Assumption surfacing and monitoring as a tool in project risk management

Olsson, Nils O.E.; Spjelkavik, Ingrid

doi:10.1504/ijpom.2014.059740

Cited by 3 publications

(1 citation statement)

References 19 publications

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“…The NPPSME, 2011 further provides three functions of Monitoring; (i) Financial monitoring addresses whether or not budgets have been released and spent in line with allocations, (ii) Physical/Process implementation monitoring addresses whether activities have taken place in line with targets; (iii) Outcome or impact monitoring trace whether or not results are occurring among the target population. These are supported by Otieno, 2002 & with an addition of (iv) Assumptions monitoring (Olsson, 2014;Lahey, 2015) which traces the basis for decision making before the start of projects and (v) Technical Monitoring (Mapitsa et al 2018) which involves assessing the strategy that is being used in project implementation to establish whether it is achieving the required results. The strategic plan implementation of the COU will consider the GOU proposed criteria of the three processes; Financial Monitoring, Process monitoring and Outcome monitoring and their respective conceptualisation.…”

Section: Introduction 11 Backgroundmentioning

confidence: 99%

What is the relationship between monitoring and performance of Church of Uganda Projects in Namirembe Diocese?

Katimbo

Okoche²

2022

IJCRS

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Purpose: It was prudent that the Church of Uganda strategic plan 2025 was incorporated with a monitoring strategy intended to progressively track program performance and analyze activity implementation and foresee any difficulties so as to take timely corrective action. This paper examined the relationship between monitoring and performance of Church of Uganda Projects in Namirembe Diocese. Methodology: A Cross sectional survey design was used on a study population of 117 respondents. 87 respondents filled the Survey questionnaires whose responses were analysed by using correlational and regression analysis by using PSPP software Version 1.2.0-g0fb4db. Key Informant interviews and an FGD were carried out and responses were analysed using content analysis and results presented as text. Findings: Descriptive findings highlighted that monitoring to some extent improves project performance (mean 3.12), This was further supported by the qualitative findings. Furthermore, inferential statistics confirmed that Monitoring had a significant positive relationship with Project performance (β=0.25, p= 0.014<0.05). Unique contribution to theory, practice and policy: In conclusion, this paper established that monitoring influences project performance. The weaknesses included; Diversion of funds from the intended projects, No assigned personels to directly monitor projects, Lack of monitoring skills and knowledge, Lack of transparency in the reports, inadequate salaries of the monitoring staff, conflict of interest in the businesses that are run on Church land. Therefore, to improve upon the performance of Church of Uganda projects, it is important to strengthen the monitoring mechanisms; financial monitoring, process monitoring and outcome monitoring. The non-existent monitoring framework will be developed with informed decisions from the study.

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Section: Introduction 11 Backgroundmentioning

confidence: 99%

What is the relationship between monitoring and performance of Church of Uganda Projects in Namirembe Diocese?

Katimbo

Okoche²

2022

IJCRS

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Exploring collaboration in hospital projects’ front-end phase

Larsen

Karlsen

Andersen

et al. 2021

International Journal of Project Management

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Risks of Development and Implementation of Innovative Projects

Batkovskiy¹,

Коновалова²,

Семенова³

et al. 2015

MJSS

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Project-based approach is one of the most widespread approaches to promotion of innovations. Risk management in innovative projects is one of the most difficult tasks in project management due to high degree of uncertainty which is intrinsic to innovative projects. Depending on the phase of innovation's life cycle, the parameters of innovative projects' risk management change, which, in turn, results in the need to use various methodic tools. The key risks on the phase of development and implementation of an innovative project include the risk of non-realizability of an innovative idea and the group of risks related to failure to achieve the basic project parameters including the timing risk, project budget deficit risk and the risk of failure to achieve the innovation's targets. Targets include improvement in risk management on the phases of development and innovations in case of the project-based approach through development and adaptation of existing and elaboration of new approaches and methods of risks identification, assessment and mitigation. This article solved the following issues, which contribute to achievement of the above goal: -identification of key risks of innovative projects, which are intrinsic to the phases of project development and implementation; -adaptation, enhancement and development of methodical tools for assessment and analysis of the key risks of innovative projects; -elaboration of enforcement actions focusing on the key risks of innovative projects on the basis of data obtained in the course

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Assumption surfacing and monitoring as a tool in project risk management

Cited by 3 publications

References 19 publications

What is the relationship between monitoring and performance of Church of Uganda Projects in Namirembe Diocese?

What is the relationship between monitoring and performance of Church of Uganda Projects in Namirembe Diocese?

Exploring collaboration in hospital projects’ front-end phase

Risks of Development and Implementation of Innovative Projects

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