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TaiwanICDF Project Management System Wins PMI Taiwan Award for Best Practices

TaiwanICDF Project Management System Wins PMI Taiwan Award for Best Practices

To enhance the overall efficiency with which its projects are implemented, to manage its work in accordance with the project cycle, and to introduce project appraisal and performance analysis concepts into its operations, the TaiwanICDF recently commissioned domestic ICT vendors to develop the organization’s own Project Management System, which in November 2013 went on to win the Award for Best Practices from the Taiwanese branch of the Project Management Institute (PMI).

With a global membership now exceeding 520,000, the PMI was established in Pennsylvania in 1969 to promote knowledge of project management and accreditation within the field. In commending the TaiwanICDF for the development of its Project Management System, the institute said that in addition to incorporating design and planning concepts that reflected theoretical principles, the TaiwanICDF had also employed a design and monitoring framework (DMF) and a range of the key performance indicators relevant to the operational management of international development projects. This, the PMI said, would allow for the control of project outputs, outcomes and impacts and make a substantive contribution to the TaiwanICDF’s partner countries, integrating all of the requirements that must be met in managing international development assistance projects, as well as promoting a spirit of innovation.

Designed to meet the TaiwanICDF’s requirements, this tailor-made management system includes the following specific features:

1. Controlling the quality of project design and implementation: Having standardized project design and being process-oriented, the system exemplifies the spirit of project management. Furthermore, its rigorous, logical workflow controls the quality of project design and implementation, reducing project costs and safeguarding project quality.

2. Assisting decision-makers to obtain real-time information: Integrating the data originally held within seven separate systems, the system has output forms, charts and other information and data analysis tools that provide a timely snapshot of the work situation at the TaiwanICDF, enabling decision-makers to understand the organization’s operating conditions through access to real-time information.

3. Placing the monitoring of project management at the heart of operations: The DMF is not only a project design tool; it’s also a core part of the monitoring process, and project evaluation and performance measurement subsystems have been formulated as core components of the DMF so as to develop both a project- and organization-level management framework. The DMF enables different units within the TaiwanICDF to monitor operational performance against common standards, and data gathered while monitoring project outputs can also be shared by and between such units. The digitization of DMF data as part of the system represents a significant innovation.

When further components become fully operational, the TaiwanICDF’s overseas personnel will be able to access the system through the organization’s knowledge management platform, drilling down into project design, management and appraisal systems, and associated functions. This will shorten the time and distance between the TaiwanICDF’s domestic and overseas staff as they attend to their projects, allowing overseas project managers to immediately react to a project’s implementation status, and thereby improving project effectiveness and substantially aiding performance.

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  • Date:2014/2/17