Project Green’s Post

You should include responsibilities in your data management plan: • Ensure staff are properly trained and resourced. • Identify tasks and responsible parties for budgeting and data preservation. • Clarify rights and responsibilities for all project participants. • Plan for role changes if a PI or co-PI leaves the institution.

1. Data Collection and Management: Designing and implementing data collection methods and tools. Ensuring the accuracy, reliability, and timeliness of data collected. 2. Monitoring: Tracking the progress of projects or programs against established objectives and indicators. Conducting regular site visits, surveys, and interviews to monitor activities. 3. Evaluation: Designing and conducting evaluations (mid-term, final, impact assessments) to assess the effectiveness, efficiency, relevance, and sustainability of projects or programs. 4. Reporting: Producing regular reports on monitoring data, progress towards goals, and evaluation findings. 5. Capacity Building: Training and supporting project staff and partners on M&E concepts, tools, and best practices. 6. Compliance and Quality Assurance: Ensuring that M&E activities comply with donor requirements, organizational policies, and ethical standards 7. Stakeholder Engagement: Engaging with stakeholders, including donors, partners, and beneficiaries, to gather feedback and ensure alignment with project goals.

Today’s government contractors need a modernized project planning system and centralized data analysis platform. With these tools in place, you can access real-time project insights, track performance, and make data-driven decisions with confidence. Our recent webinar explains how. Check it out! https://hubs.li/Q02x87NP0 #governmentcontracting #projectmanagement #publicsector

❓ Which senior member of staff leads your ICT projects? Commonly, the role is placed in the hands of a Finance Director because of their excellent skills in managing budgets, analysing data, and determining potential risks. The biggest problem with this is that managing an IT project requires unique and poses different risks to other business projects. 🔎 External Project Governance strengthens your director team with hard-to-find IT expertise, lowering the risk of project failure. Read more: https://lnkd.in/gpUZbsnk #digitaltransformation #AgileIT #ITProjectmanagement #projectgovernance

There was a time when the abbreviation CIO meant Chief Information Officer which referred to a member of the C-Suite who understood technology and the business. I recently followed a profile on LinkedIn because their title was Chief Information Officer with the initials CIO just for me to browse through their profile and find out that they are actually responsible for the other information aka propaganda aka PR. In our opinion the reason those responsible for technology within an organisation are unable to own their abbreviations is because most of the time the original CIO find themselves fire fighting issues to the point that they have no time to contribute much to the implementation of the organisation's strategic goals which slowly sees them relegated below the finance and at times operations chiefs. So how do we propose to restore the original status as well as reduce the chances of the same happening to those still holding those roles? A low hanging fruit would be to get better control of your IT infrastructure by making it intelligent thus reducing unplanned outages and thus being able to deploy your IT teams towards meeting the organisation's strategic objectives instead of acting as fire fighters. Contact us on info@synaptech.co.ke for a no obligations discussion on making your IT infrastruture more robust thus giving you more time to contribute to the organisations top and bottom lines.

There was a time when the abbreviation CIO meant Chief Information Officer which referred to a member of the C-Suite who understood technology and the business. I recently followed a profile on LinkedIn because their title was Chief Information Officer with the initials CIO just for me to browse through their profile and find out that they are actually responsible for the other information aka propaganda aka PR. In our opinion the reason those responsible for technology within an organisation are unable to own their abbreviations is because most of the time the original CIO find themselves fire fighting issues to the point that they have no time to contribute much to the implementation of the organisation's strategic goals which slowly sees them relegated below the finance and at times operations chiefs. So how do we propose to restore the original status as well as reduce the chances of the same happening to those still holding those roles? A low hanging fruit would be to get better control of your IT infrastructure by making it intelligent thus reducing unplanned outages and thus being able to deploy your IT teams towards meeting the organisation's strategic objectives instead of acting as fire fighters. Contact us on info@synaptech.co.ke for a no obligations discussion on making your IT infrastruture more robust thus giving you more time to contribute to the organisations top and bottom lines.

Data management shouldn’t be considered an isolated process that happens off to the side, or only at the end of your project. It should be integrated into almost every phase of your research project life cycle. 🔄 To learn more about common data management practices to implement during each phase of a project, check out this appendix: https://lnkd.in/dtufa6Rw

I recently read an enlightening article on IMS Consulting that underscores the transformative potential of data-driven decision making in modern organizations. The piece highlights how leveraging data analytics can significantly enhance operational efficiency and strategic planning. The article emphasizes the importance of utilizing the vast amounts of data generated by smart building systems. By analyzing trends and patterns, facility managers can make informed decisions about resource allocation, space utilization, and long-term planning. This data-driven approach not only optimizes operations but also leads to more sustainable and effective facility management. It's inspiring to see how data-driven decision making can drive innovation and efficiency across various sectors. Investing in advanced data analytics tools and strategies is a forward-thinking move for any organization aiming to stay competitive and responsive to changing demands. For those interested in exploring this further, I highly recommend reading the full article on IMS Consulting. It's a valuable resource for anyone looking to enhance their decision-making processes through the power of data.

It’s Not Just About the Data, It’s About Adding Value to the People Who Read It 📊➡️👥 - and that is the challenge. This week, I’ve been working with my team on creating project monitoring files for our stakeholders. While the team has done an excellent job compiling data, we’ve hit a common challenge: presenting information that truly meets the needs of management and the relevant stakeholders. It’s easy to focus on what we do—the daily tasks, the technical details—but for stakeholders, it’s about getting a clear overview of where we stand and what’s next. So, what I usually do is to ask my team to put in stakeholders shoes and then I ask some questions to get some clarity. - What do managers need to see at a glance? What they are looking for? - Can they easily spot what’s on track and what needs attention? 🚦 - Does the data tell the stakeholders where the project stands? Sometimes it looks easy. As long as we have the data in the excel file spreadsheet should be fine. But the question is: does that data add value to the people who read it? 🤔