Comments for Interprojects http://www.interprojects.de Corporate Business Fri, 25 Apr 2008 14:23:37 +0000 hourly 1 Comment on We need to measure the “Return on Investment” for Development Cooperation by Reavis Hilz-Ward http://www.interprojects.de/why-speak-of-a-%e2%80%9creturn-on-investment%e2%80%9d-for-development-cooperation#comment-8 Reavis Hilz-Ward Fri, 25 Apr 2008 14:23:37 +0000 http://interprojects.de/?p=11#comment-8 Thank you very much for this constructive input. I could not agree with you more. In fact, I consider what I call "top-down governance" for development cooperation to be one of the major challenges of our day. I am just writing an article on this subject: please check back soon for more thoughts. Thank you very much for this constructive input. I could not agree with you more. In fact, I consider what I call “top-down governance” for development cooperation to be one of the major challenges of our day. I am just writing an article on this subject: please check back soon for more thoughts.

]]> Comment on We need to measure the “Return on Investment” for Development Cooperation by Susanne Alfs http://www.interprojects.de/why-speak-of-a-%e2%80%9creturn-on-investment%e2%80%9d-for-development-cooperation#comment-7 Susanne Alfs Thu, 24 Apr 2008 13:15:34 +0000 http://interprojects.de/?p=11#comment-7 You get what you measure! This is a well-known management paradigm, and I do believe it fully applies to development cooperation work. If we manage to get this challenge addressed to satisfaction, we will achieve two goals in one step: We will freeze up further donor monies and at the same time the monies will be directed to where they serve the developing world best. But to get to a "Return on Investment" the first thing to be discussed is not the mechanics of measuring. There are loads of papers on how to do that. The challenge will be to narrow down the various objectives attached to each project to a manageable set of objectives. This process should start at the top. It should start at the top of donor agencies and executing organizations. We should learn to agree on very few objectives. The management should focus their attention to the goals and the attached measurements; most likely this will require a hierarchy of objectives. Obviously the side effects of a project need to be managed. But even when building bridges, the calculations for the ROI don't address the impact on each village in reach or every organization involved. You get what you measure! This is a well-known management paradigm, and I do believe it fully applies to development cooperation work. If we manage to get this challenge addressed to satisfaction, we will achieve two goals in one step: We will freeze up further donor monies and at the same time the monies will be directed to where they serve the developing world best.

But to get to a “Return on Investment” the first thing to be discussed is not the mechanics of measuring. There are loads of papers on how to do that. The challenge will be to narrow down the various objectives attached to each project to a manageable set of objectives. This process should start at the top. It should start at the top of donor agencies and executing organizations.

We should learn to agree on very few objectives. The management should focus their attention to the goals and the attached measurements; most likely this will require a hierarchy of objectives. Obviously the side effects of a project need to be managed. But even when building bridges, the calculations for the ROI don’t address the impact on each village in reach or every organization involved.

]]> Comment on The “Project Partner Dilemma” by Reavis Hilz-Ward http://www.interprojects.de/the-%e2%80%9cproject-partner-dilemma%e2%80%9d#comment-6 Reavis Hilz-Ward Tue, 15 Apr 2008 14:57:36 +0000 http://interprojects.de/?p=4#comment-6 Hello Robert, Thanks for your comment. You are absolutely right. And I believe management can only be convinced and thus fully committed to a project when (as you say) they have “actual skin in the game”, i.e., have a stake in the outcome. But when they are, great results can be achieved. This is why it is so important to ensure their commitment from the beginning. Hello Robert,

Thanks for your comment. You are absolutely right. And I believe management can only be convinced and thus fully committed to a project when (as you say) they have “actual skin in the game”, i.e., have a stake in the outcome. But when they are, great results can be achieved. This is why it is so important to ensure their commitment from the beginning.

]]> Comment on The “Project Partner Dilemma” by Robert Kahn http://www.interprojects.de/the-%e2%80%9cproject-partner-dilemma%e2%80%9d#comment-5 Robert Kahn Thu, 10 Apr 2008 12:30:49 +0000 http://interprojects.de/?p=4#comment-5 This message resonates with my experience in emerging markets. Buy-in from executive management, where they have actual skin in the game, is essential to running a successful technical assistance project. Your voice is a welcome addition to the blogosphere, and I look forward to reading your future posting. This message resonates with my experience in emerging markets. Buy-in from executive management, where they have actual skin in the game, is essential to running a successful technical assistance project.

Your voice is a welcome addition to the blogosphere, and I look forward to reading your future posting.

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