Management of remote project
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=== Project management === | === Project management === | ||
= One solution: a cluster approach = | = One solution: a cluster approach = | ||
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| + | As it has been described, remote management can lead to coordination issues. In order to resolve that, the cluster approach was introduced in 2005 (ONCE REMOVED). Thereby the lead role was more formalized among the different organisations. | ||
| + | The cluster approach is defined by a Cluster lead, the lead coordinator for a specific area of response which is responsible for organizing coordination at global and country level, prepare global planning, guidance and acting as a last resort (Logan BOOM). Then, there are the lead agencies for each area of activities/clusters: logistics, camp management, etc. The cluster approach is now used in 43 countries to respond to any kind of emergency project (Cluster Approach) | ||
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== Overview == | == Overview == | ||
== Notable Benefits == | == Notable Benefits == | ||
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=== Evaluate === | === Evaluate === | ||
=== Revise === | === Revise === | ||
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=Conclusion= | =Conclusion= | ||
=References= | =References= | ||
<references/> | <references/> | ||
Revision as of 16:23, 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.
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. Cluster management cycle is important to understand and implement in order to achieve the common aim. Indeed, with our virtual and globalized world companies tend to have more geographically dispersed teams. Moreover, some companies are working with university in knowledge clusters. 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 |
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. ‘Remote control’, ‘remote support’ and ‘remote partnership’ and ‘limited access programming’ are different concept for remote management that it could be find in the literature [2]
Key Challenge
The key challenge for international NGO's is to deal with geographically dispersed team and all the consequences. They would prefer to be on the field for a more effective action but due to insecurity reasons they have to oversee the activities from another location. Thereby to continue to pursue a humanitarian imperative principle [3]: getting aid to those in need as the first priority-even if it must be done from a distance. This kind of management has several negative side as risk transfer on local team or poor quality and coordination. But those are due to a short-term decision-making attitude. The cluster approach that will be explained latter resolve some of these drawbacks.
Coordination of dispersed team
Trust
As local NGO should have trust in their international management, dispersed teams should have the same behavior with the Head Offices. It enforces the formation of cohesiveness between team members. If there is not enough trust between the teams, they will have some difficulties to face challenge and even sometimes blame each other. Moreover, the local NGO has a better understanding of the problem but international headquarters have experience from different and previous experience, Therefore, scattered teams should understand the skills of everyone and use them with trust.
Difference in Time zones, language and cultural barriers
An American NGO operating in Afghanistan with a local supplier will have some issue with the communication. Indeed, because of the difference in time zones that impose some delay in the reaction mostly in emergency situation. Moreover, there could be some misunderstanding because of the difference in language.
Technical issues
Project management
One solution: a cluster approach
As it has been described, remote management can lead to coordination issues. In order to resolve that, the cluster approach was introduced in 2005 (ONCE REMOVED). Thereby the lead role was more formalized among the different organisations. The cluster approach is defined by a Cluster lead, the lead coordinator for a specific area of response which is responsible for organizing coordination at global and country level, prepare global planning, guidance and acting as a last resort (Logan BOOM). Then, there are the lead agencies for each area of activities/clusters: logistics, camp management, etc. The cluster approach is now used in 43 countries to respond to any kind of emergency project (Cluster Approach)
