Introduction to Project Management Principles in a Customs / … · Introduction to Project Management Principles in a Customs / TFA Context ... Project Management is the process

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Introduction to Project

Management Principles in a

Customs / TFA Context

WCO Knowledge Academy

5 July 2019

AN OVERVIEW OF PROJECT MANAGEMENT IN THE CUSTOMS CONTEXT

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Definitions

A project is a series of coordinated activities aimed at bringing

about clearly specified objectives within a defined time-period

and with a defined budget.

Projects are temporary endeavors that deliver specific results

that enable Organizations to methodically adapt to emerging

demands and realities. In the modern sense, projects are “tools”

for Change Management.

PROJECTS DELIVER CHANGE!

2

Project Management Overall Concepts

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Defining a Project

SCOPE

TIME COST

Objective

action

action

action

$

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Project Management Mercator Programme Context

Project Core Competing Constraints in Customs context

e.g.

• Internal resources

• Donor resources

• International experts and

consultants

• Global Customs

community and WCO

accredited experts

e.g.

• Government /

Donor timelines

• TFA category “B”

and “C” notifications

• Internal timelines,

strategic plan

• Co-dependencies

e.g.

• Infrastructure

• Information technology, automation

• Legislation, policy and procedures

• Training and capacity building

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• To positively impact society and meet the missions of the

organization

• To improve and/or sustain the level of organizational

performance

• To effectively respond to emerging needs, demands and

opportunities

5

Why do we undertake a Project?


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Drivers of Projects in the Customs Environment

Project ManagementCustoms Context

International agreements and standards

• 2017 Coming into force of the WTO TFA, Revised Kyoto Convention, regional trade agreements

New government directions

• Private sector development, international / regional competiveness, e-government, budget restrictions

Stakeholder demands and expectations

• Expectations of trading community for simplified, transparent and harmonized cross-border procedures

Availability of external resources and supports

• Increasing availability of best practices, expert resources, international funding to support Customs reform and modernization

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nVisione.g. Long-term

National Vision,

Agenda 2030

Missione.g. National Development Strategy,

Political Mission

Organizational Strategy & Objectivese.g. Institutional Strategic Plan

Functional Activitiesrecurring day-to-day work, e.g. goods

clearance, responding to inquiries

Programmes

& Project Activitiese.g. OSBP Implementation Project

ResourcesOrganizational

7

Where Do Projects Fit? Example


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Objectives

Change

Teams

Timeframe

Reliance On

Management

Resources

Deliverables

Functional Activities Project Work

Consistent

Ongoing

Business/functional Processes

Organizational Management Structure

Organizational resources

Business “As Usual”

Status-Quo

Homogeneous (Functional Team)

Unique

Defined

PM Processes

Project Management Office/Project

Unit

Allocated project resources

Unique/Project Based

Catalyst

Heterogeneous (cross-cutting team)

8

Project Management Project Work vs Functional Activities

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Examples of Customs Projects


Legal Framework, Strategic Management

• Revisions to Customs law to align to TFA, Revised Kyoto Convention

• Establishment of a modernization and reform office

External Cooperation and Partnership

• Implementation of Authorized Economic Operator programme

• Implementation of a one-sop border post concept

Customs Systems and Procedures, Information Technology

• Development of a National Single Window

• Installation of a new Customs management system (i.e. ASCYUDA World)

Good Governance and Resources

• Establishment of an internal audit office

• Implementation of competency-based human resources management

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Session B11h – 12h30

Commonalities of Customs Projects

Public in nature

• Subject to domestic and international scrutiny

Linked to wider strategies

• Important component of long-term national development strategies, Poverty Reduction Strategy Papers, government strategies, Ministerial strategies

Multidisciplinary

• Require a variety of disciplines, such as IT, legal and analytical to be successful

Well-supported by the international community

• Extensive range of international support, standards and expertise, including WCO instruments and tools


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Programme vs Project


Overall Objective

Programme

A

Programme

B

ProjectA1

ProjectA2

ProjectA3

ProjectB1

ProjectB2

ProjectB1.1

Sub-

Programme

B1

ProjectB1.2

ProjectB1.3

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A Project can also be part of several programmes…

Project Management Customs Context

National Customs

Modernization

Programme

Internationally-

financed Public

Financial

Management

Programme

WCO Mercator Support

OSBP

Project

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Module Objective

Project Management is the process of planning, organizing,

motivating, and controlling resources, procedures and protocols to

achieve specific time-based goals.

