How Project Management Can Be Used in Your Nonprofit


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How Project Management Can Be Used in Your Nonprofit

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