Building and operating the Strategic Governance and Performance Management Office (SGPMO) in Developmental and Charitable Institutions.
SGPMO definition
It is the highest body for developing performance It is an office based on establishing a vital, dynamic system that works on its own, to develop the performance of these institutions. It works according to a scientific methodology that applies international best practices, in order to ensure that it achieves governance, efficiency, effectiveness, and continuous improvement. It operates in three levels (strategic, executive, and operational), and contains many branch offices in each of the three levels.
The main objective
The main objectives of establishing the Strategic Governance and Performance Management Office (SGPMO) in developmental and charitable institutions
Building a methodology and a well-defined system for the development of developmental and charitable institutions, according to a scientific vision and successful experiences.
Applying corporate governance to achieve (efficiency and effectiveness) and save wasted millions.
Develop people, systems, processes, procedures, policies and performance in these organizations.
Establishing a system for automatic development and continuous improvement through (Knowledge Management Office).
Reducing financial and administrative corruption in all sectors of the various institutions.
Raise the efficiency of the institutions through the optimal use of resources.
Applying international best practices in building and operating developmental and charitable institutions.
Complete transition from personal vision and individual diligence to an effective institutional system.
Economic and social integration with the five sectors.
Clear, real, and expressive measurements and performance indicators.
Participation and community oversight to develop the performance of these institutions.
The Steps
Steps to Build a Strategic Governance and Performance Management Office (SGPMO) in developmental and charitable institutions
Conducting
Conducting introductory courses to explain the concept of governance and its relationship to performance management.
Measuring
Measuring the institutional maturity of all strategic, executive and operational offices in these institutions.
Workshops
Conducting workshops, meetings, interviews, questionnaires, and analyzes, to find out the real situation of these offices in these institutions.
Identifying
Identify points of improvement within the three offices in these institutions.
Discussing
Discuss with specialists about solutions and obstacles.
Statement
Statement of change management methodology, and how to integrate and smooth change between the old and modern system.
Vision
Develop a vision of how to build the office of governance and performance management in these institutions.
Strategies
Develop implementation strategies and the necessary work schedule.
Assigning
Implementation and assigning tasks to the advisory team.
Submitting
Conducting periodic meetings with specialists and submitting periodic reports on work progress.
Training
Training the client team on the programs and methodologies of the SGPMO
Delivery
Project delivery, with all recommendations for continuous improvement.
Contact
Looking for a consultant ? Contact us.
Building and Operating a Project Management Office (PMO) In Charitable and Developmental Institutions
PMO Definition
It is an entity, or management within the Charitable and Developmental Institutions, and it is one of the most important modern entities in institutional development, where everything related to the work of the foundation’s projects and programs is placed within its powers, the main function is to manage and improve the performance of projects in the organization, PMO has many forms:
Supportive (only supportive of project management methodologies)
Controlling (take a more controlling role in managing these projects)
Directive (directly manage these projects)
Supportive (only supportive of project management methodologies)
Controlling (take a more controlling role in managing these projects)
Directive (directly manage these projects)
The main objective
The main objectives of building a Project Management Office (PMO) in charitable and developmental institutions
Moving from personal vision and individual diligence to effective institutional work in project management.
Building a unified technical system for planning, managing, implementing and following up the charitable and developmental.
Developing and building methodologies, templates, and policies for managing projects in charitable and developmental institutions.
Develop a unified methodology for managing and implementing projects within these institutions.
Achieving the strategic objectives of the organizations, by prioritizing the projects portfolio.
Assist project managers in managing their projects in accordance with international best practices.
Governance of all projects, programs, and portfolios, to save wasted millions.
Achieving the strategic objectives of the organizations, by prioritizing the projects portfolio.
Transfer of expertise and increase knowledge among the project management team in the charitable and developmental institutions.
The Steps
Steps to Build a Project Management Office (PMO in charitable and developmental institutions
Conducting
Conducting introductory courses to explain best practices in managing charitable and developmental projects.
Measuring
Measuring the institutional maturity of the Project Management Office in the charitable and developmental institutions.
Workshops
Conducting workshops, meetings, interviews, questionnaires, and analyzes to find out the real situation of the level of project management in these institutions.
Determining
Determining the scope of the defect existing in these institutions in the project management offices, and drawing an illustrative picture of this defect.
Vision
Developing a vision of how to upgrade project management methodologies in these institutions, and building the required capabilities.
Discussing
Discussing with specialists about determining what kind of project management offices will be implemented.
Strategies
Develop implementation strategies and the necessary work schedule.
Assigning
Implementation and assigning tasks to the advisory team.
Installing
Started installing the project management software.
Submitting
Conducting periodic meetings with specialists and submitting periodic reports on work progress.
Training
Training the client team on the programs and methodologies of the Project Management Office (PMO).
Delivery
Project delivery, with all recommendations for continuous improvement.
Contact
Looking for a consultant ? Contact us.
Institutional Maturity Measurement Program (IMMP) for Development and Charitable Institutions
IMMP Definition
Institutional Maturity Measurement Program, It is a program that uses modern tools and methodologies to identify the maturity levels in which institutions are located, where organizations are between 7 levels of institutional maturity, the program measures the degree of institutional maturity in several aspects (operations, human resources, organizational structure, public policies, existing strategy, infrastructure, and organization culture).
The main objective
The main objectives for Institutional Maturity Measurement Program (IMMP) for charitable and developmental institutions
Transition from personal vision and individual diligence to effective institutional work.
Building a closed professional institutional system in which continuous automatic improvement takes place.
Facilitate and automate operations within institutions to save money, time, and effort.
Combating forms and manifestations of financial and administrative corruption in these institutions.
Developing the level of services provided to customers to reach their satisfaction.
Provide real added value to individuals and society, contributing to the achievement of the level of well-being for them.
Building a system of governance within these institutions to save wasted billions.
The Steps
Steps to Implement Institutional Maturity Measurement Program (IMMP) in charitable and developmental institutions
Carrying
Carrying out introductory courses to explain the concept of institutional maturity.
Explanation
Explanation of the institutional maturity model of the consulting group.
Workshops
The company's team conducts workshops, meetings, interviews, questionnaires, and analyzes, to find out the true status of the level of maturity of these institutions, and to determine in which of the six levels their maturity is located.
Determining
Determine the extent of the defect existing in these institutions in the various axes and draw an illustrative picture of this defect.
Vision
Develop a vision of how to build the institutional capabilities required to move to higher levels of maturity.
Discussing
Discussing with specialists about the proposed solutions, and the appropriate ones for these institutions.
Strategies
Develop implementation strategies and the necessary work schedule.
Assigning
Implementation and assigning tasks to the advisory team.
Conducting
Conducting periodic meetings with specialists and submitting periodic reports on work progress.
Delivery
Project delivery, with all recommendations for continuous improvement, leading to institutional leadership.
Contact
Looking for a consultant ? Contact us.
