Strategy and project and programme management
A project may address a genuine priority and yet remain vulnerable if it is based on an inadequate framework, poorly tested assumptions or incomplete preparation.
A project may address a genuine priority yet remain vulnerable if it is based on an inadequate framework, poorly tested assumptions or incomplete preparation.
When objectives, responsibilities, resources or implementation conditions are not sufficiently established in advance, difficulties generally arise during the execution phase.
The AIGDD steps in at this stage to consolidate the project’s framework, assess its feasibility and lay the groundwork for a controlled implementation.
Scope and structure
The scoping process focuses on the elements that determine the project’s soundness: the relevance of the need, the coherence of the objectives, the interrelationship between components, responsibilities, governance, resources and key risk factors. The necessary trade-offs are identified at an early stage to prevent a weakness in the design from becoming a problem during implementation.
Feasibility and planning
The technical, institutional, financial and scheduling assumptions are assessed against available capacity and contextual constraints. This analysis helps to consolidate the programme, identify critical conditions and develop a realistic implementation scenario.
Preparation for implementation
Once the architecture has been finalised, operational preparation sets out the responsibilities, implementation sequences, performance framework, monitoring mechanisms and management tools required for the project’s launch. The project thus enters the implementation phase on a basis that is already structured and well-managed.
This preparation provides teams and decision-makers with a sufficiently stable framework to begin implementation under conditions of clarity, control and accountability.