IJB Project Guide

PROJECT GUIDE How to plan meaningful and effective projects in the JB

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Table of Contents Introduction Project Management Theory Projects Project Management Project Phases A. Identification and Definition B. Setup C. Planning D. Monitoring, Evaluation, Accountability, and Learning (MEAL) E. Implementation F. Closure Safeguarding and Risk Management

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Introduction Hello, IJB World!

This guide was created as a tool for planning and implementing projects in the Junior Branch (JB). It serves as a resource for volunteers at all levels – from local to international – who want to create meaningful initiatives for their JBs in an efficient and effective manner following the principles of project management theory.

While this guide offers different tips for JBers to consider at all stages of the project cycle, we recognize that all JBs operate under unique contexts and that some of the information in this guide may or may not apply to everyone. Regardless, we hope this is a helpful resource for JBs to attain their goals and fulfill our purpose of contributing to CISVʼs mission worldwide.

Should you have any questions, please donʼt hesitate to reach out to the International Junior Branch Team at ijbteam@ijb.cisv.org.

International Junior Branch Team 2023-2024

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Project Management Theory Projects A project is a temporary endeavor that aims to create a unique product, service, or result (Project Management Institute, 2017). In the Junior Branch, we do projects aligned with J-01: Junior Branch Statement of Purpose and Goals.

A project has the following characteristics: ● ● ● ● ●

Well-defined goal: Projects are supposed to achieve something specific.

Activities or tasks that are interdependent on one another: Certain tasks can only be achieved if there are tasks before it that have been accomplished.

A finite duration: Projects have a clear beginning and end.

Provides a unique product, service, or result.

Operates under various constraints that affect one another: These constraints are the scope and limitations of the project – what your project covers and what it does not cover.

Figure 1. Star Model When starting a project, it is important to consider the factors on the Star Model (Figure 1).

1. Scope: What will your project be about? What specific topic or area will this project cover? Who is the target audience for this project?

2. Schedule: How much time will be invested in this project?

3. Resources: What resources (e.g., materials, manpower) will be needed for this project?

4. Budget: How much money needs to be spent on this project?

5. Quality: What standards are we following so we can say that we achieved success?

6. Risk: What uncertain situations can take place while the project is ongoing?

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Project Management Project management is a process that involves organizing, planning, and overseeing the tasks and resources needed to complete a project. The aim of project management is to complete a project as efficiently and effectively as possible by fulfilling all the projectʼs requirements and reaching the projectʼs goals.

The basic principles of project management are the following: 1. The project must be well-defined with specific goals.

2. There must be a single leader who is willing to take responsibility for the work, together with a dedicated team of qualified people to work on the project.

3. The team working on the project should have a supportive management1 to advise them.

4. There must be a plan that outlines the tasks that need to be done to reach the projectʼs goals.

5. There must be a schedule establishing the time goals of the project.

6. There must be a budget of costs and/or resources needed.

How are JB projects different from JB events?

JB projects can take on different forms like merchandise selling, fundraisers, social media campaigns, one-day events or meetings without a residential element, for as long as they are aligned with the J-01: Junior Branch Statement of Purpose and Goals (accessible on http://cisv.org/). Projects can be initiated at all levels of the JB, and the process can look different depending on your JBʼs structure.

The full scope and definition of Junior Branch (JB) events can be found in J-02: Junior Branch Events Definition and Approval (accessible on http://cisv.org/). According to J-02, JB events are meetings in person, usually with a residential element (e.g., overnight stay at a venue), hosted by a JB in one or more National or Promotional Associations (NAs or PAs). International Junior Branch (IJB) events must be approved by the International Junior Representatives (IJRs).

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Management may consist of the LJR, Chapter Board, and/or NJR, depending on the structure and processes of the JB.

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Project Phases

Figure 2. Project Cycle

Projects normally occur in five phases, with one process present in all phases, which is Monitoring, Evaluation, Accountability, and Learning.

A. Project Identification and Definition While there are different ways to start a project, it usually begins with brainstorming what the project will be about. It is highly encouraged to first think about your JBʼs current state and your target audience. Doing so allows you to come up with projects that will be effective for your audience and will fit within your JBʼs resources.

