OpenLLM-France/wikimedia huggingface dataset:
# Development Cooperation Handbook/Designing and Executing Projects/Guidelines/Key Questions for Establishing the Team Organization

Guideline: Key Questions for Establishing the Team
* Who is the project manager?
* What are the project manager’s responsibilities?
* In which areas does the project manager have decision-making authority?
* Has the project manager’s responsibilities and authority been agreed to, written down, and distributed to the team?
* Who is on the team?
* What is each team member’s expertise?
* Is everyone who is performing work for the project identified?
* What are the team’s responsibilities?
Templates:
* Project Team and oither Stakeholder Analysis Template - project major stakeholders roles table - Responsibility Matrix
* Project Task Assignment Document
* Resource Plan
* Description of project team members responsibilities
* Project schedule worksheet

## Other Tools

How to reach an agreement on the Employee Performance Objectives
How to manage motivated and effective teams
How to recognize if Team Building is successful
How to check the level of togetherness in a team
Why do organisations need to plan and manage their communication?
How team members can improve overall project communication
Measures to make teams more performing
Required characteristics of the project manager
The 10 Project Management Guiding Principles

## See also

In other sections of this handbook
The employee empowering organization
Manage the Performance of Project Team Members
Team Conflict Management
Decision Making in Groups
/Leading and Managing
Human resources management
Team Conflict Management
Decision Making in Groups
# Development Cooperation Handbook/Designing and Executing Projects/Guildelines/How can we plan a project so as to ensure that is sustainable?

(see the definition of sustainable development)
Sustainability is the ability to be sustained. Whether the benefits and effects produced a project/programme continue after its termination. The extents to which the groups affected by the aid want to and can themselves take charge to continue accomplishing the project objectives. The action description by project applicant requires definition and implementation of a sustainability strategy[1].
Sustainability is often the most important criteria of evaluation and refers to the extent to which:
The positive impacts of the project at the purpose level are likely to continue after the project assistance is over;
This criterion is very large and the relative importance of the different issues will depend on the nature of the project and its relation with the local context. Analysis of sustainability can focus on:
Sustainability is about fostering participation - with dialogue, cooperation and communication.
In planning the project it is very important to consider how the project will have an impact on the programme and eventually in a wider context. A good project plan will properly would have defined how the project results, obtained through external financial support) would be used by the social system in a manner that would no longer require external support.
The key element for achieving sustainaility is designing and managing the project cycle with a spirit of partnership with the other project stakeholders at all its level and phases so as to capitize on the chain of subsidiarity and avoid conflicts of interests. See Manage concerted efforts with Partners/Counterparts; Involving Stakeholders)
Good practise by DWHH
[1] Sustainability description as per the Application Form template of the EC NSA-LA Budget Line of 2009
Describe the main preconditions and assumptions during and after the implementation phase.
Sustainability description as per the Application Form template of the EC NSA-LA Budget Line of 2012
o Financial sustainability: financing of follow-up activities, sources of revenue for covering all future operating and maintenance costs, etc.;
o Institutional sustainability: including structures that would allow the results of the action to continue to be in place after the end of the action, capacity building, agreements and local "ownership" of action outcomes;
o Policy level sustainability (where applicable) including the structural impact of the action (improved legislation, consistency with existing framework/s, codes of conduct, methods, etc.).
o Environmental sustainability (what impact will the action have on the environment – have conditions put in place to avoid negative effects on natural resources on which the action depends and on the broader natural environment)
See also:
* sustainability assessment
* sustainable development
# Development Cooperation Handbook/Designing and Executing Projects/Project Execution and Control/Conduct Project Execution Kick-off event

