1. Do we need to make all our projects compliant with the RMG?
2. Will managing projects in Atlas change?
3. What document is submitted to the LPAC?
4. Why the RMG does not make reference to NEX and DEX? What is the difference between "execution" and "implementation"?
5. Has UNDP by default the role of Executive in the Project Executive Group?
6. What is the role of UNDP Programme Officers in the Project Organisation Structure as defined in the RMG?
7. What has UNDP adopted among the various Management Products of Prince2?
8. Can ongoing projects (in their Running a Project stage) be converted and what is the preferred time of the year for such conversion?
9. Do all development projects, including the regional ones, need to be RMG compliant? Do the guidelines apply to regional projects?
10. Do we need to rename a Project Steering Committee to Project Executive Group in our on-going projects?

Do we need to make all our projects compliant with the RMG?
The new RMG applies - in a mandatory sense - to development projects approved and/or launched on or after 1 January 2006. On-going projects with activities beyond 2006 should also be "converted", in particular to reflect the introduction of new management and monitoring tools as explained in the Core Concepts sections of this stage.

Will managing projects in Atlas change?
Managing projects in Atlas will not fundamentally change. However some adaptations have been made to ensure consistency between the procedures as defined in the Results Management Guide, and the steps to follow in Atlas. The Guide reflects the main action points that are required in Atlas for each relevant procedural steps of a given process (i.e. justifying, defining, initiating, running or closing). What will change is that Atlas will gradually move from being a transactional database to a more substantive system, recording qualitative information and assisting staff in the on-going monitoring of their projects.

What document is submitted to the LPAC?
During the process "Defining a Project", a Project Brief is prepared and submitted to the LPAC for appraisal. The Project Brief outlines the project scope, objectives, management arrangements, and approach. Unless required for LPAC members, no detailed budget is required at this stage.

Why the RMG does not make reference to NEX and DEX? What is the difference between "execution" and "implementation"?
On 28 January 2005 the UNDP Executive Board approved the new Financial Regulations and Rules and along with them the new definitions of 'execution' and ‘implementation' enabling UNDP to fully implement the new Common Country Programming Processes resulting from the UNDG simplification and harmonization initiative. Execution: For UNDP programme activities carried out under the harmonized operational modalities, the term 'execution' is redefined as the overall ownership and responsibility for UNDP programme activities at the country level. The government, through the Government Coordinating Authority, exercises its ownership and responsibility for UNDP programme activities by approving and signing the Country Programme Action Plan (CPAP) with UNDP. All activities falling within the CPAP are, therefore, nationally executed. Implementation: The term 'implementation' is also redefined as the management and delivery of programme activities to achieve specified results including the procurement and delivery of UNDP programme activities, inputs and their use in producing outputs, as set forth in the Annual Work Plans (AWPs). AWPs are attached as reference to the CPAP and signed by UNDP and the implementing partner(s). Under the harmonized modalities, the Annual Work Plans are signed between UNDP and Implementing partners. The CPAP and AWP together constitute the minimum requirements for a project document. Therefore, implementation responsibilities (ie, responsibilities for achievement of specific results) that were in the past linked to executing entities of programme initiatives/projects, have been separated from execution responsibilities (ownership of the programme) and placed under the responsibility of Implementing Partners, who sign Annual Work Plans (AWPs). Projects are no longer ‘executed’ separately by executing agencies on a project by project basis. Rather, AWPs, which are an integral of the CPAP are implemented by Implementing Partners.

Will UNDP by default have the role of Executive in the Project Executive Group?
The assignment of roles for the Project Executive Group will be endorsed by the LPAC. In projects where UNDP is the Implementing Partner, the role of the Executive is normally assumed by UNDP. In Projects where UNDP is NOT the Implementing Partner, the role of the Executive should usually be assigned to a representative from the institution primarily responsible for the project.

What is the role of UNDP Programme Officers in the Project Organisation Structure as defined in the RMG?
Depending on the project context and approved management arrangements, the UNDP Programme Officer may assume different roles. For instance, he/she may be part of the Project Executive Group. In project where UNDP is not the Implementing Partner, UNDP Programme Officer typically holds the Project Assurance role.

What has UNDP adopted among the various Management Products of Prince2?
UNDP has adopted the following elements from the Prince2 methodology into the Results Management Guide:

• Project Brief: The Project Brief is used during the stage “Defining a Project” to outline the project scope, objectives, management arrangements and approach. Click here to view the Project Brief template.
• Quality Log: The purpose of the quality log is to facilitate quality assurance efforts by monitoring of issues related to the quality of deliverables. In UNDP it is called the Activity Quality Log. Click here to view the Activity Quality Log template.
• Risk Log: The risk log captures issues that threaten the quality criteria of the project, such as going over budget, failing to meet deadlines, etc. It provides information about the risks, as well as risk analysis, counter-measures and status. Click here to view the Risk Log template.
• Communication Plan: The purpose of the Communication Plan is to ensure that all of the project stakeholders are informed of the project’s progress and other project related issues. The Plan identifies project stakeholders and defines the means and frequency of communication between them and the project by defining which reports should be produced when and by whom. In UNDP it is called the Communication and Monitoring Plan, and it has been adapted to include the scheduling of management actions required to monitor the project. Click here to view the Monitoring and Communication Plan.
• Issues Log: The Issues Log is a document to track issues as they arise. An issue can be raised by anyone involved in the project, and it is usually the responsibility of the Project Manager to maintain this log. It serves as a source of information when writing the Project Quarterly Report (which correspond the the Highlight Report in PRINCE2) or end stage reports. Click here to view the Issues Log template.
• Lessons Learned Log: The Lessons Learned Log is a repository of lessons learned during the project which may potentially be useful to other projects. At the close of the project the logged lessons are formally written up in the Lessons Learned Report. As a minimum this log should be updated on an annual basis, but preferably lessons – good or bad – should be logged throughout the year whilst fresh in mind. Click here to view the Lessons Learned template.

Can ongoing projects (in their Running a Project stage) be converted and what is the preferred time of the year for such conversion?
For ongoing projects, if the conversion implies the re-structuring of project outputs, the best time to do so is during the AWP preparation, as the redefinition of outputs will require the approval of the implementing partner. In addition, it is advisable to do these changes at the beginning of the year to avoid complex modifications in approved project budgets and reversal of charges.

Do all development projects, including the regional ones, need to be RMG compliant? Do the guidelines apply to regional projects?
The RMG does apply to all types of development projects, including regional ones. The RMG is presently being revised to includes specific provisions that pertain to regional projects.

Do we need to rename a Project Steering Committee to Project Executive Group in our on-going projects?
The introduction of a new project organization structure as outlined in the Results Management Guide (RMG) may indeed be a challenge for on-going projects, and it is recognized that when a project is well underway, with agreements and AWPs already signed, there must be some flexibility in the full application of the RMG. If a project has already a well-established Steering Committee, involving donors and other partners, it is certainly not advisable to force the issue, and rename the Steering Committee, especially if you feel that this may create unnecessary tensions. Keep the name and terminology your partners are comfortable with for this particular project. You may however want to look closely at the roles and responsibilities defined for the Outcome Board and the Project Executive Group, in order to determine whether there is clarify between the responsibilities of each role under your existing project management structure. The Applying Stage of the Results Management Guide - Implementation Toolkit is providing guidance in this respect, as well as considerations to take into account for on-going projects. In the Core Concepts section, look at "Project Roles Assignment".