Appendix A: Project plan Columbus
General Information
ProposedStart date
Proposed End date 1October
2002
30 June 2004
Christopher Columbus, born in Genoa (Italy) in 1451, had a clear vision on a new world, the world he eventually discovered sailing the world seas. One cannot begin to understand Columbus without understanding the world into which he was born. The 15th century was a dynamic century, a century of change. There were many historical events throughout Western Europe that impacted society.
Today society is facing significant changes again. Amongst others, recent developments in corporate America impacted our society today and showed the need for corporate responsibility and transparency towards stakeholders in general. In line with these developments there is a global impetus for change on how non-profit organizations report and how they take up their role as corporate citizen. The performance of and use of resources by these organizations is monitored closer and observed by a wider public every day. A long way to ‘sail’ but a first step to measure performance and increase transparency within the WFP is Project Columbus.
Project Columbus is part of the Transparency and Accountability program within the Health and Wealth program between WFP and TPG.
Environment of the assignment
At the moment that the current Executive Director of WFP accepted his role, it became clear to the entire organisation, that improvement in reporting and accountability is required within the entire organisation of WFP. The concept of Results Based Management was introduced in order to be able to link the strategy to performance indicators.
TPG has already gone through such an exercise. Within TPG the concept is called Value Based Management. One of the spearheads was also to link the strategy to Key Performance Indicators.
The combination of the experience within TPG and the willingness within WFP for this change in mindset should enable the project team to make this project a success
Objectives
After finalizing the Project Columbus the following objectives should be accomplished:
• Mindset towards the focus of Result Based Management.
• Set of KPI’s enabling management to better enhance performance within WFP o Plan, Capture and Record on the approved KPI’s
o Manage based on the approved KPI’s o Allocate resources to the approved KPI’s
• Set the standard as pioneer within the United Nations on Result Based Management
Scope (included / excluded in the project)
The scope of this project includes the following
• The whole management plan except:
o Resource levels (expected income from donor countries) o Operations planning
• Advice on development of KPI’s, but not on the value of those KPI’s
• All budgetary units will be considered, the approach may differ per budgetary unit
• More frequent actual vs. budget reporting (monitoring)
• Set up of the reporting format
• Potential changes to (information) systems as a result of this project are excluded.
Recommendations of potential systems changes are included.
• The focus will be the organization of WFP; links and reporting requirements to other UN organizations as well as external reporting are excluded
Critical Success Factors
Project Columbus
Knowledge hand over
Mindset RBM
Resource Availability
Meeting needs
Documentation in place
Execution of Workshops and Trainings
Strategy related to RBM (C)
Budget (A)
Reporting (B)
Business Decisions (D)
General Planning (D)
Meetings (D)
Management Committed
Resource Planning
Project Budget
(A)
Right set of KPI’s Set approved budget for KPI’s (resources & threshold)
Accounting KPI’s Limited number of KPI’s
Deliverables
Description Date Planned
• Agreed project plan, including:
o Resource planning o Kick off presentation
• Management Plan WFP 2004 – 2005
o Link agreed KPI’s to Management Plan
• Set of KPI’s, including:
o Definitions o Characteristics
• Workshops on development of KPI’s and link KPI’s to Strategy
• Introduction to the concept of RBM and the project process
• Training
• Instruction Manual on the usage of KPI’s
• Reporting formats and systems
• Guidelines for Budget preparation
• Communication Plan
• Evaluation of the project
• Roll Up Plan specifying the information flow from and between units / divisions / organization
• Analysis of Strategy Plan
• Planning and Control cycle
(B)
(A) Compared to budgetted
KPI’s
(C)
(A) (B) Compared to
strategy KPI’s
Preconditions
• Management Commitment
• Budget for the project
• Level of skills
• Agreement between WFP en TPG
• No ‘major’ interruption in normal business process for both organizations
• Availability of Strategy Plan (WFP)
Risks and controls
Risks Controls
1 Over ambition Clear objectives, deliverables and scope and comply with them
2 Too many resources TPG Only communicate what we need to and to designated people. Communication only based on the approved project plan.
