Last weekend I visited an eastern region of the province of Quebec referred to as les Cantons de l'Est or the Eastern Townships. I cycled over 90 kilometres in rolling hills, through paved and gravel roads, zooming down a hill at 70 kms an hour and finally returning for dinner in the dark. My partner and I got lost several times and saw more country than planned. Nevertheless, it was a good day: we had done what we said we would do - and more.
The experience was indeed a great way to end a summer - but one that I wouldn't have achieved had I known what I was up against. This got me thinking how often far reaching and highly laborious or aggressive project plans rarely reach full implementation or produce desired results. Having worked in developing countries for almost 10 years, I must admit that many of the projects designed to improve the management of a civil service have often been tremendously challenging for the client, the project team and the donor. Results are much more difficult to reach when desired results - and the road to get there - are a bit overwhelming. To no surprise, it is not unusual to see the same project reappearing or being extended over a period of several years in order to reach desired results. Might I add that this also happens in the Public Service of developed countries.
Sometimes it is best to aim for broader goals to add flexibility or aim for fewer goals that can adjust to local capacities; emphasize learning through progress; allow circumstances to guide the pace and deliverables or cut down projects into more manageable size. The point is that projects need to be strategically linked. The need to scope projects in a manner that strategically links them to the organizations responsible for leading the project and to the organizations that will be affected by the project is quite important in securing the commitments from clients to embed progress and grow from it.
The experience was indeed a great way to end a summer - but one that I wouldn't have achieved had I known what I was up against. This got me thinking how often far reaching and highly laborious or aggressive project plans rarely reach full implementation or produce desired results. Having worked in developing countries for almost 10 years, I must admit that many of the projects designed to improve the management of a civil service have often been tremendously challenging for the client, the project team and the donor. Results are much more difficult to reach when desired results - and the road to get there - are a bit overwhelming. To no surprise, it is not unusual to see the same project reappearing or being extended over a period of several years in order to reach desired results. Might I add that this also happens in the Public Service of developed countries.
Sometimes it is best to aim for broader goals to add flexibility or aim for fewer goals that can adjust to local capacities; emphasize learning through progress; allow circumstances to guide the pace and deliverables or cut down projects into more manageable size. The point is that projects need to be strategically linked. The need to scope projects in a manner that strategically links them to the organizations responsible for leading the project and to the organizations that will be affected by the project is quite important in securing the commitments from clients to embed progress and grow from it.
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