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How Project Management Can Be Used in Your Nonprofit
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How Project Management Can Be Used in Your Nonprofit

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  • 1.
    • HOW PROJECT MANAGEMENT CAN BE USED IN YOUR NONPROFIT
    • Facilitated by:
    • Laura Burford, President, LAD Enterprizes, Inc.
    • Email: [email_address]
    • Phone: 610-429-3122
  • 2. Agenda
    • Basic Project Management Concepts
    • Process Groups
    • Project Manager Role
    • Key Lessons Learned
  • 3. What is a Project ?
    • The fundamental nature of a project is that it is a “ temporary endeavor undertaken to create a unique product, service, or result.”
    • (PMBOK 4 th Edition )
  • 4. What is a Project ?
    • Criteria that projects have in common:
      • Predetermined timeline
      • Clear beginning and end
      • Fixed Budget
      • Specific Deliverable (Product, Service, or Result)
      • Interrelated Tasks
      • Involve People
  • 5. Exercise 1
  • 6. What is Project Management?
    • “ Project management is the process of the application of knowledge, skills, tools, and techniques to project activities to meet
    • project requirements.”
    • (From PMBOK 4 th Edition )
  • 7. What is Project Management?
    • An established approach to managing and
    • controlling a project .
  • 8. Project versus Operational Work
    • The purpose of operational tasks is to carry out day-to-day activities and sustain the business while the purpose of a project is to meet specific objectives.
  • 9. What is a Program?
    • Program is
    • “ a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”
    • (PMBOK 4 th Edition)
  • 10.
    • If any one of the three factors (time, resources, scope) change, at least one other factor is likely to change.
    • Quality is an Outcome.
    What is Project Success ? The Project Triangle
  • 11. Project Life Cycle
    • A project life cycle is “a collection of generally sequential and sometimes overlapping project phases whose name and number are determined by the management and control needs of the organization.”
    • (PMBOK 4 th Edition)
  • 12. Project Phases Single-Phase Project Monitoring and Controlling Initiating Planning Executing Closing
  • 13. Process Groups Capital Campaign Project with Sequential Phases Pre-Campaign Cultivation
  • 14. Process Groups Capital Campaign Project with Overlapping Phases Solicitation Fulfillment Monitoring and Controlling Initiating Planning Executing Closing Monitoring and Controlling Initiating Planning Executing Closing
  • 15. Process Groups
    • There are 5 project management process groups.
      • Initiating
      • Planning
      • Executing
      • Monitoring and Controlling
      • Closing
  • 16. Process Group: Initiating
    • Initiating Process
    • Initiating defines and
    • authorizes the project.
    •  
    • Key Concepts
    •  
    • Create Project Charter
    • Identify Stakeholders
  • 17. Exercise 2
  • 18. Process Group: Planning
    • Planning Process
    • Defines and refines objectives and plans the course of action.
    •  
    • Key Concepts
    •  
    • Identifying Activities
    • Resource Scheduling
    • Risk Identification
  • 19. Exercise 3 Optional
  • 20. Process Group: Executing
    • Executing Process
    • Integrates people and other resources to carry out the project plan.
    •  
    • Key Concepts
    •  
    • Acquire, Develop, Manage Project Team
    • Conduct Procurements
  • 21. Process Group: Monitoring & Controlling
    • Monitoring and Controlling Process
    • Regularly measures and monitors progress to identify variances from the project plan so that corrective action can be taken when necessary.
    • Key Concepts
    •  
    • Status Reports
    • Change Requests
  • 22. Process Group: Closing
    • Closing Process
    • Formalizes acceptance of the product, service, or result and brings the project to an orderly end.
    • Key Concepts
    •  
    • Lessons Learned Report
    • Final Project Report
  • 23. The Project Manager Role
    • Key Responsibilities
    • Key Skills
    • Key Success Factors
    •  
  • 24. The Project Manager Role
    • Deliver scope (work) on
    • time, within budget, and
    • within quality specifications.
  • 25. Key Lessons Learned
    • The overall success of a project depends largely on the role played by the project manager.
    •  
  • 26. Exercise 4
  • 27. About www.NonprofitResourceNetwork.org Contact: Anne L. Gingerich, MSW Nonprofit Resource Network Director Email: [email_address] Telephone: 1-717-871-2178 www.pmi.org/pmief Contact: Diane Fromm Program Director, PMI Educational Foundation E-mail: [email_address] Telephone: 1-610-356-4600 ext. 1128

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