3 Too little resources for WFP for project Adapt project into WFP work plan 4 TPG taking over No start without acceptance from WFP
Any decisions needs to be taken with acceptance of WFP
TPG staff only be a facilitator unless stated otherwise
5 Enthusiasm level high Communicate
6 Availability of WFP resources during the budget process
Senior Managers to communicate importance Stay with the original time table
7 Focus on Rome instead of all budgetary units
Separately mentioned in plan (how will KPI’s be developed from a distance, see Roll up plan) 8 Employee turnover Separately mentioned in plan (how will KPI’s be
developed from a distance, see Roll up plan) 9 Resistance to change Communicate the necessity of the change
The involvement of the people of as soon possible Mix the groups in the workshops and training sessions (action killers)
10 Lack of understanding to RBM Success stories, Training, Incentives, Selling (specific message per audience)
11 Time constraint (only next year) Time plan with contingencies Monitoring project plan
12 Lack of adoption Success stories, Training, Incentives, Selling (specific message per audience)
Report clear and simple
13 Stop the project too soon Date specified in project plan is end date Keep working by the project plan also after a major milestone is achieved
14 Quality of KPI’s Sanity checks with different audiences in order to determine whether KPI’s are relevant (tree and strategy)
15 Vested interest of budget owners Be aware on this and use an independent mediator when necessary
16 Redundant information
Dependencies with other projects
Project Description
Strategy Plan Strategy plan rolling for 4 years, updated each 2nd year. First update will be slightly before the issue of the Budget Plan August 2003. The Strategy plan is input for and should be linked to / be involved with KPI development.
Transparency &
Accountability
Other to be assigned projects within the Transparency & Accountability project of the Wealth and Health program.
Human Resources The development of the training program needs to be aligned and coordinated by Human Resources
Logistics Within either the Emergency Repsonse Initiative or the Joint Logistics Supply Chain Initiative, actions regarding the development of KPI’s for the operations side of WFP are being considered. The development of those KPI’s need to according to Results Based Management Principles, in line with project Columbus
Internal WFP Projects Within WFP there are several projects running, regarding performance measurement, such as Results Monitoring Task Force
Results Based Management
A separate unit will be set up within WFP responsible for the implementation of RBM. This unit will have to provide important input for the Management Plan (KPI’s, communication, awareness creation)
Availability of staff for workshop (coordination).
Approach / Phasing
The approach, order and phasing of the project results will be supported by a detailed schedule and time planning.
Description phase Approach Planning
Draft plan 17 October 2002
Comments on draft Last week
October
Adjusted plan 1st week
November Project plan
Plan for approval TBA
Analysis of Strategy Plan Analysis 2nd half October Re confirm current procedures on roll up
(First Budget Call letter)
December Rollup plan
Ensure follow up on roll up plan January-August 2003
Identify audience and message 1st week December Introduction to concept en progress 2nd half January
2003 Introduction Concept &
Process
Implementation awareness and putting in practice
Mid April – August 2003
September – December 2003 (low profile) January – June 2004
Evaluation of feed back on introduction and implementation
24 January 2003 12 September 2003
2 April 2004
Identify audience 1st week
December Workshops
Actual workshop and evaluation February 2003 Determine draft KPI’s including
characteristics and definitions Review of KPI’s by second audience Set of KPI’s
Final set of KPI’s
Mid April 2003
Resource projection Link KPI’s to projection
1st half Feb. 2003
Guidelines Management Plan February 2003 Review process of Management Plan
Final values of KPI’s feedback Management Plan
Internal approval Management Plan Beg. August 2003 Draft plan
Comments on draft Adjusted plan
End November 2002 – March 2003
Reporting format and systems
Plan for approval
Conformation of the adoption of KPI’s Evaluation of the project
Approval for action if not
January – June 2004
Milestone planning
Description
Date Planned
Project plan TBA
OEDB to identify Budgetary issues (org. changes, lessons learned to be addressed in the Management plan). Meeting between OED & OEDB (Office of Executive Director/Budget)
First week Nov.
