WHO- International Corporate Project Management

7/31/2019 WHO- International Corporate Project Management

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Table of Contents

ACRONYMS & ABBREVIATIONS USED ............................................................................ 2SUMMARY ............................................................................................................................... 3INTRODUCTION ..................................................................................................................... 41.0 FINDINGS ........................................................................................................................... 4

1.1 PROCUREMENT AND CONTRACTING .................................................................... 41.2 EARNED VALUE MANAGEMENT (EVM) AND PERFORMANCE

MANAGEMENT ................................................................................................................... 61.3 STRATEGIC HUMAN RESOURCE MANAGEMENT ................................................ 7

2.0 REFLECTIVE STATEMENT ........................................................................................... 11BIBLIOGRAPHY .................................................................................................................... 12APPENDIX 1WHO- STOP TB PARTNERSHIP INITIAL REPORT .... Error! Bookmark

not defined.APPENDIX 2PERSONAL DEVELOPMENT PLAN ......... Error! Bookmark not defined.


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ACRONYMS & ABBREVIATIONS USED

CSF Critical Success FactorsCPS Contracting and Procurement ServiceEVM Earned Value ManagementFLD First-Line DrugsGDF Global Drugs FacilityHRD Human Resource DevelopmentHRM Human Resource ManagementKPI Key Performance IndicatorPDP Personal Development PlanSHRM Strategic Human Resource ManagementSTBP Stop Tuberculosis Partnership

TB TuberculosisTRC Technical Review CommitteeWHO World Health Organisation


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SUMMARY

This report is constructed by evaluation of three themes of Project Management practice i.e.

Procurement and contracting process, Earned Value Management (EVM) and Performance

Management and Strategic Human Resource Management in light of STBP governance

framework. Procurement and contracting process based on four levels: Planning, conducting

the procurement and contracts, administer or monitoring the procurement process but finally

level procurement closure is termed as on-going cycles of procurement stages. As this

programme is based on eradication of TB disease form world procurement and contracting is

also on going which is mainly related to procurement of drugs and contracting of healthcare

personnel services and procurement closure process can only take place when there will be no

more procurement will be required. Further this report evaluates the Procurement process in

light with academic theories and framework and their correlation. EVM and performance

management is evaluated in STBP on the bases of KPIs and CSFs to determine if theperformance targets have been met or research the required threshold in order to achieve the

objectives of the programme. Role of leadership is evaluated in management of conflicts and

implementation of SHRM framework. SRHM is considered as a vital process in the

programme as performing health workforce is vital not only to achieve the goal of

programme but also to develop a performing healthcare system. SHRM in the STBP

programme is supported by various academic HRM framework models (i.e. Harvard HRM

framework, Contextual, and dynamic framework for SHRD) are evaluated in depth in this

report to construct the correlation between the theory and practice within STBP programme.


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INTRODUCTION

This report is continuity to initial report which was on various practices of the International

Projects Management such as; Project governance framework and organisational

transformation in WHO- Stop TB (STBP) Partnership programme (See Appendix 1). This

report will focus on critical evaluation of three aspects of PM practices in STBP programme

such as; Procurement and contracts management, Earned Value Management and strategicHuman Resource Management in context with STPBs Governance framework.

1.0 FINDINGS

In this section of report, findings from of literature will be compared and analysed in context

with findings of STBP programme.

1.1 PROCUREMENT AND CONTRACTING

Procurement process is employed for every project to acquire the necessary resources in

order to achieve project objectives. It includes Procurement strategy or planning contractingof suitable suppliers or buyers and at last those procurement contracts are managed and

procurement process is closed. Four levels have been identified in the project procurement

process (PMBoK, 2008:313; APMBoK, 2006:75; Ribeiro, 2009:29);

Plan Procurement

Conduct Procurement /contracting

Administer Procurement

Procurement Closed

In STBP procurement process is a complimentary to the WHO/Contracting & ProcurementServices (WHO/CPS), is a team of purchasing and logistics specialists, that supports WHO's

efforts to provide essential health products worldwide. Purchasing of high quality, low cost

diagnostic and drugs for disease treatment has to be done by a representative in the WHO

regional or country offices on behalf of the ordering organization, using WHO intranet

(WHO, 2012). The WHO/CPS catalogue which is available to WHO staff via the WHO

intranet ordering site known as WebBuy, where all latest drugs for various regional diseases

can be ordered to be delivered to WHO regional community health centres. All WHO

programmes are responsible for their own procurement and contracting under WHO/CPS

guidelines. In STBP procurement is mainly done for drugs/medicines for its member statesand affected communities. Total value of STBP worldwide GDF procurement for year 2010

was $132 million. This figure includes freight, insurance, procurement agent fees, quality

control and pre-shipment inspection, as well as the value of goods procured (STBP-GDF

Report, 2010). It is worth mentioning that as discussed previously in initial report (Appendix

1) that STBP does not fund its projects or programme but its only provides a platform to

effectively manage those projects within it programme. All GDF procurement is 100% donor

funded by International Organisations. According to Walker and Rowlinson (2008:126)

corporate governance framework of project facilitate the procurement and contracting process

with accountability and ensures ethical standards are in place for the process in order to safe

guard the interests of stakeholders of project. STBP-GDF Procurement is governed by a

technical review committee to approve orders and assistance requests. Countries who are in