Definition

13


The primary challenge of

Project Management is to

achieve the project’s

purpose while keeping a

healthy balance between

the core competing

constraints: quality,

scope, time and cost.

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Communications

Module Objective

Project Management involves a wide range of management areas including

but not limited to:

Definition

14


People/HR Risk

Cost / Finances

Resources

Scope

Time Integration

Procurement

QualityManagement

of …

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Three Common Causes of Project Failure

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(1) communication challenges

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(2) Problems establishing priorities and sequencing

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(3) Scope Creep

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To be successful, a project must:

Be on target (SCOPE)

• Delivering the outcomes and benefits to the QUALITY standard required by the

Organization and key stakeholders

• Adapting to changes in the way the Organization operates or the environment

• Overcoming any risks that become issues

• Involving all the right people

• Communicating with and taking into account the needs of staff and other stakeholders

who will be impacted by the changes brought about by the project

Be on TIME

Be within budget (COST)

• Making best use of resources in the Organization and elsewhere

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Project ManagementOrganizational Project Management Framework (OPM)

The Four Pillars

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Project ManagementProject Governance Structure

Pillar 1: Strategic Alignment

Results-Based

Management (RBM)

Logic Models

(logical framework)

http://www.google.be/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjUzO7HlNHUAhUNKFAKHebFCYwQjRwIBw&url=http://www.trestrategies.com/results-based-management/&psig=AFQjCNGuAVVYRKOVVLnfIsTg-HhDQrDO1g&ust=1498210864209697




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Pillar 2: Project Management Methodology

Consistency

Transparency

Facilitates decision-making

Institutionalizes knowledge

http://www.google.be/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwj-hNTdldHUAhVGblAKHZdnBr8QjRwIBw&url=http://www.betterevaluation.org/en/resources/guide/aid_delivery_methods_project_guidelines&psig=AFQjCNFR9RfaKHXjwQfAQ9TZm2uygEE3bQ&ust=1498211181941884

http://www.google.be/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwj-hNTdldHUAhVGblAKHZdnBr8QjRwIBw&url=http://www.betterevaluation.org/en/resources/guide/aid_delivery_methods_project_guidelines&psig=AFQjCNFR9RfaKHXjwQfAQ9TZm2uygEE3bQ&ust=1498211181941884

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E.g. Governance Framework:

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Pillar 3: Governance

23

Project

Steering

Committee

(PSC)

Project Director

Project Manager

Team 1 Team 2 Team 3

Project

IMP

LE

ME

TIN

GS

TR

AT

EG

IZIN

G

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Pillar 4: Competency Management

Project Management Competencies

Technical and non-Technical Competencies

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Role of a Project Management Office (PMO)

M

M

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These processes are to be repeated whenever necessary

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Project ManagementProject Lifecycle

Typical Project Lifecycle Phases

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Project ManagementMercator Programme Context

The tailor-made track of the Mercator Programme is a

WCO / Customs-specific application of the Project Cycle

Planning

Structured Implementation

Monitoring and Evaluation

Diagnostic Analysis

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TIME COST

Objective

action

action

action

$

QUALITY

Establishing Project Core Constraints

Project Management Lifecycle

Phase 1: Startup and Initiation

E.g. Activities:

• Define and justify the need for the

project (Project Brief)

