PM Systems Case Histories - Home - LINGOs


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  • Full life-cycle of project – centralizes;
  • PM Systems Case Histories - Home - LINGOs

    1. 1. Case Histories PM Tools for NGOs William Lester – NPOKI PROJECT MANAGEMENT SUMMIT 22 Sept 2009
    2. 2. Agenda <ul><li>Look at tools/solutions for PM in use by various charity organizations </li></ul><ul><li>Look at some considerations for using PM tools </li></ul><ul><li>Look at some case studies of organizations using custom or off-the-shelf PM tools </li></ul><ul><li>Share stories, comments, questions around tools for PM </li></ul>
    3. 3. Some Background <ul><li>People </li></ul><ul><li>Process </li></ul><ul><li>Environment </li></ul>
    4. 4. People <ul><li>What are the skills needed to manage a program? </li></ul><ul><ul><li>Program management </li></ul></ul><ul><ul><li>Operations management </li></ul></ul><ul><ul><li>Finance management </li></ul></ul><ul><ul><li>Resource management </li></ul></ul><ul><ul><li>Project Management </li></ul></ul><ul><ul><li>What skills have you used for managing a program? </li></ul></ul>
    5. 5. Process <ul><li>How do you map a business process? </li></ul><ul><li>Why should you map a business process? </li></ul><ul><li>What effect do technology tools have on business processes? </li></ul><ul><li>Why do you need to understand what you are doing before you decide what tools you’ll use to manage the process? </li></ul>
    6. 6. Environment <ul><li>What is the physical environment of the place(s) where you'll do your project? </li></ul><ul><li>What is the cultural environment of your organization? </li></ul><ul><li>What are the obstacles that might prevent success in your project? </li></ul><ul><li>How can environmental factors can directly impact your choice of PM tools and solutions? </li></ul>
    7. 7. Suggestion <ul><li>Before you consider using a technology tool or solution to improve your overall project management experience, carefully consider the people , process , and environment around your project, and how those elements might affect the success of a significant intervening variable like technology. </li></ul>
    8. 8. Project Management Tools <ul><li>Software </li></ul><ul><li>Hardware </li></ul><ul><li>Collaboration/Communication </li></ul><ul><li>Templates </li></ul><ul><li>Custom or Off-the-shelf </li></ul><ul><li>Proprietary or Open Source </li></ul><ul><li>Solutions: other processes, like paper , meetings , helping hand , etc. </li></ul>
    9. 9. Project Management Software <ul><li>Definition: Project management software is a term covering many types of software, including scheduling, cost control and budget management, resource allocation, collaboration software, communication, quality management and documentation or administration systems, which are used to deal with the complexity of large projects. </li></ul><ul><li>- Wikipedia </li></ul>
    10. 10. Software Examples Type Example License Desktop Microsoft Project Proprietary GanttProject Open Source Project KickStart Proprietary Collaboration Microsoft Office Project Server Proprietary AMS Realtime Proprietary Web-Based Basecamp Proprietary dotProject Open Source Integrated Cohort Proprietary OpenAir Proprietary Zoho Project Proprietary
    11. 11. Group Discussion <ul><li>Divide into groups </li></ul><ul><li>Discuss the following two Questions (10 minutes total) </li></ul><ul><li>From the discussion, pick two people to report back </li></ul><ul><ul><ul><li>One to share a story re: on Question #1 </li></ul></ul></ul><ul><ul><ul><li>One to share a story re: on Question #2 </li></ul></ul></ul><ul><li>Speed Reporting: 60 seconds to report your story! </li></ul>
    12. 12. Question # 1 <ul><li>What template(s), tool(s), or solution(s) do you or your organization currently use to help manage a discrete project (limited in scope, time, resources)? </li></ul><ul><ul><li>What is the name of the tool? </li></ul></ul><ul><ul><li>How long have you used it? </li></ul></ul><ul><ul><li>What has been your experience with the tool? </li></ul></ul><ul><ul><li>Please share any information that might help others. </li></ul></ul>
    13. 13. Question # 2 <ul><li>What are the challenges around using PM tools and solutions in low resource areas (places with little or no infrastructure, difficult geography, areas in conflict or crisis, poor skills, low literacy)? </li></ul><ul><ul><li>Can technology tools play a role in PM in low resource areas? </li></ul></ul><ul><ul><li>Have you had success using a PM tool in a low resource area? </li></ul></ul><ul><ul><li>Please share any information that might help others. </li></ul></ul>
    14. 14. Summary Questions <ul><li>What template(s), tool(s), or solution(s) do you or your organization currently use to help manage a discrete project? </li></ul><ul><li>What are the challenges around using PM tools and solutions in low resource areas? </li></ul><ul><li>DISCUSS! REPORT! </li></ul>
    15. 15. Case History #1 <ul><li>eIMS </li></ul><ul><li>Daniel Messer </li></ul><ul><li>Head of Knowledge Information Systems </li></ul><ul><li>International Planned Parenthood Federation </li></ul>
    16. 16. Case History #2 <ul><li>Cohort </li></ul><ul><li>Matt Kershnar </li></ul><ul><li>Cohort Consultant </li></ul><ul><li>NonProfit Organizations Knowledge Initiative </li></ul>
    17. 17. The Deep End of the Pool Matt Kershnar – NPOKI PROJECT MANAGEMENT SUMMIT 16 Sept 2009 EngenderHealth’s False Start in Implementing an Enterprise Project Management System
