Management of remote project
(Aid workers are subject to multiple attacks. Acting in insecure area could mean for the NGO (Non-Governmental Organization) huge expenses in security management. Thereby more of them prefer use remote management to secure their international staff in) |
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== Abstract == | == Abstract == | ||
| + | '''Coordination of Remote Project on Dangerous site: a cluster approach''' | ||
| − | + | Aid workers are subject to multiple attacks. Acting in insecure area could mean for the NGO (Non-Governmental Organization) huge expenses in security management. Thereby more of them prefer use remote management to secure their international staff in a secure place. However, the remote control or remote management can lead to risk transfer to local team, wrong accountability or monitoring. Generally, whole those consequences are due to a bad planning and remote control was implemented in emergency situation. However, if it’s implemented and correctly planned in the early stage of the project it could really help the NGO to still provide aid to highly insecure area. A toolbox will be exposed in order to synthetize the resources needed to succeed in this kind of project. | |
| − | + | Moreover, all the lessons learned from the aid remote project can be adapted to general companies. The cluster approach could be one of the method to introduce a more predictable and accountable means for coordination by formalising the lead role to some specific organisation. Indeed, with our virtual and globalized world companies tend to have more geographically dispersed teams. Those teams face some of the same problems of the local aid workers. Some recommendations will be described in order to learn from the lessons of the NGO who have faced similar problems. | |
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__TOC__ | __TOC__ | ||
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| + | = Remote Project Management = | ||
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| + | Remote project management or remote control is defined as Reducing or restricting movement or withdrawing internationals (or any other staff at particular risk) while shifting responsibilities for programme delivery to local staff or local partners.(1) It was first adopted in the conflict in early 1980s. However, only few documents explained the good practice of this kind of management and how to succeed. Much of the literature initially distinguished between a range of different remote management approaches, including ‘remote control’, ‘remote support’ and ‘remote partnership’ and ‘limited access programming’ (Hansen, 2008; Stoddard, Harmer & Renouf, 2010).21 | ||
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| + | = Key Challenge = | ||
| + | == Coordination of dispersed team== | ||
| + | === Trust === | ||
| + | === Difference in Time zones, language and cultural barriers === | ||
| + | === Technical issues === | ||
| + | === Project management === | ||
| + | = One solution: a cluster approach = | ||
| + | == Overview == | ||
| + | == Notable Benefits == | ||
| + | === Gap identification and Coverage === | ||
| + | === Coordination and leadership === | ||
| + | === Monitoring,evaluation and Information sharing=== | ||
| + | == Cluster management cycle == | ||
| + | === Define === | ||
| + | === Design === | ||
| + | === Implement === | ||
| + | === Monitor === | ||
| + | === Evaluate === | ||
| + | === Revise === | ||
| + | =Conclusion= | ||
| + | =References= | ||
== Introduction == | == Introduction == | ||
Revision as of 12:19, 15 September 2016
Abstract
Coordination of Remote Project on Dangerous site: a cluster approach
Aid workers are subject to multiple attacks. Acting in insecure area could mean for the NGO (Non-Governmental Organization) huge expenses in security management. Thereby more of them prefer use remote management to secure their international staff in a secure place. However, the remote control or remote management can lead to risk transfer to local team, wrong accountability or monitoring. Generally, whole those consequences are due to a bad planning and remote control was implemented in emergency situation. However, if it’s implemented and correctly planned in the early stage of the project it could really help the NGO to still provide aid to highly insecure area. A toolbox will be exposed in order to synthetize the resources needed to succeed in this kind of project.
Moreover, all the lessons learned from the aid remote project can be adapted to general companies. The cluster approach could be one of the method to introduce a more predictable and accountable means for coordination by formalising the lead role to some specific organisation. Indeed, with our virtual and globalized world companies tend to have more geographically dispersed teams. Those teams face some of the same problems of the local aid workers. Some recommendations will be described in order to learn from the lessons of the NGO who have faced similar problems.
Contents
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Remote Project Management
Remote project management or remote control is defined as Reducing or restricting movement or withdrawing internationals (or any other staff at particular risk) while shifting responsibilities for programme delivery to local staff or local partners.(1) It was first adopted in the conflict in early 1980s. However, only few documents explained the good practice of this kind of management and how to succeed. Much of the literature initially distinguished between a range of different remote management approaches, including ‘remote control’, ‘remote support’ and ‘remote partnership’ and ‘limited access programming’ (Hansen, 2008; Stoddard, Harmer & Renouf, 2010).21
