-
Type: Key actionStandard 17, key action 2
Why Close-out is the most challenging phase of project human resource management. Staff separations from a project involve practical coverage issues, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When For multi-year projects: After development of project close-out staffing plans, with more intensive monitoring of plans beginning 6 months, How This key action builds on the close-out staffing plans developed under Standard 16, key action 2 , as well as the
-
Type: Key actionStandard 10, key action 1
Why Before a donor agreement is approved, CRS staff review agreements for accuracy, feasibility, risk exposure and desirability. From the project, Who Primary responsible: Agreement owner Others involved: See the, When As soon as CRS receives the draft donor agreement Per the, How NOTE: This key action applies to situations where the donor drafts the agreement. It does not apply to situations where CRS drafts the agreement
-
Type: Key actionStandard 17, key action 3
Why As the end of a project approaches, staffing issues can become a significant project management challenge. Though careful close-out staffing, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Throughout project close-out, particularly in the final months. Is accordion: , How Follow these steps to monitor resignations or transitions among members of the project close-out team and ensure timely and appropriate coverage
-
Type: Key actionStandard 10, key action 2
Why Each donor has a set of requirements ranging from when and how to report, to what can and cannot be purchased. Orienting CRS and partner staff on, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When During the start-up workshop and as part of support to partners with project financial set-up, How This key action builds on any initial orientation to donor requirements during: the handover between proposal and project
-
Type: Key actionStandard 17, key action 4
Why Implementing a project close-out staffing plan can be more challenging for partners than for CRS. This is especially true if the partner is a, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Note: In some projects, CRS may identify a specific project team member other, When For multi-year projects: Beginning 6-12 months before project end date, depending on project duration and complexity. For projects of 12 months, How This key action builds on the wider project close-out plan developed in Standard 16, key action 2. Follow these steps to
-
Type: Key actionStandard 10, key action 3
Why Meeting donor expectations for award deliverables, including regular project reports, is key to effective donor engagement and accountability. In, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Finalize templates before the submission of the first report(s) or any other early deliverable, generally: In the first month for projects, How Follow these steps to develop appropriate project templates: The PM/CoP reviews the final donor agreement, the Award Management Deliverables Calendar and any {tooltip:
-
Type: Key actionStandard 10, key action 4
Why Engaging with donors throughout the life of a project is important for accountability because donors should know what is happening in the, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Donor engagement plans are for discretionary-funded projects, too: Staff working, When For development projects: In the first quarter (with ongoing updates) For emergency projects: Within the first month Start thinking about, How This key action builds on any initial discussion about the donor and donor interests during the handover between proposal and
-
Type: Key actionStandard 10, key action 5
Why The quality and timeliness of start-up deliverables influence the donor’s perspective about a new project and CRS’ capacity to manage it, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Project team member involvement varies depending on the required deliverables,, When Per donor requirements (as summarized in the project Award Management Deliverables Calendar, How Follow these steps to prepare high-quality start-up deliverables: During the project start-up workshop and initial
-
Type: Key actionStandard 18, key action 1
Why A project final evaluation or after-action review is an opportunity to thoroughly examine the process and results of a project, and to generate, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Donor-commissioned final evaluations: In some complex projects, the donor may, When Initiate planning of the final evaluation or after-action review so that it can be conducted in the last six months of the project or per donor, How Follow these steps to plan and implement an effective final evaluation or after-action review. What’s the difference between a {tooltip:
-
Type: Key actionStandard 18, key action 2
Why End of project final evaluation and after-action review processes focus on engaging key stakeholders, including community members, CRS, and, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When In the final 6 months of the project, unless otherwise required Schedule the final evaluation and reflection event or after-action, How This key action is implemented in accordance with CRS’
-
Type: Key actionStandard 18, key action 3
Why Projects generate a wealth of information and learning of value and interest to CRS, its partners, participating communities, donors and other, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Finalize a plan for sharing final project learning as part of overall close-out planning, building on final evaluation or, How This key action is implemented in accordance with CRS’
-
Type: Key actionStandard 18, key action 4
Why A final project report offers a space for CRS to present the project team’s overall analysis and interpretation of project achievements, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Final reports and staffing transitions: Each project should budget for the PM/CoP, When Per the timeline and deadline in the project close-out plan and any award agreement. TIP: Hold the {tooltip:, How Follow these steps to prepare a high-quality, comprehensive final project report (see
-
Type: Key actionStandard 2, key action 1
Why Project success is dependent on balancing scope (e.g. sectors, interventions), scale (e.g. participants, organizations, geographic reach), time, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When As early as possible in the design process, with adjustments as needed based on new or updated information. The project design team outlines, How NOTE: Project management standard 2 focuses on the wider project design process described in detail in CRS’ ProPack I guidance. Within that wider
-
Type: Key actionStandard 18, key action 5
Why Gateway is the CRS database that captures vital information on each project. Ensuring key project documents and other {tooltip:, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Frontload the upload! While final close-out documentation cannot be uploaded, When After document finalization and, if applicable, following submission to the donor and any post-submission revisions. Is accordion: , How Follow these steps to ensure project documentation is available to support CRS and wider stakeholder learning: The PM/CoP ensures there is a
-
Type: Key actionStandard 11, key action 2
Why Effective management of project risks and issues is essential for a project to achieve its intended impact. Timely, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Throughout project implementation Use regular (daily, weekly or monthly, depending on the project context) project team meetings to identify, How This key action builds on prior risk identification and response planning as part of the project design process, as well as risks and {
-
Type: Key actionStandard 11, key action 3
Why Collecting and analyzing project monitoring and feedback data supports adaptive management and improves project outcomes. Specifically, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Ongoing throughout project implementation: Regular collection of monitoring data per MEAL plan and DIP Regular checks on data quality Light, How Follow these steps to ensure the collection and analysis of quality monitoring data and feedback: The project MEAL coordinator ensures project
-
Type: Key actionStandard 11, key action 4
Why Periodically reviewing, analyzing and conducting participatory interpretation of comprehensive project data, and making decisions based on this, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Quarterly (or other regular frequency) review and planning meetings: Organize 1- to 3- day meetings focused on lower-level project, How Follow these steps to ensure that quarterly and annual review and planning meetings are well-organized, well-managed, and properly documented,
-
Type: Key actionStandard 11, key action 1
Why Effective project management requires an intentional approach to learning and a collaborative environment where diverse perspectives and ideas, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Ongoing throughout project implementation. Aim to hold at least one project learning event per year. Is accordion:, How Follow these steps to promote intentional learning and adaptation throughout project implementation: Regular project opportunities for continuous
-
Type: Key actionStandard 12, key action 1
Why While the project detailed implementation plan (DIP) provides guidance for overall project activity and schedule management, in many cases, it is, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Ongoing, throughout implementation, cyclically with monitoring of supply chain (see Standard 12, key action 2, How This key action builds on supply chain management plans developed during early project start-up and refined through the
-
Type: Key actionStandard 12, key action 2
Why Project goods are a critical part of project implementation, enabling CRS to deliver services and ensure staff have the necessary equipment to, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Monitor supply chain KPIs on an ongoing basis, with quarterly analysis and decision-making on performance improvement. Monitor supply chain-, How Follow these steps to monitor implementation of supply chain activities and make decisions accordingly: Monitor supply chain KPIs The supply