Risk management standards for P5M

Risk can be managed, minimized, shared, transferred or accepted but it cannot be ignored. An effective and efficient risk management approach requires a proper and systematic methodology and, more importantly, knowledge and experience. Risk management are coordinated activities to direct and control an organization with regard to risk. Based on this definition, project risk management can be derivatively defined as coordinate activities to direct and control a project with regard to risk. In this way, it becomes an integral part of every aspect of managing the project. The goal of this paper is to present and compare the main standards for project risk management that are currently available today. Five international standards recognized world-wide were selected for comparison PMI, PRINCE2, IPMA, ISO 31000 and IEC 62198.Web of Science131341

Risk management standards for project management

The purpose of this paper is to present and compare the main standards for project risk management that are currently available today. Four international standards recognized world- wide were selected for comparison: PMI, PRINCE2, IPMA, ISO 31000 and IEC 62198. Project management has evolved over recent years into a mature professional discipline characterized by a formalized body of knowledge and the definition of systematic processes for the execution of a project. All these and possibly other factors as well, have resulted in growing numbers of books, articles and conferences being devoted to project risk management. This level of activity has also led to the development of a number of standards that prescribe for and advise organizations on the best way to manage their risks. Every meaningful standard for project management contains project risk management as its important part.Web of Science4613

Building Capacity to Sustain Social Movements: Ten Lessons from the Communities for Public Education Reform Fund (CPER)

Most funders agree that effective grantmaking requires pursuing a range of complementary approaches.Direct grants are the lifeblood of organizations and the cornerstone of funder practice, but grantmakers also provide critical value when they help grantees develop organizational leadership and governance, strengthen strategic collaborations with peers, network with new allies, and expand field knowledge, among other things.This report explores how grantmakers can leverage their investments by coupling direct grants with strategically delivered capacity building supports. It focuses on building capacity for community organizing and advocacy groups, though many of its lessons are more broadly applicable

Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management

This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management (Strategic HRM) focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework. A model of Strategic HRM is presented and this model is used to explore the concepts of fit and flexibility as they apply to Strategic HRM. The concepts of resource and coordination flexibility are applied to Strategic HRM, and the implications of the framework for both the practice of and research on Strategic HRM are discussed

Early Learning Innovation Fund Evaluation Final Report

This is a formative evaluation of the Hewlett Foundation's Early Learning Innovation Fund that began in 2011 as part of the Quality Education in Developing Countries (QEDC) initiative.  The Fund has four overarching objectives, which are to: promote promising approaches to improve children's learning; strengthen the capacity of organizations implementing those approaches; strengthen those organizations' networks and ownership; and grow 20 percent of implementing organizations into significant players in the education sector. The Fund's original design was to create a "pipeline" of innovative approaches to improve learning outcomes, with the assumption that donors and partners would adopt the most successful ones. A defining feature of the Fund was that it delivered assistance through two intermediary support organizations (ISOs), rather than providing funds directly to implementing organizations. Through an open solicitation process, the Hewlett Foundation selected Firelight Foundation and TrustAfrica to manage the Fund. Firelight Foundation, based in California, was founded in 1999 with a mission to channel resources to community-based organizations (CBOs) working to improve the lives of vulnerable children and families in Africa. It supports 12 implementing organizations in Tanzania for the Fund. TrustAfrica, based in Dakar, Senegal, is a convener that seeks to strengthen African-led initiatives addressing some of the continent's most difficult challenges. The Fund was its first experience working specifically with early learning and childhood development organizations. Under the Fund, it supported 16 such organizations: one in Mali and five each in Senegal, Uganda and Kenya. At the end of 2014, the Hewlett Foundation commissioned Management Systems International (MSI) to conduct a mid-term evaluation assessing the implementation of the Fund exploring the extent to which it achieved intended outcomes and any factors that had limited or enabled its achievements. It analyzed the support that the ISOs provided to their implementing organizations, with specific focus on monitoring and evaluation (M&E). The evaluation included an audit of the implementing organizations' M&E systems and a review of the feasibility of compiling data collected to support an impact evaluation. Finally, the Foundation and the ISOs hoped that this evaluation would reveal the most promising innovations and inform planning for Phase II of the Fund. The evaluation findings sought to inform the Hewlett Foundation and other donors interested in supporting intermediary grant-makers, early learning innovations and the expansion of innovations. TrustAfrica and Firelight Foundation provided input to the evaluation's scope of work. Mid-term evaluation reports for each ISO provided findings about their management of the Fund's Phase I and recommendations for Phase II. This final evaluation report will inform donors, ISOs and other implementing organizations about the best approaches to support promising early learning innovations and their expansion. The full report outlines findings common across both ISOs' experience and includes recommendations in four key areas: adequate time; appropriate capacity building; advocacy and scaling up; and evaluating and documenting innovations. Overall, both Firelight Foundation and TrustAfrica supported a number of effective innovations working through committed and largely competent implementing organizations. The program's open-ended nature avoided being prescriptive in its approach, but based on the lessons learned in this evaluation and the broader literature, the Hewlett Foundation and other donors could have offered more guidance to ISOs to avoid the need to continually relearn some lessons. For example, over the evaluation period, it became increasingly evident that the current context demands more focused advance planning to measure impact on beneficiaries and other stakeholders and a more concrete approach to promoting and resourcing potential scale-up. The main findings from the evaluation and recommendations are summarized here

