Project ManagementProject Management
for Nonprofitsfor Nonprofits
Norman ReissNorman Reiss
Feb. 12, 2008 / updated May 201...
2
Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
AgendaAgenda
 IntroductionsIntroducti...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Introductions – Norman ReissIntroducti...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Introductions – Norman ReissIntroducti...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Introductions – About YouIntroductions...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Basic Project Management PrinciplesBas...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Project Management PrinciplesProject M...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Project Management PrinciplesProject M...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Project Management PrinciplesProject M...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Project Management TermsProject Manag...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Project Management ProcessesProject M...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
More Project Management ConceptsMore ...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Project Management ApproachesProject ...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Top 10 Reasons for Project SuccessTop...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Top 10 Project Management SkillsTop 1...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Project Management SoftwareProject Ma...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Dealing with StakeholdersDealing with...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Managing NonprofitManaging Nonprofit
...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Project Management for Nonprofits?Pro...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Establishing Project ManagementEstabl...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Establishing Project ManagementEstabl...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
‘‘Project Friendly’ OrganizationsProj...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Top Project Strategy MistakesTop Proj...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Top 10 Technology ProjectsTop 10 Tech...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Project Management TechniquesProject ...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Project Management Techniques Applied...
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Norman Reiss | Project Management for Nonprofits
Feb. 12, 2008 | updated May 2015
Questions?Questions?
Nonprofit Bridge...
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Project Management For Nonprofits

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Project Management For Nonprofits

  1. 1. Project ManagementProject Management for Nonprofitsfor Nonprofits Norman ReissNorman Reiss Feb. 12, 2008 / updated May 2015Feb. 12, 2008 / updated May 2015 Nonprofit BridgeNonprofit Bridge Bridging Technology, Communications & DevelopmentBridging Technology, Communications & Development http://www.nonprofitbridge.comhttp://www.nonprofitbridge.com nreiss@nonprofitbridge.comnreiss@nonprofitbridge.com
  2. 2. 2 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 AgendaAgenda  IntroductionsIntroductions  Basic Project Management PrinciplesBasic Project Management Principles  Project Management for NonprofitsProject Management for Nonprofits  Project Management Techniques applied toProject Management Techniques applied to Three Major Nonprofit InitiativesThree Major Nonprofit Initiatives  QuestionsQuestions (but welcome at any time)(but welcome at any time)
  3. 3. 3 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Introductions – Norman ReissIntroductions – Norman Reiss  Core strengths:Core strengths:  Internet / Web Site Strategies Internet / Web Site Strategies   Project ManagementProject Management  CMS / CRM Selection / ImplementationCMS / CRM Selection / Implementation  Moved to nonprofit in 2000 after corporate career, mostly inMoved to nonprofit in 2000 after corporate career, mostly in financial services.financial services.  Received PMP certification in fall 2006Received PMP certification in fall 2006  Active member / speaker at Nonprofit Technology EnterpriseActive member / speaker at Nonprofit Technology Enterprise Network, Project Management InstituteNetwork, Project Management Institute  Member of selection committee for Nonprofit Excellence AwardsMember of selection committee for Nonprofit Excellence Awards  Currently Project Manager at Center for Court InnovationCurrently Project Manager at Center for Court Innovation
  4. 4. 4 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Introductions – Norman ReissIntroductions – Norman Reiss ““When attending meetings of the Project Management Institute, rarelyWhen attending meetings of the Project Management Institute, rarely have I heard much talk about nonprofit organizations or have I methave I heard much talk about nonprofit organizations or have I met people who focus on nonprofits.  Similarly, in my current organization,people who focus on nonprofits.  Similarly, in my current organization, I often have to explain the benefits of project management in planningI often have to explain the benefits of project management in planning and implementing initiatives.and implementing initiatives. ““Project management would be helpful inProject management would be helpful in anyany organization yet nonprofitsorganization yet nonprofits have been a bit slow to get on the bandwagon.  One of the biggesthave been a bit slow to get on the bandwagon.  One of the biggest challenges I've faced recently is getting all stakeholders tochallenges I've faced recently is getting all stakeholders to participate.  If only a few people / departmentsparticipate.  If only a few people / departments dominate conversations, it is less likely that the results will bedominate conversations, it is less likely that the results will be acceptable to all who are affected by its implementation.”acceptable to all who are affected by its implementation.” From my blog, Nonprofit Bridge, March 6, 2007From my blog, Nonprofit Bridge, March 6, 2007
  5. 5. 5 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Introductions – About YouIntroductions – About You  Please introduce yourself:Please introduce yourself:  NameName  OrganizationOrganization  Project Management experience?Project Management experience?  For Profit? Not for Profit background?For Profit? Not for Profit background?  What you hope to learn from today’s sessionWhat you hope to learn from today’s session
  6. 6. 6 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Basic Project Management PrinciplesBasic Project Management Principles
  7. 7. 7 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Project Management PrinciplesProject Management Principles  PMBOK – Project Management Body of KnowledgePMBOK – Project Management Body of Knowledge  Characteristics of a ProjectCharacteristics of a Project  Temporary - definite beginning & endTemporary - definite beginning & end  Create unique product, service or resultsCreate unique product, service or results  Progressive elaboration – series of stepsProgressive elaboration – series of steps  Specific objective vs. ongoing operationsSpecific objective vs. ongoing operations  Project ManagementProject Management  Application of knowledge, skills, tools and techniques toApplication of knowledge, skills, tools and techniques to meet project requirements.meet project requirements.
