A series of articles introducing people already trained in Project DPro to the merits of Program DPro
Program DPro Principles
The five principles of Well governed, Participatory, Comprehensive, Integrated and Adaptive were first created for Program DPro. Since then, the latest edition of Project DPro has incorporated the same principles into its philosophy underlining their importance at project as well as program level. According to Program DPro:
Effective program governance provides a clear framework for control, accountability, tolerance, support, and decision-making at all levels.
We can why Well governed is a principle which applies to all the activities performed in the development and humanitarian sectors. Just like projects, programs also have clear levels of accountability. We might argue there is more to be gained by getting the Well governed principle right at program level, as unnecessary bureaucracy is likely to be costlier at this level.
People´s participation is a non-negotiable facet of development interventions and program management is no exception. Although participation in projects can be more extensive, the Program DPro manager will still use the principle of Participation to manage expectations, communicate and engage stakeholders.
The Comprehensive principle means the Program manager must understand how the program´s individual elements interrelate, including how each activity affects the other projects in the program. Moreover, at program level, there can often be benefits of managing the program comprehensively, including securing added value.
The Integrated principle requires the Program manger to take a step back and take a holistic view of the program. Whereas the Comprehensive principle considers the individual parts of the program, the Integrated principle views the program as a whole.
Just like projects, programs must often incorporate change according to the context of implementation. Whereas, change management in projects concerns the agreed change in deliverables, in program management, the Adaptive principle is used to ensure that the program is always best able to achieve the organizational objectives underpinning the program.
In their entirety, the five Program DPro principles highlight both the similarities and differences between management at the project and programs levels. All these principles can be applied in projects, but programs are managed from a more strategic position.
If you enjoyed this series of articles, and would like to learn more about the principles of Program management, you can take one or more of the five Program DPro mini-courses for free.
A series of articles introducing people already trained in Project DPro to the merits of Program DPro
Program DPro Phases
How do the phases and principles of Program DPro correspond with those pertaining to Project DPro?
As a Project DPro certified PM, you will be familiar with the five Project DPro phases of Identification and definition, Set-up, Planning, Implementation and Closure.
By comparison, Program DPro contains the four phases of Identification, Design, Planning and Implementation and Closure. The key difference is Program DPro’s Design phase which has a strategic focus and is aimed at determining which projects and activities are needed in order to help the organization achieve its strategic objectives.
The processes conducted during the Program DPro Identification phase include the organizational Theory of Change and a review of the country or regional Portfolio. Subsequent to the review of these and other documents, the Design phase will employ many of the tools Project DPro certified managers will be familiar with, but with a more strategic focus. For example, the Logical Framework has the levels of “Program goal” and “Program outcome”. Similarly, Gantt charts plot all projects required by the program, rather than individual activities within each project. The key outputs of the Design phase are the Program Charter and the Program Proposal.
In Program DPro, planning and implementation constitute just one iterative phase. Rolling wave planning and implementation follow the philosophy of “Plan, Do, Review”. Due to the comparatively longer duration of programs, which can last years, they are often split into stages. Stages are managed through the use of plans and reports. Of course, many of the same project management areas, such as risk, change, human resources and finance are managed at program level, but with a more strategic focus.
Finally, program closure is often a natural end as the objectives the organization set about securing have been achieved.
A series of articles introducing people already trained in Project DPro to the merits of Program DPro
Article 1: Is Program DPro right for you?
Welcome to this new series of articles which provide an oversight to the Program DPro Guide specifically for people who have already certified themselves in project management by taking the Project DPro Foundation (previously PMD Pro Level 1) exam.
Building on this foundation, these articles will discuss the Program DPro methodology and its relationship to Project DPro.
In this first article. Let’s begin by discussing whether Program DPro is a qualification you should consider taking.
Who can take Program DPro?
Program DPro is suitable for the following people:
Experienced Program Managers
Aspiring Program Managers
Country and Regional Directors
Recruiters
Advisory and support teams
Individuals and organizations working at local, national and international levels.
In short, you do not have to be a practicing Program Manager in order to study for and sit the Program DPro exam. Those working towards promotion or looking to develop their careers may particularly wish to achieve the certification without being Program Managers. As such, Program DPro can be considered as both a Pre-service and an In-service certificate.
Why take Program DPro?
The Program Manager is required to manage complexity relating to various interventions and multiple strategies relating to issues such as poverty, social justice and disease or disaster. Program DPro provides the training and information you will require to synergize and integrate the projects in your program by managing complexity.
