Training Progress Report Template: Fill & Download for Free

Hi,Monitoring & Evaluation Software is Global Leader in web application for data collection, aggregation, analysis and dissemination to streamline and optimize M&E processes with easy to use interfaces and mobile platform.Stunning Real Time Dashboards with Interactive Modecomes with a rich, interactive dashboards which are updated real time and provide quick insight into the status of program and projects, indicator achievement, work plan progress etc. The dashboards can be customized to client preference and come with advanced filter functionality to view specific datasets. Different dashboards available with M&E Online are as below:Beneficiary DashboardIndicator DashboardFinancial DashboardActivity DashboardCountry Performance DashboardExecutive DashboardIntegrated Log Frame and Activity Workplan Modules for efficient planninghas a highly flexible and easy to use module for entering log frames and activity work plan. It also has world’s only dynamic disaggregation system which allows users to easily create indicators with disaggregations into various categories. The activity work plan section also has a feature to create milestones for disbursements for easy tracking of activity progress as well as disbursements.Flexible and Intuitive Reporting Forms.provides a very flexible and dynamic reporting system to accommodate custom forms and templates being used by client organizations. Thus making it easier to learn the system as it is based on templates already familiar to them. M&E Online also has an excellent feature of allowing users to upload data directly from Excel files, thus saving time and efforts for the users. The forms and Excel uploads are validated by the system for consistency and completeness and errors are highlighted through alert messages.One Click Reports & Report Builder Toolprovides single click reports for quick and easy viewing of common reports. The single click reports are customized to report templates of the client organization, thus enabling them to generate donor specific reports at a click of the button. M&E Online also comes with a Report Builder Tool to generate ad hoc reports using custom filters and formulae for deeper data analysis.Awesome Design & Great FunctionalitiesRESPONSIVE DESIGNCan be used seamlessly on mobile phones and handheld tablets, making it the right tool to collect data..BEST SUPPORTExperienced support team working round the clock to keep your work uninterrupted.WELL DOCUMENTEDDetailed administration manuals, user manuals and training manuals make using M&E Online super easy.Log in https://www.mandeonline.com/

