 So, welcome all to this education session, this online training seminar on project management. This is a session that DPC program is organizing together with Agnes from Project Management Institute Netherlands and Diana from Project Management Without Borders who will introduce themselves a little bit later. So this session is part of many training sessions that have been developed under the DPC program which is the partnership program of IHE Delft funded by the Ministry of Foreign Affairs. So during this session we will go over the project cycle and we'll also link this to real life examples. The session will be one hour education session and at the end there will be half an hour questions. So we will try to answer the questions that people have already during the sessions but for sure they will be answered at the end of the session. Next slide please. So here you can see me and Diana and Agnes but I will ask them to introduce themselves because they can do that better than me so please Diana can you say a few words about yourself? Absolutely, so I'm Diana Landers, I'm the founder and president of Project Managers Without Borders and we also call ourselves PMWB. We're an international volunteer organization that partners with other organizations other not-for-profit humanitarian organizations to make them more efficient and effective and today I'm very happy to be here, we're partnering with these organizations to bring this material to you. Agnes? Okay. I'm Agnes Verstege, I'm a certified program manager actually with AT&T, a telecom community company but part of my certification I'm part of the Project Management Institute Netherlands chapter and we bring with the Education Foundation, we bring education to volunteering organizations and as well as schools. Thank you and in the back we have Wim also from PMI Netherlands, he is the guy that makes it all possible that we are gathering here online, thank you already Wim. Next slide please. So this is a rather abstract picture of the program, I work for, oh sorry I forgot to introduce myself, my name is Nadine Sander and I work for the DBC2 program which is as I mentioned financed by the Ministry of Foreign Affairs, I'm a program assistant in this program for a bit more than four years at the moment. So I will tell a bit more about the program now in the next slides. So this is a kind of an abstract picture of the program. The program is a 40 million program that's financed many different types of activities, it's an ITDELF partnership program so the activities are implemented together with ITDELF partners in low and middle income countries, they all address water development challenges and this picture presents a little bit the different types of activities we have in this synergy, so we have focused regions in which we do, we support education and training activities, research and innovation and also stimulate innovation through pilots and demonstration. So yeah, I think that's it from my side, I would like to hand over to Deanna. Hi there, so yeah we're going to in this presentation we're going to be using one primary example throughout and so I want to give you a background on that now, the project we call Water Rico because it was providing clean water in Puerto Rico and the people that we worked with were Rotary Clubs, multiple Rotary Clubs in the Denver area and Denver, Colorado in the United States, the people that I was dealing with there they had a really bad experience with the project in Madagascar where they were digging wells, providing water from wells, but they thought that the money that was invested in the wells was way more than the value than they were getting, it wasn't just a financial concern, it was really the value the number of people serviced by these wells wasn't enough for the finances that they were providing and so they really didn't feel that that was a good experience and so they wanted to partner with us so that we could see if we could help them in their next project and they really needed to identify a new need, they need to find a community that could be helped by themselves to identify the solution and then also implement it. So our role was to be part of the team and then introducing them to project management concepts and helping them put those concepts into practice in this project. So we identified the key phases of the project to be identifying the community, identifying a solution for that community, implementing the solution and then obviously supporting as we go along. So I'd like to explain these pictures here so that you can understand when I when I share examples of how that fits into this project management framework you can see what it looks like, what this project was about. The leftmost one under the needs of phrase phase one proof of concept was of course the proof of concept. If you look between the two people in the front you can see a little bit of a concrete structure and that is a filter, a water filter and so we created it out of concrete. The second photo has a little bit better picture of it. The first one was in Denver on the proof of concept and we did a second proof of concept in Puerto Rico, in the community in Puerto Rico and that's what that second photo is and the final product photo or on the right is made out of two buckets and filter so it's actually you could notice that it did change over time because we had proof of concept we were able to identify what worked and didn't and ended up with this product at the right that you see. We ended up with with over a thousand of these in Puerto Rico in an area that had been devastated by hurricanes and so when we go through the examples then you'll be able to to picture these products as what we ended up with is in our project. Okay well we designed a well let's say an education with a little bit more simplified project management where we go through the next couple of slides we go through the project life cycle we have in total five phases the first one is initiate and align so making sure that as the initial project brief that you define your goals your outcomes your objectives and success criteria and as well including the business case part of your program part of your project you do as well in the first phase you do quite a lot of research trying to get relevant information on