• Ensure alignment with

strategic/Business plan

• Understand the What & Why

• Define How, When and by Whom the

project will be undertaken

• Gain approval to plan the project

E.g. Outputs:

• Project Initiation Document

o Project Brief / Logic

o Risk Register

o Stakeholder Registry

o High Level Plan

42

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E.g. Activities

• Specify the activities necessary to deliver

• Put the activities in a logical sequence taking

into account interdependencies

• Estimate resource requirements

• Schedule the work

• Identify and deal with risks and uncertainties

• Gain approval to proceed to implementation

SCOPE

TIME COST

Objective

action

action

action

$

QUALITY

Detailing and Defining Project Core Constraints

(Project Governance Framework)


Phase 2: Planning

E.g. Outputs

• Implementation Plan

o Work Breakdown Structure

o Scheduling/ Network Diagram

o Cost estimating

o Resource planning

o Communication plan

43

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SCOPE

TIME COST

Objective

action

action

action

$

QUALITY

Managing Core Constraints Using Agreed Framework


Phase 3: Implementation

E.g. Activities

• Execute the activities to deliver the

results and achieve the purpose

• Manage the available resources

• Monitor and report progress

• Control the quality of the deliverables

• Gain approval on the project deliverables

E.g. Outputs

• Project Performance Reports

(progress and status reports)

o Delays

o Milestones

o Results deliverables

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SCOPE

TIME COST

Objective

action

action

action

$

QUALITY


Phase 4: Closure and Evaluation

Adherence and Deviation to Project Core Constraints

What, Why, How?

E.g. Activities

• Close the project (including procurement,

contracts, release project resource)

• Report on the project’s overall performance

against the initial objectives

• Evaluate the project against set evaluation

criteria

• Identify learning points for the organization

• Conduct post project review

• Identify potential

improvements/changes/opportunities

E.g. Outputs

• Final Project Report

o Lessons learned

45

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Costs across the Project Life Cycle Phases

Closing &

Evaluating

ImplementingPlanningStartup &

Initiation

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“R

ET

UR

N O

N IN

VE

ST

ME

NT

”

FO

R A

CT

IVIT

IES


Return on Investment across the Project Life Cycle

Closing &

Evaluating

ImplementingPlanningStartup &

Initiation

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Closing &

Evaluating

Implementing

Planning

Startup &

Initiation

34

Project ManagementProject Startup & Initiation

Project Initiation Document (PID)

Anatomy of a PID

= Why? What? How?Situation & Problem

Analysis (e.g. Problem Tree,

PEST/SWOT)

Logical Analysis (e.g. LFA, Results Chain)

Stakeholder Analysis (e.g. mapping interests)

Risk Analysis (e.g. risk register)

Activity Planning

Budgeting

Used to inform

decision to start up

the project

(assign resources)

Used as starting

point and further

detailed and

expanded in

Delivery Plan

Used (as detailed

in Delivery Plan)

to monitor and

control progress

Used to evaluate

final outcomes

against those

originally planned

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Problem/Opportunity Statement:

A concise and powerful statement that defines the problem and

its consequences/impact on the organization that convinces

decision-makers and stakeholders that the organization shall

invest into (exploring) a solution/solutions

Startup & Initiation Phase Problem and Opportunity Analysis

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Problem statement shall contains clear and current data to

convey the severity of the problem or the potential of the

opportunity

Problems statements formulation: Keep It Simple and Smart

Simple: Concise and link it to the Strategic Plan

SMART: Explain the impact in terms of organizational

performance using Metrics

“The formulation of the problem is often more essential than

its solution…” – Albert Einstein

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Situation and Problem Identification / Analysis:


37

Political, Economic, Social, Technological , Legal,

Environmental (PESTLE) analysis

Strengths, Opportunities, Threats, Weaknesses

(SWOT) analysis

Fishbone (Ishikawa diagrammes ), Problem

tree analysis, 5 whys

Environmental Scanning

Capacity Diagnosis

Identifying root causes of a problem and solutions

Problem / Opportunity Statement

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Situation and Problem Identification / Analysis: Example


