PROJECTS TRENDS AND TOOLS

MEANING OF CULTURAL MANAGEMENT IN CONTEMPORARY SOCIETY

Old model

Transitional model

Desirable (new) model

Project logic

Model in turbulent circumstances

Logic of the key factor

Institutional logic Organizational logic

Institutional planning

Strategic planning

Strategic-project planning

Strategic-functional planning

Short-term planning

Long-term cyclic planning

Long-term flexible, proactive

Long-term adaptable (re-and pro-active)

mode of institutional behaviour (e.g., dependence on public authorities and funds)

Plurality of strategies hierarchically defined

Several multivariant strategies (diversification of funds with cross-references to the diversification of programmes and methods)

Plurality of strategies given the co-existence of several development scenarios subject to revision and adaptation

Sectorial activity (precisely defined)

Sectorial activity as the dominant form, accompanied by a development of partnerships on the inter-sectorial basis Vision of a stable internal organizational success

Horizontal domains:culture science, educ., tourism, health Vertical intersectorial activity (public, private, civil) Vision of success, in the sense of the promoter of overall social development Model of responsibility for public good

Inter-sectorial activity based on the observed needs and the internal developmental resources and capabilities of the organizations Sustainability, to develop a vision of success which helps to stabilize and develop the community Changeable interactive mechanisms of management procedural transpar. Ability to apply and adapt codified knowledge in rapid change(AQM)

Feeling of institutional irreplaceability (undisputable mission e.g. national museum) Yearly based programme-financial control

Full procedural transparency (organizational, programme, financial) High expertise and specialization confirmed by the org. success

Professional skill and expertise guaranteed by diplomas and formal status in the organizat.

Professionalism confirmed in problem areas; understanding

Learning as a necessary formal precondition for development in a professional carrier: - formal, organized (usually on the national level)

Functional learning, mostly

acquisition of skills required for strategic and organizational development: -organized ad hoc by agencies for development and cooperation, etc.

Life-long learning of
complex conceptual and narrowly professional most recent knowledge, together with the knowledge of techniques and skills required in complex specific situations: - formal and informal, organized through flexible multivariant inter-sectorial methods of education

Multifunctional learning of the operational type (MfLOT): - self-organized in cooperation with the relevant local and international partners

CULTURAL MANAGEMENT
a) analytical - descriptive description and study of the existing forms and methods of organization b) project - modeling development and research of new, more adequate and more efficient means and models of organization c) Conceptual generator of ideas?

Projects in culture of excellence

Excellence is power; it is identity Asef Bayat

The goals of cultural management

development of a system (model) of cultural life (policy based approach) planning of cultural development (priorities and methods); development of branch systems of cultural activities development of models of organization - institutional management production process organization (project management product oriented) organization of dissemination) of culture - mediation (project management process oriented) modelling and managing international cultural cooperation

THE MANAGEMENT ROLES

PRODUCER - P ADMINISTRATEUR A ENTREPRENEUR E INTEGRATEUR I

TYPES OF MANAGERS:
PAEI
(ideal)

paei
(mediocre)

---(useless)

P---A---E---I

Lonely rider Bureaucrate Firesetter Facilitator-mediator

Ideal managerial teams

PaEi + pAeI PAei + paEI Paei + pAei + paEI, etc.

Project phases
CONCEPTUALIZATION PLANNING IMPLEMENTATION MONITORING ENTHUSIASM DISILLUSIONMENT PANIC SEARCH FOR THE GUILTY PUNISHMENT OF THE INNOCENT PRAISE AND HONORS FOR THE NON PARTICIPANTS

CONTROL
EVALUATION

Adizes project life cycle

Beginning paEI Baby period Paei Go-go period - PaEi Adolescence - pAEi Top forme PAEi Or Mediocrity (paei) or Collapse (_A_i???)

Positionning the project

BRANCH SECTORS - PUBLIC - PRIVATE - CIVIL CULTURAL FUNCTION - PRODUCTION - MEDIATION - PROTECTION AND ARCHIVING - EDUCATION

Types of projects
Projects of vision Technical projects Art production projects Art mediation projects Art documentation & archiving projects Art education projects .....

Types of projects
Past re-visited Present oriented Future oriented (experiment, innovation) Artistic Raising awareness Inclusion (participation) oriented

Milica Stevanovic Keep the view

Philosophy of cultural policy operation Methods of cultural policy operation

Cultural diffusionism Cultural consultancy

Cultural functionalism Cultural management

Cultural mercantilism Cultural intelligence

Characteristics of cultural policy operation

Representativeness, excellence, systematicity, traditionalism

CULTURAL CREATIVITY Elite culture and programme of decentralization

Inventiveness, dynamism, dispersiveness, participation

CULTURAL LIFE Parallel cultural models and intersectorial cooperation

Establishment of trends, design of change, comodification of products and services

CULTURAL CONSUMPTION Mass culture and cultural hybridization

Focus of cultural policy operation Concept of cultural policy operation

Key agents
Primary territorial coverage

Public institutions at all levels

National/state

Organizations in all three sectors

State/local

Transnational corporation
Transnational/ global

Strategic questions
What do we want to be to have as long term outcome? Why do we do this project?