the subject what you need to deliver and as well you identify your resources and how you engage with each other we have included throughout the slides we have some templates some are in the backup and Nadine will send the presentation as well afterwards to all of you and you can use the templates if they are applicable. The next phase is plan the work so my understanding is as an output of your planning process it's the DUPC proposal the DUPC plan but in planning the work it's basically defining developing all the criteria for your objectives and output your scope and of course identify all the things you need to do to deliver upon the objectives so all the activities and as well identify assumptions constraints and risk we will go to a couple of topics in more depth such as risk management in the next section next slide please okay then we have work the plan and monitor and control officially these are two phases but they go hand in hand so work the plan is basically executing on your on your project plan deliver upon the product and outcomes as per agreement and the objectives and success criteria you have defined and one of the items especially is also iterative planning so with work the plan monitor and control if things happen you go back into the planning so we will go through that and as well one of the key items as a project manager is communication communication with your stakeholders and of course produce the reporting and in my understanding in your cases while the form of sponsor reporting so we will go deeper into the communication and at the last phase which within project management is very important is to evaluate your project and define lessons learned because if you have multiple projects you can then include those lessons learned into your next project so we will go through lessons learned sessions and details in relation to that so that's the topics where we will go through today next slide please okay on initiate and line it's very brief we included as well an excel project workbook as a project manager most times we start immediately with your project tracking document or your project workbook so the data you collate together you put that in there making sure that you have one overview of all the items but key is of course especially in the beginning agree with your sponsor what you are going to do what you're going to complete as well do the research for example pull out previous experiences of other projects right if there are lessons learned with a similar topic try to retrieve the lessons learned of other project teams because that can help you with planning additionally of course you need to identify your resources your key resources your experts you need to be able to be successful for your project and what I mentioned the project workbook to document everything let's go to the next slide on the business case it's a good question in relation to in the beginning of your initiate or your project brief indeed the business case should be included because that's basically the the benefit or the impact you're going to deliver so as part of your project belief of an initiation indeed the business case should be part of the initiative initiative phase because that's where you build your plan upon so yes in the in the project in BMI we talk about a project charter but the project brief needs to include as well the business case because that's the the constraint you need to work in after the project brief then you go into your officially planning and of course you can have several tools so we have for example the mind map and also you can use for brainstorming and as well if you brainstorm you need to fine tune and prioritize your ideas so we do have some documentations for that and of course define and define your scope so based upon of course the business case and the brief you need to identify your critical success factors as part of the project plan because that's where you are measured upon and where you deliver your project according to. One key item where well at least from a project management point of view I really like is the work breakdown structure and we will go into one of the next slides we will go into more deeper but that's to decompose your project in manageable work packages but it's good to do that together with your team and then of course you create your shadow based upon the the work breakdown you plan all the activities making sure when what and who and how you will deliver upon your objectives so let's go into the next slide. Yeah this is an example of what we just talked about the project example we've been talking about with the Water Rico is it's a small project and actually let's just scoot back to one slide so that we can talk about that just briefly that the point was we did identify the critical success factors as Agnes had mentioned we identified that we needed to have a location that we needed to find a location that was close to the Rotary Club in the United States because they didn't want to have an experience like with Madagascar where they flew halfway around the world and then they had a bad experience so we identified that we needed to have a sustainable situation they were a people who wanted to find a problem to solve close to them whereas I know most of the time you would have a problem that we we go to solve because the problem exists this was people who wanted to help who went out to find a place to help and so we we helped them with that so when we looked we used some of the tools that Agnes mentioned we brainstormed to find something that was close to the United States that had a water need and ended up with several options prioritized those and researched into those locations and I ended up eventually identifying Puerto Rico since it had suffered a lot of damage from two hurricanes in a row and that damage impacted their infrastructure water power and a whole lot more and so Rotary identified the solutions and we made sure that we proved the concepts before going on site putting that planning into the project as you've seen in the in the photos before okay okay thank you Diane on the work breakdown structure so you can define the work breakdown structure in you can do it by face or by category so dependent on on the project and basically what you need to do is take the water of