    18. 18. Cohort Project Management Software for International Development, Relief, and Humanitarian Assistance Organizations
    19. 19. Cohort Project Management Software <ul><ul><li>Was created by managers of international development, humanitarian assistance, and relief projects </li></ul></ul><ul><ul><li>Can be used to manage a specific project or an entire organization’s portfolio </li></ul></ul><ul><ul><li>Integrates all project-related information, including: contracts and agreements, results and performance data, work plans, budgets, documents, reports , funding pools, new business opportunities, contact people, and contact organizations </li></ul></ul><ul><ul><li>Utilizes a web-based, multi-lingual user interface for easy access from anywhere </li></ul></ul><ul><ul><li>Supports off-line use when internet access is limited </li></ul></ul><ul><ul><li>Integrates with existing fundraising and accounting software </li></ul></ul>
    20. 20. Cohort Benefits <ul><ul><li>Removes information bottlenecks and promotes information sharing while ensuring data security and integrity </li></ul></ul><ul><ul><li>Improves efficiency by significantly reducing the time required to produce analysis and reports </li></ul></ul><ul><ul><li>Motivates project staff to input and update project and program data using a tool that notifies them of upcoming deadlines, activities, and deliverables, and increases their day-to-day productivity </li></ul></ul><ul><ul><li>Centralizes all project-related data, making it easy to find the latest information </li></ul></ul>
    21. 21. Cohort Features <ul><ul><li>Project Management </li></ul></ul><ul><ul><li>Results Management for Monitoring & Evaluation </li></ul></ul><ul><ul><li>Work Plan Management </li></ul></ul><ul><ul><li>Agreement Management </li></ul></ul><ul><ul><li>Contact Management </li></ul></ul><ul><ul><li>Document Management </li></ul></ul><ul><ul><li>Fund Management </li></ul></ul><ul><ul><li>Budget Management </li></ul></ul><ul><ul><li>Opportunity Management </li></ul></ul><ul><ul><li>Cohort Mobile Add-on for Low-resource Environments </li></ul></ul><ul><ul><li>Ad hoc Query & Reporting </li></ul></ul><ul><ul><li>Multilingual Interface </li></ul></ul>
    22. 22. EngenderHealth Facts <ul><li>700+ Employees & 500+ consultants working in 40+ Countries </li></ul><ul><li>Purchased Cohort Enterprise Version 5.0 in November 2008 </li></ul><ul><li>No Documentation or Training Materials </li></ul><ul><li>No outside expertise </li></ul><ul><li>EH Philosophy: To learn to swim quickly, jump into the deep end of the pool </li></ul>
    23. 23. Our Test Swimmers <ul><li>RESPOND, our largest global project, had designed an Excel-based PM system, and had used it for more than 6 years </li></ul><ul><li>The Workplan with Objectives, Activities, Budgets, Indicators, and Deliverables </li></ul><ul><li>Process was managed by Monitoring & Evaluation </li></ul><ul><li>One dedicated staff person to input all the data (not an M&E person) </li></ul>
    24. 24. Testing = Implementation <ul><li>Gap Analysis document was ignored </li></ul><ul><li>No setup of the system was done </li></ul><ul><li>No understanding of the terms used by the software and within EH i.e. Organization, Headquarters, Office, Program, Project, Activity, Training, Summit, Workshop </li></ul><ul><li>No expectation of compromise </li></ul><ul><li>“ Just give me the username and password. I’ll figure it out.” </li></ul>
    25. 25. Results <ul><li>By the end of the month, the entire test team declared the software unusable, because it didn't mirror their exact business process as defined in Excel. Staff people throughout the organization, who had never seen or used Cohort, were spreading the word about its &quot; lack of functionality and flexibility &quot;. “What a waste of money for that piece of rubbish!” </li></ul>
    26. 26. The Swimmers <ul><li>The dedicated staff person LOVED the software. </li></ul><ul><li>The PMs in the field LOVED the software. </li></ul><ul><li>The Operations Team LOVED the software. </li></ul>The CIO LOVED, LOVED, LOVED the software.
    27. 27. Next Steps <ul><li>Start again, this time with a Cohort consultant. </li></ul><ul><li>Collaborate with sister organizations on the testing process. </li></ul><ul><li>Analyze our existing business processes. </li></ul><ul><li>Define our terms of reference. </li></ul><ul><li>Manage expectations. </li></ul><ul><li>Test before implementation, with several teams from Operations, Programs, Development, both at HQ and in the field. </li></ul>
    28. 28. Lessons Learned?
    29. 29. The Deep End of the Pool Matt Kershnar – NPOKI PROJECT MANAGEMENT SUMMIT 16 Sept 2009 EngenderHealth’s False Start in Implementing a Project Management System
    30. 30. Some Criticisms of PM Software… <ul><li>May not be derived from a sound project management method. </li></ul><ul><li>May be inconsistent with the type of project management method. </li></ul><ul><li>Focuses primarily on the planning phase. </li></ul><ul><li>Offers too many complicated “features”. </li></ul><ul><li>Might shield the manager from important interpersonal contact </li></ul><ul><li>Incurs a larger time-overhead than is worthwhile on smaller projects. </li></ul>
    31. 31. Q & A
    32. 32. Resources <ul><li>Comparison of project management software </li></ul><ul><li> </li></ul><ul><li>NPOKI Resources Web Site: </li></ul><ul><li> </li></ul>
    33. 33. Case Histories PM Tools for NGOs William Lester – NPOKI PROJECT MANAGEMENT SUMMIT 16 Sept 2009