The vision:

The mission:

The strategy:

How do we actualize and will accomplish that?

For whom and for what purpose?

The goal:

Vision Inspiring Predicts and promotes new aesthetics and programme challenges trend-setting

Mission Strengthens values and defines identity Defines the aestheticprogramming criteria

Mobilizing
Distinctive and innovative Ambitious Future oriented

Strengthens organizational team cohesion Recognizable in the public space Adequate for the organizations resources Present oriented

Possible visions
1. Central coordinating office in Southeast Europe for the preservation of the Roma (Gypsy) culture and language 2. Central coordinating office for the development of inclusive culture and art programmes for the Roma in Macedonia Roma creativity 3. Roma cultural and educational centre for the education of new generations of Roma professionals and artists, trainers who will then run programmes in Macedonia and throughout the Balkans

Mission
Darhia, Skopje: Non-profit organization engaged in the preservation of the Roma cultural heritage and language and in the Roma involvement in democratic processes and progressive moves of civil society by promoting Roma culture within Macedonia and in the wider region

Types of strategies
programming and organizational (competitive) strategies quality achievement strategies linkage strategies public engagement strategies strategies for the achievement of sustainability Sunsetting exit strategy

programming and organizational (competitive) strategies

diversification of programmes diversification of resources increasing the volume of production and services the organizations growth commercialization of programmes and the spread of services audience development and market expansion programme-focused orientation/shrinking of the organization (declining numbers of personnel)

quality achievement strategies

support for quality development achievement of excellence strategy of harmonization with professional standards of operation securing (exclusive) licensing rights education and knowledge transfer

Pyramide du Louvre, by I. M. Pei, at Paris, France, 1989.

linkage strategies
orientation towards partnership/coproductions networking internationalization decentralization of activities inter-sectorial linkage

public engagement strategies

positioning in the public domain and development of recognizability public visibility lobbying and support-gathering strategies public commitment strategies and changes in the public space

strategies for the achievement of sustainability

strategy of minimal self-sustainability merging strategy strategy of privatization migration strategy

Sunsetting
strategy of dissolution, with the preservation of institutional achievements and collective memory

Tools of project management

Idea verifying reasoning control matrix Logical matrix of planning process Management and planning tools: - strategic analysis: SWOT, GAP, Portfolio - project organization analysis - strategic planning methods (Gant ch....) - strategic tables Evaluation matrix, etc.

Project organization analysis

1. Individual and team selfanalysis 2. Genealogical diagnosis of an organization (strategic meaning of the project...) 3. Analysis of the organizational structure 4. Analysis of the decisionmaking process, delegation of responsibility

Analytical outputs (reports)

Formula of managerial abilities Chronological map

Project organization chart

Matrix of the decision-making process

5. Analysis of information flows Diagram of information flows within the team and organization (information flow chart)

PROJECT PROPOSAL EVALUATION FORM

I APPLICANT CAPPABILITY Based on the information contained in the proposal judge the capability to carry out such a project. II PROBLEM STATEMENT AND DEMONSTRATION OF NEED Extent to which the proposal demonstrates the need and importance for such a project in the region. What is the main problem /need that the project intends to adress? Applicant's knowledge of key issues related to the problem. III GOALS AND OBJECTIVES Extent to which concrete goals and measurable, time-framed objectives developed. And if they are logically linked to the problem statement and need. IV METHODS BY WHICH GOALS WILL BE ACOMPLISHED Comment on the proposed activities and strategies by which the problem will be addressed. Major strengths and weaknesses in the proposed approach. Can the project realistically achieve it's goals and objectives given the problem and proposed methods? Is the approach justifiable and realistic given the problem statement and need. Does it demonstrate the applicant's expertise in the subject area? How project results will be disseminated to relevant organizations, individuals, to assure necessary follow-up or how project is publicized toward audiences, to assure marketing success?

V EVALUATION Does the proposal contain an evaluation component? Extent to which it will be useful in determining the effectiveness of project ( linked to objectives?) VI BUDGET

Is the budget sufficiently detailed and itemized? Are the costs reasonable and justifiable given the proposed methods and activities? Different funding sources? How will the project continue beyond the funding period?

Based on your review, rate the following on a scale of 1 - 5 (1 being poor and 5 being outstanding). Problem statement ___ Evaluation ____ Goals and objectives ___ Applicant capability ___ Methods/approach ___ Budget ____ Total rating _____

Board of Company Evaluation of project idea

1. Author (s) 2. Exclusivity 3. Actuality 4. Cultural impact (problem importance) 5. Relation to institution profile and strategy

1. Selling or financial results 2. financing possibilities 3. Capacities, key resources, used 4. Marketing potentials 5. Media visibility potentials

The recommended navigational equipment for the project making:

Compass: methods of environmental analysis and self-evaluation Sail: methods of use and development of the key resources according to the AQM methods of strategic planning methods of understanding of cultural policy and anchoring within this policy

Rudder: anchor: