case study on risk management in software projects

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Industrial Management & Data Systems

ISSN : 0263-5577

Article publication date: 20 March 2007

The main objective of the paper is to develop a risk management framework for software development projects from developers' perspective.

Design/methodology/approach

This study uses a combined qualitative and quantitative technique with the active involvement of stakeholders in order to identify, analyze and respond to risks. The entire methodology has been explained using a case study on software development project in a public sector organization in Barbados.

Analytical approach to managing risk in software development ensures effective delivery of projects to clients.

Research limitations/implications

The proposed risk management framework has been applied to a single case.

Practical implications

Software development projects are characterized by technical complexity, market and financial uncertainties and competent manpower availability. Therefore, successful project accomplishment depends on addressing those issues throughout the project phases. Effective risk management ensures the success of projects.

Originality/value

There are several studies on managing risks in software development and information technology (IT) projects. Most of the studies identify and prioritize risks through empirical research in order to suggest mitigating measures. Although they are important to clients for future projects, these studies fail to provide any framework for risk management from software developers' perspective. Although a few studies introduced framework of risk management in software development, most of them are presented from clients' perspectives and very little effort has been made to integrate this with the software development cycle. As software developers absorb considerable amount of risks, an integrated framework for managing risks in software development from developers' perspective is needed.

• Software engineering
• Risk management

Dey, P.K. , Kinch, J. and Ogunlana, S.O. (2007), "Managing risk in software development projects: a case study", Industrial Management & Data Systems , Vol. 107 No. 2, pp. 284-303. https://doi.org/10.1108/02635570710723859

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Purpose - The main objective of the paper is to develop a risk management framework for software development projects from developers' perspective. Design/methodology/approach - This study uses a combined qualitative and quantitative technique with the active involvement of stakeholders in order to identify, analyze and respond to risks. The entire methodology has been explained using a case study on software development project in a public sector organization in Barbados. Findings - Analytical approach to managing risk in software development ensures effective delivery of projects to clients. Research limitations/implications - The proposed risk management framework has been applied to a single case. Practical implications - Software development projects are characterized by technical complexity, market and financial uncertainties and competent manpower availability. Therefore, successful project accomplishment depends on addressing those issues throughout the project phases. Effective risk management ensures the success of projects. Originality/value - There are several studies on managing risks in software development and information technology (IT) projects. Most of the studies identify and prioritize risks through empirical research in order to suggest mitigating measures. Although they are important to clients for future projects, these studies fail to provide any framework for risk management from software developers' perspective. Although a few studies introduced framework of risk management in software development, most of them are presented from clients' perspectives and very little effort has been made to integrate this with the software development cycle. As software developers absorb considerable amount of risks, an integrated framework for managing risks in software development from developers' perspective is needed. © Emerald Group Publishing Limited.

• risk management
• software engineering

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• 10.1108/02635570710723859

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• Managing Risk Keyphrases 100%
• Software Development Keyphrases 100%
• Software Project Keyphrases 100%
• Case Study Computer Science 100%
• Developer's Perspective Keyphrases 75%
• Risk Management Keyphrases 50%
• Software Developers Keyphrases 50%
• Risk Management Framework Keyphrases 50%

T1 - Managing risk in software development projects

T2 - a case study

AU - Dey, Prasanta K.

AU - Kinch, Jason

AU - Ogunlana, Stephen O.

PY - 2007/3/16

Y1 - 2007/3/16

N2 - Purpose - The main objective of the paper is to develop a risk management framework for software development projects from developers' perspective. Design/methodology/approach - This study uses a combined qualitative and quantitative technique with the active involvement of stakeholders in order to identify, analyze and respond to risks. The entire methodology has been explained using a case study on software development project in a public sector organization in Barbados. Findings - Analytical approach to managing risk in software development ensures effective delivery of projects to clients. Research limitations/implications - The proposed risk management framework has been applied to a single case. Practical implications - Software development projects are characterized by technical complexity, market and financial uncertainties and competent manpower availability. Therefore, successful project accomplishment depends on addressing those issues throughout the project phases. Effective risk management ensures the success of projects. Originality/value - There are several studies on managing risks in software development and information technology (IT) projects. Most of the studies identify and prioritize risks through empirical research in order to suggest mitigating measures. Although they are important to clients for future projects, these studies fail to provide any framework for risk management from software developers' perspective. Although a few studies introduced framework of risk management in software development, most of them are presented from clients' perspectives and very little effort has been made to integrate this with the software development cycle. As software developers absorb considerable amount of risks, an integrated framework for managing risks in software development from developers' perspective is needed. © Emerald Group Publishing Limited.