1. Identify your JBʼs current state and set goals.

JBs are incredibly diverse and have different needs. Some JBs might be looking for more volunteers while others have a large volunteer base that needs to be trained. Some JBs might need to host bonding activities for their JB to grow closer while others might be ready to partner with a like-minded organization (LMO). Looking at your JBʼs current state will allow you to set goals and focus your efforts on projects that will contribute to said goals.

It might be helpful to ask questions like: How many active members do we have in our JB? What is the dynamic between our members? What resources do we have (e.g., finances, materials, networks, etc.)? What are our strengths? What gaps need to be addressed?

2. Identify the target audience of your project and their needs.

A er identifying your JBʼs current state, you might already have some ideas on what projects to pursue. Now, you can choose a specific audience you want to target for your project and 8

think about their needs. Looking at their needs puts your team in your audienceʼs shoes so you can answer the question: “Whatʼs in it for me?”

For example, JB Y wants to target people aged 16-17 who could be recruited as the next potential leaders of their JB. They identify the priorities of people in that age group, which are passing their classes and doing extracurriculars to strengthen their college applications. JB Y then must think of creative ways to reel them into the JB, given that their target group will focus their time on these priorities.

3. Explore opportunities to meet the needs of your JB and your target audience.

A er identifying your current state and target audience, your team can now brainstorm ideas to bridge the gap between what your JB needs and what your target audience needs.

Using the example in Step 2, JB Y lists down the following potential ideas for their next project: - A casual study hall at a local library or coffee shop to foster friendships and a sense of belonging among members - A college and careers talk where they invite older or past JB members of their Chapter to talk about the role CISV and the JB has played in navigating life in college and/or the workplace - A mentor/buddy system between older members on the JB Board and younger JB members to foster positive relationships that will encourage younger members to become more active A er brainstorming, you can evaluate your ideas to see which projects are feasible given your JBʼs timeline and resources. You can also reach out to your LJR, NJR, JB Regional Team Member or an IJB Team Member (depending on the scale of the project) to get some insightful feedback on your plans.

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B. Project Setup Once your team has identified a project to pursue, it is time to set up the project. This involves listing down the specifics of your project.

Project Proposal Document Having a project proposal document that outlines the rationale, objectives, methodology, and budget of your project will help the person or group in charge of approving your project understand it better. There is a Project Proposal Template available on the IJB website (http://ijb.cisv.org/) for your team to use.

Whether your project needs to be approved or not, it is strongly encouraged for all project teams to have this document. This can be used as a reference throughout the project planning and implementation phases. Keeping project proposal documents in file is also helpful for projects that are done annually, so that future project teams can use this as a reference.

Objectives Identifying your projectʼs objectives allows your team to begin with an end in mind. A project's success is determined by whether it achieves its objectives or not.

In the JB, objectives are developed using the attitudes, skills, and knowledge (ASK) format in line with CISVʼs educational approach. To learn more about ASK and educational goals, please refer to T-02: Big Education Guide available on the CISV website (http://cisv.org).

Keep in mind that your objectives should be SMART: Specific, Measurable, Attainable, Relevant, and Timebound. ● ● ● ● ●

Specific: Express the goal in a clear way so that everyone will understand what you want to accomplish. Specify Measurable: The goal should have a specific number attached to it so that it is easy to measure its success and think of ways to achieve it.

Attainable: Be realistic. If needed, break your goals into smaller chunks. Take note that the higher your objective, the more resources you will have to shell out.

Relevant: The goal must be relevant to what your JB wants to achieve and should ideally be aligned with J-01.

Timebound: Your goal should have a deadline for when it should be achieved.

Project Team Different projects will require different roles and numbers of people working on the project. Below is a list of suggested roles and responsibilities in your project team: ●

Project Manager 10

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o Oversees the project from beginning to finish o Ensures that all deadlines are met on time o Coordinates with external stakeholders, including the Chapter o Resolves problems that may arise during the project o Leads the evaluation of the project Programme (if youʼre hosting an event) o Organizes the event of the programme o Invites and coordinates with guests who will be part of the event (e.g., hosts, speakers, performers) o Oversees the programme during execution Content (if your project involves anything informative/educational in nature) o Conducts research for the content of the campaign o Writes the copies (text) for your initiative Finance and Logistics o Reserves the venue for the event o Organizes event registration o Collects entrance fees, if any o Obtains the materials needed for the event o Orders food for the participants in the event Creatives o Creates graphics for the campaign/to promote the event o Decorates the venue o Ensures that the event is well-documented through photos and videos

It is important to define and assign roles to specific people to ensure that all bases of the project are covered, and so that your team knows who will be accountable for specific areas of the project. While collaboration is valued and encouraged in the JB, task delineation and proper communication within the project team will also allow people to focus on their roles and deliver quality work. Assigning multiple tasks of different natures to one person may lead to volunteer burnout.