38

Political, Economic, Social, Technological , Legal,

Environmental (PESTLE) analysis

Strengths, Opportunities, Threats, Weaknesses

(SWOT) analysis

Fishbone (Ishikawa diagrammes ), Problem

tree analysis, 5 whys

Internal Capacity Diagnosis

The new bilateral agreement between country X and

country Y combined with a large international

infrastructure loan provides the legislative and financial

basis for the establishment of government offices on

neighboring states’ soil and the roll-out of a new ONE-STOP

BORDER POST in keeping with the current national

strategic focus of standardizing procedures, and which

has been proven to reduce cross-border delays by up to

50% in similar implementations in the region. Presently,

traders complain that the current two station set-up results

in unnecessary delays as they are required to provide the

same information to up to 13 different authorities on both

sides of the border, whose procedures for sharing

information with one another are inconsistent, often

incoherent and informal.

The above is an example – each problem / opportunity statement is

unique to its specific context

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Logic / Results Chain

A depiction of the causal or logical relationships between the

inputs, activities, results, and purpose and overall objective of

a given policy, program, project, or initiative

Startup & Initiation Phase Introduction to RBM

Session A

9h - 10h30

Overall Objective Impact Well-being

Project Purpose Outcome/Effect Direct benefits

Results / Outputs Outputs Behavior change

Deliverables Activities Capacity change

Means / Activities Inputs Activities, reach and reaction

EU RBM UK Theory of Change

39

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Logical Analysis: 3 Components

Startup & Initiation Phase Introduction to RBM / Logical Analysis

40

Results chain, logical framework analysis

Performance measurement,

performance indicators

Assumptions

Causal or logical relationships between the inputs, activities,

results

Demonstration of measurable results

Appreciation of externalities, inhibiting Factors

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Logic Results Chain:

Project Management Introduction to RBM

41

Overall Objective

Impact

Project Purpose

Outcome

Result

Output

Activity

Change in capacity

resulting from an

activity product

Change

in behavior

Change

in state

https://openclipart.org/detail/193427/happy-stick-figure-sun

https://openclipart.org/detail/193427/happy-stick-figure-sun

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Logic Results Chain: Customs Example

Startup & Initiation PhaseIntroduction to RBM / Logical Analysis - Example

42

Facilitated trade, economic growth, and revenue collection in line with strategic goals

by reducing time and costs for trade.

One-Stop Border Post (OSBP) effectively implemented at border, brining all agencies’

staff, systems and procedures under one roof.

Streamlined procedures, better information sharing mechanisms, and improved

infrastructure at OSBP.

Establishment of joint working groups to streamline procedures, workshops, infrastructure design and build, etc.

Overall Objective

Impact

Project Purpose

Outcome

Result

Output

Activity

Direct Benefits?

Reach and Reaction?All relevant government agencies at strategic and operational levels gaining a

better appreciation of the relative benefits of the OSBP approach

Reduced time and cost for compliant trade

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Control Along the Intervention Logic Results Chain


43

e.g. Environmental Factors

e.g. Availability of materials

Within Project influence

Outside of Project influence

A single Project’s ability to influence results diminishes along the results chain,

requiring close attention to risks, assumptions, dependencies and issues.

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Control Along Logic Chain: Customs Example

Startup & Initiation Phase Introduction to RBM – Customs Example

44

Activities: Establishment of

joint working groups to streamline procedures, workshops,

infrastructure design and build, etc.

Results:Streamlined

procedures, better information sharing mechanisms, and

improved infrastructure at

OSBP.

Project Purpose:

One-Stop Border Post (OSBP)

effectively implemented at border, reducing

time and costs for compliant trade.

Overall Objective:Facilitated trade, economic growth,

and revenue collection in line with

strategic goals by reducing time and

costs for trade.