  8. 8. 8 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Project Management PrinciplesProject Management Principles  Project PlanProject Plan  StakeholdersStakeholders  Selecting Your TeamSelecting Your Team  Risk ManagementRisk Management  Communications StrategiesCommunications Strategies  probably the most important project management skillprobably the most important project management skill  Handling Change RequestsHandling Change Requests  Must have process in place from beginningMust have process in place from beginning
  9. 9. 9 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Project Management PrinciplesProject Management Principles  Project management involves:Project management involves:  Identifying requirementsIdentifying requirements  Establishing clear & achievable objectivesEstablishing clear & achievable objectives  ‘‘Triple constraint’ – changing one must change others:Triple constraint’ – changing one must change others:  TimeTime  CostCost  ScopeScope  also Qualityalso Quality  Adjusting specifications, plans and approach to meetAdjusting specifications, plans and approach to meet concerns / expectations of stakeholdersconcerns / expectations of stakeholders
  10. 10. 10 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Project Management TermsProject Management Terms  Program – group of related projects managed togetherProgram – group of related projects managed together  Portfolio – collection of projects and programs managedPortfolio – collection of projects and programs managed togethertogether  Project Management Office (PMO) – oversees management ofProject Management Office (PMO) – oversees management of projects, programs, or combination of bothprojects, programs, or combination of both  Scope Creep – have a formal process in place to evaluateScope Creep – have a formal process in place to evaluate proposed changes then approve or reject.proposed changes then approve or reject.  Critical Path – tasks that must be done to finish project on timeCritical Path – tasks that must be done to finish project on time
  11. 11. 11 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Project Management ProcessesProject Management Processes  Initiating – defines, authorizes projectInitiating – defines, authorizes project  Planning – plans actions required to achieve objectivesPlanning – plans actions required to achieve objectives and scopeand scope  Executing – integrates people and other resources toExecuting – integrates people and other resources to carry out plancarry out plan  Monitoring / Controlling – regularly measures andMonitoring / Controlling – regularly measures and monitors progress to identify variances from plan somonitors progress to identify variances from plan so corrective action can be takencorrective action can be taken  Closing – formalizes acceptances of product, service orClosing – formalizes acceptances of product, service or results and brings project to endresults and brings project to end
  12. 12. 12 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 More Project Management ConceptsMore Project Management Concepts  Project objectives (SMART):Project objectives (SMART):  SpecificSpecific  MeasurableMeasurable  AchievableAchievable  RealisticRealistic  Time specificTime specific  Project manager often has no supervisory relationship over staffProject manager often has no supervisory relationship over staff  Reasons for project failureReasons for project failure  Fear – team members need to protect their own interestsFear – team members need to protect their own interests  Misaligned expectations – project deliverables not clear to allMisaligned expectations – project deliverables not clear to all  Confusion – over roles, responsibilities or processConfusion – over roles, responsibilities or process  Loss of momentum – problems not dealt with when they come upLoss of momentum – problems not dealt with when they come up  Team member job dissatisfactionTeam member job dissatisfaction  Lack of commitment to success of project – not part of ‘job description’Lack of commitment to success of project – not part of ‘job description’