Conduct Project Execution Kick-off event
The purpose of Conduct Project Execution and Control Kick-off is to formally acknowledge the beginning of Project Execution.
New team members will be introduced to the project at this point, and must be thoroughly oriented and prepared to begin work. Most importantly, current project status is reviewed and all prior deliverables (concept papers, plans, etc.) are re-examined, giving all new team members a common reference point.
Orient New Project Team Members
The goal of orienting new Project Team members is to enhance their abilities to contribute quickly and positively to the project’s desired outcome. If the Project Manager created a Team Member Orientation Packet during Project Planning, the packet should already contain an orientation checklist, orientation meeting agenda, project materials, and logistical information that will again be useful. The Project Manager should review the contents of the existing Team Member Orientation Packet to ensure that they are current and still applicable to the project. Any changes needed to the contents of the packet should be made at this time. Once updated, packet materials can be photocopied and distributed to new team members to facilitate their orientation process. The Project Manager or Team Leader should conduct one-one orientation sessions with new members to ensure that they read and understand the information presented to them.
If the orientation packet was not created during Project Planning and new team members are coming on board, the Project Manager must gather and present information that would be useful to new team members, including:
* All relevant project information from Project Origination, Project Initiation, and Project Planning
* Organization charts
* Description of project team members responsibilities
* Information on Stakeholder Roles and Responsibilities
* General information on the Beneficiaries
* Logistics
* Project procedures (team member expectations, how and when to report project time and status, sick time and vacation policy; how they can get help and support if needed, etc.)
A Project Team Roster should be completed for each project. This powerful tool identifies team members and their roles and responsibilities. It is also a convenient and efficient way to keep logistical information about the team, such as telephone numbers and e-mail addresses. Typically, when a team roster is first completed, the team is surprised by how many different people and roles are involved in a project, how many redundancies there are between people, and how some key responsibilities have been overlooked. Completing a roster forces members to be more comprehensive in defining their team. Therefore the description of project team members roles and responsibilities should be constantly updated.

## Tools

Project Execution Kick-off Meeting Agenda
Project Team Roster
# Development Cooperation Handbook/Designing and Executing Projects/Introduction To Project Management

Introduction To Project Management
Project management is the application of knowledge, skills, tools and techniques to project activities so as to meet project requirements. It requires the knowledge of the various components of the project life cycle and it requires a good understanding of the human elements that keep the project team motivated and focused.
A project manager is required to lead a team that delivers all project expected outputs within the agreed timelines and budgets. There are many constrains that limit the choices of the project manager and therefore her/his ability is to make the best choices that enable best possible results within the given constrains.
There is a technical side of project management that is expressed in optimized allocation and integration of resources needed to achieve the project objectives. There is a human element in project management that is expressed in enabling all actors to feel the project as their own and facilitate a healthy communication and cooperation climate amongst the various project stakeholders. As in all arts involving human interaction the knowledge of the technical elements of project management is a huge asset, but finally what makes the difference in project management is the human authenticity of the project actors and the capacity of the project manager to create an environment where the different actors empower each other to best express their potentialities.
The Project Management Institute has identified 9 topic areas to define the scope of project management knowledge as follows:
* Integration
* Scope
* Time
* Cost
* Quality
* Human Resources
* Communication
* Risk
* Procurement
Within each of these topic areas, there is a set of principles, practices, and techniques to help managing project risks and capture opportunities for success.
In this section of the handbook we will briefly outline the knowledge areas and relate them to the project phases and link them to the collected tools for project management and to the testimonials of project managers.

## Tools
###### Templates

Interpersonal skill assessment Performance appraisal forms

###### Guidelines

Checklist for Identifying Performance Problems
Why do organisations need to plan and manage their communication?
How team members can improve overall project communication
Measures to make teams more performing
Required characteristics of the project manager
The 10 Project Management Guiding Principles
Ethical Leadership Principles

## See also

⇒ How to design and manage successful cooperation programmes?
In other sections of this handbook
Leading and Managing
What is a programme
Project Managers and programme Managers
Determining the project manager
Manage the Team performance Leading and Managing
⇒ The boss is never happy (especially if it is a project manager)
On Wikipedia Project management
On other Wikibooks Project Management
# Development Cooperation Handbook/Designing and Executing Projects/How team members can improve overall project communication

Guideline: How team members can improve overall project communication
Awareness
* Base communication strategies on stakeholder needs and feedback.
* Ensure that communication is shared in a timely manner.
Content
* Advocate open, honest, face-to-face, two-way communication.
* Create an environment where project team members and other stakeholders can constructively challenge behavior and ideas.
Context
* Remember that communication is two-way. Listen as well as deliver the message.
* Involve senior management when appropriate.
Communication flow
* Coordinate communication with project milestone events, activities, and results.
* Include key stakeholders in developing an interest-based conflict management process.
Effectiveness
* Conduct regular assessments of the communication plan and process.
* Communication must focus on the beneficiary.
Format and media
* Take advantage of existing communication vehicles and opportunities.
* The project team has a variety of methods to share information.

