definition of the PM’s role “VISIBLE” Definition of the PM’s role

3. The Project Manager oversees all aspects of the project using planning, monitoring and controlling processes. The PM is responsible for co-ordination and completion of the project and to this end will perform a variety of tasks including setting deadlines, assigning responsibilities, monitoring and reporting progress of the project. The PM may be responsible for more than one project at a time and will manage these with integrity according to agreed local procedures “VISIBLE” PM’s responsibilities “VISIBLE” PM’s responsibilities

4. “VISIBLE” PM’s tasks “VISIBLE” PM’s tasks Planning and problem-solving tasks Communicating tasks Team management tasks Technical and quality tasks Organising tasks

5. Planning and problem-solving tasks –Responsible for project management –Create and monitor detailed project plans –Identify and manage potential and actual risks –Take corrective action where necessary “VISIBLE” PM’s tasks “VISIBLE” PM’s tasks

6. Communicating tasks –Participate in project meetings with external bodies –Co-ordinate work with the Head of Unit –Explore new areas/contacts to report to the Head of Unit and General Manager “VISIBLE” PM’s tasks “VISIBLE” PM’s tasks

7. Team management tasks –Manage and control the Project working group –Provide direction and vision to the group –Motivate the group to achieve results –Develop the strengths of group members “VISIBLE” PM’s tasks “VISIBLE” PM’s tasks

8. Technical and quality tasks –Communicate vertically and horizontally with the Technical Services and Financial Unit –Ensure that processes, standards and methodologies are followed “VISIBLE” PM’s tasks “VISIBLE” PM’s tasks

9. Organising tasks –Generate work streams to meet targets –Create a structure for project documentation –Control the project budget “VISIBLE” PM’s tasks “VISIBLE” PM’s tasks

10. 1. Networking 2. Results orientation 3. Organising 4. Communication 5. Decision making 6. Methodical 7. Problem solving “VISIBLE” PM’s horizontal competencies “VISIBLE” PM’s horizontal competencies.

18. Determine appropriate levels of knowledge & skill Identify development and training needs Fair and objective performance management framework Easy to use and implement locally Use with other competency frameworks Underpins targets and RDA development plans Maps cognitive, psychomotor and affective learning “VISIBLE” PM’s horizontal competencies “VISIBLE” PM’s horizontal competencies t

19. An opportunity to reflect upon a situation that occurred while the PM has been managing projects and then write about it so that it can provide a learning opportunity. Be honest and thoughtful while writing. A difficult experience can sometimes provide more learning than an easy one. Use as a basis for discussions with line managers to show how PM is working at levels 3 or level 4 in the competencies matrix. “VISIBLE” Case Histories “VISIBLE” Case Histories

21. This presentation was created by Sviluppo Marche within a project co-funded by the European Union p.celotti@t33.it