Project Strategy. A narrative description of the Project delivery methods which shall be utilized to accomplish the Project goals.
Project Strategy. Project design: • Review the problem addressed by the project and the underlying assumptions. Review the effect of any incorrect assumptions or changes to the context to achieving the project results as outlined in the Project Document. • Review the relevance of the project strategy and assess whether it provides the most effective route towards expected/intended results. Were lessons from other relevant projects properly incorporated into the project design? • Review how the project addresses country priorities. Review country ownership. Was the project concept in line with the national sector development priorities and plans of the country (or of participating countries in the case of multi-country projects)? • Review decision-making processes: were perspectives of those who would be affected by project decisions, those who could affect the outcomes, and those who could contribute information or other resources to the process, taken into account during project design processes? • Review the extent to which relevant gender issues were raised in the project design. See Annex 9 of Guidance For Conducting Midterm Reviews of UNDP-Supported, GEF-Financed Projects for further guidelines. • If there are major areas of concern, recommend areas for improvement. Results Framework/Logframe: • Undertake a critical analysis of the project’s logframe indicators and targets, assess how “SMART” the midterm and end-of-project targets are (Specific, Measurable, Attainable, Relevant, Time-bound), and suggest specific amendments/revisions to the targets and indicators as necessary. • Are the project’s objectives and outcomes or components clear, practical, and feasible within its time frame?
Project Strategy. In order to achieve the goals of the program, three key strategies have been developed:
Project Strategy. The heads of project are allowed freedom in the realisation of the coordinated tasks; they inform the WHS of any planned activities and actions. If the heads of project propose changes in the project strategy, these changes must be discussed with and approved by the WHS before being executed. They have to be added in written form to this project contract.
Project Strategy. 25 In the SNC, Nepal will especially address the lack of data and information on emissions in some of the important sectors not included in the first INC; establish new and important information for the analysis and elaboration of projections regarding the behaviour of the emissions and absorption of GHGs. The general description of steps, as they appeared in the INC was developed after consideration of Nepal’s experiences and that of other institutions that cooperated in this respect. There were several gaps that need to be filled-up in the SNC. The strategy will focus mainly on the following:
Project Strategy. A principal component of the AED Project’s strategy is to focus on “aggregation of efforts.” What does this mean? The aggregation of the human rights community’s efforts has several interrelated aspects: • Gaining a holistic picture of the human rights environment, or the environment for a given human rights issue, and tracking changes. • Developing strategies – by identifying, targeting and prioritizing changes that will have systemic effects, and then weaving activities into the strategy to serve larger goals; and • Building constituencies that put power behind the pursuit of the goal, including connecting the relatively vast population of victims and potential victims to the relatively small population of activists and professionals involved in human rights. As the graphic below illustrates, these foci are mutually reinforcing. A holistic assessment of the human rights environment enables comprehensive strategies and prioritization of activities. Those activities then provide further information to refine assessments and strategies. Where the process is participatory, it should also draw in ever larger numbers of allies and constituents. Implementation: • Communications • Outreach • Lobbying • Awareness • Networking • Constituency building Dialogue Figure 1: Process Overview Research & Information Gathering Strategic Planning & Political Mapping Problem Identification To accomplish this strategic aggregation, AED will utilize a series of organizing principals, including the following: • Incrementalism. As AED starts working with the Human Rights community in Bangladesh, it brings no comprehensive blueprint for the human rights community’s future actions. In a similar manner, the community itself articulates no overarching vision for what things might look like after five or ten years. Instead, AED is putting in place a series of processes to help the HR community reach strategic decisions. Decisions relating to the project will be made incrementally, as groups and organizations learn what works, and build on experience and successes. The HR community can only move forward as fast as it wants to.
Project Strategy. The overall strategy is to facilitate the process towards the establishment of a global cybersecurity strategy for each of the involved Member States. As such the aim is to initially equip Member States with functioning CIRTs, to be extended to other interested Member States in the future. This project will: facilitate the establishment of watch-warning and incident response capabilities to better identify, respond to, and manage cyber-threats; assist the Member State in identifying its national critical information infrastructure sectors and establish a foundation on the national level to be able to further elaborate and implement a national cybersecurity strategy; build the national capacity and transfer know-how required in order to facilitate further development within the area of national critical information infrastructure protection, such as establishing sector CIRTs, etc.
Project Strategy. The overall strategy is to facilitate the process towards the establishment of a national cybersecurity strategy in XXX. As such the aim is to initially equip the government of XXX with a functioning national CIRT. This project will: facilitate the establishment of watch-warning and incident response capabilities in XXX to better identify, respond to, and manage cyber-threats; assist XXX in identifying its national critical information infrastructure sectors and establishing a foundation on the national level to be able to further elaborate and implement a national cybersecurity strategy; build the national capacity and the transfer know-how to the government of XXX that are required in order to facilitate further development within the area of national critical information infrastructure protection, such as establishing sector CIRTs, etc.
Project Strategy. Steps of an NFA project Implementation an NFA project is divided into four main phases:
Project Strategy. Definition of the real estate and credit niche that the Project fills and justification of the range of returns which is contemplated. Building Design: Preliminary description of building design (e.g., massing, floor plans, elevations), including site plan and any special features that impact potential multi-tenant re-leasing.1
