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Program management

Whether it’s a new, complex program to motivate an exhausted team, or tools for collecting analytics, or the introduction of electronic systems, or a social program of a nonprofit organization that includes a number of projects, any program includes heterogeneous tasks that are linked by a common goal.

Program management differs from project management in that it is a next-level task and involves working with different parts of the institution’s branched structure. Program management requires a little more experience and a wider range of tools, and sometimes ingenuity in finding the right one.

Depending on the situation, management assistance in working with the program may be required at any stage: development, implementation, and support. For example, you can develop a program, implementation of which will be understandable to current employees, and the exsecution can be monitored by current management. In other cases, the implementation is complex and lengthy, and may involve interim analysis and adjustments on the fly with the involvement of external assistance.


Process optimization

Process oprimization is a crucial part of improving efficiency, reducing costs, enhancing quality, and ultimately contributing to overall organizational effectiveness. Sometimes things don’t work well because the team either doesn’t use any work organization tools or uses them superficially. To optimize processes, you need a broad view of how things can function and a determination to change.

Usually, an organization’s internal managers are in charge of this, but sometimes this work can be organized faster and cheaper with external help. In this case, the current employees and the external expert can work in different compositions and with different intensities. It can also be a good opportunity for the team to check in with each other about performance and red lines.

The first step in the optimization process is to analyze the processes. At the same time, it is important to analyze the possibilities for changes and build solutions tailored to specific, unique circumstances.


Creating partnerships

Some processes can only be launched by relying on new partnerships, while others benefit tremendously from strong partnerships. Once you have identified the segment with which you need to engage, the next step is to develop a framework for your collaboration.

The framework provides principles and specific algorithms for action with the distribution of responsibilities within your team and with your partner. An important step is testing the cooperation model, after which the necessary adjustments are made. To ensure systematic work on partnerships, you can create new teams, engage external performers, or assign additional tasks to existing staff.

Thanks to a proven framework of work, both parties to the partnership have transparency in understanding the intentions and methods of interaction, and trust and efficiency of your cooperation grow.


Preparation for strategizing

The topic of strategic planning has been very popular lately. However, strategic planning is only effective if it is well organized and planning models are based on the internal needs of the institution. Sometimes strategic planning is used to cover up issues that can be solved more easily.

To solve your problem, you need to realistically assess your resources that you are ready to attract to implement new plans, processes, and methods. It is also important to spend time formulating a problem that has the will to be solved within the organization. Talking about and realizing that we are ready to live without solving some things also works positively, because the biggest enemies are unknown risks. Once a risk is realized and described, it can be dealt with.

So, if you’re thinking about strategic planning, it makes sense to take your time and have a diagnostic session.


     If you have your own special request that you think can be handled by management tools, please contact me to discuss.


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