1. PM4SD European Summer School
Management tools to
reduce the risk of failure
Napoli, 10 July, 2013

2. Outline: 2 points one tool
1. Project management has to be contextualized
2. Institutional and context analysis (at glance)
3. Don’t forget risk management

3. PRICE 2/PM4SD is a good start
in most organizations and
settings, project management is
not truly effective without sound
programme management
UNDP oversees 6,000+ development
projects in 177 countries and worldwide…

4. Enterprise resource planning
UNDP invested in PRINCE2 to professionalize how we manage
projects. PRINCE2 was adapted to UNDP environment and served to
develop the Results Management Guide and our ERP software, ATLAS
ATLAS

6. INSTITUTIONAL AND
CONTEXT ANALYSIS
“…. focuses on political and institutional factors as well as
processes concerning the use of national and external resources
in a given setting, and how these have an impact on the
implementation of programmes and policy advice.”

7. • Development requires a change in power relations and/or incentive
systems. Expect actors to support changes only when it does not threaten
their own privileges
Be aware of the political economy
• The powerful reward their supporters before anyone else. Those in power
must reward those who put them there before they can reward anyone else
• All actors have interests and incentives. Some actors face incentives that
potentially create conflict between their private and public interests
• Resources shape incentives. Sources of revenue shape the incentives of
power holders to be more responsive to some groups than others
• All stakeholders face constraints. The presence of an incentive does not
mean an ability to act. Traditions and institutions shape actors’ ability to act

8. • Power relations
• Clientelism, patronage networks
• Grand, petty corruption
• Implications of informal institutions (e.g.
traditional leaders)
• Risk factors caused by the above
• Entry points taking these factors into account
What issues are picked up?

9. • Step 1: Defining scope of the analysis
• Step 2: Mapping formal and informal rules and
institutions
• Step 3: Stakeholder Analysis
• Step 4: Identification of entry points, risks and
risk mitigation strategies
Four steps

10. • Determined by management based on goals and
available resources
• Define the scope in terms of development problems and
or questions
“What can be done to support the employability of women
in tourism”
“why interventions to strengthen tourism institutions had
limited impact?”
“why and how is corruption impeding development in the
tourism sector?”
Step 1: Defining the scope

11. STEP 2
Mapping
rules and
institutions

12. STEP 3
Stakeholder analysis

13. • Based on findings, what are the most feasible entry
points (individual partners, processes)?
• What are the main risks involved in making
progress? What can be done to avoid this? how can
we mitigate adverse effects (lack of engagement by
stakeholders, blockages by political/economic vested
interests )?
• What actions should be prioritized?
Step 4: entry points, risks…

14. Source: WEF, 2012
the unwanted
is jeopardizing
achievement of
our targets
devaluation does
not allow me to
implement activities
…if it goes
wrong, you can
blame poor risk
management

15. # Description Date Type Impact and
probability
Mgmt
response
Owner Updated
by
Last
update
Status
1 Enter a
brief
description
of the risk
When
was the
risk
first
identifi-
ed?
Environ
Financial
Operation.
Organizat.
Political
Regulatory
Strategic
Other
Describe the
effect on the
project if it
occurs. Enter
probability
and impact
on a scale
from 1 (low)
to 4 (high)
What
actions
have
been
taken/wil
l be taken
Who
keeps
an eye
on this
risk
Who
updated
the log?
When
was the
status of
the risk
last
checked
?
Reduci-
ng,
increa-
sing, no
change
Risk Log