Setting your team up for success When your team comes together for the first time, it is important to build rapport first before getting to work. Your team can plan a bonding activity for everyone to get to know each other personally. A er all, building friendships is a core value in CISV. Your team should also sit down to align expectations and get to know one anotherʼs preferred working styles. As volunteers, it is important to know how each person approaches their role in the project as they balance it with their other commitments. Some discussion points can include: ● Expectations for the project manager, team members, and themselves. ● Preferred working styles. Some people prefer to work independently first before gathering with their team, while others thrive in exchanging ideas on the spot. Knowing each personʼs working style allows you to build a suitable working dynamic for your team.

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Mode and schedule for regular team alignment. Discuss how your team would like to receive progress updates and how o en your team should meet to align.

Team availability. As volunteers, it is important to know what other people have on their plates. For example, if a team member has their school exams on a certain week, your team should account for this when you assign tasks and set timelines. Some people may have more time on their hands to do their tasks, while others may only be available a er school/work and during weekends. Knowing everyoneʼs schedules and preferred working hours allows you to manage expectations and chart realistic timelines.

Communication and collaboration tools. Your team should decide which tools you will use to ensure efficient collaboration, including your communication platform (ex.

WhatsApp) and file storage (ex. Google Drive).

Resources When starting a project, it is important to consider the resources your JB has, whether they are financial or material. Based on the Star Model, your resources will determine the scale of your project (e.g., more resources allow for bigger projects, while less resources can only do smaller ones).

Obtaining resources can be challenging, but this is where the JBʼs creativity comes in. To start, look for already existing materials that your team, Chapter, or participants have that they can lend or contribute so your team will not need to spend for them. ●

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Chapter materials: Ask your Chapter if they have le over materials from previous camps or initiatives that you can use or borrow for your project (e.g., arts and cra s). For projects in person, you can ask if someone in your Chapter can lend a venue for your activity.

Participantsʼ contribution: Ask participants to bring their own materials to your project, especially for activities in person (e.g., stationery, utensils).

Should your project still need financial resources, your team can consider the following: ● ● ● ●

Fundraising: Plan efforts to raise funds for your project, like a bake sale or garage sale.

Chapter funds: Reach out to your Chapter to see if they can provide funds that you can use for your project.

Participation fee: Ask participants to pay a minimal fee to participate in your project.

Sponsors and other external support: Apply for grants aligned with your project or reach out to individuals or other organizations who can support your initiative.

If you are planning a project geared towards raising awareness and educating your participants on a certain topic, your team should also consider: ●

Connecting with like-minded organizations (LMOs): Reach out to organizations with similar objectives as CISV and propose a collaboration based on the needs of your project. They can serve as resource speakers or co-facilitators for your project and may even be able to share

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material resources. Please check the appendices for a regularly updated list of some LMOs from each region.

Browsing through educational websites: There are plenty of educational resources available online for free which your team can use to generate ideas for your project, including the resources on the CISV and IJB websites (http://cisv.org and http://ijb.cisv.org).

Presenting your project idea and getting it approved Depending on the structure and processes of your JB, as well as your relationship with your Board, you may need to present your project idea to someone in charge first before proceeding with the planning. This is especially important if you will be requesting or using resources from your JB, Chapter, or NA to run your project. Because of their experience, they may even be able to suggest ways to improve your project and ensure that the appropriate safeguarding measures are in place.

Make sure to check with your JB representatives or Board members about the process for having projects approved. This will depend on the scope of your project. ● Local project: Contact your LJRs and/or Chapter Boards ● National project: Contact your NJRs and/or NA Board ● Regional project: Contact your Neighbourhood Coordinator/Liaison and/or Regional JB Team ● International project: Contact the IJRs and/or IJB Team

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C. Project Planning Once your project proposal has been approved, it is time to plan for the project implementation.

Developing a project implementation plan involves listing down the specific tasks and deadlines for your project and who shall be assigned to them. It also involves contingency planning in case your team encounters problems during implementation.

