MANAGING PROJECTS IN HUMAN RESOURCES, TRAINING AND DEVELOPMENT PHẦN 5 pptx

these 80 managers had successfully managed change and then used this

evidence to produce a report as the deliverable. This would show how the

training provided by the HR department had succeeded in developing these

managers so that they were able to contribute effectively to organizational

change. It is important to ensure that the outcomes of the project are the ones

intended, and this can be focused with specific objectives and identified

deliverables.

The definition of outputs and outcomes is difficult. Outputs can be defined

when there is a distinctly identifiable product, but outcomes are more holistic

and can imply a changed state which might not be evident for some time. In

some situations it is particularly difficult, where cause and effect are uncer￾tain or where there are conflicts of values. It is still important in such settings

to identify goals and to define them in a way that will enable an appraisal of

the extent to which the aims of the project have been achieved. This does not

necessarily mean that quantitative measures should be imposed because

inappropriate use of measures can lead to goal displacement. It can be helpful

to ask, ‘How shall we know if we have been successful?’ and identify the

indicators that will help in making that judgement.

Example 6.3

Deliverables for Example 6.2

The training agency directory of services project had a series of ob￾jectives that had enabled participants to identify the key stages given

in Example 6.2. The initial list of deliverables drawn up by the project

manager included notes about how each deliverable could be demon￾strated as successfully achieved.

A – Secure funds

Deliverables are:

࿖ funding available to be used when necessary (demonstrated by

authority agreed to sign cheques);

࿖ budget statement prepared with headings identifying key areas of

expenditure;

࿖ agreement with sponsor about how expenditure will be recorded

and how orders, invoices and receipts will be managed.

B – Negotiate with other agencies

Deliverables are:

࿖ notes and minutes of formal meetings with potential collaborators

identifying comments about the project and issues raised;

80 Managing projects in human resources

࿖ signed agreements recording formal agreements about funding or

sharing of information or records;

࿖ nominations of staff to serve on the advisory group (list of names

with organization and contact details).

C – Form advisory group

Deliverables are:

࿖ membership list indicating organizations represented;

࿖ schedule of planned meetings;

࿖ written terms of reference for the group focusing on achieving the

project outcomes and accommodating any concerns raised during

negotiations;

࿖ plan to show how the advisory group will inform and advise the

progress of the project.

D – Establish data collection plan

Deliverables are:

࿖ written plan describing what data will be collected from whom,

when and in what form. Decision necessary about how to collate

before data is collected as this will influence whether we collect in

electronic or paper-based form. Need to check compatibility of

systems and gain agreement about form.

E – Collect data

Deliverables are:

࿖ data collected according to agreed plan;

࿖ data collated in a way that enables directory text to be written.

F – Write directory text

Deliverables are:

࿖ staff to write contracted or released with time to do it;

࿖ written agreement about the anticipated size and contents of

the document;

࿖ agreement about how logos will be used;

࿖ full information available from data collection and collation;

࿖ draft directory text written and distributed to agencies or advisory

group for comment;

࿖ finished written directory text.

Outline planning 81