I clarify goals, bring different perspectives together and turn plans into action - in a permanent role or on a freelance basis.My focus is on results that provide a basis for what comes next.
Many stakeholders, limited resources, little time - how do you keep your project on track?
As a project manager or coordinator, I work with stakeholders to define goals and responsibilities. I structure the project, plan milestones and resources, and coordinate delivery. Throughout, I make progress visible, monitor budgets, quality and risks, and adjust the plan as requirements change.
My experience
My experience includes managing projects within an international intergovernmental organisation and supporting more than 120 grant-funded projects through monitoring, review and evaluation.
Strategy & cooperation
Different perspectives and priorities - how do we find a common direction and put it into practice?
I design and facilitate processes that enable stakeholders to develop shared priorities and shape programmes. Together, we identify strengths and opportunities, explore options and agree on practical next steps. This also means deciding what not to pursue - especially when time and budgets are limited.
It is equally important to clarify what the changes mean for those involved, address their concerns and shape the next steps together to make the changes last.
My experience
At the intergovernmental IHRA, my work included translating strategic priorities into programmes, criteria and ways of working, and contributing to strategic reorganisation. Through dialogue and planning sessions, I brought government representatives and experts together and supported implementation.
Events
High expectations, limited time - how do you create more than a packed programme?
Your event’s objectives guide the formats and content I develop. From managing preparation as a project to coordinating delivery on site, my work covers both the overall plan and the practical details. The aim is to bring content to life and create space for people to exchange ideas.
My experience
Events have been a constant thread throughout my career - from Wirtschaftsjunioren and Germany’s Federal Agency for Civic Education to the IHRA and cooperation with the European Commission. I have planned and supported a wide range of formats, including the German Night, exhibition stands, conferences, Speed-Geeking and international plenary meetings.
Find out more · Projects
Steer projects. Create value.
Realigning the IHRA grant programme
Starting point
The impact of the IHRA grant programme needed to become more visible and easier to assess. IHRA-led programmes and the grant programme followed the same strategic priorities. With limited resources, the question was how to bring the IHRA’s activities together to achieve more.
My role
I managed the evaluation and follow-up implementation as one project - from agreeing objectives and scope to launching the new grant call. I led the selection process for the Evaluation Board and proposed its members for approval. I designed the evaluation process and coordinated the programme’s realignment with the relevant bodies and teams. To enable a decision at the biannual plenary meeting, I adjusted the schedule and agreed a decision-ready final draft with the evaluator.
01
Define objectives and scope
Select and propose Evaluation Board members for approval. Agree objectives, scope and expectations under the leadership of the Strategy Chair.
02
Plan
Design and develop the roadmap and Terms of Reference. Plan the budget, schedule, resources and responsibilities. Assess risks and dependencies, and define mitigation measures and consultation steps.
03
Coordinate delivery
Monitor the budget, resources and schedule. Review risks, agree mitigation measures and adjust the approach when needed. Coordinate the external evaluators and the Board; check deliverables against the agreed scope and quality requirements.
04
Implement changes
Translate the external evaluators’ recommendations into concrete action. Propose changes to the programme and coordinate implementation with the teams.
05
Close and consolidate
Prepare the ground for consensus among the 35 member countries on the programme’s new direction. Launch the new grant call, review the results and capture lessons learnt. Establish the revised procedures as part of everyday work. Support applicants and other key stakeholders as they adopt the new approach.
Enable decisions within a tight timeframe
Challenge: Member countries needed a reliable basis for their decision at the December plenary. The schedule had to allow time to review the findings and reach agreement.
Solution: I agreed with the evaluator to provide a decision-ready final draft first and adjusted the schedule accordingly. This allowed member countries to take a decision at the plenary meeting and still comment on the concluding version afterwards.
Coordinate teams and make implementation possible
Challenge: The recommendations called for stronger communication about the grant programme, with limited additional capacity available. The Communications and Programmes teams needed a way to deliver this work within their available capacity, with clear priorities and responsibilities.
