Project Management For Nonprofits

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
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)

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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

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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

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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

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Basic Project Management PrinciplesBasic Project Management Principles

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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.

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 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

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 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

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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

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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

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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’

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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

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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

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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

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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.)

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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.

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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)

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Project Management for Nonprofits?Project Management for Nonprofits?

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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

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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

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‘‘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

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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

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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?

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Project Management TechniquesProject Management Techniques
Applied to Three Major Nonprofit InitiativesApplied to Three Major Nonprofit Initiatives

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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?

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Questions?Questions?
Nonprofit BridgeNonprofit Bridge
Bridging Technology, Communications & DevelopmentBridging Technology, Communications & Development
http://www.nonprofitbridge.comhttp://www.nonprofitbridge.com
nreiss@nonprofitbridge.comnreiss@nonprofitbridge.com

Project Management For Nonprofits

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