Wednesday, August 23, 2017

New President of CCMSI India....

The CCMSI gathered together for their meeting in the Curia of Conventuals.....we hold two meetings....this time we had elections for the post of president and vice president and conference secretary.....We began the election process with a prayer....Br. Remish Ekka, St. Fidelis Province was elected as the new CCMSI president, Br. John Baptist, St. Francis Province was elected as the Vice president. Br. Waldheim from the province of St. Anthony, Goa was proposed as the secretary...

Tuesday, August 22, 2017

CCMSI Meeting in Kerala......Arrival and Eucharist...

 We begin today the CCMSI meeting in the Provincial Curia of the Conventual friars.....the provincial curia has made all wonderful preparations for our stay....the entire fraternity welcomed all the participants......

 This morning the newly elected provincials of Maharashtra, Goa and Kristjyoti.....concelebrated

 The Provincial curia is a beautiful place.....the friars are very welcoming.....the postulants from the near by fraternity are invited to look after the house.....

 Friars praying for the success of the meeting...

 It is lush green garden,,,,,,,the campus is dressed up green for welcoming the CCMSI provincials.....

Sunday, August 20, 2017

The final session and Conclusion of the Project Managers Meeting in Aluva, Kerala

What is a goal?

Ø  A goal is a desired result a  person or system envisions, plans and commits to achieve
Ø  Setting smart goals
Ø  Define expectations and avoid generalities and use verbs to start the sentence
Ø  Quality, quantity, timeliness and cost
Ø  Challenging goals within reason. Do not assign too many goals even though each on is within reason
Ø  Link the goal to higher level business unit goals…ensure the employee understands the link
Ø  Date or elapsed time to complete the goal

 Developing a goal

Ø  We don’t want to worry anymore about the financial future of our village…
Ø  Within the next five years we want to generate enough income to be self-reliable…
Ø  We want to be economically self-reliable by…..

Ø  The methods determine the steps which are to be followed in order to start and finish it
Ø  Action plan with timetable….
Ø  A road map includes the goal, tasks and measurements…


Monitoring helps with
Ø  Assessing performance. Are the results being achieved as envisaged
Ø  Keeping a check on whether or not the work is being carried out according plan.
Ø  Is everything being carried out on time and within budget?
Ø  Are there any significant delays in implementation
Ø  Why are there any delays in implementation
Ø  Are there significant unplanned activities being implemented
Ø  Why are unplanned activities being carried out?
Ø  Are the expected results being produced on schedule and within budget?

Monitoring makes it possible to
Ø  Identify problems
Ø  Strength and weaknesses
Ø  Make decisions
Ø  Promote accountability
Ø  Enhance transparency
Ø  Increase credibility and confidence
Ø  Enhance learning internally
Ø  Generate a shared understanding of the project amongst stakeholders.

Timing of evaluation

Ø  Mid-term – occurs halfway through project implementation to assess progress and to ensure that the project is still on the right track
Ø  Final – normally soon after the project has finished; the project is mainly evaluated for its effectiveness and efficiency.
Ø  Impact: usually occur a number of years after the project has ended and the focus in on impact and sustainability. The findings of the evaluation are very often used as lessons for other similar projects and programs.

Types of evaluation:

Ø  External: initiated by a party external to the project mainly serves to fulfill this external party’s information needs
Ø  Internal: initiated by the project organisation and primarily serves its internal information needs.

Ø  Considered by someone who has little to no previous knowledge about the project or program
Ø  Assess the project’s intentions and not the project’s achievements
Ø  Determines whether or not the intervention is done
Ø  The extent to which the project is achieving its intended results
Ø  What support or barriers may have affected the achievement of the intended results?

Ø  Whether or not resources have been optimally utilized
Ø  Whether or not the project was completed in a timely and cost-effective manner
Ø  The extent to which the quality and quantity of the results achieved justifies the resources used
Ø  What wider effects and changes have been caused by the intervention?

Ø  The positive, negative, direct, indirect, intended or unintended changes caused by the project or program and the response why they occurred.

Saturday, August 19, 2017

Project Managers Meet - Third and Final Day

Activity driven Vs. Results-driven approaches

Ø  The desired outcomes defined first
Ø  Activities are determined in accordance with the results
Ø  Activity driven study everything and hope for the best
Ø  Define as clearly as possible
Ø  The problem at hand
Ø  The change which one wishes to bring about
Ø  The results that would be required to bring about those changes
Ø  The activities necessary to produce the results, which would lead to those changes.

Proposals tend to run into trouble when they……

Ø  Are too general
Ø  Are unrealistic
Ø   Do not describe the problem in enough detail
Ø  Fail to provide evidence of local participation
Ø  Demonstrate poor capacity to implement the project
Ø  Have budgets which are too high and are not specific enough