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Beginners usually oversee potential risks focusing their attention to necessary activities, milestones, team management etc. This is because they assume "ideal" conditions. they imagined while preparing project.

But, don't worry, even the most prominent experts have not included risk of pandemic situation in Calls for proposal resulting in project currently running and affected by covid19.

In most situations you have to take in account risks of: poor project management, financial problems of project partners, delay in activity implementation, contractor's problems etc.

Tricky part of any project is financial reporting. Basically it is just collecting evidence about money transfers, but you have to meticulous in documenting all expenses including tenders, project team expenses, expenses not procured etc.

The first evidence should start when project idea is accepted, elaborated with or without partners, communication and meetings begin, collection of information and data, and in process of application. For some projects just elaboration of project, by external expert or company, is considered as eligible expense. For other calls for proposals all previously mentioned expenses are eligible, but have to be documented.

The first activity requested by donors, usually in the first weeks of project implementation, is preparation of Project procurement plan (PPP). This document is not only necessary for selection of tender procedures but it defines dynamics of project activities and should be aligned with timeline of project actions. Good project management use this as a tool for prediction of cash flow during project implementation. For EU financed project PRAG defines types of procedures as well as thresholds for selection of appropriate procedure. For some programs like Interreg-IPA CBC there are additional rules usually collected and published in Project Implementation Manual (PIM).

This, usually called narrative report, describes state of project activities at the date of reporting. Periods of regular reporting vary from three months to six months and all planned activities should be described. If activity is still in implementation phase then current state should be reported and compared with projects timeline, weather it is in planned time or delayed. For finished activities just that fact should be reported. The activities that are late thorough explanation of the reasons for delay and plan for their execution should be presented.

Excellent, the project is approved and relevant documents signed. Now it has to be implemented, cool piece of cake!

Not so easy, if you try to implement it. Few segments have to be closely monitored. Project team needs clear picture of duties and responsibilities of each member, as well as guidance and monitoring during project execution. Then, project plan and timeline with clearly set up milestones and task dependencies. Planning of procurement and coordination of contractors is as important as management of project team.

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