AB - Purpose - The main objective of the paper is to develop a risk management framework for software development projects from developers' perspective. Design/methodology/approach - This study uses a combined qualitative and quantitative technique with the active involvement of stakeholders in order to identify, analyze and respond to risks. The entire methodology has been explained using a case study on software development project in a public sector organization in Barbados. Findings - Analytical approach to managing risk in software development ensures effective delivery of projects to clients. Research limitations/implications - The proposed risk management framework has been applied to a single case. Practical implications - Software development projects are characterized by technical complexity, market and financial uncertainties and competent manpower availability. Therefore, successful project accomplishment depends on addressing those issues throughout the project phases. Effective risk management ensures the success of projects. Originality/value - There are several studies on managing risks in software development and information technology (IT) projects. Most of the studies identify and prioritize risks through empirical research in order to suggest mitigating measures. Although they are important to clients for future projects, these studies fail to provide any framework for risk management from software developers' perspective. Although a few studies introduced framework of risk management in software development, most of them are presented from clients' perspectives and very little effort has been made to integrate this with the software development cycle. As software developers absorb considerable amount of risks, an integrated framework for managing risks in software development from developers' perspective is needed. © Emerald Group Publishing Limited.

KW - risk management

KW - software engineering

UR - http://www.scopus.com/inward/record.url?scp=33947110929&partnerID=8YFLogxK

UR - http://www.emeraldinsight.com/journals.htm?articleid=1597801&show=abstract

U2 - 10.1108/02635570710723859

DO - 10.1108/02635570710723859

M3 - Article

SN - 0263-5577

JO - Industrial Management and Data Systems

JF - Industrial Management and Data Systems

Increasing Value and Resilience Through Project Risk Management: A Case Study in the IT Consulting Sector

• First Online: 19 March 2024

Cite this chapter

• Raffaele Testorelli 3 ,
• Anna Tiso 3 &
• Chiara Verbano 3  

Part of the book series: Management for Professionals ((MANAGPROF))

313 Accesses

In the current dynamic and uncertain business environment, small- and medium-sized enterprises (SMEs) are struggling to enhance their ability to adapt and resist to the changes while pursuing their strategic objectives. In particular, projects are gaining a crucial role for companies’ success, as the main vehicles for managing change and creating innovation. Consequently, Project Risk Management (PRM) is a widely used approach to foster the effect of positive events opportunities while mitigating those related to negative ones, with the final aim of creating value and resilience. For these reasons, there is growing interest in PRM as a value generation process for multiple project stakeholders. This research presents a case study conducted in an SME based in Italy and operating in the information technology (IT) consulting sector, addressing the literature gaps about the creation of value through PRM. From an academic perspective, it provides an overview of the topic, proposing a framework for the analysis of the relationships between the characteristics of the context, the PRM system implemented, and the value generated. Moreover, it supports practitioners with a new measurement system for the value generated through PRM and with guidelines to enhance value generation and resilience.

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The authors gratefully acknowledge the Grant VERB_SID19_01 funded by the University of Padova.

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Testorelli, R., Tiso, A., Verbano, C. (2024). Increasing Value and Resilience Through Project Risk Management: A Case Study in the IT Consulting Sector. In: Durst, S., Henschel, T. (eds) Small and Medium-Sized Enterprise (SME) Resilience. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-031-50836-3_13

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Table of Contents

Understanding project risk management, definition and explanation of project risk management, 4 key components of project risk management, risk identification, risk assessment, risk response planning, risk monitoring and control, 5 project risk management case studies, gordie howe international bridge project, fujitsu’s early-career project managers, vodafone’s complex technology project, fehmarnbelt project, lend lease project, project risk management at designveloper, how we manage project risks, advancements in project risk management, project risk management: 5 case studies you should not miss.

May 21, 2024

Exploring project risk management, one can see how vital it is in today’s business world. This article from Designveloper, “Project Risk Management: 5 Case Studies You Should Not Miss”, exists in order to shed light on this important component of project management.