your project scope right what do you need to deliver and then try to organize that in groups which makes sense in every time decomposing to the next step so basically when your rigged structure is complete is when all the deliverables in your scope and your project are included and you go to the level of work packages so that it can be executed and with this work breakdown structure it ideally is to do that together with your team because then you are already familiarizing your team with with what needs to be delivered and also have of course all the expertise as part of it for that and then of course in the end with each workable item you can easily go into the next step which is then creating your schedule putting a timeline to it and resources and the other benefit would be on the rig breakdown structure later on in communication or status reporting that you could design it in a way that also from a milestone perspective you can do that on a level of your work breakdown structure in understanding whether your project is well green and performing well overall also in scheduling my understanding is that in general the schedule is a scheduling is performed well but always of course be smart specific measurable attainable relevant and time-based and to answer the question on whether there is a some rule as to what percentage of the project budget and the time should be ideally spend on project management and well from a PMI perspective you do fit for purpose so and so there is not a rule of thumb I would say but from my experience perspective the more you plan the better your project flows especially if we go into some of the next slides in relation to risk management let me go to that to add to that I would say that you can either do it right or you can do it over and you know if you don't do your right your planning in the beginning then you end up spending time on what you shouldn't and you end up taking more time than you should have anyway so there's huge value in that plan so just as an example for the WBS the goal in our Water Rico project was to positively impact the community by providing dependable clean drinking water and so when we were there we realized that there were two cultures we were dealing with the Rotary culture and the Puerto Rican culture Puerto Rico is territory of the United States has a different language that's spoken there and things are are quite different from the team that was Rotary from the United States and when we combined those we recognized that we really needed some flexibility so we did create a WBS we we provided with project management discipline we're able to help them get better results through using the WBS instead of a schedule which was kind of interesting you know the the time frames weren't weren't there in larger projects I worked with for IBM and it's very clear you have your here's your schedule and this is very straight you do these sorts of things at least from a waterfall perspective in this case it was very flexible and it needed to be but the WBS was essential to keep going back to here's what needs to happen we had a counterpart project manager in Puerto Rico from the Rotary and his role was to coordinate there and he chose much less granular tasks like maybe they were like provisioning assembly of the the units training and things like that and there were individuals responsible for those and they it's it was really important to them to have that responsibility but they didn't want to be have it broken down into very extremely detailed tasks and so the WBS was essential the key point there was to have the discipline the framework but be aware that it can be improved and it's just more important to have that plan and the flexibility in case the situation changes okay next slide please and despite the fact that everyone with planning thinks about the schedule and objectives and everything key for us is also a risk management and communication so starting with risk management if you made any assumptions or whether you have any constraint basically that induces a risk so for us the risk management is is more important because very important because it's also a mechanism that you have to communicate to your stakeholders because if you took an assumption and if the assumptions is not true then of course it has impact on your project so if you as part of planning you identify upfront all the risks you can think of which are relevant of course but most times induced by assumptions or specific constraints or potentially working with third parties to document them but also to together with your team and also share with your stakeholders to identify okay what if this happens what will we do so a part of a risk management plan always we have a description of the risk and yeah officially you can have a negative risk and also a positive risk so an opportunity so if you identify an opportunity to have additional gains etc yeah that could all be that's also a risk because it will have impact to your project because if you go after that potentially your timeline or you have additional cost impact is identifying okay what will the impact be on your scope on your cost on your shadow your benefit you would like to deliver and as well the likelihood of occurrence so to together with your team to identify okay what is the likelihood that this will happen and based upon that as well to identify a risk response strategy so what can you do to minimize the risk or even in some instances to avoid and yeah prevent it overall and of course in that perspective it depends as well because you plan or you add additionally either cost to that particular risk or you have additional cost to mitigate and also potentially impact as impact to your schedule but documenting that makes it clear to everyone and also to your stakeholder if this happens then it means that the impact to the project will be that the delivery will be one month later or we would have additional cost etc of course as part of the risk plan you also have ownership so identifying the person who is the owner of that particular risk strategy and also to monitor the risk because it could always be that the risk is not occurring and your assumption was correct so it will not happen but assigning an owner to the specific risk is also part of the plan and of course