How does Program DPro relate to Project DPro? The quick guide to Program DPro effectively defines the relationship between the two guides as follows: Building on the Project DPro approach, Program DPro integrates the concepts and tools recommended for Program Managers into a framework to improve the management of multiple interrelated projects as part of a coordinated program. Perhaps the big difference between Project DPro and Program DPro is that the latter has a more strategic focus on the bigger picture. Knowledge of Project DPro is not a pre-requisite for anyone studying Program DPro, but a good knowledge of project management is necessary.
How do programs relate to projects?
The figure below shows the key elements of project, programs and portfolios. A project relates to the delivery of a number of outputs, with the project manager being charged with coordinating the project and its characteristics relating to time, scope, budget etc. In contrast, the program manager is more concerned with managing the organization’s achievement of its strategic objectives through the coordination of a number of different but related projects and other activities.
Projects, Programs and Portfolios, source: Program DPro Guide
In the next article in this series, we will take a look at the phases and principles of Program DPro.
In this dynamic, ever-changing world, effective project managers keep up-to-date with their changing environment.
A new list of project management skills for 2021 produced by dpm, highlights changing requirements, some of which seem especially pertinent in light of the coronavirus pandemic.
Particularly striking from this list are the traits of “Tenacious”, “Adaptable” and “Decisive”. These qualities are especially apt considering how the world has changed over the last two years.
While hard skills seem to remain constant over time, the soft skills required to be a PM would appear to be constantly evolving. In particular, we note the inclusion of “Coaching” and “Diplomacy” on the softs skills list.
How do you think the project management skill set has changed over the past few years?
Would you recommend any additions to either this list or PM4NGOs’ PM competencies?
The third article in our leadership series takes a look at the characteristics associated with leadership.
What are the traits that make a successful leader?
Clearly, there are many important aspects, and some will be valued above others according to the particular context. In this article, I’ll examine multiple perspectives on the key traits of leadership, to identify those behaviors that are most commonly acclaimed. The three management authors and speakers discussed are Deep Patel (Forbes, 11 powerful leadership traits), LearningREADefined (7 key traits of leadership), and Brian Tracy (7 qualities of good leaders).
Leadership Traits
Deep Patel (Forbes)(forbes.com)
LearningREADefined
Brian Tracy(briantracy.com)
Having a vision for the future
Proactive attitude
Vision
Being accountable and responsible
Are accountable
Integrity
Being and Effective Communicator
Radiate positive energy
Focus
Acting Strategically
Delegate tasks completely
Strategic planning
Creating lasting relationships
Are approachable
Cooperation
Teambuilding and promoting teamwork
Do what they expect of others
Humility
Setting clear goals and persisting in achieving them
Are decisive
Courage
Self-Managing
Managing complexity
Fostering creativity and innovation
Learning agility
Analysis highlights the many similarities between these independent lists. The emerging themes are: Vision, Accountability, Strategic planning, Teambuilding and Decision-making.
Vision: Also a key Project DPro competency (12), Vision is the ability to contemplate the future. In this sense, Vision is closely linking to strategic planning as it entails finding time among the day-to-day management of operational issues to think about and plan for the future.
Accountability: Taking accountability and responsibility is another common trait. Author and motivational speaker Brian Tracy prefers the term Integrity, which invokes a sense of honesty and transparency.
Strategic planning: Deep Patel’s more substantial list of leadership qualities includes Managing complexity and Learning agility, but another common element is that of strategic action/planning.
From a Teamwork perspective, we can link LearningREADefined’s “Do what they expect of others” to the “Humility” extolled by Brian Tracy and Deep Patel’s “Creating lasting relationships” to reveal an interpretation of leading people as setting an example among equals. Moving away from the Organizational hierarchy, leaders nurture and foster relationships from a long-term perspective.
Finally, Decision-making. The emphasis here is on being timely and decisive. Leaders won’t always have the benefit of all the information necessary to make an easy decision, but, according to Tracy, they must have the “Courage” of their convictions.
In this second article of the leadership series, we’ll delve into the differences between management and leadership. Let’s begin with some definitions. According to the OED, management is defined as:
“The process of dealing with or controlling things or people”
Leadership is defined by the OED as:
“The action of leading a group of people or an organization”
The first definition is striking, even alarming, in its use of the verb “control” – a word with often negative connotations. Through the absence of the controlling element, the definition of leadership indicates that the role is on one hand more positive, and on the other more complex.
The Smarp blog highlights the differences between managers and leaders by emphasizing that managers are still followers, as they “follow the vision” and “endorse the culture” while leaders “set the vision” and “shape the culture”.
The overarching premise of leadership is that through ideas, vision and examples, the leader inspires people to follow their path.