Developing a goal-oriented SDI assessment approach using GIDEON - the Dutch SDI implementation strategy - as a case study

In 2008, the Dutch government approved the GIDEON document as a policy aiming at the implementation of the National Spatial Data Infrastructure (NSDI) in the Netherlands. The execution of GIDEON should take place by pursuing seven implementation strategies which lead to the achievement of the GIDEON goals. GIDEON also expresses the need to monitor the progress of implementing its strategies and realization of its goals. Currently, the work has been started on monitoring the GIDEON implementation strategies. However, there is still a lack of knowledge and methods to monitor GIDEON goals realization. The challenge is to come up with an approach to assess to what extent these goals are achieved. As a response to the challenge of assessing the GIDEON goals, this paper explores the possibility of using the Multi-view SDI assessment framework (Grus et al., 2007). This paper presents and discusses the method that applies the Multi-view SDI assessment framework, its indicators and measurement methods to create a GIDEON assessment approach. The method of creating a GIDEON assessment approach consists of several procedural steps: formulating specific GIDEON objectives, organizing a one-day workshop involving focus group of specific stakeholders responsible for creation and execution of NSDI, asking the workshop participants to select from a long list those indicators that best measure the achievement of each GIDEON goals. The key step of GIDEON approach is a one-day workshop. The workshop participants represented all organizations that cooperated and/or created GIDEON. The workshop consisted of two parts: first part explained the context of a challenge of assessing GIDEON, second part included participants activity to select and come to the consensus on the list of indicators that would best measure GIDEON goals realization. Additionally, the participants were asked to evaluate and express feedback on the usefulness of the method of creating GIDEON assessment approach. The results show that several indicators that relate to specific SDI goals could be selected by a significant number of workshop participants. The indicators that have been selected are not the final ones yet, but provide a guideline and form a base of what has to be measured when assessing GIDEON goals. Involving the representatives of all parties committed to GIDEON into the process of GIDEON assessment approach creation will strengthen its robustness and acceptance. The results of the feedback form filled by each participant show that the presented method is useful or very useful to create GIDEON assessment approach. Additionally, some of the participants provided already their own indicators which are very specific for Dutch SDI monitoring.The method presented in this research, assuming that SDI goals are defined and the organizations that participate in SDI creation are known, can be applied in any other country to develop country-specific and practical SDI assessment approach

Schools Can't Wait: Accelerating the Redesign of University Principal Preparation Programs

Reviews recent efforts by 22 universities to provide higher quality training programs for school leaders. Includes examples of effective redesign practices and outlines an action plan for implementing successful educational leadership initiatives

Critical Factors and Multisite Implementation of ERP: A Case Study in the UAE

Despite extensive studies in the ERP literature, little empirical understanding has been reached in relation to ERP implementation experiences in developing markets, particularly in the UAE context. Derived from the notions of critical successful factors and multisite implementation, two of widely researched areas in ERP studies, this paper thus seeks to provide practical insights about organizations’ ERP implementation experiences in the UAE setting. More specifically, it describes and contrasts critical factors and multisite implementation experiences in two case organizations situated in the UAE. These case organizations, one being categorized as a global company and the other local, provide interesting comparison of ERP implementation because of their complementary organizational structure and business strategies. In contrast to traditional ERP frameworks’ suggestions, these case organizations’ experiences reveal that contemporary ERP implementations might be more complex than previously expected since none of these case organizations’ ERP experiences follows suggestions made by frameworks based. Further discussion about how to better understand and examine maturing ERP technology in an increasingly globalized business environment such as the UAE is provided

