Tuesday, April 22nd 2011
Camille Naudin 10205560
The PM Lifecycle, MSc Elective, Jan 2011 semester, BMGT43700
“We the undersigned confirm that the work submitted here is entirely our own work, and that any work of others which is included has been properly referenced and acknowledged according to normal academic guidelines.
All the undersigned havecontributed in the preparation of this assignment.”
Table of Contents
Executive Summary 3
1. Planning 4
2. Distributed Team Management 7
3. Stakeholder Management 8
4. Risk Management 10
5. Strengths and Weaknesses 13
6. Learning and take-aways 13
The Shorapur project main objective was tosupport the building of a school and of a social centre in close cooperation with the Indian Ursulines Community and the French association Inde Espoir. The project was to be located in South West India in the region of Karnataka, known to be one of the poorest and the most rural region of the country. Selected by the French association Inde Espoir, the project was then to be managed by a group ofstudents and the Ursulines Community who would take care of the school and the social centre once they are built. The students would be in charge of fund raising to finance the project and would come during a month and a half in India to work with the local workers and help the project move on faster. The Ursulines Community would be in charge of managing the school and the social centre.
TheShorapur project is a telling example of a humanitarian project at a small scale, supported by volunteered students and expected to last on the long run thanks to various students team who would take care of the project in the following years. The project will be analysed on four major fields: planning, team management, stakeholder management and risk management. In the framework of a studenthumanitarian project, planning and team management were the most challenging issues since none of the members of the group had any professional background and experience. Everything had to be thought thanks to common sense and former student’s clubs experience. Stakeholder management was also a central issue since the project had a strong multi-cultural background which had to be respected to make it asuccess. Finally risk management needed to be considered regarding the specificities of the organization and the specificities of the country.
After 4 years of experimental construction sites in India, the association “Inde Espoir” was eventually created in 1985 by students and the Jesuit Community. Since then, dozens of students groups are sent each year in West India to buildhouses, clinics, schools and social centres. Most sites are located in the regions of Karnataka and Tamil Nadu, and are strongly supported by local associations or monastic orders.
Our group was composed of 19 students, mainly coming from prestigious French “Grande Ecoles” such as Ecole Polytechnique (engineering school) and HEC (business school) with 12 boys and 7 girls all aged between 21 and23. Most students hadn’t met each other before getting involved into the project. Our project’s objectives were: to collect funds in order to finance the building of a school and a social centre in Shorapur (Karnataka) and to go there help the local workers during 6 weeks in summer 2008.
Below: a map showing the main areas where Inde Espoir operates.
Planning was a criticalfactor in our project since we had strong constraints of time and costs. Before planning any activities and setting an agenda, it was important to answer some questions. The model presented by Dennis J. King in an article on “Humanitarian Project Management” was a good basis to start setting the background and the main issues of our project before getting into more detailed concrete planning. Four...