Leadership guru Simon Sinek insists that leadership is not being in charge but taking care of those in our charge. The key difference is that managers, by controlling, seek to be in charge of the output or results of their staff. In contrast, leaders are not responsible for the job performed by their people, but rather they are responsible for the people doing the job.
In term of project management, Sinek’s teachings are highly representative of the “Servant leader” associated with Agile Project Management.
We surmise by saying that a project leader hires the right people for the job and facilitates their work by removing obstacles from their path.
Projects and Programs in the development and humanitarian sectors
To complement the processes and tools provided within their pages, Project DPro and Program DPro include a set of five essential Principles for the management of projects and programs in development.
Here, we take a deeper look at the first of those Principles: Adaptive. To find out more, consult pages 179-183 of the Project DPro Guide and pages 156-167 of the Program DPro Guide.
Adaptive
While one of the main objectives of project management is to create and implement a plan, the ability to Adapt as the project progresses is a key principle of Project DPro. The Adaptive principle relates to Monitoring, Evaluation & Control, especially the control of changes made to the project plan.
Projects and Programs are living entities, and the DPro Manager must respond to changes and issues as they arise during their project or program. The Adaptive principle is applied during all the phases of Project and Program DPro.
Adaptive and Decision Gates
The points at which the DPro Manager can employ the Adaptive principle include Decision Gates, which are valuable opportunities to assess how the project or program has progressed. The Adaptive manager uses decision gates as opportunities to reassess and reanalyze the project information at their disposal
Adaptive and Covid-19
A very current and very real example of the need to be Adaptive is the Covid-19 crisis. The innumerable development projects and programs in operation when the crisis hit will have had to adapt to the restrictions and effects of Covid-19. Inability to do so will, in many cases, will have endangered the success of those projects and programs.
The speed of technological change, and issues such as climate change, show that Covid-19 is not the only external factor requiring adaptability to changing circumstances. Perhaps more than any other Project and Program DPro principle, Adaptive will assume even more importance in the future.
Projects and Programs in the development and humanitarian sectors
To complement the processes and tools provided within their pages, Project DPro and Program DPro include a set of five essential Principles for the management of projects and programs in development.
Here, we take a deeper look at the first of those Principles: Integrated. To find out more, consult pages 177-8 of the Project DPro Guide and pages 148-155 of the Program DPro Guide.
Integrated
Whereas the Comprehensive principle ensures that each Project Management discipline and Phase is treated with the same rigor, the Integrated principle requires the successful coordination of those disciplines and phases.
One of the key areas highlighting the necessity for Integrated management is the triple constraint triangle: the associations between quality, cost, and time providing the perfect demonstration of the importance of integration.
Integrated and Phases
For the management of projects, the Integrated principle is most relevant to the latter phases of Implementation and Closure, when the project is manages across different disciplines. The earlier phases of the project provide the foundation and planning necessary for successful Integrated management.
From Program Management perspective, Integrated relates to the four phases of Identification, Design, Planning and Implementation, and Closure. The Identification phase includes the Integrated alignment of the program with organizational strategy, and the Design phase includes the Integrated analysis of risks at program level.
Conclusion: Harmonious Whole
While the Comprehensive principle considers the depth and rigor of attention to project management disciplines, the Integrated principle ensures that work comes together as a harmonious whole. In the context of Program Management, this requires aligning the work of individual projects and other activities so that the program can achieve its strategic objectives.
COVID-19 Pandemic has brought a new set of challenges and risks while managing projects in the recent time. Even though identifying and managing risks through risk management framework has been a norm among project management practitioners around the world, it will be difficult to find evidence of any project which could have anticipated and managed risk of this nature and level before this Pandemic. As a result, implementation of on-going projects has been affected and these needed changing some or all areas of project management e.g. scope/quality, time/schedule and/or cost/resources.
The Triple Constraint Triangle from Project D Pro
While many projects are already adopted as per the new normal, there is still a risk of COVID-19 and will continue to be so for up to several months or years in future despite the discovery of vaccine recently as it might take a long time to reach all the population of this world. Every project management requires at least some level of engagement within the project team and with stakeholders (including end beneficiaries) to plan and deliver its work effectively. Along with the Pandemic and restriction in movement, there has been increasing use of virtual/online means for communication, collaboration and even virtual visit which has contributed a lot in managing project. However, it is very difficult if not impossible to manage all the work virtually especially in development sector because many of the projects are implemented in remote and/or least developed areas. Therefore, to be able to continue projects to reach the people and communities in need, it is beneficial to develop and apply SOP which helps in managing the project risks.