Currency exchange rate

Climatic conditions affecting

agricultural exportsPolitical will

Availability of

Project team

Speed of Internet

connectivity at border

stations

Availability of

experts

Trader

engagement in

OSBP concept

Neighboring

countries’

involvement in

OSBP

Senior-level

engagement

Within Project influence

Outside of Project influence

A single Project’s ability to influence results diminishes along the results chain,

requiring close attention to risks, assumptions, dependencies and issues.

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Startup & Initiation Phase Introduction to RBM / Logical Analysis

Logframe: is the tool/product used to present the Logical Framework Analysis

45

Logic Indicators Sources of Verification Assumptions

Overall objective Impact

Change in State

How will the objective be measured: Quantity, Quality, and Time.

How will the information

be collected, when and by whom?

Project purposeOutcome

Change in Behavior

How will the purpose be measured: Quantity, Quality, and Time.



ResultsOutput

Change in Capacity

How will the result be measured: Quantity, Quality, and Time.



Activities Actions needed to

achieveResults

Project inputs (budget/time)

Project Documentation

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Indicators:

They are formulated in response to the questions:

How would we know whether or not what has been planned

is actually happening or has happened?

How do we verify success?

Project Management Introduction to Indicators

46

n.b. make your logic and indicators SMART!

Specific Measurable Agreed-upon Realistic Time-bound

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Startup & Initiation Phase Introduction to RBM Examples of Indicators

Indicators: Customs Example

47

Logic Indicators Sources of Verification Assumptions

OOImpact

Facilitated trade, economic growth, and revenue collection

in line with strategic goals by reducing time and costs for

trade.

Increase trade / revenue by X% from baseline after X time.

Trade / revenue statistics extracted from MIS.

PPOutcome

One-Stop Border Post (OSBP) effectively implemented at border, reducing time and costs for compliant trade.

Costs / time decreased by X% from baseline by X timeframe.

Time Release Study (TRS)CMS ReportingAssessment against WCO Maturity Model

ResultsOutput

Streamlined procedures, better information sharing

mechanisms, and improved infrastructure at OSBP.

Number of procedures reduced / workshops held, by X time

Document ReviewWorkshop Reports/FeedbackAssessment against WCO Maturity Model

Activities Establishment of joint working groups to streamline procedures, etc.

Project inputs (budget/time) utilized

Document Review

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Using Indicators to Strengthen Project Purpose

48

Logic Indicators Assumptions

OOImpact

Facilitated trade, economic growth, and

revenue collection in line with strategic goals by

reducing time and costs for trade.

Increase trade / revenue by X%

from baseline after X time.

PPOutcome

One-Stop Border Post (OSBP) effectively

implemented at border, reducing time and costs

for compliant trade.


“This Project will implement a OSBP which will

reduce time and costs for compliant trade at the

border by X% within X time, this will contribute to

strategic goals of facilitated economic growth and

revenue collection.”

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Indicators: Application of the WCO Maturity Model

Project Management Introduction to RBM

49

Maturity level 3

Maturity Level 2

Maturity Level 1

Maturity Level 0

Change in capacity

resulting from an

activity product

Change

in behavior

Change

in state

Art

icle

8.1

Co

ord

inate

d B

ord

er

Ma

na

ge

me

nt

What is being assumed as one moves from one level to the next?

3 Member ensures that its authorities and agencies cooperate with one another and coordinate their activities in order to facilitate trade.

Member cooperates on mutually agreed terms with other Members whom it shares a common border with to coordinate procedures (sub-headings (a-e)) at

border crossings that facilitate cross-border trade.

The Customs inspection of goods takes place in coordination with other competent authorities.

2 Member ensures that its authorities and agencies cooperate with one another, however, activities are coordinated in an ad hoc manner.

Member cooperates on mutually agreed terms with other Members whom it shares a common border, with some/limited coordinated procedures (sub-

headings (a-e)) at border crossings.