We’ll reference some new numbers and facts that highlight the significance of risk management in projects. These data points are based on legit reports and will help create a good basis of understanding on the subject matter.

In addition, we will discuss specific case studies when risk management was successfully applied and when it was not applied in project management. These real world examples are very much important for project managers and teams.

It is also important to keep in mind that each project has associated risks. However through project risk management these risks can be identified, analyzed, prioritized and managed in order to make the project achieve its objectives. Well then, let’s take this journey of understanding together. Watch out for an analysis of the five case studies you must not miss.

Risk management is a very critical component of any project. Risk management is a set of tools that allow determining the potential threats to the success of a project and how to address them. Let’s look at some more recent stats and examples to understand this better.

Statistics show that as high as 70% of all projects are unsuccessful . This high failure rate highlights the need for efficient project risk management. Surprisingly, organizations that do not attach much importance to project risk management face 50% chances of their project failure. This results in huge losses of money and untapped business potential.

Additionally, poor performance leads to approximated 10% loss of every dollar spent on projects. This translates to a loss of $99 for every $1 billion invested. These statistics demonstrate the importance of project risk management in improving project success rates and minimizing waste.

Let us consider a project management example to demonstrate the relevance of the issue discussed above. Consider a new refinery being constructed in the Middle East. The project is entering a key phase: purchasing. Poor risk management could see important decisions surrounding procurement strategy, or the timing of the tendering process result in project failure.

Project risk management in itself is a process that entails the identification of potential threats and their mitigation. It is not reactionary but proactive.

This process begins with the identification of potential risks. These could be any time from budget overruns to delayed deliveries. After the risks are identified they are then analyzed. This involves estimating the probability of each risk event and the potential consequences to the project.

The next stage is risk response planning. This could be in the form of risk reduction, risk shifting or risk acceptance. The goal here is to reduce the impact of risks on the project.

Finally, the process entails identifying and tracking these risks throughout the life of a project. This helps in keeping the project on course and any new risks that might arise are identified and managed.

Let’s dive into the heart of project risk management: its four key components. These pillars form the foundation of any successful risk management strategy. They are risk identification, risk analysis, risk response planning, and risk monitoring and control. Each plays a crucial role in ensuring project success. This section will provide a detailed explanation of each component, backed by data and real-world examples. So, let’s embark on this journey to understand the four key components of project risk management.

Risk identification is the first process in a project risk management process. It’s about proactively identifying risks that might cause a project to fail. This is very important because a recent study has shown that 77% of companies had operational surprises due to unidentified risks.

There are different approaches to risk identification such as brainstorming, Delphi technique, SWOT analysis, checklist analysis, flowchart. These techniques assist project teams in identifying all potential risks.

Risk identification is the second stage of the project risk management process. It is a systematic approach that tries to determine the probability of occurrence and severity of identified risks. This step is very important; it helps to rank the identified risks and assists in the formation of risk response strategies.

Risk assessment involves two key elements: frequency and severity of occurrence. As for risk probability, it estimates the chances of a risk event taking place, and risk impact measures the impact associated with the risk event.

This is the third component of project risk management. It deals with planning the best ways to deal with the risks that have been identified. This step is important since it ensures that the risk does not have a substantial effect on the project.

One of the statistics stated that nearly three-quarters of organizations have an incident response plan and 63 percent of these organizations conduct the plan regularly. This explains why focusing only on risks’ identification and analysis without a plan of action is inadequate.

Risk response planning involves four key strategies: risk acceptance, risk sharing, risk reduction, and risk elimination. Each strategy is selected depending on the nature and potential of the risk.

Risk monitoring and control is the last step of project risk management. It’s about monitoring and controlling the identified risks and making sure that they are being addressed according to the plan.

Furthermore, risk control and management involve managing identified risks, monitoring the remaining risk, identifying new risks, implementing risk strategies, and evaluating their implementation during the project life cycle.

It is now high time to approach the practical side of project risk management. This section provides selected five case studies that explain the need and application of project risk management. Each case study gives an individual approach revealing how risk management can facilitate success of the project. Additionally, these case studies include construction projects, technology groups, among other industries. They show how effective project risk management can be, by allowing organizations to respond to uncertainties and successfully accomplish their project objectives. Let us now examine these case studies and understand the concept of risk in project management.

