Projects Area

Projects Area is an important part of any LC in AIESEC because this area try to increase the number of traineeships. In addition, we can contribute to make a good impact in the society. Just think about all the amazing things that you can do in a project that really interests you!!! You can work on the general concept, organize conferences, learning circles, moderate virtual dialogues... But more importantly –


So, I invite you to learn more about this amazing area:


The first thing that we need to know is

What’s an ISSUE?

“ISSUE” is a topic or them. It can be anything from
exportation, investment banking, forest conservation, and HIV/AIDS to corporate responsibility, entrepreneurship, and education.

What’s an ISSUE based XP (IBXP)?
An Issue-Based eXPerience is an @XP that is lived around a particular issue (or topic). @XP stays the same, you have just given it a particular colour. The official criteria to qualify an @XP as an IBXP is that you Take responsibility and/or a leadership role Do an exchange based on the issue Or in other words that your taking responsibility stage and/or leadership experience as well as your internship have the “same colour”.

• • •

Why do we create IBXPs?
A general @XP allows you to develop your own leadership competencies linked to the characteristics of the change agent. The leadership competencies are what we can call “horizontal competences”, because they apply to any sort of sector you might be engaged or be working in. An IBXP (Issue based XP) gives you in addition expertise in a particular issue, topic or sector: thus we can call what you gain in an IBXP “vertical competencies” because you deep into a subject matter. This is what has been named the T-Leadership concept.

What’s a PBoX?
PBoX stands for Project Based on Xchange. It is a way of connecting an intense learning environment with exchanges, all organized through a project (and not in the ongoing way all other AIESEC activities are organized). A PBoX must fulfill these criteria: Have external relevance Have the interest of AIESEC members. Realize at least 4 incoming and outgoing exhanges. Create the complete learning environment around its issue. Create sustainable revenue for the LC (minimum: TN fees!). PBoXes can be part of Learning Networks, constitute their grass-roots.



PBoX is based on Exchange

Area Structure
Project Director

Staff Logistic/Finance

OCVP External Relations

OCVP Learning

OCVP Exchange

Project Director Mission of the position: To design, manage, administer, control, evaluate and develop the PBoX local levels based on the PBoX plan in order to generate exchanges (min 4 incoming or outgoing), learning and revenue (min TN fees). Main Functions: •Lead the team that is going deliver IBXPs to all its members. •Ensure the execution of the PBoX Plan. •Ensure execution of learning activities calendar. •Ensure the accomplishment of the exchange goals (TN & EP) set in the plan. •Take responsibility for compliance with budget. •Report monthly to LCP and MCVP Projects. Reports have to be based on the PBoX Performance Indicator tools. •Take responsibility for the personal development (competencies) of the members of the PBoX team. •Collaborate with LCVP to ensure evaluation of team members.

Management Indicators: •# of members involved in OC. •# of leadership positions*. •# of incoming exchanges realized. •# of incoming X realized cumu. •# of outgoing exchanges. •# of outgoing X realized cumu. •# of learning partners. •% compliance with budget. •# of learning activities/month. •# of learning activities cumulated. •% participation of interns in learning activities. Leadership Competencies: Competency Respect Empathy Adaptability Social Inclusiveness Self confidence Negotiation Results Orientation Stakeholder focus Integrity Accountability Developing others Resource Management Self Awareness Communication Innovation and creativity Organizational understanding Required level 3 1 2 2 2 2 2 2 3 2 1 1 1 2 1 2

OCVP External Relations Mission of the position: To manage, coordinate and control the sales strategies based on the project plan with the purpose of obtaining resources for the accomplishment of goals and increasing the amount of income (for the LC) from profits of the conference. Main Functions: •To manage and direct the sales to obtain the necessary resources for the execution of the project and to generate a profit for the LC. •To manage and direct the sales to secure new learning partners to the project. Management Indicators: •To increase and diversify incomes. •Number of sales realized. •Efficiency in commercial management and trade processes. •To increase and retain learning strategic partners.

Leadership Competencies: Competition Integrity Precise self-evaluation Conceptual Thought Direction to Profit Fulfillment of commitments Directive leadership Impact and influence Multicultural and interpersonal sensitivity Relations development Required level 4 3 3 4 4 3 3 4 4

OCVP Learning Mission of the position: To manage and drive the academic contents of the project. To create, coordinate, control and evaluate the organizing committee (OC), that will permit the planning and execution of the activities (meetings and conferences) of the project. Main Functions: •To coordinate and ensure satisfactory academic content, including the academic agenda of the conferences. •To support the working teams in the development of their learning activities in collaboration with the OCVP X and LCVP TM •To support the virtual dialogue, from an academic point of view. • To establish and coordinate a working team (from the LC), that organizes activities (conferences and meetings) of the project •To make and confirm the respective reservations to carry out the activities of the days in which conference will take place. This involves the place, the food, the transportation and others.

