At the end of the day, project managers are judged on how well they and their teams are able to meet the objectives of a project.
For years I was the National Project Manager on a series of multi-year, $45 million dollar contribution agreements between the Federal Government and one of Canada’s largest cause driven charities. My performance was typically based on my ability to take apply the right mix of knowledge and skills to successfully deliver on the objectives of our initiatives at hand.
Monitoring and Controlling is a component of the PM (Project Management) process that focuses on measuring the performance of a project. This is an example of the rationale, objectives and outcomes shared as a result of traveling across the country to observe the incredible passion and efforts our folks demonstrated delivering one of The Most Successful National Internship Program Ever.
An important collaborative element within our Project Quality Management Plan involved National PM visits to selected locations across Canada. From a leadership perspective we understood that every delivery site faced a unique set of challenges and opportunities in striving to achieve program and participant outcomes. While Webinars, social media, conference calls and other technology solutions enhanced the depth and breadth of information exchange between program stakeholders, there was something extra special that happened when a group of people connected face to face to interact in the collaborative process.
- Delivery sites across Canada needed to be part of a collaborative process because we knew that;
- No one provider could do everything well.
- Program delivery needed to be integrated and was interdependent of other resources.
- Shift happens and change is exponential which required collaboration in order to ‘keep up’.
- Learners needed leading edge, accessible educational pathways in order to realize successful outcomes.
- Some program facilitators remained under qualified/un-credentialed in the role of group facilitation, assessments and counselling.
- Discover new ways to communicate and share program information.
- Help create a comprehensive knowledge based e-library.
- Develop ongoing, work relationships with colleagues across Canada.
- Leverage opportunities and reduce duplication efforts
- Learn how to enhance program and participant outcomes.
- Overcome program delivery obstacles.
- Build local capacity for other initiatives.
Thank you Dan for taking the time to spend a few days with us here in Niagara. It was nice to connect with you and your team. I like that we can be “frank” with each other and have discussions that yield great ideas, shared awareness and hopefully new found success. I must admit, for someone is so inept in this area, I did enjoy the discussion and can certainly appreciate the passion your have in this area. – General Manager – Niagara Employment and Newcomer Services
- All delivery sites receive the same level of resources and supports as their comparable peer delivery sites.
- Supervisors are aware of, and support front-line involvement in any collaborative efforts between a local stakeholders and the National PM Office.
- National PM Office consultants and local staff roles are aligned and complimentary.
- Our ‘Collaborative Pathway’ technology adoption strategy is achieved.
- All program staff understand the recent changes to the program delivery manual(s).
- Every delivery site is part of a consultation process related to operational recommendations to support program renewal/enhancement efforts.
- National and Local staff continue to build trust relationships (BTR) and gain ‘collaboration skills’ that support capacity building.
- The creation of adequate French to English, English to French, content translation is maintained to comply with the ‘Official Languages Act’ and to respect the preferred official language choice of staff across Canada.
- Every delivery site has an opportunity to explore the feasibility and potential desire to be a SMART Board pilot site.
- SMART Board Pilot Sites (Hamilton, Vancouver, St John’s, London, Toronto) follow the 10 Steps to Ensure a Successful SMART™ Board Initiative and desired outcomes.
- Someone from the National PM Office staff are present whenever the program funder (key stakeholder) visits a local site for an ‘official monitor’.
- Someone from the National PM Office is available to speak (upon invitation) at any high profile Mentor appreciation/recognition or Intern graduation event.
- Ongoing GoToMeetings continue with on-site visits (face to face, one on one and team meetings).
Dan I would like to extend my sincere thanks to you for taking time out of your busy schedule to visit our team and share your ideas and expertise. Last week was an excellent learning opportunity for us all, we greatly appreciate your support. – Jennifer- Manager Northeast Avalon NFLD Delivery Site