Image 1. Gantt chart example Gantt Chart A Gantt chart allows you to visualize your projectʼs timeline from start to finish. On the le side, tasks are listed down vertically (like a work breakdown structure). On the right side, the duration for each task is highlighted horizontally. A Gantt chart also helps teams visualize which tasks are dependent on others.

Work Breakdown Structure (WBS) A work breakdown structure (WBS) is a visual representation of your project tasks. It organizes the project into a hierarchy of deliverables, o en starting with the project phases down to the smaller subtasks called work packages.

Deliverables are written down in multi-level lists to help teams understand which tasks are dependent on others. There are different so ware and websites available where teams can create a visual WBS.

Image 2. WBS example

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Image 3. Risk Register example Risk Register A risk register allows your team to identify potential setbacks in your project and ways to prevent them. In the risk register, potential problems are identified and classified according to their frequency and impact. A erwards, the team identifies ways to make each risk less likely to happen and ways to address them should they occur.

Image 4. Budget Tracker example Budget Tracker A budget tracker is a sheet that helps your team keep track of your projectʼs cash flow. Since the budget o en depicts what the project will look like, it is strongly recommended for each team to have this to ensure that your team stays within the projectʼs budget.

The budget tracker should be updated regularly throughout project implementation when expenses are incurred. It also a helpful tool to support your team when making decisions regarding the project, such as when you need to reallocate funds for a certain item to meet another item (e.g., if your team went under budget for materials, you could choose to reallocate the remaining budget for food).

Project Planning Tools You can get a copy of all the tools mentioned above on the IJB website at http://ijb.cisv.org/.

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Common issues when running a project No matter how much you plan, challenges can still arise during project implementation. While the project manager takes charge of resolving issues, it is everyoneʼs responsibility to bring up problems that should be addressed immediately. Below are some common issues that may come up: 1. Lack of communication Effective communication and rapport are crucial for project success. Without timely updates, issues can arise, impacting project implementation. Establishing clear communication systems like group chats from the start is very important. If communication breaks down, the project manager may need to hold a meeting to realign everyoneʼs expectations.

2. Missed deadlines and timeline constraints Realistic deadlines should be set from the beginning. However, your team may encounter problems that can cause delays in your timelines. When this happens, make sure your team identifies the root cause of the problem so you can come up with an appropriate solution. Make sure to communicate any schedule changes with other stakeholders promptly (e.g., participants, suppliers, Chapter).

3. Going over budget Cost overruns can stem from poor budget estimating and/or a lack of proper documentation when costs are incurred. When making your budget estimates during the project setup, make sure to research actual market costs for the items you will need (e.g., ask for quotations from suppliers or visit stores to see the costs of materials). Make sure to keep receipts, scan them, and upload them to your teamʼs file storage. Using the budget tracker will also help you check if your team is still within your budget.

When you go over budget, your team may have to scale down your project as necessary, whether it be buying less materials or accommodating a smaller number of participants in your activity. Your team can also get creative in seeking additional resources by borrowing materials from fellow JBs or asking Chapter members to sponsor items like food and venue.

4. Lack of contingency plans It is important to plan for the “what if” scenarios ahead of time. Your contingency plans will depend on the nature of your project, but some common plans include having a backup venue, preparing backup activities to run for participants, and bringing additional materials or equipment. Your team should use the Risk Register tool to properly plan for these scenarios.

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When there are no contingency plans in place, the project manager with the support of the team will have to decide on the spot what next steps to take. If this happens during an in-person activity, some team members can be assigned to entertain the participants while the rest resolve the issue in the background.

5. Project does not meet its objectives Low participant turnout is a common problem in projects. However, for example, if the team agreed to run activities on sustainable development and the person in charge of the program only led get-to-know-you activities, there is clear miscommunication within the team on the projectʼs objectives. This is why regular alignment within the team is important. The team should always have the project's goal and objectives in mind as they accomplish tasks to ensure their efforts will contribute to the achievement of said goal and objectives.

D. Monitoring, Evaluation, Accountability, and Learning (MEAL) Monitoring, Evaluation, Accountability, and Learning (MEAL) is a process present in each phase of the project. It is important to plan for MEAL ahead of Project Implementation to ensure your team is working towards your projectʼs objectives from the start and to address any issues that may arise before it is too late.