Solution: Working with both teams, I identified what each could take on and how we could put the recommendations into practice. Together, we developed a realistic division of responsibilities: external communication with the Communications team and internal communication with the Programmes team. A joint storytelling workshop strengthened the teams’ ability to communicate about grant-funded projects. The roadmap ahead of the grant call clarified tasks and responsibilities in line with available capacity.
Bring activities together and make the most of limited resources
Challenge: The IHRA pursued its strategic goals through both its own activities and the grant programme. With limited resources, the two approaches needed to reinforce each other.
Solution: Grant recipients could benefit from the expertise already reflected in the IHRA’s guidance. I advocated for making the relevant guidelines and tools part of the funding requirements. We included these requirements in the grant criteria. Project teams could then draw on shared expertise - for example, in evidence-based education or working with archival collections. I developed the Resources Explainer to show which resources could help with different projects. This gave grant recipients access to the IHRA’s knowledge while helping put its guidance into practice.
External evaluation completed on time, within the agreed scope and 20% below the planned budget.
Grant funding and IHRA’s subject-matter work brought into closer alignment, with resources pooled.
Communication approaches improved and responsibilities clarified.
Webinar for applicants introduced and Resources Explainer developed.
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Find out more · Strategy & cooperation
Develop strategy. Strengthen cooperation.
Starting point
At the IHRA, government representatives and experts from different disciplines across 35 member countries needed to identify shared priorities. Resources were limited, priorities sometimes differed, and stakeholders held different decision-making powers. New proposals also had to reflect different historical and cultural perspectives and gain the support of all 35 member countries.
My role
I contributed to the organisational strategy and coordinated the development of strategic goals for the grant programme. Working with stakeholders, I then translated these into criteria, ways of working and concrete initiatives. The work began with strategic priorities and later extended to how the organisation worked. Throughout, I coordinated with Presidencies, expert bodies and delegations.
Define goals
Clarify priorities and bottlenecks: what needs to happen first? Identify target groups, intended results and links to existing work.
Sharpen the profile
Identify the organisation’s distinctive contribution: which expertise, resources and networks create particular value?
Develop the concept
Structure ideas, establish shared goals and design suitable formats and ways of working together.
Plan implementation
Adapt processes to the strategy. Develop guidelines, criteria and templates; clarify responsibilities and reporting. Support teams in setting up and delivering projects.
Review and adapt
Define KPIs and quality criteria, assess strategic alignment and use learning from pilots and implementation.
Adapt the grant strategy to new priorities
Challenge: The new organisational strategy needed to be translated into clear funding priorities, selection criteria and a shared framework for monitoring and evaluation.
My contribution: I designed and facilitated the strategy workshop where government representatives and experts worked together to reshape the grant programme. I proposed a clearer distinction between the two approaches: the IHRA develops shared guidance and standards; funded projects address specific needs on the ground.
The requirements for international cooperation, co-funding and the minimum grant amount involved competing considerations. I balanced the IHRA’s international mandate and the effective use of limited funds with the support smaller organisations needed to deliver their projects.
I turned the agreed decisions into grant guidelines. To assess how projects contributed to the strategy, I updated the logical framework and developed an indicator list. Suitable indicators were then agreed with grant recipients at approval or contracting. With the Communications team, I clarified which subject-matter content needed to be communicated.
Challenge: Experts were being asked to develop projects across disciplines for the first time. They needed a shared approach that gave different perspectives room while keeping ideas focused on the strategy and ready for further development.
Solution: I designed the workshops and prepared moderators with guiding questions on target groups, communication, the IHRA’s distinctive contribution and tangible results. I supported teams from the initial idea through implementation and completion. I also coordinated an internal team to prepare the workshops, planning tools, programme and financial guidelines, and application and reporting templates. Five project ideas were approved for funding.