## Self review

Questions to ask yourself while writing a report
* What do you want to say?
* To whom do you want to say it?
* How are you going to say it?
* How will you organize you ideas?
* Can you be logical?
* Can you prove it?
* How many numbers do you throw at them?
* Is your report believable?
* Is it simple?
* Is it too long?

## Other tools
###### Templates

Tasks implementation report form
Template - Project Status Snapshot
Template - Project status summary
Template - Project Status Report

###### Checklists

What to do in order to obtain information about a project
What to ask in order to obtain information about a project What to say in order to provide information about a project

###### Guidelines

Guideline: how to report project performance How to built the trust and provide solid support for your reports

## See also

Project information distribution
Manage Implementation of Project Execution
# Development Cooperation Handbook/Designing and Executing Projects/Introduction To Project Management/Determining the project manager

Determining the project manager

### Required characteristics of the project manager

A basic competence is required in all the 9 topic areas of project management knowledge.
The best project managers are:
* Good motivators and leaders, coaching, and teaching others on the team.
* “Big picture-oriented.”
* Effective communicators.
* Good organizers.
* Goal-oriented.
* Knowledgeable about and committed to the use of project management procedures.
A fundamental of project management is that :
* a good deal of managerial autonomy (from institutional superiors) is given to the project manager to lead the project team to implement the Project Plan Document, in order to deliver the project results according the methodology indicated in the plan and within the cost and time limits previously defined;
* the project manager and the project team have no authority to change project scope and methodology, nor to increase budget and time allocations and that for whatever modification to the project plan they have to get the approval of the other stakeholders through a previously defined change process that will lead to formally agreed.

### Responsibilities of the project manager

In particular, the project manager is responsible for seeing that the project management process, is effectively executed.
The project manager should be officially announced in writing, with a complete description of the particular role and responsibilities involved. For instance, the announcement from senior management should indicate whether or not the project manager has the authority to make decisions if there is a dispute between team members, or to declare a “breakdown” that invokes assistance from others with authority.
Main tasks:
* Ensure the project team is well-organised, adequately staffed, and working well together, i.e. that team members understand and accept their responsibilities.
* Keeps team resources focused on developing and executing the plan.
* Is responsible for the control over the project and makes timely adjustments to the plan.
* Report meaningful metrics for cost, schedule, quality, and risk;
* Conduct regular status and design reviews;
* Ensure the adequacy of project documentation and testing;
* Maintain meaningful communications among project stakeholders;
* Manage the project to attain the project goals and achieve stakeholder satisfaction.
* Arbitrates and resolves conflicts in the team.
* Reports project performance

## See also

⇒ How to design and manage successful cooperation programmes?
In other sections of this handbook
What is a programme
The 3 level hierarchy of programme objectives Project Managers and programme Managers Leading and Managing
# Development Cooperation Handbook/Designing and Executing Projects/Logical Framework Approach

The Logical Framework Matrix (the Logframe) consists of a matrix with four columns and four (or more) rows, which summarise the key elements of a project plan, namely:
* The project's hierarchy of objectives (Intervention logic)
* How the project's achievements will be monitored and evaluated (Indicators and Sources of Verification)
* The external factors critical to the project's success (Assumptions)
The general structure of the Logframe matrix is shown in the table below:
Activities comprise the actions that have to be taken or provided to produce the results. They summarise what will be undertaken by the project.

## Reference

* The logical Framework Approach
* Logical framework matrix (ECHO)
# Development Cooperation Handbook/Designing and Executing Projects/Project Cost

Steps and Tools
Cost is one of the 9 topic areas of project management knowledge. Limited financial resources is the one constraint of any project. Costs include the people and equipment who do the work, the materials they use, and all the other events and issues that require money or someone's time in a project.
The project team has to organize the work in oder to maintain the actions within the budget available.
In project management there are various tools and procedures that help managing costs, like Cost Estimating, Budgeting, Cost and Schedule Control System, Cost Analysis.
Project Execution and control
Task of the Project Cost Management is to describe and execute all those "processes involved in planning, estimating, budgeting, and controlling costs so that the project can be completed within the approved budget" (comp. PMBOK3, p. 157).