Main Functions: •To organize venues and resources during the days of the activities (halls, auditoriums, sound system, video beam, didactic materials, etc.) •To coordinate the reception and accommodation of the participants who come from other cities, and ensure their safe departure after the activities, support by VP Projects and OCVP X.

Management Indicators: •To improve technical-functional competencies of AIESEC members. •Efficiency in learning processes for AIESEC members. •To improve leadership competencies for AIESEC members. •To improve technical-functional competencies of AIESEC members. •Efficiency in people development processes for AIESEC members. •To improve leadership competencies for AIESEC members. •Efficiency in planning, organization and execution processes of events.

Leadership Competencies: Competition Integrity Precise self-evaluation Conceptual Thought Direction to Profit Fulfillment of commitments Directive leadership Impact and influence Multicultural and interpersonal sensitivity Relations development Required level 4 3 4 4 4 3 3 3 4

OCVP Exchange Mission of the position: Coordinate, follow-up and give support to the members that are handling the matching process of foreign trainees. Coordinate the full exchange process of the project.

Main Functions: •To coordinate; and offer assessment and support to the members of the exchange team who are in-charge of matching the student nominee (SN) forms of foreign interns that will participate in the project. •To maintain efficient communication with the members of the exchange team so that processes will be carried out with no difficulties. •To check the contents of the profiles of incoming student nominees (SNs) and outgoing student nominees, to fulfill the requirements of the project.

Main Functions: •To support the PD Team in the reception of trainees. •To manage the international cooperation amongst LC’s and PBoXes related with the issue to ensure the incoming exchanges. Management Indicators: •Realized Incoming Exchanges. •Efficiency in Processes of International Interchanges. Leadership Competencies: Competition Integrity Precise self-evaluation Conceptual Thought Direction to Profit Fulfillment of commitments Directive leadership Impact and influence Multicultural and interpersonal sensitivity Relations development Staff Logistic/Finance Mission of the position: •Budgeting of learning environments. •Managing Budgets of sales/promotion campaigns. •Manage logistical performance of the project learning activities. •Directly supervised by the Project Manager (VPPJ) and accountable for LCVP finance. Required level 4 3 3 4 4 3 3 4 3

Project Cycle Management
Initiation In this first stage, the scope of the project is defined along with the approach to be taken to deliver the desired outputs. The project manager is appointed and in turn, he selects the team members based on their skills and experience. The most common tools or methodologies used in the initiation stage are Project Charter, Business Plan, Project Framework (or Overview), Business Case Justification, and Milestones Reviews.

Planning The second stage should include a detailed identification and assignment of each task until the end of the project. It should also include a risk analysis and a definition of a criteria for the successful completion of each deliverable. The governance process is defined, stake holders identified and reporting frequency and channels agreed. The most common tools or methodologies used in the planning stage are Business Plan and Milestones Reviews.

Execution The most important issue in this phase is to ensure project activities are properly executed and controlled. During the execution phase, the planned solution is implemented to solve the problem specified in the project's requirements.

During this stage we have to generate knowledge through the Learning Environment.

The learning environment is a medium through which members are able to live and learn from the AIESEC experience. It enables individuals to reflect, learn from others, participate in groups and contribute to physical and virtual forums as well apply their learned skills.

The AIESEC learning environment has 6 elements: Individual discovery and reflection: Being able to draw your own conclusions and big picture understanding regarding your surrounding is crucial to your self development. Through self discovery at each stage of the AIESEC experience, you are able to drive your own learning to complement your personal development. Team experiences: This is the basis of our current organisational structure. This environment gives you the opportunity to apply what you learn and helps you gain desired experiences, skills, network and practical knowledge in an area that interests you. It creates the space for innovation and activity which makes it the hub for enterprise in the organisation. Learning circles: These are local learning communities which are formed by local, national and international AIESEC members who share a common interest in gaining knowledge, experiences or networks in a common sector or topic. They are informal and dynamic to allow freedom in exploring different topics you are interested in. Conferences and seminars: AIESEC holds over 350 national and international conferences every year, and they serve as a major organisational activity support. AIESEC members are able to gain high quality information and training from alumni, partners and experienced members through this element in addition to engaging with our stakeholders within the learning environment.

Mentoring: This process removes you from your comfort zone that is enough to help you gain objectivity over yourself. Mentorship advances your personal awareness and further develops your potential by gaining professional or experienced advice and guidance from your mentor based on your goals and personal plans. Virtual spaces: This is the online platform that enables us to share and explore information among the AIESEC members. This is through features as wikis, forums, blogs etc. Closure In this last stage, the project manager must ensure that the project is brought to its proper completion. The closure phase is characterized by a written formal project review report containing the following components: a formal acceptance of the final product by the client, Weighted Critical Measurements (matching the initial requirements specified by the client with the final delivered product), rewarding the team, a list of lessons learned, releasing project resources, and a formal project closure notification to higher management. No special tool or methodology is needed during the closure phase.