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Democratic Women's Caucus

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Logan Ideas
Logan Ideas

Presenting The Results Of The Project



In between the to-do and lines, a lot of tracking, measuring metrics, and analyzing trends go into making sure a project is completed successfully, on time, and under budget. So, as a project manager, how do you make sense of all that data?




Presenting the results of the project



Project health reports are designed to update stakeholders on the overall health of the project, derived from whether the project is either advancing as projected, in danger of stagnating or completely stagnated.


Project time tracking helps the project team & stakeholders see how much time is getting spent by team members at every stage of the project management process. A time tracking report helps the team to see how much time overall is spent on specific tasks and how much individual team members spend on tasks.


Managing your projects with Kissflow Project gives you an immense edge over the competition and makes it infinitely easy to get work done as opposed to spending hours jumping through your project management software or slowly entering figures one-by-one on spreadsheets.


In addition, high level management already have a preconception of projects: that they are a real headache. The technical and methodological considerations, are a completely different language to the board of directors.


For that reason, when you have to present your project results, the most important aspect is trying to talk in the appropriate language for the audience. You should try to talk to them with a business perspective, which will be of mots interest to them.


In other cases the connection is more subtle. But it exists. Even if we are talking about a construction project, the motivation for doing the project is more economical, there are so many aspects that can be highlighted positively. You may have gotten your company into the catalogue of approved suppliers of a public entity, or that the project has served as an advertising platform.


You should remember that your audience has assisted in the delivery of many projects. You should focus on what makes it different. Why executing this project could be more worthwhile than other proposals which have never been implemented? This is what you have to communicate through the presentation of the results.


To that end, it can help you to put yourself in the position of the person who manages all your enterprise projects. Would you prefer someone who explains it in a quick presentation? You should try to present solid and memorable information. In addition, you should demonstrate that you know perfectly the reasons that made you start this project and what the risks were. The idea is that you should comfort and confirm their decision: all trust that they put on your leadership and your project has been well placed.


If you only reduce the result of a project to the benefits you have achieved, you are establishing an extremely easy comparison point. Your presentation can be destroyed by itself. One example could be if one of the presenters says that your project income is lower that they have expected or that other projects have obtained higher rates of return.


It is more interesting if you present this data with other goals that the project has achieved. Some examples can be a possibly technological development which can be extended beyond the project, an international expansion, increased customer loyalty or the consolidation of this project as a model for future projects.


Into the bargain, each time that new lessons learned are brought to light, and that they can be used for future projects, they are designing future savings. If you have an enough of a solid case, you can even estimate the savings.


If your organization is open to innovation or simply that your audience likes new ideas, this section is especially interesting for your presentation. You should extract the elements of the project where you have obtained innovative or improved ideas. This way, you will be able to present this presentation as an embryo of an innovative product.


Finally, you should strive for identifying what project elements can be added to the business model. Perhaps it is a new way of negotiating with providers or a design characteristic of user design that has had an especially good application.


You should use the presentation as a visual support, not as a textual one. This is where the secret lies. You should try to highlight the most important data and graphics, use real photos of the project for illustrating your key points and try not to overuse difficult diagrams to explain. When we talk about communication, less visual information produces a memorable impact.


For example, if your CEO considers that it is important to have written information, you can prepare a project paper on a single page and give it as support material while you are doing your presentation.


Practice is the mother of excellence. You should not improvise any detail, but make sure that it does not appear as a scripted presentation. The idea is that you should speak naturally about a subject matter. You should revise the most important project data and the logical connections that you want to highlight.


If the scope of the study is broad, or if you studied a variety of variables, or if the methodology used yields a wide range of different results, the author should present only those results that are most relevant to the research question stated in the Introduction section.


Now present the results that address this specific research question first. In this case, perhaps a table illustrating data from a survey. Likert items can be included in this example. Tables can also present standard deviations, probabilities, correlation matrices, etc.


Include other results such as subcategory analyses. The amount of textual description used will depend on how much interpretation of tables and figures is necessary and how many examples the reader needs in order to understand the significance of your research findings.