The Gordie Howe International Bridge is one of the projects that demonstrate the principles of project risk management. This is one of the biggest infrastructure projects in North America which includes the construction of a 6 lane bridge at the busiest commercial border crossing point between the U.S. and Canada.

The project scope can be summarized as: New Port of Entry and Inspection facilities for the Canadian and US governments; Tolls Collection Facilities; Projects and modifications to multiple local bridges and roadways. The project is administered via Windsor-Detroit Bridge Authority, a nonprofit Canadian Crown entity.

Specifically, one of the project challenges associated with the fact that the project was a big one in terms of land size and the community of interests involved in the undertaking. Governance and the CI were fundamental aspects that helped the project team to overcome these challenges.

The PMBOK® Guide is the contractual basis for project management of the project agreement. This dedication to following the best practices for project management does not end with bridge construction: It spreads to all other requirements.

However, the project is making steady progress to the objective of finishing the project in 2024. This case study clearly demonstrates the role of project risk management in achieving success with large and complicated infrastructure projects.

Fujitsu is an international company that deals with the provision of a total information and communication technology system as well as its products and services. The typical way was to employ a few college and school leavers and engage them in a two-year manual management training and development course. Nevertheless, this approach failed in terms of the following.

Firstly, the training was not comprehensive in its coverage of project management and was solely concerned with generic messaging – for example, promoting leadership skills and time management. Secondly it was not effectively reaching out to the need of apprentices. Thirdly the two year time frame was not sufficient to allow for a deep approach to the development of the required project management skills for this job. Finally the retention problems of employees in the train program presented a number of issues.

To tackle these issues, Fujitsu UK adopted a framework based on three dimensions: structured learning, learning from others, and rotation. This framework is designed to operate for the first five years of a participant’s career and is underpinned by the 70-20-10 model for learning and development. Rogers’ model acknowledges that most learning occurs on the job.

The initial training process starts with a three-week formal learning and induction program that includes the initial orientation to the organization and its operations, the fundamentals of project management, and business in general. Lastly, the participants are put on a rotational assignment in the PMO of the program for the first six to eight months.

Vodafone is a multinational mobile telecommunications group that manages telecommunications services in 28 countries across five continents and decided to undertake a highly complex technology project to replace an existing network with a fully managed GLAN in 42 locations. This project was much complex and thus a well grounded approach to risk management was needed.

The project team faced a long period of delay in signing the contract and frequent changes after the contract was signed until the project is baselined. These challenges stretched the time frame of the project and enhanced the project complexity.

In order to mitigate the risks, Vodafone employed PMI standards for their project management structure. This approach included conducting workshops, developing resource and risk management plan and tailoring project documentations as well as conducting regular lesson learned.

Like any other project, the Vodafone GLAN project was not an easy one either but it was completed on time and in some cases ahead of the schedule that the team had anticipated to complete the project. At the first stage 90% of migrated sites were successfully migrated at the first attempt and 100% – at second.

The Fehmarnbelt project is a real-life example of the strategic role of project risk management. It provides information about a mega-project to construct the world’s longest immersed tunnel between Germany and Denmark. It will be a four-lane highway and two-rail electrified tunnel extending for 18 kilometers and it will be buried 40 meters under the Baltic Sea.

This project is managed by Femern A/S which is a Danish government-owned company with construction value over more than €7 billion (£8. 2 billion). It is estimated to provide jobs for 3,000 workers directly in addition to 10,000 in the suppliers. Upon its completion, its travel between Denmark and Germany will be cut to 10 minutes by automobile and 7 minutes by rail.

The Femern risk management functions and controls in particular the role of Risk Manager Bo Nygaard Sørensen then initiated the process and developed some clear key strategic objectives for the project. They formulated a simple, dynamic, and comprehensive risk register to give a more complete risk view of the mega-project. They also created a risk index in order to assess all risks in a consistent and predictable manner, classify them according to their importance, and manage and overcome the risks in an appropriate and timely manner.

Predict! is a risk assessment and analysis tool that came in use by the team, which helps determine the effect of various risks on the cost of the construction of the link and to calculate the risk contingency needed for the project. This way they were able to make decisions on whether an immersed tunnel could be constructed instead of a bridge.

Lend Lease is an international property and infrastructure group that operates in over 20 countries in the world; the company offers a better example of managing project risks. The company has established a complex framework called the Global Minimum Requirements (GMRs) to identify risks to which it is exposed.