Technologies for climate change adaptation: agricultural sector

This Guidebook presents a selection of technologies for climate change adaptation in the agricultural sector. A set of twenty two adaptation technologies are showcased that are primarily based on the principals of agroecology, but also include scientific technologies of climate and biological sciences complemented with important sociological and institutional capacity building processes that are required to make adaptation function. The technologies cover monitoring and forecasting the climate, sustainable water use and management, soil management, sustainable crop management, seed conservation, sustainable forest management and sustainable livestock management. Technologies that tend to homogenize the natural environment and agricultural production have low possibilities of success in conditions of environmental stress that are likely to result from climate change. On the other hand, technologies that allow for, and indeed promote, diversity are more likely to provide a strategy which strengthens agricultural production in the face of uncertain future climate change scenarios. In this sense, the twenty two technologies showcased in this Guidebook have been selected because they facilitate the conservation and restoration of diversity while at the same time providing opportunities for increasing agricultural productivity. Many of these technologies are not new to agricultural production practices, but they are implemented based on assessment of current and possible future impacts of climate change in a particular location. Agro-ecology is an approach that encompasses concepts of sustainable production and biodiversity promotion and therefore provides a useful framework for identifying and selecting appropriate adaptation technologies for the agricultural sector. The Guidebook provides a systematic analysis of the most relevant information available on climate change adaptation technologies in the agriculture sector. It has been compiled based on a literature review of key publications, journal articles, and e-platforms, and by drawing on documented experiences sourced from a range of organizations working on projects and programmes concerned with climate change adaptation technologies in the agricultural sector. Its geographic scope is focused on developing countries where high levels of poverty, agricultural production, climate variability and biological diversity currently intersect. Key concepts around climate change adaptation are not universally agreed. It is therefore important to understand local contexts – especially social and cultural norms - when working with national and sub-national stakeholders to make informed decisions about appropriate technology options. Thus, decision-making processes should be participative, facilitated, and consensus-building oriented and should be based on the following key guiding principles: increasing awareness and knowledge, strengthening institutions, protecting natural resources, providing financial assistance and developing context-specific strategies. For decision-making the Community–Based Adaptation framework is proposed for creating inclusive governance that engages a range of stakeholders directly with local or district government and national coordinating bodies, and facilitates participatory planning, monitoring and implementation of adaptation activities. Seven criteria are suggested for the prioritization of adaptation technologies: (i) The extent to which the technology maintains or strengthens biological diversity and is environmentally sustainable; (ii) The extent to which the technology facilitates access to information systems and awareness of climate change information; (iii) Whether the technology support water, carbon and nutrient cycles and enables stable and/or increased productivity; (iv) Income-generating potential, cost-benefit analysis and contribution to improved equity; (v) Respect for cultural diversity and facilitation of inter-cultural exchange; (vi) Potential for integration into regional and national policies and can be scaled-up; (vii) The extent to which the technology builds formal and information institutions and social networks. Finally, recommendations are set out for practitioners and policy makers: • There is an urgent need for improved climate modelling and forecasting which can provide a basis for informed decision-making and the implementation of adaptation strategies. This should include traditional knowledge. • Information is also required to better understand the behaviour of plants, animals, pests and diseases as they react to climate change. • Potential changes in economic and social systems in the future under different climate scenarios should also be investigated so that the implications of adaptation strategy and planning choices are better understood. • It is important to secure effective flows of information through appropriate dissemination channels. This is vital for building adaptive capacity and decision-making processes. • Improved analysis of adaptation technologies is required to show how they can contribute to building adaptive capacity and resilience in the agricultural sector. This information needs to be compiled and disseminated for a range of stakeholders from local to national level. • Relationships between policy makers, researchers and communities should be built so that technologies and planning processes are developed in partnership, responding to producers’ needs and integrating their knowledge