  13. 13. 13 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Project Management ApproachesProject Management Approaches  Traditional / Waterfall – series of steps in linear sequenceTraditional / Waterfall – series of steps in linear sequence  Agile / Extreme / Radical – work best when requirements areAgile / Extreme / Radical – work best when requirements are vague, organization is undergoing change, or risk is highvague, organization is undergoing change, or risk is high  Project split into small phasesProject split into small phases  Requirements modified as you goRequirements modified as you go  Constant interaction between developers and usersConstant interaction between developers and users  Short timeframesShort timeframes  Used mostly in software and web site developmentUsed mostly in software and web site development  Rapid feedback from usersRapid feedback from users  Adapt to change if you can’t predict itAdapt to change if you can’t predict it  Agile manifesto – www.agilemanifesto.orgAgile manifesto – www.agilemanifesto.org
  14. 14. 14 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Top 10 Reasons for Project SuccessTop 10 Reasons for Project Success (Standish Group)(Standish Group)  User involvementUser involvement  Executive management supportExecutive management support  Clear business objectivesClear business objectives  Optimizing scopeOptimizing scope  Agile processAgile process  Project manager expertiseProject manager expertise  Financial managementFinancial management  Skilled resourcesSkilled resources  Formal methodologyFormal methodology  Standard tools and infrastructureStandard tools and infrastructure
  15. 15. 15 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Top 10 Project Management SkillsTop 10 Project Management Skills (Tech Republic)(Tech Republic) 1. Define project1. Define project 6. Manage risks6. Manage risks 2. Plan work2. Plan work 7. Manage communication7. Manage communication 3. Manage work plan3. Manage work plan 8. Manage documentation8. Manage documentation 4. Manage issues4. Manage issues 9. Manage quality9. Manage quality 5. Manage scope5. Manage scope 10. Manage metrics10. Manage metrics
  16. 16. 16 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Project Management SoftwareProject Management Software  Microsoft ProjectMicrosoft Project  BasecampBasecamp  Central DesktopCentral Desktop  OmniPlan (Macintosh)OmniPlan (Macintosh)  DreamTeam (SalesForce add-in)DreamTeam (SalesForce add-in)  Active CollabActive Collab  Microsoft Office (Word, Excel etc.)Microsoft Office (Word, Excel etc.)
  17. 17. 17 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Dealing with StakeholdersDealing with Stakeholders  Stakeholder – individual or organization whoseStakeholder – individual or organization whose interests may be affected by projectinterests may be affected by project  Importance of identifying all stakeholders at theImportance of identifying all stakeholders at the beginning of projectbeginning of project  Project success depends on how you manageProject success depends on how you manage stockholders, so engage them in decision making andstockholders, so engage them in decision making and keep lines of communication open.keep lines of communication open.  Meet individually with stakeholders to advise of updatesMeet individually with stakeholders to advise of updates and adjust expectations.and adjust expectations.
  18. 18. 18 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Managing NonprofitManaging Nonprofit Technology ProjectsTechnology Projects  Stress-Free Technology Project Management forStress-Free Technology Project Management for Nonprofits (Nten)Nonprofits (Nten)  Six Views of Project Management SoftwareSix Views of Project Management Software (Idealware)(Idealware)  How Project Management Can Be Used AtHow Project Management Can Be Used At Your Nonprofit (PMI Educational Foundation)Your Nonprofit (PMI Educational Foundation)
  19. 19. 19 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Project Management for Nonprofits?Project Management for Nonprofits?
