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Process and project management

The tools below support you in different phases of project and process management, such as:

  • Problem analysis
  • Action planning
  • Assessment of implemented actions/projects
  • Problem-Tree-Analysis.pdfA problem tree is a useful way of analysing the causes and effects of a specific problem, e. g. the relationship between education and disability. The problem tree is also a good planning tool.34 K
  • SWOC-Analysis.pdfThis tool can be used in a structured brainstorming session to analyse and discuss a given situation.28 K
  • Portfolio-Analysis.pdfEvaluation of projects, activities, partners or stakeholders29 K
  • Timeline-Organisation-Project.pdfTo enable participants to produce a timeline that indicates significant events, achievements, setbacks and changes in the history of the organisation.35 K
  • Eight-Sunrays-of-Planning.pdfThe sun reminds all participants involved in the planning that if this is not done well, rain and clouds will appear. The circular form of the sun symbolises the ongoing planning process, allowing participants to start at any point.25 K
  • Action-Plan.pdfThis tool facilitates the planning of project and programme activities.22 K
  • Logical-Framework-Approach.pdfThe logical framework approach not only provides a project overview, but also forms a basis for monitoring and evaluation. This chapter introduces the most important instrument of the approach, the so-called logframe matrix, and lists the analyses that have to be carried out before it can be used.29 K

        

Stakeholder analysis

These tools can be used for stakeholder (self-)analysis.

  • Venn-Diagram.pdfTo reveal important linkages and constraints according to the perceptions of different groups of participants.24 K
  • Inventory-Ranking-Stakeholders.pdfFor running projects: inventory, ranking and classification of stakeholders. Or for planned projects: criteria for choosing a partner.22 K
  • Matrix-Key-Persons Stakeholders.pdfThis tool reveals important linkages and constraints according to the perceptions of different groups and participants, either within an organisation and/or within a certain institutional context, for example a village structure or an institutional environment.29 K
  • Diagrams-of-Mutual-Influence .pdfThis tool facilitates discussions about the mutual influence exerted: between two persons (stakeholders, organisations, etc.) at a specific time (option 1), or of a person (stakeholder, organisation, etc.) on a specific project/activity and vice versa (option 2).29 K
  • Ideal-Approach-to-Cooperation .pdfAnalysis of a specific example of cooperation between two organisations on the basis of the diagram below, which summarises an ideal collaboration.24 K
  • Ownership-Chart.pdfThis tool facilitates the discussion about the distribution of roles and about the question of the ownership of a project or an activity by any given stakeholder.19.1 K
  • Power Mapping.pdfThis tool helps to identify stakeholders who might be supportive, neutral or actively oppose an activity or project, and to reveal important linkages and constraints according to the perceptions of different groups and participants, either within an organisation and/or within a certain institutional context.24 K

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