1. PROJECT MANAGMENT FOR CSOs
On-line training by Andreja Tonč
8, 10 and 12 February 2021
Проектот е финансиран од
Европската Унија

2. OBJECTIVES
To support capacity building
process of local CSOs in
developing knowledge, skills
and attitude in project
management emphasising the
EU project management
requirements.
To provide participants with
knowledge and tools in project
management they can
immediately apply after the
training.

3. AGENDA
TIMING DAY 1 DAY 2 DAY 3
10,00 – 11,30
INTRODUCTION
PROJECT
MANAGMENTAND
MAIN CHALLENGES
MONITORING PROCURMENT
11,30 – 11,45 BREAK BREAK BREAK
11,45 – 13,30
TIME-LINE
DIVISIONOF ROLES
REPORTING VISIBILITY

4. ABOUTTHETRAINER
• Over 20 years of PM and
GM experience.
• Applicant and Project
Manger
• Grant Manager
• Design of Call for
Proposals
• Assessor
• Monitor
• Evaluator
• Trainer
• Technical assistance to
grant beneficiaries

5. LET’S GET ACQUAINTED
• YOUR NAME AND CSO NAME
• IMAGINEYOU HAVE RESOURCESTO IMPROVE ONE
SEGMENT IN CURRENT PROJECT MANAGMENT IN
YOUR CSO. WHAT WOULDTHAT BE?

6. TRAINING RULES
We are aware that our full-time presence of the training
is important for success of our learning process.
We are all present in video and audio during the whole
training. When we do not speak, we are mute.
We participate in small group tasks.
We will respect opinion of others and differences in our
knowledge and experiences.
We are mastering punctuality in starting and finishing
tasks and breaks. 😊
……

7. MAIN CHALLENGES IN PROJECT
MANAGMENT FOR CSOs

8. Main challenges in project implementation
by our training group

9. Human Resources
• Lack of professionals
• Lack of full-time staff
• Delegation of tasks
• Challenges in finding appropriate experts
• Management of the new staff members during project
implementation

10. Reporting and Administration
• Application of PRAG requirements
• Reporting per indicators
• Documents needed for reporting (workshops, experts,
procurement etc.)
• Overall administration and management of the donor
funded projects

11. Procurement
• PRAG requirements
• Deadlines
• Tender procedures

12. Partnership and Cooperation
• Delays in provision of responses
• Lack of cooperation with institutions (general, project
based, EU funded projects)
• Lack of support provided by stakeholders not involved in
project implementation as partners

13. Other
• Low media interest
• Selection of participants
(target group) and
keeping them involved
• Project administration vs.
national legislation

14. SMALL
GROUP
WORK -
15
minutes
GROUP 1: Preparation of the newly
hired PM – key tasks by CSO
GROUP 2: Proposal for document
management – key division
GROUP 3: Tips for successful
implementation of the procurement
process - what to consider
GROUP 4: Key steps in successful
selection of participants (target
group)

16. PROJECTTIMELINE AND KEY
ACTIVITIES

17. USUAL FORMAT
ACTIVITY MONTH
1
MONTH
2
MONTH
3
MONTH
4
MONTH
5
MONTH
6
ACTIVITY
1
ACTIVITY
2
ACTIVITY
3
ACTIVITY
4
ACTIVITY
5
ACTIVITY
6

18. WHAT IS MISSING
Overall project management tasks
Preparatory tasks
Procurement tasks and activities
Visibility related tasks
Monitoring related tasks
Reporting related tasks

19. SOME KEYTASKS
OVERALL PM PREPARATORY
TASKS
PROCUREMENT VISIBILITY
 MONTHLY PLANS
 QUARTERLY
PLANS
 METINGSWITH
PARTNERS
 MEETING
MINUTES
 DECISIONS
 TIME-SHEETS
 CASH FLOW
 MEETINGSWITH
STAKEHOLDERS
 SELECTIONOF
PARTICIPNATS
 PREPARATIONOF
MATERIALS
 WORKWITH
EXPERTS
 DEFINING
SUBJECT
 MARKET RESERCH
 ADJUSTING
TENDER DOCS
 PUBLISING
TENDER
 EVALUATION
 CONTRACTING
 REPEAT IF FAILED
 DESIGN
 KEY MESSAGE
 TEMPLATES
 APPLICATIONTO
ALL MATERIALS

20. PRE-START Q1 Q2 Q3 Q4
MANAGEMENT
SYSTEM
TEAM SET-UP ACTIVITIES ACTIVITIES ACTIVITIES
DECISION-
MAKING
SELECTIONOF
PARTICIPANTS
MONITORING MONITOIRNG MONITORING
DOCUMENT
FILING PROCUREMENT
REPORTING REPORTING FINAL
REPORTING
RELATIONS
WITH
PARTNERS
PARTNER
MEETINGS
PARTNER
MEETINGS
PARTNER
MEETINGS
PARTNER
MEETINGS
PROJECT
FUNDING
VISIBLITY
CASH FLOW CASH FLOW
CLOSING
EVENTS

21. Overall management system established (internal rules
and procedures) including:
• Decision-making (i.e. relations among PM and the
Responsible person in the organisation)
• Document filing
• Project funding (securing the full financial construction
and cash flow)
• Contacts with partners and stakeholders
BEFORE PROJECT STARTS

22. The most intensive quarter for preparation!
Team set-up
Partner meeting
Visibility
Procurement
Selection of participants
Reporting and monitoring formats
Other preparatory tasks for implementation of activities
QUARTER NO. 1

23. Regular implementation of activities
Internal monitoring and reporting
Monitoring of cash flow
Partner and stakeholder meetings
Visibility
Other management and preparatory tasks
QUARTERS NO. 2 and 3

24. QUARTER NO. 4
High intensity of activities
due previous delays!
Finalisation of activities,
number of events
The same as quarters no. 2
and 3
Preparation for final (or
progress) reporting

25. DIVISION OF ROLES AND
COMMUNICATION CHALLENGES

26. CASE STUDY
CSO is implementing project in partnership
with the local Centre for Social Welfare. The
CSO is the leading partner. As part of the
project activities, the Centre for Social Welfare
should renovate one of their premises that will
serve as the Community Centre for Youth. Also,
the equipment for the future Community Youth
Centre will be purchased within the project by
the Centre for SocialWelfare.

27. SMALL GROUPTASK – 15 min
•How would you divide roles of these two
partners?
•What is the role of the CSO as the leading
partner and the Centre for SocialWelfare?
•Please, make a list of duties/tasks for each
partner and relevant justification.

28. COMMUNICATION CHALLENGES
and PARTNERSHIP
• Relations among partners often changes after
signing of the contract.
• Tensions, trust issues, delays etc. effects on
the overall communication process.
• Responsibilities, tasks, internal reporting and
dynamic of funding should be clearly defined
in the preparation phase.
• Monthly and quarterly internal reporting.
• Immediate reactions and clarification of
issues.

29. HUMAN RESOURCES
MANAGEMENT
• Project staff and individual experts.
• Organisational culture (values, communication aspects..)
• Organisational policies (i.e. salary policy, vacation policy,
replacements, time-sheets..).
• Quality control system (i.e. double checking of the final
outputs..).
• Instructions/guidelines for experts (i.e. reporting
standards, templates for presentations, donor
requirements).

30. HOMEWORK 
• Define internal reporting
format for the experts
working on your project
(i.e. implementing
workshop).