Make cooperation more effective
Challenge: Government representatives and experts needed to pursue shared priorities more effectively and achieve measurable results. Different perspectives and working practices, changing Presidencies and rotating expert bodies made it challenging to maintain a common focus.
Solution: I worked with government representatives and experts to clarify their respective priorities and expectations of cooperation. Based on these discussions, I designed sessions where participants could agree shared goals, plan their next steps and prepare decisions together.
I also developed an organisation-wide concept for the future expert structure and coordinated consultation. New dialogue and planning formats were piloted and refined using participant feedback.
To support management, evaluation and continuous improvement, I defined KPIs at programme, process and project level, alongside criteria for quality and strategic alignment.
Results
Cooperation strengthened and strategy put into practice
Five project ideas developed in strategy workshops were approved for funding, with continued support for the teams during implementation.
Developed programme and financial guidelines, created application and reporting templates, and helped shape monitoring and evaluation systems.
Concept for the future expert structure developed; new dialogue and planning formats piloted, evaluated and refined.
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[{"type":"swot","title":"1. Translating strategic goals into a grant program","subtitle":"IHRA · Adapting the grant program to a new organisational strategy","challenges":["The previous grant strategy covered a broad range of themes.","New priorities and a limited budget call for a sharper focus on the most urgent needs.","The new strategy calls for a shared framework to track how funded projects contribute to its priorities and achieve their intended outcomes.","Projects need to plan for lasting results and share them more effectively."],"swot":[{"title":"Strengths","items":["A unique combination of leading subject-matter expertise and government representation from 35 member countries","Access to this network for grant recipients, including expert advice on applications and feedback on project results","IHRA’s international standing lends credibility to funded projects and can help recipients attract co-funding"]},{"title":"Weaknesses","items":["Limited resources relative to the breadth of potential funding needs.","Broad funding themes make it harder to assess the program’s overall strategic contribution.","Project results need to remain useful and reach relevant audiences beyond the funding period.","The distinct contributions of grants and IHRA-led work need to be clearly defined."]},{"title":"Opportunities","items":["Unmet needs and gaps in research, education and remembrance","Expand IHRA’s network through the grant program, reaching new organisations and connecting them with its expertise and strategic priorities","Potential for cross-border cooperation and exchange of good practices","Opportunity to strengthen work on the underrepresented topic of the Roma genocide"]},{"title":"Threats","items":["Fewer living eyewitnesses and survivors","Historical sites at risk","Archival collections at risk or under restricted access","Underserved countries in Holocaust and Roma genocide education, remembrance and research"]}]},{"type":"decisions","title":"2. Defining the program’s focus and funding conditions","priorities":"Safeguarding the Record · Countering Distortion","roles":[{"title":"IHRA-led work","text":"Draw on subject-matter expertise and political reach to develop shared guidelines and standards that member countries can endorse and implement."},{"title":"Grant program","text":"Build capacity in the field: close specific gaps and co-fund external organisations to encourage them to take up and implement strategic priorities"}],"heading":"Balance access, international purpose and delivery capacity","decisions":[{"title":"International dimension","items":["Challenge: Balance local capacity-building needs with IHRA’s international mandate and the value of cross-border cooperation.","Considerations: Weigh local capacity needs against IHRA’s international mandate and the opportunity to connect expertise across borders. Distinguish IHRA’s contribution from national funding.","Decision: Keep an international dimension: IHRA grants should connect expertise across borders and complement national funding."]},{"title":"Co-funding","items":["Challenge: Balance accessibility for smaller organisations with the aim of making IHRA funding go further through co-funding.","Considerations: Balance access to funding with the aim of maximising IHRA’s contribution through co-funding, encouraging other funders to support the strategic priorities and avoiding dependence on IHRA as a sole funder.","Decision: Retain co-funding, with up to a year to secure it. An IHRA commitment can strengthen recipients’ credibility with other funders and help leverage additional support."]