The figure containing this data is cited in parentheses. Note that this author has combined three graphs into one single figure. Separating the data into separate graphs focusing on specific aspects makes it easier for the reader to assess the findings, and consolidating this information into one figure saves space and makes it easy to locate the most relevant results.


Because each study is unique, there is no one-size-fits-all approach when it comes to designing a strategy for structuring and writing the section of a research paper where findings are presented. The content and layout of this section will be determined by the specific area of research, the design of the study and its particular methodologies, and the guidelines of the target journal and its editors. However, the following steps can be used to compose the results of most scientific research studies and are essential for researchers who are new to preparing a manuscript for publication or who need a reminder of how to construct the Results section.


  • This course combines what was learned during the previous four courses in the Certificate program and adds pieces and ideas not yet covered. The primary work product will be to use the evaluation proposal and framework developed during Program Design for Monitoring and Evaluation, add data analysis of the program or project using the methods learned during the Analytical Skills and Application for Monitoring and Evaluation course, and prepare a final M&E findings report for a specific target audience. Students will also present their findings to the class during the final session. COURSE TOPICS: Intro to Evaluation Reports

  • Intro to Data Visualization

  • Real-time visualizations (Dashboards, online reporting tools, innovations in Evaluation reporting)

This is an instructor-led virtual course which includes both synchronous-live sessions and asynchronous weekly modules. Students are required to attend at least 80% of the synchronous sessions in order to successfully complete the course.


  • Table of contentsHow to write a results section

  • Reporting quantitative research results

  • Reporting qualitative research results

  • Results vs. discussion vs. conclusion

  • Checklist: Research results

  • Frequently asked questions about results sections



Your results section should report the results of any statistical tests you used to compare groups or assess relationships between variables. It should also state whether or not each hypothesis was supported.


In qualitative research, your results might not all be directly related to specific hypotheses. In this case, you can structure your results section around key themes or topics that emerged from your analysis of the data.


It should not speculate about the meaning of the results or attempt to answer your main research question. Detailed interpretation of your results is more suitable for your discussion section, while synthesis of your results into an overall answer to your main research question is best left for your conclusion.


The results chapter or section simply and objectively reports what you found, without speculating on why you found these results. The discussion interprets the meaning of the results, puts them in context, and explains why they matter.


Background: In selecting patients with acute myocardial infarction for thrombolytic therapy, it is important to identify patients who are at high risk for intracranial hemorrhage, for whom thrombolytic therapy is ill advised. We hypothesized that presenting pulse blood pressure, representing the "hammer" effect on cerebral vessels and the effects of age on arterial compliance, might predict thrombolysis-related intracranial hemorrhage better than systolic, diastolic, or mean arterial blood pressures.


Methods and results: Of 3483 Thrombolytic Predictive Instrument (TPI) Project subjects receiving thrombolytic therapy for acute infarction, we identified and obtained detailed clinical data on the 19 with treatment-related intracranial hemorrhages confirmed by computed tomography and on 175 matched controls. Systolic, diastolic, mean arterial, and pulse blood pressures were each significantly related to the occurrence of intracranial hemorrhage, with pulse pressure most highly related. The mean pulse pressure in patients who developed intracranial hemorrhage was 63 mm Hg, 34% higher than the 47 mm Hg mean value for those not developing hemorrhage (P = .0001). Excess pulse pressure, defined as the extent to which a patient's pulse pressure exceeded 40 mm Hg for systolic blood pressures of at least 120 mm Hg, was even more strongly related: its mean value of 23 mm Hg for patients was 130% higher than its mean value of 10 mm Hg for controls (P 041b061a72


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The Richland County Democratic Women's Caucus is a caucus of...

Members

  • Julian Collins
    Julian Collins
  • Matthew Diaz
    Matthew Diaz
  • JC Elgin
  • Renee Hayes
    Renee Hayes
  • Rezo Titov
    Rezo Titov
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