## Processes, phases and tool

| Project Processes | Project Phase | Key Deliverables |
| Cost Estimating, Cost Budgetting | Detailed Planning or design stage | Example |
| Control and Manage Costs Established in the Project Budget | Project Execution and Control | Example |

## See also

* in other sections of this handbook
** Project planning phase
** Project Execution and control
* on Wikipedia
    Project cost management
* on other Wikibooks
    Cost Management
# Development Cooperation Handbook/Designing and Executing Projects/Communication Management/Addressing Resistance

Guidelines - Development Cooperation Handbook Steps and Tools
You might have valuable information and great ideas, but unless you can get them across, they are worthless. Persuasion is the ability to induce to undertake a course of action or embrace a point of view by means of argument, reasoning, or entreaty. Persuasion is explicit and direct, while manipulation is implicit and deceptive. Influence is the ability to produce an effect on someone else. Negotiation is a process where two or more people or parties who have conflicting interests attempt to reach agreement when neither side has the formal power—or the desire to use it—to get its own way. There are two types of negotiation: Distributive and Integrative. Distributive negotiations can be thought of as disputes over a “fixed pie.”
To persuade others to your point of view you need to show what’s in it for them. You need to highlight how you’re your proposal meets their needs. Establish common ground with others and show how your ideas will lead to shared benefits.

#### See also

* in other sections of this handbook
** Four Basic Steps for Resolving Conflict
* on Wikipedia
* on other Wikibooks
* in Devcopedia - EuropeAid Wiki
* External links
# Development Cooperation Handbook/Definitions/Logical framework approach

The Logical Framework Approach (LFA) is an analytical and management tool which is used, in one form or another, by most multilateral and bilateral aid agencies, international NGOs and by many partner governments. It is a core tool used within Project cycle management ( is a term used to describe the management activities and decision-making procedures used during the life-cycle of a project (including key tasks, roles and responsibilities, key documents and decision options).

## Concept

The Logical Framework (Logframe) is a project design and implementation tool, which allows for a systematic and logical way of setting the project’s objectives and activities. It is useful in all stages of the Project Cycle. The Logical Framework presents the causal relationships between the different levels of objectives, provides indicators to check whether these objectives have been achieved and establishes what assumptions outside the project may influence its success. As such, it is a key instrument in the analysis of the project’s impact.
The Logical Framework matrix consists of a matrix with four columns and four (or more) rows, which summarise the key elements of a project plan, namely:
The project's hierarchy of objectives (Project Description and expected Outputs) The key external factors critical to the project's success (Assumptions) How the project's achievements will be monitored and evaluated (Indicators and Sources of Verification)
File:Logical framework matrix.gif

## Reference

* Project Cycle Management Guidelines": The logical Framework Approach
* Logical framework matrix (ECHO)
# Development Cooperation Handbook/Definitions/Visibility
## Concept

The objective of visibility is to sensitise the public and the beneficiaries to the objectives pursued by the action of the donor and its partners, as well as to the donor role. The purpose is not to legislate by principle, but to set a common framework to ensure instant recognition of the source of funding or co-financing and, as such, to strengthen the identity and visibility of the donor.

## Reference/Source

* The Communication and Visibility Manual for EU External Actions explains how EU financed projects and programmes should manage visibility.
* Furthermore, the AIDCO website provides its partners with some guidance on visibility:
** FAQ- Contractual obligations
** FAQ- Partner visibility
** FAQ- The final product
** FAQ- Exceptions to the rule?
** FAQ- Where do I find?
# Development Cooperation Handbook/Definitions/Sustainable development

Definitions
Sustainability, in a broad sense, is the capacity of maintaining a certain process or state. It is now most frequently used in connection with biological and human systems. In an ecological context, sustainability can be defined as the ability of an ecosystem to maintain ecological processes, functions, biodiversity and productivity into the future.
Sustainable development is a pattern of utilizing the existing natural and human resource capitals without decreasing their value for future utilizations. (see also ⇒ defining development).
The term was used by the Brundtland Commission which coined what has become the most often-quoted definition of sustainable development as development that "meets the needs of the present without compromising the ability of future generations to meet their own needs."
Sustainable development implies economic growth together with the protection of environmental quality, each reinforcing the other. Sustainable development is maintaining a delicate balance between the human need to improve lifestyles and preserving natural and cultural ecosystems. The field of sustainable development can be conceptually broken into three constituent parts: environmental sustainability, economic sustainability and sociopolitical sustainability. The essence of this form of development is a stable relationship between human activities and the natural world, which does not diminish the prospects for future generations to enjoy a quality of life at least as good as our own. Participatory democracy is a prerequisite for achieving sustainable development. (see ⇒ participation)
In Wikipedia ⇒ The Sustainable development Portal
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