The GMRs have scope for the phase of the project before a decision to bid for a job is taken. This framework includes factors related to flooding, heat, biodiversity, land or soil subsidence, water, weathering, infrastructure and insurance.

The GMRs are organized into five main phases in line with the five main development stages of a project. These stages guarantee that vital decisions are made at the ideal time. The stages include governance, investment, design and procurement, establishment, and delivery.

For instance, during the design and procurement stage, the GMRs identify requisite design controls that will prevent environment degradation during design as well as fatal risk elimination during planning and procurement. This approach aids in effective management of risks and delivery of successful projects in Lend Lease.

Let’s take a closer look at what risk management strategies are used here at Designveloper – a top web & software development firm in Vietnam. We also provide a range of other services, so it is essential that we manage risks on all our projects in similar and effective ways. The following part of the paper will try to give a glimpse of how we manage project risk in an exemplary manner using research from recent years and include specific cases.

The following steps explain the risk management process that we use—from the identification of potential risks to managing them: Discovering the risks. We will also mention here how our experience and expertise has helped us in this area.

Risk management as a function in project delivery is well comprehended at Designveloper. Our method of managing the project risk is proactive and systematic, which enables us to predict possible problems and create successful solutions to overcome them.

One of the problems we frequently encounter is the comprehension of our clients’ needs. In most cases, clients come to us with a basic idea or concept. To convert these ideas into particular requirements and feature lists, the business analysts of our company have to collaborate with the client. The whole process is often a time-waster, and having a chance is missed.

To solve this problem, we’ve created a library of features with their own time and cost estimate. This library is based on data of previous projects that we have documented, arranged, and consolidated. At the present time when a client approaches us with a request, we can search for similar features in our library and give an initial quote. This method has considerably cut the period of providing the first estimations to our clients and saving the time for all participants.

This is only one of the techniques we use to mitigate project risks at Designveloper. The focus on effective project risk management has been contributing significantly to our successful operation as a leading company in web and software development in Vietnam. It is a mindset that enables us to convert challenges into opportunities and provide outstanding results for our clients.

In Designveloper, we always aim at enhancing our project risk management actions. Below are a couple examples of the advancements we’ve made.

To reduce the waiting time, we have adopted continuous deployment. This enables us to provide value fast and effectively. We release a minimum feature rather than a big feature. It helps us to collect the input from our customers and keep on improving. What this translates into for our customers is that they start to derive value from the product quickly and that they have near-continuous improvement rather than have to wait for a “perfect” feature.

We also hold regular “sync-up” meetings between teams to keep the information synchronized and transparent from input (requirements) to output (product). Changes are known to all teams and thus teams can prepare to respond in a flexible and best manner.

Some of these developments in project risk management have enabled us to complete projects successfully, and be of an excellent service to our clients. They show our support of the never-ending improving and our capability to turn threats into opportunities. The strength of Designveloper is largely attributed to the fact that we do not just control project risks – we master them.

To conclude, project risk management is an important element of nearly all successful projects. It is all about identification of possible problems and organization necessary measures that will result in the success of the project. The case studies addressed in this article illustrate the significance and implementation of project risk management in different settings and fields. They show what efficient risk management can result in.

We have witnessed the advantages of solid project risk management at Designveloper. The combination of our approach, powered by our track record and professionalism, has enabled us to complete projects that met all client’s requirements. We are not only managing project risks but rather mastering them.

We trust you have found this article helpful in understanding project risk management and its significance in the fast-changing, complicated project environment of today. However, one needs to mind that proper project management is not only about task and resource management but also risk management. And at Designveloper, our team is there to guide you through those risks and to help you realize your project’s objectives.

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A Case Study on Risk Management Practice in Outsourced Software Migration Projects

ABSTRACT While there are many studies conducted on software risk during the last two decades, very few have been published on software risk management practice in IT industry. In this paper we explore industry practice in the management of software development risks in outsourced software migration projects. We take the vendor perspective, post contract finalization. We conducted an online survey of 145 software projects executed by global IT vendors with process maturity of CMM Level 5. Based on this we built a statistical model relating software risk management factors with project outcome. An embedded case study of a large software migration project executed for a fortune 500 company was undertaken to check whether the model agrees with actual industry practice. The best practices and experiences from the project are also shared.

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Agency Coordinating Body for Afghan Relief and Development

Position title: child protection officer ( case management and mhpss).