a risk trigger sometimes you have indicators up front that probably a risk will be materialized and that you then can trigger the response strategy and it could will be and communicate part of the plan communicating the risk and the impact and everything of course some things you and then we talk about of about unknown unknown sometimes you don't know and that will be part of the issues but the key is is that via the risk management that you identify the the known unknowns and then also provide a little budget most times as part of your plan to mitigate or to respond to those known unknowns so we go to the next slide we have several risk responses so one is avoidance so to eliminate it completely so that you can take an action to either reduce the probability or the the impact to zero you can transfer it so that means that you can ensure it or you transfer the risk to a third party for that of course it will not eliminate the total risk but then basically it transfers the liability someone to someone else and then you have mitigation so to minimize I would say the impact so if in some instance you can't avoid it completely but you can reduce the either the probability or the impact to your project and additionally the last one is to accept so as part of your plan and that's why I mentioned as well most times there is a budget reserved in some instances it's either too expensive to do something about a risk and especially depending on what the probability is so you can also accept it and say okay we accept the delay we accept the additional cost and if that is occurring so overall you prioritize your risk because sometimes the likelihood is very low or and the impact is very high fries further but you prioritize them and also together with the sponsor and stakeholders you identify okay which risk and which strategy you would like to apply let me go to the next minute side and Diana can you go through an example absolutely so so this is an example of risk management logs for the water vehicle project and we identified many risks and this is just a couple of examples that I want to talk about but a lot of them don't turn into issues and some of them do their issues when they become realized and when we look at the first one this is one of those examples that became unknown a known unknown and originally we didn't realize this was a risk we had a goal to have a community that had a need and so we I first identified before identifying Puerto Rico we identified a community in Mexico that had this need and we talked with the community multiple members of the community identified that they had a need for clean water that was easily attainable and you know dependable clean drinking water we started working with them and after a bit we learned that there was a need but not as strong of a need as we had thought it turns out that there was a water delivery person or multiple water delivery people who were providing water it but it people had to pay for it in the community and it wasn't as often as they would like it was inconvenient for them but if we were to show up and and provide a well or a filter or whatever our solution was going to be we might be impacting the livelihood of these folks that provided water from a truck and at that point we realized we we needed to abandon that community as the option for our solution because we they actually didn't have a great need they had it was a bit inconvenient but their need wasn't as great and we certainly didn't want to negatively impact the community so then it was identified that that was a risk going forward you know the trigger in that case was very clearly the notification from the people that were providing water in the first place so we identified that as a risk for future locations that we would communities that we would go to help and we absolutely would avoid we would we would not move forward if that risk was was realized like it was in that Mexican community the next one is that we wouldn't be able to get materials locally it was also a very important goal to be sustainable with this project and so we needed to make sure that we didn't have to bring a lot of equipment or materials from the United States and we could get it in Puerto Rico which was you know where we ended up having the project and so what we ended up doing is we recognize that we would mitigate as much as possible with with the materials we would make sure that we could identify and locate all of the materials that we could in Puerto Rico but then if there were any sort of a triggering event every year there's hurricane season if that were to happen again it might be that the the materials aren't available for for new filters so we were going to accept that part because it happens so infrequently but also we could we could ship material if required so we it was a combination of both we mitigated by choosing a solution a technical solution a product that we could use the materials that were on site but of course there was a risk that sometimes there wouldn't be those materials but those were in cases that were not very likely to happen very often in any case with the the hurricanes or other some sort of disaster so this is actually the log that we use to help us review and validate where we are understand what we needed to do ahead of time to to mitigate and and identify how to handle it if they happened you know as those risks so we could avoid them or or mitigate them as appropriate next slide and to answer the question whether it's just an emergency management or what is necessary for long time risk management well risk management is part of your full project so it is again iterative so and you monitor it during your project so it could be that is part of yeah what we do as part of the the project also discuss risks continuously so if because additional risk can occur or additional risk can appear so it's a risk clock is a living document and you adjust it according yeah how your project is is going and add to it or in some instances if you can add as well a timeline so sometimes you have very detailed risk plans depending on your project it's it's fit for purpose but you can include as well timelines to it so making sure that with the owner that maybe the risk only is a during a period of your project and then if it didn't