Values

Quality controlled, quality assured

Human Dynamics recognises that Quality doesn’t just happen. Project management processes have to be carefully planned, monitored, and managed to assure quality is achieved. Managing the quality of our projects requires an understanding of the specific quality expectations of the client and developing a systematic and practical plan in order to meet those expectations. Comprised of a number of elements, the plan should deal with both the control and assurance of quality detailing the fundamental activities that need to be performed.
We strive for the highest level of quality in everything we undertake ensuring that the solutions we provide conform to requirements, are fit for purpose and above all generate customer satisfaction. Quality control (output oriented) and quality assurance (process oriented) activities are both powerful techniques to ensure that the results delivered meet, and where possible, exceed client expectations.

Quality control: Whatever that output is, staff trained, legislation drafted and adopted, a final report, a service or an IT programme, Human Dynamics verifies and validates every one against stringent internal and external quality control criteria. We use quality control techniques such as internal reviews, peer reviews and testing processes to verify that deliverables are of an excellent standard and create sustainable customer value providing not only satisfaction to our clients but also to ourselves.

Quality assurance: Human Dynamics monitors closely and regularly the process of implementation including project content, approach, impact, resource usage, outputs and delivery. In this way we aim to reduce any margin of error. From the findings from these assessments and methods of verification and validation, we aim to inform future approaches and activities ensuring continuous improvement, innovation and development.
We strive for the highest quality in everything we undertake.

Partnerships

Human Dynamics’ approach is centered on building long-lasting partnerships that are based upon our dedication, reliability, can-do attitude, practical and informed approach, and repeated successes. Brought about by our extensive experience and understanding of the challenges and difficulties typically faced, our sensitivity to and management of the change management process through close cooperation and, excellent ccommunication with the stakeholders, to ensure their maximum involvement as early, openly and as fully as is possible coupled with an enabling expert team which inspire, inform and involve, generates mutual respect and trust. Our clients know that Human Dynamics are as committed to achieving the best possible outcome as they are and that choosing Human Dynamics will represent a solution they are able to influence, learn from and most importantly, use with ease once the project reaches completion.

Ongoing M&E

Monitoring and evaluation fosters improved management and more informed planning decisions. It helps identify the need to adjust desired conditions, goals, objectives, standards and guidelines as conditions change. Monitoring and evaluation helps Human Dynamics and the project stakeholders determine how the project is being implemented, whether implementation is achieving the desired outcomes, and whether assumptions made in the planning process are valid. Human Dynamics monitors the project’s development in two-ways. The first uses established regular reporting mechanisms which form part of our contractual obligations to the client and examine all aspects of the implementation of the project from resource allocation to progress towards achieving measurable results, but similarly serve as a useful tool for our internal benefits. Human Dynamics has established internal monitoring and reporting procedures, which comprise regular reporting mechanisms, internal information sharing, quality control mechanisms, performance assessments, content reviews and all lessons learned are fed back into our internal systems for all project managers to benefit and learn from.

Risk management

Whilst every project comes with its own risks, Human Dynamics is dedicated to ensuring that the impact of these risks are mitigated against and minimized through the use of well thought out risk management strategies which become an integral part of the project from as early on as the tender proposal, planning and inception stages. Our familiarity with the countries in which we work and the types of problems typically faced means that there are very few challenges we haven’t seen or faced before. Whilst regular monitoring can prevent certain risks from coming to pass, there are inevitably problems that can arise that are beyond the control of any stakeholder in the project. In the event of such an issue arising, Human Dynamics is consequently ready to respond quickly and efficiently, and is experienced in finding solutions that comply fully with contractual obligations and often exceed client expectations, thereby reducing any likely negative impact and ensuring a smooth and effective transition towards achieving the project’s objectives. For Human Dynamics a problem faced or issue raised is merely the start of an innovative and practical solution.

Client focused

Human Dynamics works on the basis that its undertakings should be oriented towards the client from the outset, not just client focused in terms of provision. This means that our approach to any project involves the client from as early on as during the design and development of the project i.e. the planning phases of the project as well as during implementation. We concentrate our efforts from the outset on establishing and understanding what the client wants and needs, and tailor our approach to finding and implementing a solution (product, service or process) according to the local conditions and requirements. Throughout implementation we employ participatory approaches to development, consult and involve the client, and aim to instil a sense of ownership for the changes, leaving them reassured with the new systems and processes enough to be able to manage them sufficiently without our help and to make informed decisions confidently and effectively. We aim to leave a lasting and positive impression on our clients with a view to reassuring them of our commitment and capability for future projects.

Sustainable solutions

Projects have, by nature, predefined budgets and time limits imposed on them. It is therefore known from the outset that any support provided through technical assistance or any other expertise on the project is going to come to an end at which point the client will either be expected to take over responsibility for the provisions made or continue maintenance of the outputs. It is essential then that any inputs throughout the development of the project are carefully planned with a view to their ongoing use once the project comes to an end and that a detailed exit strategy is devised as part of the inception phase. During the project’s implementation this can be managed through consultation, participation and involvement of the client at all levels to ensure buy-in or ownership of the systems and processes being developed and to ensure that what is being implemented is understood not only in terms of the daily workload, but also in terms of the greater scheme of things – each individual’s important role in the overall process. Additionally, helping clients find the solutions to their own problems not only means that they will understand the systems and processes better, but also that they will be better prepared for the next problem they face on their own and this cycle will create a feeling of reward and can instill within the individual job satisfaction and self-worth, which in turn can reduce staff turnover. Comprehensive training and capacity building measures ensure that the knowledge-base and/ or technical capacity is sufficient to be able to sustain activities that become inherent to the internal processes. What this highlights, is that the exit strategy starts from the beginning of the project. It encompasses Training Needs Analysis (TNA), assessments of the potential absorptive capacity with respect to the implementation and management of change and the evaluation of what has worked or not worked previously in this regard. This can then be turned into practical solutions and tailored approaches that form part of the implementation process to include the aforementioned activities. Only with close cooperation and assistance to the client, can Human Dynamics be assured that the project counterparts at every level can sustain the activities once the expertise is withdrawn. Human Dynamics does not indulge the client by doing the job for them; rather it helps them to do the job for themselves.