A few trends have been accelerating over the last few decades:Increased transparency of VCs -- it's a lot easier to know who the investors are and what their track record has been. Instead of hiding behind faceless LLCs that nobody has ever heard of, VCs are either on Twitter or on the speaking circuit, and anybody can just tweet at Famous Investor X (or write to [email protected]) and get a meeting a week later.Increased formalization/standardization of the investment & company-building process -- standard term sheet agreements (SAFE), standard reporting of financial metrics to investors through platforms like AngelList (I'm not sure if this is live now, but I suspect that functionality is coming out soon), greater awareness of how to pitch your company and construct a deck (via VC/entrepreneur blogs, Quora, etc), many many many accelerators & incubators that help companies conform to the standard model, etc.A much deeper community of startups serving other startups -Nowadays when you start a company, you can outsource almost every non-core task (and pay via variable costs / operating expense instead of capital expense) and only spend your time working on your own IP. And there's also a ton of resources for people before they even start a company at all, such as brainstorming meetups and founder dating and all that good stuff.VCs competing on value-add -- firms are racing to develop in-house operational support that they can pitch to startups as value-add. Well-known VC investors can drive traffic to a portfolio company website just via tweeting (see: Slack). Capital alone is much less of a differentiator than it used to be, especially since....Alternative sources of funding are creeping downstream -- it used to be that your non-VC options were merely friends & family rounds or funding via private savings (or bootstrapping, of course); now there's crowdfunding, AngelList syndicates, etc. Right now these alternative funding sources have extended into the Seed (and sometimes A) round, but it's reasonable to expect that this will continue to progress downstream.Geography becoming less of an obstacle to getting funded -- between better telecommunications technologies, social media, greater ease in wiring money back and forth, and startup hubs sprouting all over the place, it's less and less important for a company to be located in Silicon Valley. Nowadays lots of startups can obtain angel funding without even meeting most of their investors face-to-face.Lots more startups in general -- partially because the costs of getting started are lower than ever; partially because startups are currently part of the public zeitgeist; and partially because some of the aforementioned structures (ease of getting angel capital, accelerators, etc) have de-risked entrepreneurship to such a degree that it's no longer an especially risky move.Note that I've tried to omit trends that seem to be more recent and resultant from the recent private technology bull market (e.g. the massive expansion of growth equity capital, delayed IPOs, etc), since these might go away in a few years. I attempted to only point out trends that seem here to stay.With all of those various things in mind, here's my stab at how things will change over the next 20 years:Traditional VCs look more and more like full-stack professional services firms. Remember those dark ages when your early investors, late-stage investors, accelerator, PR firm, management training, and accounting staff were all provided by different firms? Not anymore! VCs will try to identify promising companies early and enroll them in end-to-end capital & support programmes. Instead of "Uber, backed by such notable investors as Benchmark, First Round Capital, Menlo Ventures, etc", we'll have "Uber -- powered by KPCB™".Aggregate venture capital returns go down and down. What are the lean startup model, standard SaaS reporting templates, endless blog literature, and so on if not ways of adding more predictability to the startup creation model? (more on this here, if you have the time: Entrepreneurs Are The New Labor: Part I). And with increased predictability comes decreased risks, with which come lower returns. Venture becomes just another asset class (well, it already is, really) with a relatively unremarkable risk/return profile; a far cry from the days of "mavericks, innovators, and crusaders heralding a bright new future through free enterprise" (compare the Ford Motor Company in 1910 to the Ford Motor Company in 2015). Additionally, with the explosion of entrepreneurship and new startups created, the pace of new company formation is likely outpacing the ability for the market to bear new successful companies. Put another way -- sure, the technological frontier is advancing at an exponential rate, but the number of new startups is probably growing at a far greater exponential rate. That, when combined with competition between startups duking it out over new categories that will probably only end up supporting 2-3 mature companies by the end of it, means a lot of dead startup carcasses. Hence, decreasing returns to VCs -- at least early-stage ones."Truly Great" companies find ways to sidestep the whole venture funding circus altogether. Given the repercussions of the points I made in the previous paragraph, the next generation's Mark Zuckerberg will realize that signing up to be "powered by KPCB" is a sucker's bet that will only dilute management and slow the company down (it would speed up the average startup, but slow down the very best). These founders will accumulate capital via their networks -- getting to the Chris Saccas and Reid Hoffmans of the world via backchannels, and raising capital from those individuals' private largesses (i.e. not their formalized VC funds), and supplementing that capital with alternative funding sources (crowdfunding and so on), then only taking money from traditional VCs when their valuations are so high that the dilution is minimal (as the real Mark Zuckerberg executed to near-perfection). Thus the current problem of "every startup in the world is on AngelList except the very best ones" becomes "every startup in the world is funded by institutional investors, except the very best ones". This causes venture returns to fall even further.Angels & HNWIs who have a method for seeing the best companies first make huge multiples. Late-stage investors/banks make tons of money because they write enormous checks that return a predictable 1.5-2.5x in a few years. Everybody else does "blah" by traditional VC standards (though volatility becomes historically low) and all of these firms begin to look strangely similar to Y Combinator. (edit after reading Terrence's answer: Sequoia and Benchmark might be exempt from this sweeping generalization since they are just so friggin' awesome.)Because the very best founders are suspicious of full-stack value-add VCs, there is a minor surge in "minimalist VCs" which are closer to the model of what VCs looked like 30 or 40 years ago. These are firms that provide little to no ongoing operational support, have low overhead, generally don't spend a whole lot of time distracting the entrepreneurs, but can provide strategic value / network when called upon. Imagine being a fintech company with George Soros sitting on your board of directors and funding the whole operation... he's enormously valuable from a network, experience, and name-brand perspective, but he definitely won't be calling you six times a week for updates. This isn't too different from the "family office VC" model of today, or what "Super Angels" will look like once they amass the resources and conviction to start writing $5-50M checks all by themselves, sans fund (I predict this is what Chris Sacca will be doing in 4 years). Savvy founders will think to themselves "why should I give away 40% of my equity to be powered by KPCB™ when this other firm will give me the same amount of capital for 25% equity without forcing their semi-useless operational analysts into my organization? We can figure out that crap on our own -- I want to own as much of this company as possible." The very best, iconic founders want to get capital with the fewest possible distractions / strings attached and then run run run. (edited to include a quote from Andy Dunn's Medium piece on VCs: "What this VC told me I’ll never forget: 'It was one of the most humbling things in my career: the entrepreneurs who made me the most money are the ones that never called me back.' ").(update 7/21/19: for more recent analysis on venture and startup operations, swing by pmathieson.com)Further reading:Why It's Morning in Venture CapitalEntrepreneurs Are The New Labor: Part IFred Wilson And The Death Of Venture CapitalDone Deals: Venture Capitalists Tell Their StoriesDear Dumb VC

PRINCE2 is a publicly available method for the management of projects which is promoted by the UK government. It is applied in the UK, and increasingly around the world, to a wide range of projects from construction to IT projects. It has a highly developed process model which describes in detail to steps a project should go through to in order to be executed in a controlled environment. In addition to clear processes PRINCE2 also has a clearly defined set of responsibilities. These include the roles and responsibilities of the project manager, senior user, senior supplier and project executive or sponsor. To complement these PRINCE2 full includes detailed templates for the core project management documents such as a progress report and change request form.PMP Certification is a qualification which evaluates to competence of project managers to deliver project based on their knowledge of project management and experience. The certification uses PMI guide to project management body of knowledge or PMBoK guide as the basis of much of the learning. The requirements for PMP include up to 5 years of project management (reduced to 3 years for those with a degree) and a 35 hours of contact time for training. The PMP is one of the most widely recognised project management qualifications in the world. It is now strong outside the USA especially in Asia and Europe. However it is not a project management method, it demonstrates the competence of the project manager. As such is very different from PRINCE2.For More Details:http://www.aabiance.com/courses/apmg/apmg_prince_foundation.html