Rollup plan 6 December 2002
Approach to Zero Based Budgeting 6 December 2002
Identify audience and message (for the workshops and for OEDB communication to units about framework, Zero Based Budgeting, KPIs – the overall approach to the Management Plan)
6 December 2002
Introduction to concept 6 December 2002
Implementation awareness and putting in practice 6 December 2002 Number of workshop, audience and set up of workshops 6 December 2002 Evaluation of feed back on introduction and implementation 24 January 2003
12 September 2003
2 April 2004 Budget Call letter/instructions (workshops would support these)/guidelines for
Mangement Plan
Mid February
Resource projection 7 – 11 February
Review of KPI’s by second audience 28 March 2003
Plan on reporting format and systems 28 March 2003
Final set of KPI’s + link with resources (draft budget) 11 April 2003
Senior WFP management decision on draft budget May
Final values of KPI’s feedback + link with resources for each budgetary unit 18 July 2003
Mangement plan to the Executive Director 31 July 2003
Conformation on the adoption of KPI’s 25 June 2004
Resource Plan
Role Name Tasks /
responsibilities
Capacity in hours per week
Period
Business Owner WFP
Overall responsible for the achievement of the objectives in the approved timeframe
October 2002 - June 2004
Business Owner TPG
Overall responsible for the achievement of the objectives in the approved timeframe
October 2002 - June 2004
Projectma nager WFP
Responsible for the
day to day
management of the project
20 on average throughout the project period
October 2002 - June 2004
Projectma nager TPG
Responsible for the
day to day
management of the project
10 on average until end 2002
October 2002 - June 2004
Project member TPG
Suzanne Derksen Communication plan for Columbus
8 on average until end 2002
October 2002 - June 2004
Costs and Financing
Estimate (in EUR)
Capex needed ? Yes / No (if yes, please add, or explain in Financial Plan section)
Budget:
Costs:
Expected Benefits:
Financial Plan
The financial plan only contains plans until the end of 2002 for WFP, for TPG it includes 2002 and 2003
The estimated budget for travel is based on a two day “kick off” meeting in Rome + one monthly meeting in the full project group.
WFP: 3/4 staff (project team/owner) – expected 3/4 trips to TPG Amsterdam. Based on US$1,200 per trip the total budget would amount to US$19,200.
Cost Budget Project Columbus Q4 2002 Q1 2003 Q2 2003 Q3 2003 Q4 2003 Total 2002 Total 2003 Cost for TPG in EUR
Flights 4,000 10,000 3,000 3,000 1,000 4,000 17,000
Hotel 400 6,000 600 600 200 400 7,400
Employee costs 11,520 23,040 11,520 11,520 5,760 11,520 51,840
Taxi/Diner/etc 270 1,300 255 255 85 270 1,895
Total 16,190 40,340 15,375 15,375 7,045 16,190 78,135
Assumptions
Flight AMS-ROME EUR 1,000
Hotel Rome EUR 200
Taxi costs per trip EUR 50
Employee costs junior EUR 40
Employee costs senior EUR 60
Diner EUR 35
Project plan is carried out as agreed, ie workshops for KPI development are part of project Columbus
Training: The project group has discussed internal training in project management and KPI development for the project team. This budget would be based on TPG experience in this area.