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need of GDF grants for FLDs must submit an application to the Technical Review Committee

(TRC). The TRC has 12 15 members nominated by key GDF stakeholders, including

potential donors, technical agencies and countries. The composition of the TRC reflects the

need for expertise in several areas, including TB control, procurement, and experience in TB

programme management and contracting. The TRC reviews grant applications and makes

recommendations to the Stop TB Partnerships Coordinating Board. The recommendationsoutline which grant applications to accept, the amount and nature of the grant, the steps

necessary for programmes to meet conditions for GDF support, and the non-drug aspects of

the programme that require assistance. The recommendations and decisions of the TRC are

approved by the Board and implemented by the GDF Secretariat (GDF-TRC, 2012). As

mentioned above WHO main policy standards is to procure high quality drugs to achieve this

objective while procuring or contracting for drugs or related services quality. In STBPs GDF

project procurement or contacting must pass through a six tier authorisation and

recommendation process which includes getting authorisation from related Drug regulatory

authority to WHO medicine monitoring and surveillance programme for quality assurance.

Purpose of this quality assurance process is to ensure global consistency regarding quality

standards set for the procurement and supply of anti-TB medicines and diagnostics items and

to avoid duplication of effort.

During the project implementation, many procurement cycles are undertaken concurrently or

sequentially in order to produce the deliverables and attain the project objectives (Ribeiro,

2009:29). In STBP- GDF procurement planning is consists of five procurement cycles as

illustrated in the Figure 1.1;


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These procurement cycles are; Initiation state, Procurement stage, Stage where purchase

order is process with suppliers, Logistics, Administer or monitoring of procurement process.

These procurement cycles have explained how procurement is planned in each cycle with the

duration of the cycle and how that cycle is analysed. Procurement process at STBP and its

projects does not close as programme consists of on-going social development projects and

until TB is eradicated from the affected communities these procurement cycles will beplanned and implemented throughout the programme.

1.2 EARNED VALUE MANAGEMENT (EVM) AND PERFORMANCE

MANAGEMENT

Solanki (2009) has interpreted EVM as historically an essential part of procurement process

because after acquiring resources the project management needs to implement performance

management mechanism with the project governance framework which facilitates on the

issues of overall performance of project. KPIs to project performances are used as a measure

to focus of aspects of project performance towards objectives rather than detail of progress of

work packages (Parameter, 2011). Morris and Pinto (2011:21) has described KPIs as projectspecific performance that is performance of project processes such as effectiveness of project

control mechanism, degree of project cost reduction by using designed procurement practices

and by measuring the amount of change happening in the project. In STBP KPIs are of four

types as Rockert (1978) cited in Howell (2009:2) which are specific to its industry of this

programme, organisation strategy, environmental KPIs and the ones which are temporal to its

funding targets, Budget Targets and its Global Plan 2011-2015 where KPIs for Programmes

have been set to meet the targets of its projects. (CSF) are defined in the Global plan 2011 -

2015 which are critical to success of its projects such as development of TB vaccine for

children who are most vulnerable to disease all over the world (Morris and Pinto, 2011:22).Latest guidelines from STBP for its working groups to set KPIs which are achievable under

current circumstances, promotes partner organisations and stakeholder engagement, defines

stakeholder roles and responsibilities, promotes transparency in funding process, and improve

overall communication, coordination among all stakeholders, promotes accountability and

evaluation of goals and should be strategically aligned with STBP Goal 2011-2015 (STBP-

the partnering initiative, 2012). Bourne & Bourne (2011:9-15) have mentioned that

performance management of an organisation or project is not an exact science but it is related

to environment of organisation and leadership is responsible for creating such environment

and culture in which good performance can be delivered. Leaders have to support

management in their development and use of any performance measurement system which

must be strategically aligned with organisation core strategy. Role of leadership is to build

competence within organisation to avoid the conflicts to be avoided and get underground

which occasionally flaring up in dysfunctional way or lead to large conflicts with in

organisation (Runde et al., 2007). In STBP 16 stakeholders from various partner international

organisations had contacted the Governing Board and coordinating committee in 2011 to

raise a conflict with WHO-TB department on funding disputes and demanded transparency in

allocation of funding for TB projects as it was perceived within stakeholder organisation that

70% of STBP funding has been allocated to WHO-TB department which was seen as an

unfair distribution of funds. In response STBP coordinating board had formed a sub-committee which was supported by WHO-Director General in order to set KPIs on


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performance of funding and spending aspects of project with measures to increase

coordination between stakeholder organisations with WHO-TB department (Treatment

Action Group, 2011). Role of project leadership and Strategic Human Resource Management

(SHRM) are critically inter-related with each other, Human Resource Management (HRM) is

essential for a project to manage the issue related to performance of employees and conflict

resolution at work (Bratton and Gold, 2001:56)