},{"title":"Minimum grant amount","items":["Challenge: Balance smaller organisations’ fundraising and delivery capacity with the resources required for assessment and project monitoring.","Considerations: Consider the assessment and monitoring effort associated with different grant sizes.","Decision: Maintain the €15,000 minimum to keep application assessment and project monitoring manageable within available staff capacity."]}]},{"type":"bsc","title":"3. Turning strategy into program management","panels":[{"title":"Impact & strategic contribution","items":["Objective: Build capacity in the field and address thematic and funding gaps","Critical success factors: Identify needs through expert input; ensure strategic alignment, grant recipients’ capacity to deliver and appropriate target groups","Indicators: Share of applications demonstrating strong strategic alignment and a convincing project rationale; extent to which intended outcomes are achieved; evidence that results remain useful beyond the funding period.","Actions: Clearly define funding priorities and selection criteria; revise the logical framework and application questions to connect objectives, outputs and outcomes; introduce a robust monitoring and evaluation framework"]},{"title":"Applicants, experts & member countries","items":["Objective: Reach applicants with relevant subject-matter expertise, mobilise delegates’ input and secure member countries’ support for funding decisions.","Critical success factors: A well-prepared Grant Review Committee with geographical and gender balance and relevant expertise; clear, tailored applicant guidance; transparent funding recommendations, clear conflict-of-interest rules and appropriate opportunities for member-country input.","Indicators: Applicant reach and geographical distribution; applicants’ understanding of funding criteria and procedures; applicant and reviewer feedback; clarity of funding recommendations; timely completion of agreed decision procedures.","Actions: Follow clear rules and procedures approved by member countries. Promote the grant call, engage applicants early and provide feedback well ahead of the deadline. Brief reviewers, prepare clear funding recommendations and coordinate member-country input in line with the agreed decision procedures."]},{"title":"Processes & quality","items":["Objective: Select evidence-based, high-quality projects and support their delivery","Critical success factors: Clear standards and tailored assessment questions for the Grant Review Committee; realistic, jointly agreed indicators linked to strategic objectives; sustainability and dissemination planned from the outset; qualified reviews and risk-based monitoring","Indicators: Share of applications meeting funding criteria; expert assessment of the evidence-based approach and project rationale; deviations from objectives and schedules; completeness and timeliness of reporting.","Actions: Clarify objectives and monitoring plans during the application process. Agree realistic indicators at approval or contracting. Track progress through interim reports, project visits and presentations at IHRA meetings. Require applicants to plan communication and dissemination using the template developed by Comms"]},{"title":"Finance & resources","items":["Objective: Make IHRA funding go further by requiring co-funding","Critical success factors: Grant recipients’ capacity to manage funding and deliver their projects; realistic project budgets in line with IHRA financial rules; secured co-funding","Indicators: Co-funding ratio; budget deviations; assessed efficiency of resource use; distribution of funding across countries and thematic priorities.","Actions: Require co-funding; apply financial controls and audits; plan capacity and balance competing objectives"]}],"contribution":["Prepare and moderate the grant strategy workshop with government representatives and experts; jointly develop funding objectives, criteria and conditions.","Propose complementary roles for IHRA-led work and grants; advocate for an international dimension, co-funding and a manageable minimum grant amount.","Draft the grant guidelines and prepare them for approval by consensus among 35 member countries.","Develop the indicator list and revise the logical framework; work with recipients to agree realistic indicators at approval or contracting."]}]
Find out more · Events
Think strategically. Manage as a project. Deliver with attention to detail.
Content & strategy
An event should make a difference. I start by asking what we want to achieve and whose involvement is needed. At the IHRA, this meant bringing government representatives and experts closer together: building mutual understanding, helping historical knowledge inform policy, and developing practical recommendations that could lead to change.
European Commission
Challenge: One important aim of the conference was to raise policymakers’ awareness of the need to safeguard historical sites. It brought together the European Commission’s political reach and the IHRA’s internationally recognised expertise. The programme needed to show policymakers why safeguarding these sites mattered and where action was needed. It also had to take account of the priorities of the community, experts, the Commission, and the IHRA and EU Council Presidencies.