Activation Date: 24 October, 2024   Announced Date: 23 October, 2024   Expire Date: 02 November, 2024

About Save the Children:

We employ approximately 25,000 people across the globe and work on the ground in over 100 countries to help children affected by crises, or those that need better healthcare, education and child protection. We also campaign and advocate at the highest levels to realize the right of children and to ensure their voices are heard. 

We are working towards three breakthroughs in how the world treats children by 2030:

•      No child dies from preventable causes before their 5th birthday

•      All children learn from a quality basic education and that,

•       Violence against children is no longer tolerated

We know that great people make a great organization and that our employees play a crucial role in helping us achieve our ambitions for children.  We value our people and offer a meaningful and rewarding career, along with a collaborative and inclusive workplace where ambition, creativity, and integrity are highly valued.

SCI - Afghanistan

Save the Children has been working in Afghanistan since 1976. Our way of working close to people and on their own terms has enabled us to deliver lasting change to tens of thousands of children in the country. The UN Convention of the Rights of the Child is the basis of our work.

We are helping children get a better education, we make it possible for more boys and girls to attend school, we help children protect themselves and influence their own conditions. We work with families, communities and health workers in homes, clinics and hospitals to promote basic health in order to save lives of children and mothers.

Job Description:

CHILD SAFEGUARDING: 

Level 2: either the role holder will have access to personal data about children and/or young people as part of their work; or they will be working in a ‘regulated’ position (accountant, barrister, solicitor, legal executive); therefore, a police check will be required (at ‘standard’ level in the UK or equivalent in other countries).

ROLE PURPOSE: The CP MHPSS and Case Management Officer will play a critical role in delivering high-quality child protection and psychosocial support (PSS) services to children and families in Maidan Wardak Province. The officer will manage the identification, referral, and case management of children facing protection risks, including survivors of violence, unaccompanied and separated children, children with disabilities, and those affected by family separation. This position involves working closely with local communities and partners to provide integrated services through a community-based approach, including the establishment and oversight of Child-Friendly Spaces (CFS).

SCOPE OF ROLE:

Reports to: Child Protection Coordinator

Staff reporting to this post: Caseworker

Indirect : TBC

Budget Responsibilities: N/A

Role Dimensions: Coordination, communication with stakeholders, team member,beneficiaries)

Case Management and Psychosocial Support

• Lead case management processes for children at risk, including identification, registration, assessment, referral, and follow-up, ensuring compliance with national and international standards.
• Provide direct psychosocial support to children and families, including one-on-one counseling and group activities in Child-Friendly Spaces (CFS).
• Work closely with other team members and external service providers to ensure proper referral mechanisms and the provision of services such as health, education, and legal assistance.
• Facilitate the safe and timely reunification of separated children with their families, where applicable.
• Ensure appropriate documentation and case management tracking for all cases, maintaining confidentiality and data protection in line with Save the Children’s guidelines.

Establishment of Child-Friendly Spaces (CFS)

• Support the establishment, operation, and monitoring of mini and mobile Child-Friendly Spaces (CFS) in collaboration with health centers and outreach teams.
• Develop activity plans for CFS that focus on children’s mental health, emotional well-being, and recreational needs, ensuring participation and inclusion of all children, including girls, children with disabilities, and marginalized groups.
• Ensure the integration of Explosive Ordnance Risk Education (EORE) and awareness on other protection risks such as child labor into CFS programming.

Community Engagement and Mobilization

• Engage with community leaders, parents, caregivers, and local authorities to raise awareness about child protection risks and available services.
• Conduct community-based awareness and capacity-building sessions on child protection and psychosocial well-being.
• Support community Child Protection Action Networks (CPANs) and other community groups to monitor child protection issues, identify risks, and support children in need of assistance.

Monitoring and Reporting

• Work closely with the Monitoring, Evaluation, Accountability, and Learning (MEAL) team to collect, analyze, and report on project data, ensuring accuracy and timely submission of reports.
• Contribute to regular project review meetings and evaluations, ensuring that findings and lessons learned are documented and shared for continuous improvement.
• Prepare detailed case management reports, success stories, and case studies for internal use and donor reporting.

Team Leadership and Capacity Building

• Provide training, coaching, and mentorship to Case Workers, community volunteers, and other relevant staff on child protection case management, psychosocial support, and child safeguarding.
• Ensure that team members adhere to Save the Children’s child safeguarding policies and protocols and that any safeguarding concerns are promptly addressed.