❖ Monitoring refers to the continuous collection, analysis, and reporting of data about the projectʼs progress.

Gathering information regularly about your projectʼs progress helps your team stay on track with your deadlines and adjust to changes if needed. Monitoring can be done using the task tracking tools recommended in this document, taking minutes during your team alignment meetings, or simply observing and conversing with your team members about their tasks. ❖ Evaluation refers to the assessments of the progress, challenges, value, and quality of the design, implementation, and results of an ongoing or completed project.

Using the information gathered for monitoring, the team checks if what they have accomplished so far has contributed to the projectʼs goals and objectives. Depending on whether the project has achieved its goals yet or not, the team can come up with next steps to sustain their progress or not.

For example: Your JB is running a campaign on human rights, with the aim of reaching 50 shares on one of your Instagram posts. If your post only reached 20 shares a er a week, your

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teamʼs evaluation on this could be that the post was not uploaded during prime social media hours. Moving forward, your team adjusts your uploading schedule to ensure that your posts get the visibility your team is aiming for. ❖ Accountability refers to the commitment to responding to the needs of your participants and fulfilling the purpose of the Junior Branch.

As emphasized in Project Identification and Definition, it is important to identify the current state of your JB and the needs of your target audience first before coming up with a project.

The project should also align with J-01 Junior Branch Statement of Purpose Essentials and Goals. ❖ Learning refers to the culture, processes, and resources that enable intentional reflection for smarter decision-making.

With CISVʼs educational approach of “learning by doing”, it is also important to create space for project teams to share and process what they accomplished and learned while planning and implementing their project. Having a feedback mechanism while the project is ongoing and setting up a meeting to evaluate your project once it is finished are some ways to foster a culture of learning within your team.

MEAL is not only crucial to the success of your project but also to the growth of your JB. When your team documents the progress, results, and lessons learned from your project, it is easier to pass down this information to the rest of your JB, including future members, for improvement and sustainability.

E. Project Implementation A er setting up and planning your project, the implementation phase begins. Using the tools developed during the project planning phase, each member carries out their roles and tasks based on the timelines set.

Working together as a team Running a project can be challenging, especially when ideas and personalities in the team clash.

CISV promotes the values of friendship, inclusiveness, and cooperation in everything we do.

Being part of a team entails being flexible and adaptable to changes that may arise during the project cycle. Remember to be open and communicative to your team members, especially if personal circumstances prevent you from meeting your deadlines or performing your role well. A team should be ready to support one another when this happens.

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F. Project Closure Once your project is finished, your team should ensure the following: ❑ Evaluate your project and document lessons learned As emphasized in Monitoring, Evaluation, Accountability, and Learning, your team should do an overall evaluation of your project now that it is finished. It is important to discuss and document what went well, what areas to improve on, and what lessons the team learned so that your JB can come up with even better projects in the future. ❑ Complete all administrative and financial activities.

Your team should do a final accounting of your expenses. If you still have pending payments to suppliers, these should be finished by this time.

Itʼs a good practice to prepare a final project and financial report, which summarizes the whole project cycle from start to finish together with the projectʼs budget, expenses, and income.

This can be done alongside your overall evaluation, where your team will share lessons learned and recommendations for future projects. ❑ Celebrate success!

Itʼs important to recognize everyoneʼs hard work during the project. Once you have completed the tasks above, you can organize a team hangout to celebrate or, if there is a budget available, give simple tokens of appreciation to everyone.

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Safeguarding and Risk Management Addressing risks is essential for any CISV activity, whether it be a programme or JB activity.

Make sure your team goes through the Risk Management and Safeguarding page on the CISV website, which contains key documents that all CISV volunteers should be familiar with. Get in touch with your Risk Manager to ensure your project complies with both national laws and CISV policies.

IJRs, NJRs, IJB Team, Regional JB Teams, and JB Content Facilitators are required to complete the Advanced level of the CISV safeguarding online training available at http://learn.cisv.org.

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Acknowledgements The Project Guide is a collaborative product; the content of this document was developed from 2023-2024 by Lianna Cabigas, Karolina Ochman, and Amanda Aragão (IJB Team Project Specialists) with the support of the IJB Team 20232024, JB Regional Teams 2023-2024, and the IJRs (Georgia Chase and Nour Merhi).