The Customs inspection of goods takes place in coordination with selected/few competent authorities.

1 Member in the process of establishing forums and mechanisms for its authorities and agencies cooperate with one another and coordinate their activities in order

to facilitate trade.

Member negotiating cooperation on mutually agreed terms with other Members whom it shares a common border with to facilitate cross-border trade.

The Customs inspection of goods rarely takes place in coordination with other competent authorities.

0 Member yet to ensure that its authorities and agencies cooperate with one another and coordinate their activities in order to facilitate trade

Member does not have instruments or documents in place to cooperate and coordinate procedures on mutually agreed terms with other Members whom it

shares a common border with to facilitate cross-border trade.

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Project Management Introduction to Risk

50

Risks, Assumptions, Issues and Dependencies

Risks Issues

Assumptions Dependencies

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Assumptions:


Overall

Objective

Assumptions

51

Overall Objective

Impact

Project Purpose

Outcome

Result

Output

Activity

The flow between the levels represent assumptions (about why the outputs or

outcomes from one level should lead or contribute to the changes at the next

level, and about existing conditions, including risks, which may affect the

achievement of the outcomes.

Assumptions

Assumptions

AssumptionsAssumptions are

external factors

which could affect the

progress or success

of the project, but

over which the

project

manager/team has

no direct control.

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Assumptions: Customs Example


Overall

Objective

Assumptions

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Facilitated trade, economic growth, and revenue collection in line with strategic goals by reducing time and costs for trade.

One-Stop Border Post (OSBP) effectively implemented at border, reducing time and costs for compliant trade.

Streamlined procedures, better information sharing mechanisms, and improved infrastructure at OSBP

Establishment of joint working groups to streamline procedures, etc.

Customs projects carry a wide range of assumptions, taking into account

political / senior management engagement, adequate legislation, stakeholder

collaboration, expert availability, infrastructure availability, etc.

Assumptions: enabling legislation, adequate resources,

senior management engagement, proper process analysis

Assumptions: appropriate expertise, participation,

commitment, etc.

Assumptions: adequate border infrastructure, adequate

training on procedures; effective coordination with other

border agencies, etc.

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Logical Framework: Customs Example

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Logic Indicators Verification Assumptions

OOImpact

Facilitated trade, economic growth, and revenue collection in

line with strategic goals by reducing time and costs for trade.

Increase trade / revenue by X% from

baseline after X time.

Trade / revenue statistics extracted

from MIS.

PPOutcome

One-Stop Border Post (OSBP) effectively implemented at

border, reducing time and costs for compliant trade.


Time Release Study (TRS)

CMS ReportingAssessment against WCO Maturity Model for TFA article 8, 12

adequate infrastructure on

other side of border, critical

mass of compliant traders,

compliance culture, etc.

ResultsOutput

Streamlined procedures, better information sharing mechanisms,

and improved infrastructure at OSBP.

Number of procedures reduced / workshops held, by X time

Document ReviewWorkshop

Reports/FeedbackAssessment against WCO Maturity Model for TFA article 8, 12

enabling legislation,

adequate resources, senior

management engagement,

proper process analysis,

etc.

Activities Establishment of joint working groups to streamline procedures, etc.

Project inputs (budget/time) utilized

Document Review appropriate expertise,

participation, commitment,

etc.

