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Type: Key actionStandard 14, key action 5
Why Many project management challenges and risks are directly related to human resources and not having the right people in the right place at the, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Ongoing, based on identified needs in the partner capacity assessment using CRS’ Holistic Organizational Capacity, How Follow these steps to support partners in strengthening their HR capacity: The PM/CoP manages and monitors the overall capacity strengthening
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Type: Key actionStandard 15, key action 1
Why Regular monitoring of a project’s compliance with program, finance, and other operations requirements is a fundamental part of effective project, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Continually, as per the project detailed implementation plan and supply chain management plans, How This key action builds on the start-up key action of reviewing donor requirements and orienting project staff to the same
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Type: Key actionStandard 6, key action 1
Why Projects are not always managed by the staff who designed them. Documentation of the project design and budgeting decisions: Creates a clear, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Throughout the proposal development process, with final documentation compiled immediately after proposal submission. Update documentation as, How This key action contributes to the following ProPack I “standard of quality”: The detailed rationale behind all project design decisions (
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Type: Key actionStandard 15, key action 2
Why Managing risk, managing issues, and managing change are fundamental components of project management. Some project changes may be minor, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When As required throughout the project, and particularly at reporting times (see Standard 15, key action 3, How Follow these steps to effectively communicate risks, issues, and changes to donors (see also Standard 15, key action 4
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Type: Key actionStandard 13, key action 1
Why Preparing regular financial projections of expenses and cash needs helps project and other budget managers to ensure sufficient resources are, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Budget managers and eBudget access: When a staff member is assigned budget, When Prepare annual budget projections: During development of the Annual Program Plan (APP). For information on the planning process calendar and, How Follow these steps to develop accurate financial projections: Annual Budget Projections: Annual Program Plan (APP) (
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Type: Key actionStandard 13, key action 2
Why Project managers and chiefs of party (PMs/CoPs) are responsible for managing the triple constraint of scope, time, and cost, and the effect of, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Sub-offices and Budget Comparison Report (BCR) review: If a project is managed, When Monthly, with budget comparison and aging reports circulated within 5 days of month-end financial close. Quarterly reviews coincident with re-, How Follow these steps to analyze financial system reports for timely project decision-making: Prepare timely, comprehensive and accurate reports
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Type: Key actionStandard 13, key action 3
Why CRS considers regular financial monitoring to be an integral part of upholding the agency guiding principle of stewardship, and meeting our, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} In addition to the roles and responsibilities outlined above, follow the country, When Per the requirements in the Subrecipient Financial Management Policy (SRFMP) and individual partners’ Internal Control Improvement Plans (ICIPs, How All aspects of the implementation of this key action are guided by CRS’
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Type: Key actionStandard 13, key action 4
Why The process of preparing financial reports, and analyzing them against the achievements reported in project narrative reports, complements, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Donor engagement staff review of financial reports to donors: In addition to the, When As requested by the PM/CoP based on donor deadlines (see Standard 8, key action 5 for information on establishing a, How Follow these steps to prepare accurate financial reports (scroll down or click here for guidance on USG prime awards):
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Type: Key actionStandard 13, key action 5
Why Partners are often responsible for implementing field-level activities with significant influence on the project. Delays in advancing funds to, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Following the first project advance, advances should be issued within 15 calendar days from receipt of the partner’s liquidation report (see, How All aspects of the implementation of this key action are guided by CRS’
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Type: Key actionStandard 8, key action 6
Why Project financial management is a fundamental project management discipline, but it can be confusing and a source of misunderstanding and tension, Who {accordion:Primary responsible} {accordion:Others involved} Is accordion: , When As a part of signing sub-agreements and prior to transferring project funds to partners; early in the start-up phase if, How Follow these steps to help partners set up and orient partner staff to project-specific financial management and reporting: For externally
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Type: Key actionStandard 6, key action 3
Why Weak or non-existent handover between staff who work on a proposal and staff who lead start-up and implementation can cause significant project, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Continuity in proposal development and start-up implementation team membership is a, When The Handover Briefing (see below) should occur in the first week of the project manager's or chief of party's onboarding The Handover Meeting (, How Two-part handovers are good practice. Telescope the handover process as needed based on your
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Type: Key actionStandard 16, key action 1
Why Project close-out is an intensive, complex process with multiple components. To ensure timely, comprehensive and accountable project, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Close-out teams for global/multi-country projects: For global or multi-country, When For multi-year projects: Form the project close-out team between 12-18 months before the project end date, depending on project length and, How Follow these steps to form a project close-out team with the knowledge, skills, and authority to plan and execute a responsible and timely
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Type: Key actionStandard 6, key action 2
Why Start-up planning for new projects is often weak, incomplete, or starts too late to be effective. This is due in part to the fact that most, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} NOTE: Early start-up planning often begins before there is a full complement of, When No later than one month before the anticipated project start-date; earlier for larger, more complex and other strategic projects; as soon as, How Follow these steps, telescoping as needed, to develop a strong early start-up plan: Prepare
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Type: Key actionStandard 6, key action 4
Why Organizational capacity assessments are an opportunity to identify organizational strengths, as well as areas and program functions that need, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Capacity for capacity assessment: If the PM/CoP is not trained in CRS’ approach, When Follow the schedule laid out in the early start-up plan; conduct the assessment by the end of the first quarter at the, How This key action complements the sub-recipient financial management capacity assessment described in Standard 8, key action 2
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Type: Key actionStandard 6, key action 5
Why Project governance establishes a management framework for decision-making. It helps move the project forward when decisions are needed beyond the, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Ensure staff with appropriate experience and seniority lead governance structure, When Set up the governance structure so that it is operational within the first month after project approval. For externally funded projects, set up, How Follow these steps to set up the project governance structure, telescoping as needed depending on project complexity: The PM/CoP, acting PM/CoP
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Type: Key actionStandard 2, key action 2
Why Partnership is fundamental to CRS’ mission and vision, and partners often play a critical, “front-line” role in the implementation of project, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Throughout project design – see step 1 below for guidance on when and how to involve partner throughout the process based on needs, interest, How Follow these steps to ensure that partners are properly involved in key project design decision-making: After CRS and partners {tooltip:
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Type: Key actionStandard 2, key action 3
Why Many project management challenges have their origins in incomplete or rushed project start-up. When project design teams do not think through, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When During project activities schedule planning. Is accordion: , How Follow these steps to ensure the proposal activities schedule includes sufficient time for start-up, scale-up, and close-out in line
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Type: Key actionStandard 2, key action 4
Why Experienced subject matter expert reviewers can help identify aspects of project programming and operations plans (e.g. activities schedule,, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When At all review stages, including concept note and full proposal Is accordion: , How This key action contributes to the following ProPack I “standards of quality”: Project strategy choices are based on evidence, tailored to the
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Type: Key actionStandard 3, key action 1
Why Developing preliminary budget calculations at the beginning of the project design process gives an early sense of the funding that may be, Who {accordion:PRIMARY_RESONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When For proposals for external funding, initial "back-of-the-envelope calculation" within 2-3 days of a final "go" decision for initial, How All aspects of implementation of this key action are guided by CRS’ policies regarding tiered costs (direct-direct, {tooltip:
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Type: Key actionStandard 3, key action 2
Why The proposal development team starts preparing the detailed budget and budget narrative early in the design process in parallel with initial, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Budget development roles in different proposal scenarios: Roles for budget (a.k.a, When According to the proposal development timeline; finalize by deadline in the timeline. Is accordion:, How This key action is dependent on prior identification of the proposal development team (see Standard 1, key action 1) and