occur then you close it and it can be additional risk can be added so it's a continuous activity you do during your project and it's part of planning and later on we will say it that's why we talk also about interest for planning but we will go in a couple of slides we will go more in depth to that as part of your plan you also plan communication so to create a communication plan so who needs what information to your stakeholders also to your project team when would they need the information so not only the official I would say status reporting etc but also status or communication with your project team or with suppliers or specific stakeholders and the communication always consists of who when where what and how you deliver that communication so it could be either a meeting you have on a regular basis or you have an official status report or so all the documentation of all the communication is documented in the plan of course still depending if you if during your project you have an issue and then you have ad hoc meetings those will not be part of your communication plan if they are not regularly but in general plan your communication and as well with that you ensure that you provide to your stakeholders and that can include sponsor all your stakeholders that they have the right information at the right time to achieve the objectives and see the results of the project and that's the way how you show your progress on your project let's go to the next slide sorry um the end do you have a example on the communication oh no sorry I didn't but but I guess I'll mention why I didn't and that was this is a very small project and so we actually used status reporting for communication and and had you know these regular meetings between the the teams where that was the plan we would talk very frequently and it was a very small project so there wasn't a lot in that space that we did thank you Dan okay well as soon as you have your plan and then it needs to be signed off by your sponsor your stakeholders that they know what you do that they know the risks etc and then of course after approval you execute on the plan and what I mentioned work the plan monitoring controlling go hand by hand because of course if you deliver you also need to check whether you deliver according to success criteria and everything which you agreed with your stakeholders and with that if something deviates because for example quality is you have your quality your cost your schedule your scope your budget and what you are going to deliver if you deviate then you need to adjust your plan accordingly and to have that iterative planning because overall I think there are rarely projects who are executed without any issue or without any changes so it's part of what we do and it's part of why we are there for that and the key of course as well as soon as well you deliver and according the plan you also provide a project status you gather all the documentation during the work to plan and basically part of the monitoring and controlling that you gather the status where you are on the project and communicate it as according to plan so let's go to the next slide and that's the iterative planning so often when we do or when we create a schedule and depending we have now as well a lot of agile approaches etc so but overall you plan you create a plan you made assumptions things happen right you have unknown unknowns so overall planning is well executing and planning it's iterative so if you deviate from your scope if something happens or you have an additional opportunity and you need to go back to your planning and adjust your plan in agreement with the stakeholders have that discussion and saying okay we assumed that we have a turf party or that resources were available something happened maybe someone had an accident yeah it's something you can't you need to deal with it so basically you go back to your planning so you go back to your schedule you identify okay with this change it's basically change management with this change what is the impact what are the possibilities you create a new plan and then agree with your stakeholders and I think that's one of the key items sometimes depending on what type of process you have the the planning and all the the agreements are made very early with a lot of assumptions and then you start executing it could be that there is a quite some time in between so you need to assess as well is are my assumptions still correct are are we delivering are there any things we didn't think about because that could still happen and then you go back into planning and then execution most times with this assessment you constantly assess your time cost assumptions constraints and risks with this it's a planning then can you give some examples from your perspective absolutely yes so we had a situation where you remember the photos from the beginning where we had our our phase one our proof of concept and then what we ended up with were very different and this is a result of this iteration we we found that when we created our filters out of concrete we went out there to to Puerto Rico and we showed people how to use them we we showed them how to create them in their own community and it all went very well except for the feedback that we got was first of all they weren't portable we had to identify where they were and it would be very difficult to move them and that meant that they weren't shareable the community really wanted to have maybe one family use it some days and another family use it another day that they didn't have one per family they wanted to to be able to have it as a community solution and not some have them and some don't and so they we worked with the community after providing one in a shared spot so there was a recreation center so they could all go and use that filter but what we ended up identifying is we really needed to improve the design improve the situation plan for a different solution and and we didn't recognize that with all of the input even that we got from the people who weren't on site when we went on site those stakeholders were able to help us identify that we did need a new plan we needed to iterate we learned a lot about where and when and how but the solution needed to change so what we ended up with were was a solution a product that