Coordination and Networking

• Establish and maintain relationships with relevant stakeholders, including local government authorities, community-based organizations, and national/international NGOs.
• Actively participate in child protection coordination meetings and working groups at the provincial and national levels.
• Work collaboratively with other sectors (Health, Education, Nutrition) to ensure an integrated approach to child protection.
• Any other tasks relate to child protection programs given by line manager

BEHAVIOURS (Values in Practice )

Accountability:

• Holds self-accountable for making decisions, managing resources efficiently, achieving results together with children and role modelling Save the Children values;
• Sets ambitious and challenging goals for self and team, takes responsibility for own personal development and encourages team to do the same;
• Widely shares personal vision for Save the Children, engages and motivates others;
• Future oriented, thinks strategically and on a global scale.

Collaboration:

• Builds and maintains effective relationships, with own team, colleagues at both national and regional level members, donors and partners;
• Values diversity, sees it as a source of competitive strength;
• Approachable, good listener, easy to talk to.

Creativity:

• Develops and encourages new and innovative solutions.
• Willing to take disciplined risks.
• Honest, encourages openness and transparency.
• Always acts in the best interests of children.

Equal Opportunities

The role holder is required to carry out the duties in accordance with the SCI Equal Opportunities and Diversity policies and procedures.

Child Safeguarding:

We need to keep children safe so our selection process, which includes rigorous background checks, reflects our commitment to the protection of children from abuse.

Health and Safety

The role holder is required to carry out the duties in accordance with SCI Health and Safety policies and procedures.

Job Requirements:

QUALIFICATIONS 

• 16th grade graduate
• Well communicate in Dari, Pashto and English
• Knowledge of Child Protection, Case management and MHPSS
• University degree in Psychology, Social Work, Law, or a related field.
• At least 2 years of relevant work experience in child protection, case management, and/or psychosocial support, particularly in conflict or post-conflict settings.
• Experience in providing direct psychosocial support and case management to children and families.
• Familiarity with Child-Friendly Spaces (CFS) operations and community-based protection approaches.
• Strong organizational skills and attention to detail in managing cases and maintaining records.
• Ability to work collaboratively with communities and multi-disciplinary teams.
• Knowledge of child protection issues, particularly in emergency settings, including Caring for Child Survivors
• Strong communication and interpersonal skills, with fluency in English and Dari/Pashto (preferred)..
• Should have enough knowledge of case management principles and Do No Harm Policy
• Being able to travel within the province and outside the province.
• Experience working with marginalized and nomadic communities.
• Previous experience working in Afghanistan or similar contexts.

Submission Guideline:

Qualified applicants are highly encouraged to apply for the position by filling in the online application form. In addition to the online application form, they can also attach their CV and cover letter in the online system. Please note that only the applications received through the online portal will be considered for this position.

https://hcri.fa.em2.oraclecloud.com/hcmUI/CandidateExperience/en/sites/CX_1/job/10069/?amp;locationId=300000000345568&locationLevel=country&mode=location&lastSelectedFacet=LOCATIONS&location=Afghanistan&locationId=300000000341839&locationLevel=country&mode=location&selectedLocationsFacet=300000000341839

Applicants can login to the online application system by copying and pasting the following link intro their web browser. Returning users will need to enter their username and password, first time users will need to create a user account.

It is recommended that you save your username and password for future job applications through the online system.

Save the Children International (SCI) is committed to fostering diversity, equity, and inclusion as core to our vision and values. We provide equitable employment opportunities and aim to increase the representation of women, people with disabilities, and individuals from minority groups to effectively meet the diverse needs of the children and communities we serve.

At SCI, we value the authentic selves of everyone, including you! If you have any access needs or require support due to a disability or other reasons, please let us know at the time of your application. We are here to assist you and ensure an accessible and inclusive recruitment experience.

Please note: SCI does not request any fees during any stage of the recruitment process.

Submission Email:

https://hcri.fa.em2.oraclecloud.com/hcmUI/CandidateExperience/en/sites/CX_1/job/10069/?amp;locationId=300000000345568&locationLevel=country&mode=location&lastSelectedFacet=LOCATIONS&location=Afghanistan&locationId=300000000341839&locationLevel=cou