1

Foundation Cooperation Fund &Warsaw School of Economics

Successful Project and Programme Management with the use of PCM Methodology

Beata Puszczewicz & Bartosz Grucza

2

Programming

Identification

Formulation

Implementation

Evaluation & Audit

Developing the system of supporting ESF projects in Poland - PCM EQUAL based:

Project level requirements

Programme level requirements

Inst

itu

tio

nal

re

qu

irem

ents

on

p

rog

ram

me

leve

l

Shared vision of support system

Institu

tion

al req

uirem

ents o

n

pro

ject level

a) Trainings

b) Consultations

c) Up-to-date information

d) Publications & Toolkits

• IT support

• Answers to detailed questions

3

CostCost

TimeTime

Cm -managerial costs

Ce – execution costs

Ct – total costs

Ca - attendance costs

CCmm

CCee

CCtt

CaCa

train

ings

train

ings

train

ings

train

ings

train

ings

train

ings

train

ings

train

ings

Action 1

Action 2

Action 3

2) Preparing plans and the support system

a) One-year schedule

b) Three-year schedule

Pla

nn

ing

th

e s

up

port

syste

m1) Support needs analysis

4

Thousends of hours of trainings related to project management provided by National and Regional Centers for ESF trainings and Equal NSS

Handbook for managing „soft” projects in the context of ESF - publication distributed in 120 000 copies !

In Equal over 1500 people trained in 10 months in 2005, over 4000 in 2005-2007!

17 other publications and toolkits prepared or translated

Imp

act

on

ES

F q

uality

su

pp

ort

Project Cycle Management Guidelines translated into Polish

Development Partnerships research and surveys about:• usefulness of PCM methodology in ESF projects• influence of PCM methodology on project management maturity level

Sourcebook on sound planning translated and adopted

PCM online course adapted and produced under EQUAL Initiative

Key elements:

5

1.2. Are you going to use PCM methodology in the future?

93%

7%

yes

no

Evalu

ati

ng

th

e s

up

port

syste

m Results of the inquiry

3.3. Are you going to use “stakeholder analysis” in the future?

91%

9%

yes

no

4.3. Are you going to use “problem analysis” in the future?

91%

9%

yes

no

5.3. Are you going to use “analysis of objectives” in the future?

95%

5%

yes

no

6.3. Are you going to use “analysis of strategies” in the future?

95%

5%

yes

no

7.3. Are you going to use a “logical framework matrix” in the future?

89%

11%

yes

no

6

The support system based on PCM methodology and tools applied by DPs

and other ESF project promotors in Poland resulted in efficient project

management.

Conclusions - part 1

7

Infl

uen

ce o

n p

roje

ct

matu

rity

Results of the inquiry

Immature organization:• processes improvised• reactionary• people are fire fighters• schedules and budgets exceeded• quality is difficult to predict

Mature organization:• organization-wide ability to manage processes• roles and responsibilities are defined and clear• customer satisfaction• high-quality projects

1 2 3 4 5

Project maturity levels

Parviz F. Rad, Ginger Levin, The Advanced Project Management Office. A Comprehensive Look at Function and Implementation, St. Lucie Press, USA 2002

The five levels of project management maturity

level 5 – continous improvementlevel 4 – benchmarkinglevel 3 – singular methodologylevel 2 – common processeslevel 1 – common language

5

4

3

2

1

H.Kerzner Model

8

Results of the inquiry

Podział poziomów dojrzałości projektowej PRR PIW EQUAL

12%

34%

34%

16%

4%

Poziom 5

Poziom 4

Poziom 3

Poziom 2

Poziom 1

structure of Polish DPs project management maturity level

Infl

uen

ce o

n p

roje

ct

matu

rity

9

Results of the inquiry

Dojrzałość projektowa Partnerstw na Rzecz Rozwoju Programu Inicjatywy Wspólnotowej EQUAL

0,00

0,50

1,00

1,50

2,00

2,50

3,00

3,50

4,00

4,50

5,00

D02

19A

0598

F05

15F

0580

D05

19A

0608

D04

50F

0086

F00

16G

0620

F02

12D

0552

F03

40G

0062

A03

40D

0685

D06

81G

0403

G05

90D

0391

F02

90F

0613

A02

09A

0518

D06

03F

0576

A05

27D

0554

F00

30A

0365

D04

56D

0690

A04

58A

0250

F01

14A

0345

G05

88G

0246

A00

10

F06

42G

0387

D02

02A

0680

F00

10D

0106

D03

44A

0532

F06

40A

0138

G02

65

Partnerstwo na Rzecz Rozwoju

Po

zio

m d

ojr

zało

ści

DP project management maturity model – general overwiev

Infl

uen

ce o

n p

roje

ct

matu

rity

10

Results of the inquiry

Dojrzałość projektowa Partnerstw na Rzecz Rozwoju Programu Inicjatywy Wspólnotowej EQUALDojrzałość Metodologii Zarządzania Projektami

0,00

0,50

1,00

1,50

2,00

2,50

3,00

3,50

4,00

4,50

5,00

D02

19A

0598

F05

15F

0580

D05

19A

0608

D04

50F

0086

F00

16G

0620

F02

12D

0552

F03

40G

0062

A03

40D

0685

D06

81G

0403

G05

90D

0391

F02

90F

0613

A02

09A

0518

D06

03F

0576

A05

27D

0554

F00

30A

0365

D04

56D

0690

A04

58A

0250

F01

14A

0345

G05

88G

0246

A00

10

F06

42G

0387

D02

02A

0680

F00

10D

0106

D03

44A

0532

F06

40A

0138

G02

65

Partnerstwo na Rzecz Rozwoju

Po

zio

m d

ojr

zało

ści

DP project management maturity model – methodology level

Infl

uen

ce o

n p

roje

ct

matu

rity

11

• The support system based on PCM methodology and tools applied by Development Partnerships resulted in project management maturity level improvement• The biggest effort was needed in area of project management methodology• Development Partnerships that used PCM methodology had better functional output especially in area of project communication, decision making and efficiency• Presented approach was definitely worth including into the future program support systems in ESF and will be included in Poland

Conclusions - part 2

12

• 2007-2013 „good governance” priority 5 in Human Capital Programme• good governence „system” ESF projects planned and managed with the use of PCM (6 leading Ministries involved)• institutional capacity building and the promotion of partnership• focus on a strategic approach is the key change compared with the previous programming period• the use of PCM method to support sound programme and projects management• innovation projects and transnational cooperation• the spread of PCM methodology into other areas e.g. gender• new ESF application forms based on PCM• ESF dictionary• logical framework matrix instead of hundreds of pages of project strategy description

Today and tomorrow

13

• support to intermediate bodies and beneficiaries• sound planning network ( inputs into, and benefits from the network)• other networks

Today and tomorrow

14

The future of ESF in Poland strongly bases on PCM !

Conclusions – part 3

15

E-mail: bpuszczewicz@cofund.org.plbartosz@grucza.pl

Thank you for your attention!

Please, do not hesitate to ask questions!