entailed just it just was two plastic buckets with a piece that was easily ordered it was not local so that was that goes back to our risks we had there was one piece that was very important that we needed to get from someplace else but everything else was was local it was very easy to get these buckets they could move them and as a matter of fact we started conversations on how locally they could create those those filter the actual filter pieces components of of the solution and so just to make the point really clear that I made before the flexibility leads to the iteration you iterations you use iterations to be more flexible and that was essential in our water vehicle project go to the next slide okay well and part of your project and that's also we have that excel workbook and it's a again a simplified version but it's good to to monitor your project on a I would say even weekly monthly basis on a project level and then probably monthly yearly on the sponsor level what I understand you have formal reporting to do but as a project manager it's good to have a simplified way to see how your project is doing so from a dimension you can use the red amber green are we overall are we going to meet according to schedule going to meet according to quality etc and but also you can do that on scope time cost and your stakeholders and especially on the stakeholders also reach out to them to say okay do you think or to your project team in are we doing well for that and so you can use that red amber green perspective and then also the trend is important are we are we stable let's say amber but stable or and green for that or are we worsening right or improving so that's also good to to provide in your in your status and that's also record and document your status on a consistent basis because then as a project manager you on on top of things also if things happen what I mentioned the risks etc make sure that you keep track of it for that because that gives you that you yeah that you are in control of your project and also easily can report and ask your team as well to be part of that weekly monthly project level reporting that's for yourself and then probably monthly most times is a fit for purpose to do the official or formal reporting and again fit for purpose as part of your communication plan and ask as well your stakeholders what type of information they want to receive and also on which time period for that Diana so the rotary had their own reporting requirements so this organization we were working with so we use those reports that were developed from years of experience with small humanitarian projects but they were really focused on on the financial they were financial in nature but they ventured into the realm of impact but really only at the end so we had this reporting structure that our partner wanted to use but they weren't very interested in the reporting as we went along and so what we identified is when working with our stakeholders that we were able to actually improve performance of realize that the people involved in this project every one of them was a volunteer so we had rotary volunteers we had project managers without borders volunteers volunteers from the community what we we recognized or what we were helped able to we were able to help them recognize was that we were able to provide incentives to the volunteers from a competitive perspective by putting up there the you know sort of on a chart that was shared that the various areas of focus like the the procurement and the training and we even put up the the number of of units that we had produced for for the day for the weekend there was a weekend where everybody came together the community helped build these units and we we reported in both of those ways we had the people responsible for training you know we actually went to an amber color once and it made somebody very upset but it it also helped them understand that we really needed to to make sure that we got that done before so it would be useful there's no reason to the impact is so little if we were to provide the units without the training and so when they saw that there was there was that risk there there was the the amber color they didn't want that associated with their project or their area I should say of expertise and so they were incented to keep it green and so we used it from that perspective but then also the the reporting showing all right we're at 50 units now we're at 100 units now and and that was exactly what happened is the first time around we did 100 units and or actually the very first time we did three units the next time around we did 100 units and then the final trip over there were a thousand units and in order to scale like that we needed to have those proofs of concept we needed to to go through and have everybody very clearly aware of what their responsibilities were and I think the status reporting the the traffic light report was very helpful with that let's go to the next slide okay and then the last phase transition enclosure as a project managers well as soon as you have delivered everything sometimes you need to transition things to life cycle or to the organization and then of course the last portion the closure some of the key components is to document lessons learned gather lessons learned with the project team and also with your stakeholders and of course in the end the project closure so summarize your project and and then have formal close with your project sponsor and or customer for that so can we go to the next slide so lessons learned basically it's what worked well right what worked well what could we have done better what type of risks materialized did we encounter issues were there any obstacles happening to achieve the full project and also recommendations so what would you recommend going forward so if someone has a similar type of project or a similar type of activity are there any recommendations you would do to your future project team and also in did the project achieve the intended impact so we talk often as well on benefits we have our deliverables and in the end you want to achieve benefits and impact you want to make did the project achieve that and how can you measure it going forward and are there any recommendations in relation to that because if you document all