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Project ManagementRisk Response

Avoid

Four main response strategies for negative risks:

Transfer (ie: to 3rd party)

Mitigate (reduce to acceptable level)

Accept Passive (do nothing)

Active (contingency)

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Project ManagementBasic Risk Register

Risk

Description

Probability

Low, Medium,

High

Assigned

to

Impact

Low, Medium,

High

Mitigation /

ResponseStatus

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Risk Register:

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Project ManagementBasic Risk Register

Risk

Description

Probability

Low, Medium,

High

Assigned

to

Impact

Low, Medium,

High

Mitigation /

ResponseStatus

There is a risk that some border

agencies will resist measures

that undermine their authorityLow High

Maintain political

engagement

through NTFC and

bilateral fora

NTFC

Secretariat, Min

of Trade, Min of

Foreign Affairs

Accepted,

with

contengies

for high-level

engagement

There is a risk that long-standing

informal coordination practices

will persist despite new

infrastructure

High Medium

Ensure active and

ongoing training

and sensitization of

all front-line

officers

National Training

Centre

In process of

being

mitigated

There is a risk of system

incompatibility between the two

statesLow High

Assess two

countries’ systems

against WCO Data

Model and

UN/CEFACT

IT Division, CG

Office

Transferred

to expert

team for

review

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Risk Register: Customs Example

Etc…

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Startup & Initiation PhaseStakeholder Identification

For each stakeholder consider:

• What is their interest in

the project?

• How important are they to the

project?

• What is their impact on the

success or failure of the project?

Will the project affect such things as:

• The way they work (e.g. new processes,information or technology)?

• Their attitudes (e.g. to customers,suppliers, employers, the public)?

• The speed/productivity of their work?

• The people they work with and/orcommunicate with?

• Their level of accountability/responsibility/authority?

• The timing of events in their working day, or its duration?

• The working environment or the location(s) of their work?

• Which aspects of the project might they wish to/try to influence in some way?

• How much power do they possess to influence the project in some way?

• Are they mostly for or against the project?

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Startup & Initiation PhaseStakeholders Analysis

Stakeholder Identification: Identify all stakeholders relevant

information, such as roles, departments, interests, knowledge

levels, expectations and influence levels

Stakeholder Analysis: Analyze and classify the potential impact

of each stakeholder to define an approach strategy:

•Power/interest grid

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Startup & Initiation PhaseBasic Stakeholder Register

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List of

Stakeholders

Describe

Interest (+/-)

Level of Interest

(H/L)

Power / Influence

(H/L)

Stakeholder Register: Power / Interest Grid

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Startup & Initiation PhaseBasic Stakeholder Register

List of

Stakeholders

Describe

Interest (+/-)

Level of Interest

(H/L)

Power / Influence

(H/L)

IFI in-country

office overseeing

border

infrastructure loan

Ex. Delivering on regional commitment to

build regional value chains and promote

employment growth High High

National Roads

Authority

Ex. Collecting revenue to finance national

transportation master plan, which

emphasizes urban roads developmentLow High

Customs brokers

association

Ex. Providing value-added to trading

community; improving training and

business prospects for Customs brokers;

maintaining internal business interests /

demand for broker services

High Low

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Stakeholder Register: Customs Example

Etc..

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Startup & Initiation PhaseStakeholders Analysis & Mapping

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Five main modes of stakeholder engagement

Startup & Initiation PhaseModes of Engagement

• Informing (keeping stakeholders informed about important regulations)

• Consulting (asking stakeholder opinions for improved decision making)

• Involving (work with stakeholders to ensure their needs and concerns are met)

• Collaborating (actively partner with stakeholders to consider options and make

decisions)

• Empowering (place final decision making in the hands of the stakeholder)

Another mode of engagement that is also accepted:

• Monitoring (observe stakeholder behaviors and compliance)

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• Secure buy-in and support for your reform agenda

• Stakeholder needs are listened to and incorporated in various delivery programs to make them more operational

• Less time spent on crisis-management and conflict resolution

• Customs is seen as modern proactive actor by other actors in a fast changing business environment

Manage Stakeholder Engagement helps you obtain or confirm their

• Commitment to the project

• Manage their expectation

• Address their concerns and

• Clarify or resolve issues that they have been identified

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Startup & Initiation PhaseBenefits of Stakeholders Engagement

Introduction to Project Management Principles in a Customs / … · Introduction to Project Management Principles in a Customs / TFA Context ... Project Management is the process

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