  20. 20. 20 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Establishing Project ManagementEstablishing Project Management Within Your OrganizationWithin Your Organization  Project success measured by whether objectives are metProject success measured by whether objectives are met AND whether team members found work rewarding.AND whether team members found work rewarding.  Educate staff on how Project Management can helpEducate staff on how Project Management can help  If organization is not ‘project friendly,’ need moreIf organization is not ‘project friendly,’ need more authority and/or money to succeed.authority and/or money to succeed.  PM isn’t only useful for technology projectsPM isn’t only useful for technology projects  PM isn’t the same as software developmentPM isn’t the same as software development
  21. 21. 21 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Establishing Project ManagementEstablishing Project Management Within Your OrganizationWithin Your Organization  Don’t use IT terms with non IT peopleDon’t use IT terms with non IT people  Find a supporter on business sideFind a supporter on business side  Use a variety of communications techniquesUse a variety of communications techniques  Start small to build successesStart small to build successes  Must understand business side of organizationMust understand business side of organization  Address organization’s points of painAddress organization’s points of pain
  22. 22. 22 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 ‘‘Project Friendly’ OrganizationsProject Friendly’ Organizations (Rob Purdie, Important Projects)(Rob Purdie, Important Projects)  Management balance between tasks & peopleManagement balance between tasks & people  Balance between output and processesBalance between output and processes  Teamwork / cooperation is focus vs. dept ‘silos’Teamwork / cooperation is focus vs. dept ‘silos’  Tolerance for conflict / taking risksTolerance for conflict / taking risks
  23. 23. 23 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Top Project Strategy MistakesTop Project Strategy Mistakes  Identifying a new technology, then trying to developIdentifying a new technology, then trying to develop ways to apply itways to apply it  Failing to insure projects are business drivenFailing to insure projects are business driven  Failing to access projects and capabilities beforeFailing to access projects and capabilities before committing to plan and schedulecommitting to plan and schedule  Not identifying possible risksNot identifying possible risks  Not learning from poorly performing projectsNot learning from poorly performing projects  Inadequate communication with business staffInadequate communication with business staff  Not integrating new systems with oldNot integrating new systems with old  Inadequate metrics, documentationInadequate metrics, documentation
  24. 24. 24 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Top 10 Technology ProjectsTop 10 Technology Projects Which Apply to Nonprofits? (Baseline Magazine)Which Apply to Nonprofits? (Baseline Magazine) Business Process Management /Business Process Management / ImprovementImprovement Break down business functions, figure out better ways ofBreak down business functions, figure out better ways of executing them, building technology systems to do them.executing them, building technology systems to do them. Disaster Planning / RecoveryDisaster Planning / Recovery Preparing for the worst.Preparing for the worst. Customer (Constituent) RelationshipCustomer (Constituent) Relationship Management (CRM)Management (CRM) Universal need of for profit and not for profit organizations.Universal need of for profit and not for profit organizations. Intrusion Detection and PreventionIntrusion Detection and Prevention Do you know where your laptops are and what information is onDo you know where your laptops are and what information is on them?them? Business Analytics / BusinessBusiness Analytics / Business IntelligenceIntelligence Analyzing what’s happening and figuring out how to respond.Analyzing what’s happening and figuring out how to respond. Server UpgradesServer Upgrades Are you prepared for organizational growth by increasingAre you prepared for organizational growth by increasing capacity?capacity? Desktop / Laptop UpgradesDesktop / Laptop Upgrades Do you have a schedule or do you wait until something breaks?Do you have a schedule or do you wait until something breaks? Enterprise Systems PlanningEnterprise Systems Planning Getting systems to work together after a mergerGetting systems to work together after a merger Web ServicesWeb Services Early adopters – financial services, governmentEarly adopters – financial services, government Financial ReportingFinancial Reporting For nonprofits, how does your fundraising software talk to yourFor nonprofits, how does your fundraising software talk to your accounting software?accounting software?
  25. 25. 25 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Project Management TechniquesProject Management Techniques Applied to Three Major Nonprofit InitiativesApplied to Three Major Nonprofit Initiatives
  26. 26. 26 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Project Management Techniques Applied toProject Management Techniques Applied to Three Major Nonprofit InitiativesThree Major Nonprofit Initiatives  Web Site RedesignWeb Site Redesign  Use of agile techniquesUse of agile techniques  Identifying and updating all stakeholdersIdentifying and updating all stakeholders  Introduction of Content Management SystemIntroduction of Content Management System  Planning who will update web sitePlanning who will update web site  Ease of use vs. total flexibilityEase of use vs. total flexibility  Introduction / Enhancement of ePhilanthropy ToolsIntroduction / Enhancement of ePhilanthropy Tools  Jointly involving all departments that will be affectedJointly involving all departments that will be affected  Selecting products that integrate with existing softwareSelecting products that integrate with existing software How would project management strategies improve how projectsHow would project management strategies improve how projects are implemented at your organization?are implemented at your organization?
  27. 27. 27 Norman Reiss | Project Management for Nonprofits Feb. 12, 2008 | updated May 2015 Questions?Questions? Nonprofit BridgeNonprofit Bridge Bridging Technology, Communications & DevelopmentBridging Technology, Communications & Development http://www.nonprofitbridge.comhttp://www.nonprofitbridge.com nreiss@nonprofitbridge.comnreiss@nonprofitbridge.com

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