1.3 STRATEGIC HUMAN RESOURCE MANAGEMENT

The resource based view of an organisation or project postulates that internal knowledge and

skills represent important sources of competitive knowledge (Garavan, 2007). Torrington et

al. (2008) further explains that HRM in a project organisation is used to fulfil various

objectives and roles those are employed in accordance with project organisation specifics or

to match the needs. According to STBP Human resource development (HRD) for

implementation of the Stop TB Strategy is integral to overall HRD in the health system and

the development of the health workforce is concerned with the different functions involved in

planning, managing, and supporting the professional development of the health workforcewithin the health system. HRD aims to secure the right people, with the right skills and

motivation, in the right place, at the right time. SHRD in STBP can be firther explained with

the help of The Harvard analytical framework for HRM by Bell et al. (1984) cited in Cakar

et al. (2003) which is consisted of two parts; HR system and HRM strategic map (Figure 1.2).

The Human resource system represents labour realtions and personnel administrative

perspectives under four human resource categories: which are employees influence,

employess resource flow, rewards and work systems. HRM strategic map show that how

HRM is closely connected with both external environment (i.e. stakeholder interests) and

internation organisation (i.e. situational factors). In STBP it has been identified that

Developing the health workforce is one of the key issues in overall health systemsdevelopment. The quality of service delivery, including interventions for comprehensive TB


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control based on the Stop TB Strategy, depends largely on the performance of personnel,

enabled by the availability of sufficient facilities, equipment and drugs, and a supportive

environment. Garavan (2007) has presented the four levels of contextual and dynamic HRD

framework (Figure 1.3) which are necessary to understand the contribution of SHRD in an

international organisation these levels are; global environment, strategy, structure and the

leadership, job value and uniqueness, individual expectations, employbility and career. Thismodel recognises the importance of multiple stakeholders and partnership that has emerged in

STBP programme in the design, development and implementation of SHRD.

Figure 1.3: Contextual and dynamic framework for SHRD (Source: Garavan, 2007:17)


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The STBP Human Resources for Health (HRH) Action Framework (Figure 1.4) has been

designed to assist countries in developing and implementing strategies to achieve an effective

and sustainable health workforce. This framework was developed with the contribution of

representatives from various stakeholders of programmes such as partner countries,

multilateral and bilateral agencies, donors, nongovernmental organizations (NGOs), and the

academic community.

Figure: 1.4 The STBP Human Resource for Health (HRH) framework (Source: (STBP-HRD

planning, 2008)

the Framework is applicable in all countries, its use will be influenced by the elements

specific to the country context (for example, the economy, the political situation), including

the labour market (the capacity of the health workforce in general, international labour

influences). The outcomes of applying the Framework will also be influenced by the strength

of other components in the countrys health system (for example, the availability of drugs and

equipment, the level of technology available, and the number and condition of health

facilities) (Garavan, 2007).

In recent STBP-HRD strategy planning report (2008) it has been identified that STBP

programmes and its related projects are facing HRM challenges at three level i.e. macro level,

intermediate level, micro level. At the Macro Level, the main issues and challenges relate to:

the size and composition of workforce, distribution of workforce across the projects in

various countries, the general parameters of working conditions, incentive systems, payment

mechanisms and labour relations for health workers. At the Intermediate Level, health

workforce issues relate to the application of policies and decisions made at a higher level,

which are addressed in a more or less autonomous manner, depending on the degree of

decision-making and management decentralization. Also important at this level is the

capacity to provide and ensure that the peripheral or micro level is appropriately equippedand capacitated to do the job. At last Micro Level, health workforce management is less


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concerned with groups and categories of personnel, as is the case at the other levels, but

rather with individuals. Issues are more likely to be performance management, including

relevance of acquired skills, supervision, evaluation or conflict resolution (STBP-HRD

planning, 2008). At all levels, health workforce decisions and practices impact the outcomes

of the health-care system. Without incentives to encourage providers to work in remote or

poorer regions of a country, workers migrate, with subsequent inequities in access to services.Basic training that is not relevant to the needs of the population results in a health-care

system less effective at improving health status. Poor management of personnel and

unsatisfactory working conditions, usually associated with a discouraged workforce, which

make it difficult for health-care systems to respond to consumers expectations. A greater

involvement of stakeholders leads to psychological ownership which is a precondition for

implementing effective HRD programmes and other learning interventions (Wognum & Fond

Lam, 2000; Nohria et al., 2008). The projects those are based in developing countries on

average there are 1-2 health workers available for in the healthcare system per each 1000

persons and there performance depends on various factors, including motivation, training,

supervision, salaries, working conditions, and job certainty and stability (STBP- HRD

Planning, 2008:17). Factors which have been related to affect the performance of health

workforce are Capability (Can do) and Motivation (Will Do). (Furgure 1.5)

Figure 1.5: Factors affecting the perfformance of health workforce at STBP (Source: adapted

from STBP-HRD planning, 2008)

In recent STBP reports during the past years it has been highlighted that developing capable,motivated, and supported health workers is essential for overcoming bottlenecks to achieve


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Cakar, F., Bititci, U.S. and MacBryde, J. (2003),A business process approach to

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Garavan, T.N. (2007). A Strategic Perspective on Human Resource Development.

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