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Framework Setting

Framework Setting. Management of a Training Program. What is a Training Program?. A set of learning activities Designed to meet the objectives of the learner and the organization. A Training Program. Varied reasons for training - to introduce, develop, enhance Knowledge, Skills

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Framework Setting

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  1. Framework Setting Management of a Training Program

  2. What is a Training Program? • A set of learning activities • Designed to meet the objectives of the learner and the organization.

  3. A Training Program • Varied reasons for training - to introduce, develop, enhance • Knowledge, • Skills • Orientations/attitudes that are helpful to meet and advance the intentions of an organization.

  4. Why manage a training program • A training program whether simple or complex needs to be: • Designed and Planned • Organized and Coordinated, • Monitored and Evaluated A training manager must be on top of the training program

  5. Managing a Training Program • Why train? • Who will attend the training? • What are the learning objectives? Strategies? Coverage? • How will the training program be implemented? • Who is/are the trainor/s?

  6. Managing a Training Program • What are the requirements to carry out the training program? What are the schedules, timeline, and budget of the training program? • What are the opportunities and risks of the program?

  7. Review: ICT for Development Training Program

  8. Hierarchy of Results • Strategy and Purposes • Goals and Objectives • Inputs • Activities

  9. Source: Computerworld, cited in Taylor, 2004

  10. Lessons Learned in PM & ICTD • Participation • Local Ownership and Capacity Development • Mix of Technology • Multi Stakeholders Partnership • Alignment with Poverty Reduction Strategies Source: SDC 2007

  11. Lessons Learned in PM & ICTD • Financial and Social Sustainability • Risk Considerations • Competitive Enabling Environment • Institutional Ownership and Leadership • Invest in Researches Source: SDC 2007

  12. Training Program = Project Project - A set of principles, practices, techniques applied to 1lead project teams and2control project schedule, cost, and risksto deliver the results of a successful project to the delighted stakeholders.

  13. What do you Manage scope time risk issues workplan integration cost procurement quality deliverables stakeholders communication

  14. Process People Optimum Performance Technology PM/Training Focus

  15. Project Management • Scope –covers all of the work required to complete the project successfully. Some of the tools and techniques include definition of the project need, identification of key stakeholders, identification of project drivers, development of operational concepts, and identification of external interfaces. (Mathur) • Time –refers to the duration of the project and the estimated time when tasks will be completed. Tools that help manage time include Gantt charts schedulers. • Cost –refers to the money allocated and the money that will be spent for project activities, tasks and services. Project managers need to manage costs well. • Integration –refers to coordination of project plans to create a consistent, coherent document. It also involves making tradeoffs among competing objectives and alternatives to meet or exceed stakeholder needs & expectation. (PMI cited in Wikipedia)

  16. Project Management • Quality –refers to standards, forms, user focus and reliability of planned project performance. • Human Resource –refers to the people (individuals, teams, contracted professionals) who will be involved in the project. • Communication – refers to the messages that need to be put across to manage change & expectations. • Risk –the collective term for uncertainties that pose threats, limitations and obstacles to the achievement of project goals and objectives. Risks could be internal or external. The manager needs to ensure that risks are minimized, mitigated or leveraged to benefit the project process. • Procurement – This refers to the process of acquiring goods and services, infrastructure and equipment that are needed by the project to meet its goals, objectives & deliverables.

  17. What are the PM Phases Project Cycle Management Systems Life Cycle

  18. PM Phases Project Life Cycle Systems Development Life Cycle Source: Taylor, 2004

  19. PM Good Practices • Defining what has to be accomplished in relation to time, cost, technical and quality performance parameters; • Developing a plan, implementing the plan and ensuring that progress is maintained in line with objectives; • Using appropriate project management techniques and tools to plan, monitor and maintain progress; • Employing appropriate and skilled persons accountable for its successful accomplishment. • Ensuring the alignment of development goals and priorities with the goals of the development project with stakeholders.

  20. PM Good Practices • Communications and Communications Planning, designing a plan how to communicate effectively with stakeholders • Project Tracking, continuously and consistently checking the status of scope, schedule and costs • Managing Changes, deciding whether or not to accept, or reject or to integrate the changes right away • Managing Risks, identifying events that could adversely affect the project as early as possible and incorporate action plans necessary to avoid or mitigate these risks. Source: Simon Buering, http://www.computerworlduk.com

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