Solution: I helped shape the format, protocol and content, bringing together experts from different disciplines and European countries. Their contributions showed why action was needed and what safeguarding historical sites involved in practice. With the partners, I helped develop the IHRA’s key messages and played a substantial role in shaping the panel contributions. With speakers, the Communications team and the moderator, I ensured that contributions built on each other and that the panel and speeches were aligned.
This brought the IHRA’s expertise into view while supporting the Presidencies’ shared aims. I also encouraged participation from across the IHRA. Throughout, I also looked for ways to build on the event and develop the partnership further. Building on the positive feedback, I immediately developed a concept for continued cooperation, including my ideas for the launch of the IHRA Charter and a guided tour in Brussels.
Challenge: A tightly scheduled plenary week needed to provide visibility for member countries and experts while enabling exchange across disciplines and joint work. Many contributions had traditionally taken the form of presentations, while the IHRA strategy sought stronger cooperation across disciplines and between government representatives and experts. New formats therefore had to be developed and participants encouraged to engage with them, within limited time and formal speaking and decision-making procedures.
Solution: I developed a concept for cross-cutting workshops and first presented it to the Presidency and senior experts. Together, we refined the topics and selected moderators. Each workshop had a concept and guiding questions that I prepared for the moderators. These kept discussions focused on the strategy, who the proposed work should reach and what it should produce. I supported moderators and contributors through preparation and delivery. Participants then shared their results in a panel discussion at the plenary. Later, I added Speed-Geeking to bring project leaders and delegates together and help them understand each other’s work.
Project management
Multi-part congresses need well-coordinated contributions, technology, venue changes and travel. International plenary meetings also involve formal decision-making rules and different rights to participate. I plan these requirements together, clarify responsibilities and keep track of dependencies and risks. I weigh up which services to deliver in-house and which to outsource, brief providers, compare proposals, commission work and check quality.
European architects’ congress · bpb
I managed the organisational preparation of a multi-part congress programme featuring presentations, panels and a guided visit to the Federal Chancellery. I coordinated the work packages for the conference handbook, travel, technology and running order, aligning deadlines and dependencies.
IHRA plenary meetings
Alongside regular meetings, the tightly scheduled plenary week needed room for people to work across disciplines. With each Presidency, I adjusted the programme and meeting times and found alternatives when rooms were unavailable. Participants needed clear information before arriving, so they could spend their time together discussing and developing the work. I planned the preparation around those needs - for participants and the teams involved.
Operational delivery
On site, details matter: participants need to find their way, speakers need the right technical setup, and names and country designations must be correct. I bring structure to delivery and respond flexibly on site when requirements change.
IHRA plenary meetings
For recurring plenary meetings with around 250 participants from Monday to Thursday, I coordinated running orders, briefings, materials and technical requirements. The Presidency was responsible for rooms, catering, technical provision and hotel allocations.
On site, I coordinated protocol requirements, participant information and updated meeting papers with the responsible teams. To respond to last-minute changes, unavailable speakers or the need for further political consultation, I adjusted schedules and coordinated alternative programme elements, additional meetings and updated papers. Throughout, I monitored dependencies and timing and kept the teams informed.
Wirtschaftsjunioren
International conferences, trade shows and accompanying events such as the German Night placed high demands on both my planning and my work on site. I coordinated exhibition stands, transport logistics and travel, and organised board meetings. At the conference office, I supported members and delegations with registration, tickets and individual requests, helping them find their way, take part smoothly and focus on networking.
Results
Continued cooperation Cooperation with the European Commission expanded the following year, with the launch of the IHRA Charter and a guided tour in Brussels.
Building support for projects Speed-Geeking gave project leaders the chance to build understanding and support among delegates from different countries, including at the political level.