While many projects are already adopted as per the new normal, there is still a risk of COVID-19 and will continue to be so for up to several months or years in future despite the discovery of vaccine recently as it might take a long time to reach all the population of this world. Every project management requires at least some level of engagement within the project team and with stakeholders (including end beneficiaries) to plan and deliver its work effectively. Along with the Pandemic and restriction in movement, there has been increasing use of virtual/online means for communication, collaboration and even virtual visit which has contributed a lot in managing project. However, it is very difficult if not impossible to manage all the work virtually especially in development sector because many of the projects are implemented in remote and/or least developed areas. Therefore, to be able to continue projects to reach the people and communities in need, it is beneficial to develop and apply SOP which helps in managing the project risks.
The US Environmental Protection Agency defines SOP as a document that provides set of instruction for a routine or repetitive work carried out by an organization. It further states SOP could be specific to the nature and need of an organization and it can help organization to maintain and ensure quality of process and to comply with organization as well as government regulation. With reference to this definition, SOP can be an important vehicle to mitigate COVID-19 related risks in a project. Even though SOP is generally applied in an organization with repetitive nature of work e.g. medical, it can also be adopted and applied in development projects because project also involves operation and administrative work and often there are similar set of activities in a project such as orientation and training.
Now the question is how to develop and apply SOP for a project to mitigate COVID-19 related risk to ensure health and safety of project team and stakeholders? Generally, a project in development sector delivers work in one or more of the following areas:
a. Office operation (desk-based work) b. Meeting with stakeholders c. Field visit and monitoring d. Orientation and training e. Construction activities
To take an example, if a project delivers its activities via desk-based work, then it can begin SOP development process by assessing and identifying risks related to COVID-19 while working in the office. After identifying risks, it should prepare mitigation measures considering the health and safety guideline of the organization, government and WHO as relevant and these measures can be implemented via standard operating procedures (SOP). Now, you might think why not COVID-19 related risks is simply mitigated through risk mitigation plan as before; but the advantage of SOP is that it helps to maintain and ensure quality of process and operation more systematically and effectively which is critical considering the current Pandemic. Once it is ready, the SOP should be communicated to the project team properly so that they understand and follow it thoroughly.
To make SOP for office operation more effective, some guiding questions might help for example: if SOP is easily accessible to read and easy to understand, if hygiene kit (mask, gloves, sanitizer, soap and water etc.) is available in office, if office/work space cleaned on regular intervals, if work space is arranged to maintain social distance, if work from home should be considered/continued, and if transportation should be organized for staff who depend on public transportation etc. Similarly, it is also important to consider how the suspected and infected staffs are handled, how the vulnerable staffs are taken care of, and how the COVID-19 related cost (for prevention and treatment) is covered. As the Pandemic is unfolding slowly and still unpredictable it is necessary to constantly review and update SOP on a regular interval such as weekly/bi-weekly or monthly. It is also important to identify focal person for communicating, monitoring and reporting of SOP implementation and escalating any risks or issues (including safeguarding) to appropriate level. If the project works with partner, it is also necessary to ensure the partner adopts similar approach to minimize risk throughout the entire delivery chain. Finally, the project should have functional grievance handling mechanism to ensure accountability and transparency in its work. The same approach can be taken to develop and apply SOP for other areas as mentioned above if needed.
Projects and Programs in the development and humanitarian sectors
To complement the processes and tools provided within their pages, Project DPro and Program DPro include a set of five essential Principles for the management of projects and programs in development.
Here, we take a deeper look at the first of those Principles: Comprehensive. To find out more, consult pages 174-176 of the Project DPro Guide and pages 136-147 of the Program DPro Guide.
Comprehensive
In essence, comprehensive project management involves applying equal rigor and attention to each phase of the project, ensuring that all project components (direct and indirect) are delivered and documented effectively.
For some, the Comprehensive Principle is the embodiment of the challenges facing a Project Manager: the necessity to tackle numerous disciplines, each with different skillsets, with the aim of achieving strength across multiple areas.
Stakeholder management, Risk management, and MEAL planning and implementation are just three of the distinct areas across which Project Managers apply their skills and competencies.
Comprehensive and Competencies
Given the range of skills involved in managing comprehensively, we advise Project and Program Managers to develop their abilities on the basis of PM4NGOs’ competency framework, which contains competencies relating to the following areas:
Technical
Leadership and Interpersonal
Personal and Self-management
Development sector specific
Program Management
Across these categories, there are 36 competencies which together comprise the entire skillset of Project and Program Management in the development and humanitarian sectors.
Conclusion: Continuous Development
To become a truly Comprehensive Project or Program Manager requires a commitment to the continuous improvement of skills in a number of areas. Project Managers are therefore lifelong learners who constantly upgrade their knowledge and abilities.