these lessons learned it's good for as a project manager for your experience and for the next project but also yeah also for the next project that you can learn about that Diana can you give some examples absolutely so this is this is an interesting example in my mind because the Rotary Club as I noted has done lots of small projects and it's always a different person it's always a different project they identify the location the community they will support they identify the solution all differently and they did not have an appetite to record any lessons learned the people who were there involved weren't interested in in doing this project they were going to go off and do something in front and interesting in this particular case that the lessons learned was not something that they were interested in doing but I think it could have been valuable but I also see where in their situation from the perspective of the few volunteers that we had as our as our point of contact that that wasn't something that they would like to do I've seen that also in business I've worked for lots of large companies and large companies tend to do lessons learned the smaller ones don't tend to they think that it's kind of like this small project so I want to provide one more example in this case and that was for actually a different partner that we had which was FDL Health a health organization with hospitals and things like that the project was to take equipment that was in a hospital that was that was decommissioned they created a built a new hospital next door and they were not going to move the equipment so they were planning on shipping that equipment to Tanzania for some clinics there and what we ended up doing is working with them after you know during the whole thing I won't go into those details but in the end we had those conversations with them we said what did you learn what went well what didn't go well what was the impact of your work what were the benefits of what happened and what we ended up doing was in is putting that into an impact report and that impact report shared what the value was not just for the beneficiaries not just for those patients in Tanzania but for the doctors in Tanzania that learned a new skill that have new training for the new doctors that came to that clinic for the people who were the volunteers from the from scl health the doctors that actually flew over to Tanzania to to provide the training to give examples of procedures to really help them identify how to use the equipment the new equipment that was there that that we had shipped over and so it wasn't just and the it people there were it people that went over to put it all together make it all work and we provided information on the impact to them as well they appreciated their work with scl health more because they could make an impact to a community they they weren't of course they were providing impact in their day jobs but they were able to provide an impact that was above and beyond and that really made them appreciate their work more it made them look at their jobs differently at their employers differently so a point I wanted to make there is there's just it's not just the impact for those that are the beneficiaries it's everybody involved all of the stakeholders and then one last point there it was a huge success story this was a mission that they did every other year and in this case they the management of scl health wasn't sure that it was that it was worthwhile to support this endeavor in you know after they finished the last one and what the organization the management did that worked with this project is they took our impact report to the leadership of the organization and showed the impact showed what we measured showed the impact on their employees on the doctors there and here and the the patients and that actually was the key bit of information that helped the leadership identify that they would continue with the program because of that value if they hadn't recorded it if they hadn't put it put that in writing then they wouldn't have been able to continue with the program and continue to provide those benefits and that impact that we were able to document and share so that was a huge win from a lessons learned perspective and sharing impact for that particular partner let's go to the next slide okay and then last one the project closure of course you need to ensure that you have obtained your approval from the customer or your and your sponsor and your donor formally to close the project and then with all the documentation you created ensure that you share that on a shared yeah retain that on a shared drive or a shared area and of course there's one additional item you need to ensure you finalize close the procurements before you close your project right especially if you're working with third party suppliers but in the closure document yeah mention what happened during the project where the deviation to the project to a criteria to your objectives your deliverables any time cost what happened with the risk did you identify all of them were there let's say issues of items you didn't identify and also was the effectiveness of your response or your plan to mitigate and yeah change the the risk impact were they effective yes or no and indeed include all the lessons learned so overall you have your closure documentation and yeah what we do within business we have a shared location to retain this project history because again if you we go back into the initiation we use that as a start of a project to see on the shared location are there any similar type projects because not sometimes you are assigned you haven't done a certain type of project yet so you need to learn that and this yeah let's say project history and documentation is you very useful for any new project so this is the project closure so now we are opening up for questions before we do that Nadine will send out a survey to talk about lessons learned we are we would appreciate if you can provide us feedback on the content so we have a couple of questions because yeah we would like to improve as well our education and understand what you yeah what your feedback is of this session so Nadine will send that out probably in the next week to all of you to provide us feedback so let's open up for questions