Working across disciplines The cross-cutting workshops produced five project ideas that went beyond existing disciplinary boundaries and were approved for funding. The following Presidency took up the approach and asked for further innovative formats. Button: Back ---
[{"type":"roadmap","title":"Managing the evaluation. Implementing change.","subtitle":"Project roadmap · April 2022-July 2023","groups":[{"title":"Coordinate the evaluation","tasks":[["Clarify scope, objectives and the board’s mandate; draft the budget; select board members across disciplines, ensuring geographical and gender balance; select the evaluator",1,2,"Apr 2022"],["Develop roadmap and ToR",1,2,"Apr 2022"],["Build consensus among 35 member countries on the ToR, approach, evaluation board and budget",2,4,"May-Jun 2022"],["Coordinate the evaluation, review quality, provide input, convene the board and adjust the schedule for a decision-ready final draft",4,8,"Jul 2022 to Oct 2022"]]},{"title":"Define the program’s direction","tasks":[["Agree a decision-ready final draft with the evaluator and circulate it to member countries",8,9,"Beginning of Nov 2022"],["Discuss evaluators’ recommendations",7,9,"Oct 2022 to Nov 2022"],["Build support among member countries for the program’s new direction",8,10,"Nov-Dec 2022"],["Circulate the concluding draft for member-country comments and incorporate final adjustments",10,11,"Jan 2023"]]},{"title":"Plan and implement changes","tasks":[["Prioritise recommendations and develop an implementation roadmap",10,11,"Jan 2023"],["Develop guidelines and build processes",11,12,"Feb 2023"],["Build support among member countries for the new guidelines and processes",14,16,"May-Jun 2023"],["Develop the communications strategy",12,14,"Mar 2023 to Apr 2023"],["Implement changes, adapt materials and the online application system",11,16,"Feb 2023 to Jun 2023"],["Prepare the new grant call and deliver the launch",14,17,"May 2023 to Jul 2023"],["Explain the revised approach, guide applicants and engage key stakeholders to build understanding and support",16,17,"Jul 2023"]]},{"title":"Throughout the project","tasks":[["Manage budget, resources, risks and quality throughout",1,17,"Apr 2022 to Jul 2023"]]}],"milestones":[["End of Jun 2022","Consensus reached on the ToR, approach, evaluation board and budget"],["Beginning of Nov 2022","Agreed final draft circulated as a basis for decision-making"],["Dec 2022","Consensus reached on the new direction"],["End of Jan 2023","Implementation concept prepared"],["End of Apr 2023","Communications strategy finalised"],["Mid-May 2023","Roadmap for the new grant call finalised"],["End of Jun 2023","Changes implemented, updated procedures embedded and new grant call prepared"],["By the beginning of Jul 2023","New grant call launched"]]}]
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Political scientist · Certified Senior Portfolio Manager (IPMA Level B) · PMO certificate · McKinsey Forward alumna
As a political scientist and certified Senior Portfolio Manager (IPMA Level B), I bring in-depth experience in international projects, programmes and events.My career brings together experience from different worlds: business networks, civic education and international cooperation. This includes working with entrepreneurs at Wirtschaftsjunioren within the German Chamber of Commerce (DIHT) and organising public-facing events at Germany’s Federal Agency for Civic Education (bpb). At the intergovernmental International Holocaust Remembrance Alliance (IHRA), I worked with government representatives and experts from museums, universities and ministries across 35 member countries.What motivates me is thinking across disciplines and bringing people and ideas together to create shared experiences and results that make a difference.Established project and portfolio management methods help me set priorities, plan resources and make progress visible. Working collaboratively, I make sure agreed steps are carried out and flag the need for change early.Outside work, I enjoy staying active outdoors and making pottery. I also have a long-standing interest in photography and fashion.
I look forward to connecting. Together, we can explore what you need and how I can contribute.Please use the form below or email me directly at [email protected].
Information pursuant to Section 5 of the German Digital Services Act (DDG)Rosvita Krajinovic plans by ro Briesestr. 9 12053 Berlin Germany Email: [email protected]
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