Together with Humanitarian Leadership Academy, we’re bringing professional Project Management to all Humanitarians

This post was originally published on Humanitarian Leadership Academy’s blog.

The PMDPro Starter Toolkit is a mobile responsive website that has been created by LINGOs, working together with Plan International, PM4NGOs and the Humanitarian Leadership Academy. It aims to extend access to the tools and techniques of professional project management to small national and local NGOs.

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A new way to learn PMD Pro

A guest post by John Cropper, Director of Capacity Building Solutions

How do you help people doing good to do it better? This has always been one of the main challenges with training NGOs in project management. Most NGO staff working on projects work long days and often long nights. They spend a lot of time in communities, on the road and in difficult and often hard to access locations. In addition, they often have to respond to multiple and often unpredictable demands ranging from humanitarian crises to unplanned visits from HQ or donors. It is like juggling but with an ever varying number of balls in the air at the same time.

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Five trends transforming the employee experience at INGOs

Trendy and arguably even “shiny object” HR policies in the private sector, especially tech firms, grab a lot of headlines. So, when I read this blog post about how “HR Mavericks” were abolishing HR departments and replacing them with an Employee Experience department, I wanted to know what some of the INGOs’ more innovative HR leaders thought about the concept. Rest assured there is a lot going on to transform HR in our sector, with a focus on making sure that the right people are in place at the right time and aligned with the mission and values to be effective from day one.

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Learning (faster) at the InsideNGO 2016 conference

Got a new idea?

You presented it to your colleagues or boss? How did it go? Not so good?

Well, you’re not alone. Last week at the Inside NGO annual conference in Washington, D.C., keynoter Adam Grant from the Wharton School told us that it takes 10-20 exposures to a new idea to develop familiarity with it.

Adam’s opening remarks set the perfect tone for the conference where finance, HR, compliance, IT and other professionals within the international development community gathered to discuss, share, and collaborate on new (and not so new) approaches to achieving operational excellence within their respective development and humanitarian organizations.

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Improving virtual collaboration with remote workshops

 

Originally published by Laïla von Alvensleben on The Logbook by Hanno:

Remote workshops: Collaboration done virtually

As you may have noticed, the times they are a-changin’. Our traditional ways of working are being disrupted and the latest trends show that the number of organizations embracing remote work is constantly rising, and they’re here to stay.

Let’s pause and reflect on what this means for companies in general. Should they all become entirely remote? No, for a number of reasons. First off, it really depends on what a company is focused on: some of their products and services are too difficult or impossible to create remotely (remote car manufacturing, anyone?). Yet their teams might still benefit from becoming familiar with remote collaboration because as enterprises grow and expand their networks, so do the opportunities for remote teamwork.

So let me reframe the question and ask, should companies learn how to work remotely? Ideally, yes. Not only is it going to help them attract new talent (already 68% of college graduates are more likely to seek flexible remote jobs), but it will also give them a head start to a new way of collaboration which is already defining the future of work.

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Are we listening enough to local voices?

Guest author: Tim Boyes-Watson, Executive Director, Mango

I’ve taken a couple of days to reflect on what I heard at the WHS and what I didn’t hear.  My first reflection is that local voices were not prominent enough and that the WHS process did not listen to them enough.  My second reflection was that those with most power chose either not to come, or not to use their powerful voices to call for the kind of revolutionary change that is needed.  I hope, but am not yet sure, that the future echoes of the summit will create an opportunity for deeper and more equal partnerships between international and local organisations, as well as greater diversity of collaborations which will promote innovation.

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The Road Ahead from the World Humanitarian Summit

Last week, Ross and I traveled to Istanbul to take part in the World Humanitarian Summit. We set up our both in exhibition hall to showcase our work in Turkey and Syria to build the capacity of local NGOs in Syria and promote our new mobile-first product, PMD Pro Starter. Our friends and partners from Orange and Syan also joined us to discuss their local capabilities in the region—and Ross seemed to know everyone already!

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I had the chance to run upstairs to several of the side events and to network with other INGO and capacity building leaders. We also had many opportunities to deepen our conversations with others who share our passion for building capacity for humanitarians: CHS Alliance, Humanitarian Leadership Academy, PHAP, Mango, Institut Bioforce and Genome Consulting to name a few.

 

There was much discussion about whether the WHS was a watershed moment for the humanitarian sector or a failed attempt at much needed reform. I will largely leave that argument to others, except to make the following observations from someone new to this sector:

 

  1. Wow! 8000 people came to Istanbul for three days to, at least attempt, to create a new Agenda for Humanity. In our age of cynicism, political retreats to nationalism, and hyper-capitalism, this is, itself, remarkable–and we should celebrate it.
  2. Rome was not built in a day and we did not get to the (still imperfect) Paris climate accord in one try. For real reform, it will take more than one World Humanitarian Summit to get to the real change that so many at the Summit wanted to see. Maybe the bar was set too high. Let’s consolidate our small victories and look ahead with solidarity.
  3. We talk about “reforming the sector” or how, as a sector, “we can become more innovative.” These are perhaps the wrong questions. The “sector” can’t innovate—it is simply a compilation of our collective individual and organizational actions. It is up to each of us to drive our own innovation. Waiting for others (donors, governments, northern INGOs, southern INGOs, local NGOs—it’s all based on your perspective) to create the right environment, is a recipe for the same-as-usual results. Innovation does not happen by committee and certainly not by a UN forum; it happens because brave leaders drive it and nurture it—and then—others in the sector will follow, imitate, adapt, etc. (Stay tuned! We are working on curating some learning in the innovation space to help your organizations take the lead.)

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From a learning and capacity building perspective, this biggest news from the Summit, was the Grand Bargain which included a (non-binding) commitment to have local and national NGOs receive 25% of humanitarian funding by 2020. That’s an ambitious goal which represents an 800% increase over the current ratios in four years. Nonetheless, it means we need to get “real” about why our current capacity building efforts by and with local NGOs may not yet be as effective as they could be. For our part, we’ve drafted our own commitments as part of the WHS agenda and have focused them on local capacity building while supporting northern INGOs as they adapt as well. I’d love to get your feedback, critiques, and hopefully ideas and commitments of support!

 

So, maybe I left Istanbul more optimistic than other Summit participants. And my optimism was bolstered by my five days in Delhi that followed. The national and local NGOs that I met are doing really innovative work, embracing digital technologies, strengthening their networks and peer-to-peer approaches, and raising most of their money locally in India. To be fair, these were development, not humanitarian, organizations—yet, maybe we just need to look with our eyes wide open to see the change we want to see.