Communication
Stakeholders and targets groups for communication are:
• Members of the project team (1)
• People affected by the outcome of the project
o Direct: those people who will work with the developed KPI’s in the future (analyze, calculate, report, etc.) (2)
o Indirect: the whole WFP organization (3)
• The program office ‘Health and Wealth’ of TPG and WFP (4)
• Participants of the workshops and trainings (5) Media through which the communication will take place:
• Intranet (WFP)
• Brochures
• Presentations
• Phone
Frequency of communication to the target groups mentioned above:
1. Refer to milestones and when necessary
2. After major group of milestones (first 6 December 2002) 3. TBA
4. Month before workshop / training 5. Follow up on outcome
Training Needs
Training items for project team members:
• Concept of RBM
• The WFP for TPG team members
• How to run a workshop and how to evaluate them
• Project Management
Remarks
• First workshop for senior management to establish organizational KPI’s
• If Strategy Plan 2004 – 2007 is not available on time the previous will be used
• Pay attention to grouping of budgetary units and to what level we communicate to
• Consider the possibility of a pilot (for example with a budget unit)
• When will the resource projection be available
• Majority of audience will be non financials
• Keep it simple
• Positive message
Appendix B: People identified in the research
Name
(pseudonym)
Organisation Day-to-day-job Role Moving the World
Columbus
Ron Spring Business Controller / Manager Business Control & Projects Europe
Project manager Columbus
Karen WFP Budget Officer Project manager Columbus
Stephan WFP Budget Officer Spokesperson / project member Columbus
Claire WFP Budget Officer Project member Columbus
Edgar WFP Budget Officer Project member Columbus
Alejandra WFP Budget officer Project member Columbus Jasper TNT Express Assistant F&A Manager TNT Belux Project member Columbus
Suzanne TPG Intern Project member Columbus
Management
Mr. Jansen WFP Executive Management -
Mr. Meyer WFP Director RBM Unit -
Stephanie WFP Project manager ‘Moving the World’
Adam TPG Project Leader ‘Moving the World’ Programme manager ‘Moving the World’
Eric WFP Director OEDB (Office of Budget) Business Owner ‘Transparency & Accountability’
Paul Spring Corporate Finance Officer Business Owner ‘Transparency & Accountability’
Sandra Spring Internal Auditor Administrator ‘Transparency & Accountability’
Context:
Peter WFP Strategic Planner Advisor Columbus
- WFP Recruitment Officer Team member ‘Human Resources’
- WFP Director Office of Recruitment and Staffing
Team member ‘Human Resources’
- WFP Senior Internal Auditor Team member ‘Internal Audit’
- WFP Director -
Appendix C: Observations
Meetings Columbus:
17-09-2002 17-10-2002 04-11-2002 06-01-2003*
24-02-2003*
11-03-2003*
21-03-2003 24-03-2003
* Not observed
Appendix D: Interviews
Conducted interviews:
Kofi Owusu 04-11-2002
Ruth Grove 04-11-2002
Amir Abdulla 05-11-2002
Anna Cope 05-11-2002
Ludo Oelrich 10-12-2002 Rocco Gerritsen 10-12-2002 Wendy Nutley 19-12-2002
Kawinzi Muiu-Heinemann 02-02-2003 Angelica Abrina 03-02-2003 Michael Jensen 06-02-2003 Natalie Vaupel 06-02-2003 Amir Abdulla 07-02-2003
Kofi Owusu 28-02-2003
Cees Visser 15-03-2003
Appendix E: Analytical framework
Data derived from: Date Name Source Example Official Interview OI 3-4 Nathalie N OI 3-4 N Unofficial Interview UI 12-12 Amir A UI 12-12 A
Kawinzi K
Telephone conversation
TC
Michael M
Email E Gaynor G
Eduardo E
Ludo L
Andrea An
Meeting
-Primary observation -Secondary observation -Experiential data
M M1 M2
ME Cees C
Logbook LB Wendy W
Rocco R
Sven S
Angelica Ang
Kofi KO
Anna AC
Ruth Grove Ru
Categories
Social context:
Statements about:
1. Goals
1.1. Moving the World 1.2. Columbus
1.3. Workshops Columbus 2. Problems
2.1. Problems day-to-day work 2.2. Problems Moving the World 2.3. Problems Columbus
2.4. Problems workshops Columbus 3. Solutions (Problem solving strategies)
3.1. Solutions day-to-day work 3.2. Solutions Moving the World 3.3. Solutions Columbus
3.4. Solutions workshops Columbus 4. The partner (Underlying assumptions)
4.1. Impression of the partner 4.2. Impression of the ‘partnership’
5. Characteristics own organisation 6. Motivation
6.1. Motivation day-to-day work
6.2. Motivation Moving the World
7. Interests in project Columbus
Process Description Columbus:
8. Agenda topic ( + statements about) 9. Topic of discussion (+ statements about) 10. Key decisions ( + statements about) 11. Statements about development 12. Vision / critical factors for success
12.1. Vision Moving the World
12.2. Vision Transparency & Accountability 12.3. Vision Columbus
12.4. Vision workshops Columbus
Special topics
-
expectations of the workshops
-RBM and WFP
-
