The document discusses an IT project management case study for a nonprofit organization called bc211. It describes how a volunteer project manager, Shawn Hawkins, helped bc211 implement a new Information Management System over 4 months. Key aspects of the project included assessing the organization's readiness, defining the project management role, developing a project plan, and preparing for the go-live launch. The case study highlights best practices in flexible project management for nonprofits.

1. IT PROJECT MANAGEMENT
FOR NONPROFITS
A CASE STUDY

2. AGENDA
 Overview of pm-volunteers.org™
 Case study: bc211 Information
Management System
Implementation Project
 Q&A
 Wrap up
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4. MISSION
Mobilize the project management
community to generate skilled
volunteer PM services for NFP
organizations
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5. HOW?
Connecting volunteer project
managers with not-for-profits
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6. HISTORY
 November 2009: PM-V founded
 February 2010: 1 volunteer & 1 not-for-
profit
 Today:
 Engaged with 83 NFP organizations
 73 projects completed/in progress
 5100+ hours of skilled volunteer
community service
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7. NOT FOR PROFIT CLIENTS
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8. PROJECT EXAMPLES
 Information Technology
 Facilities Renovation & Construction
 Training & Development
 Human Resources
 Event Management
 Social Services/Research
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10. WHY NFPs ENGAGE SKILLED
VOLUNTEER PMS
 Complement employee skill set
 Define, initiate & plan major projects
 Deliver key projects on time & on budget
 Manage risk
 Build internal PM capacity
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11. WHY PMs VOLUNTEER
 Meaningful engagement
 Being involved in sustainable projects w/
legacy benefits to the community
 Career Development – exploring other
sectors
 Networking
 Earn professional development units (PDUs)
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12. PROJECT CASE STUDY
Shawn Hawkins
VOLUNTEER PM
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13. bc211 Information
Management System
Implementation Project
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14. Group 1 : work on internal project teams developing
software.
Group 2 : work in IT companies in client-facing roles
(actual contact such as customer rep or account rep).

15. Group 3 : work in client companies on the receiving end
of IT programs or services.
Group 4 : work in project management roles and are on
top of everything. 

16. Project Summary (Hand out)
Put yourself in my boots:
-unfamiliar with the bc211
organization
-unfamiliar with the IMS software
-new face

17. Project Summary Sheet useful to:
- describe the project to recruit a PM
- concise communication base
- provide a reference point when
project scope questions arise

18. Discussion # 1. Project Summary Sheet
Scope of Work
- Create a Strategic Plan ….stakeholder plan, scheduling, training,
resource and budget requirements…
- Coaching and templates…..implementation
Deliverables
-Written assessment current strategic plan
-Project Plan including schedule, resource plan, risk analysis and
implementation…
Time Commitment
- Estimated 50-70 hours over 4 months
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19. - Initial reading pretty straightforward
- List of Q’s for first project discussion with XD
Q. What questions would you ask the Executive
Director in your first project-focused discussion?

20. What actually happened….
XD took strategic plan off the table
Based on readiness questions,
distinct impression 4 month
timeframe was just not realistic
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21. Q. Now what would you do?

22. What actually happened….
 Review all information and re-meet 1
week
 Outline best guess realistic timeline,
approach and deliverables
 Let go of strategic plan review task –
focus on delivering the IMS project
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23. Discussion # 2. Assessment Stage
Organization and Environmental Factors
bc211 unionized, 30-40, divided into functional areas:
 Information & Referral (I&R) - largest staff & operate a
specialized 24/7 call centre
 Reporting & Publication (R&P) maintain data and
develop reports
 Mgr. of Operations (Finance and HR); Mgr. of
Resources/IT; Mgr. of Information; referral specialists
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24. Discussion # 2. Assessment Stage
Mgr. of R&P most involved in
development of the project
On first day learned he would be
leaving in 10 days
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25. Q. How would you handle that situation?
What would you do or not do? (5 min)

26. What actually happened….
bc211 culture quite positive &
individual quite conscientious
Met, shared background and history of
the project including legacy systems
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27. • Senior staff unfamiliar with formal project
management
• Familiar working with & around each other
• Had to define my role as PM – whole scale of
possibilities with no right or wrong
• Spectrum:
- central, insider, advisor

28. Discussion # 3 Project Management Role
Q. What would you do? (5 min)
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29. • Stayed towards the advisor/guide end of the spectrum
• Brought in MS Project 2010
• High level Project Plan with dates and tasks,
accountabilities and links
• Weekly in person team meetings & weekly conference calls
• Prepared initial:
- Risk Register
- Change Management Plan (including communications
and consultation)

30. •Met one-on-one with all leads away from dynamics of
group meeting
• Prepared initial:
- Critical Success Factors (internal and external)
- T-minus timetable
- Parking Lot for out-of-scope ideas
• Project Completion Report (for future bc211 leaders)

31. Discussion #4 Go Live
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32. Discussion # 4 Go Live
 After months of planning, decision crunch within 24 hrs.
 Some factors momentum oriented (programs not
perfect but good enough to move forward)
 Some risk-avoidance
 Key member of team just leaving for another job
 XD just returned from business trip to east coast.
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33. Discussion # 4 Go Live
Q. How would you help the team reach a go/no go
decision? What would be on your checklist of
essentials that need to be in place on launch day?
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34. What actually happened….
 No burning platform or hard driver to launch
 XD very committed to doing it right
 Deciding element became training – new
cohort of staff members & staff schedules
 Preparation work paid off
 Launch unusually smooth
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35. Best Practices / Lessons
1. The value of great Sponsorship should never
be under-estimated
2. Flexible project management wins over
doctrinaire approaches hands down
3. Simple does not equal easy
4. Communications needs to be multi-
dimensional
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37. “When BC211 was about to take on the implementation of a
new Information Management System, we knew for this
initiative to be successful, we needed some professional
project management skills. When I learned about pm-
volunteers.org I was a bit skeptical.
It’s really quite something to get such a commitment from a
volunteer like Shawn who has years of experience and
expertise to share with us.”
Myrna Holman, executive Director, BC211

38. LET’S CONNECT!
e. info@pm-volunteers.org
Website: Twitter:
PM-Volunteers.org @pmvolunteersorg
LinkedIn: Facebook:
PM-Volunteers.org PM-Volunteers.org
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