The document provides guidance on project management for corporate social responsibility projects, noting that they should be managed like enterprises through defining clear objectives and needs, aligning with other organizations, planning activities and resources, creating schedules and processes, validating assumptions through testing, being adaptable through iterative development, and using lean startup principles to quickly produce minimum viable services to get user feedback. The focus is on understanding problems, stakeholder mapping, impact measurement, partner identification, budgeting, assigning tasks, and continuous learning.

1. Project Management

2. Your Project is an Enterprise
Your project for CSR in Action may not make
money but you are creating a change based
you on your vision.
This is entrepreneurship and there are a lot of
symmetries into how you manage a CSR
project and how you manage an enterprise.

3. Step 1: Understanding the Need
“If I had one hour to save the world, I would
spend 55 minutes defining the problem and
only five minutes finding the solution.” –
Albert Einstein
- Mapping Stakeholders
- Research Techniques
- Understanding the “consumer” of the project

4. Defining Clear Objectives
What social issue are you trying to solve?
- Describe the status quo with numbers.
What impact do you wish to have with this
solution?
- What % improvement do you make on the status quo?
How will you know when you have achieved this
impact?
- What are you’re KPI’s?

5. Alignment
How do your objectives complement and enhance the
work of others in the ecosystem?
Where do you fit in the whole process to solve the
social issue? Where do you add value, where others
do not?

6. Planning
What activities do you need to do to achieve your
desired impact?
What resources do you need to achieve your
desired impact?
Does your team have access to these resources and
the competencies to complete these activities?
- If not, who would have the incentive to partner
with you?

7. Scheduling
Who will do each activity?
When will each activity be done?
When will cash be need to fund these activities
and to purchase the resources you need?
Tools:
- Gantt Charts
- Critical Path Analysis
- Cash Flow Forecast

8. Processes
To scale your project you need to create
processes which are to a large extent are
autonomous without your involvement.
Without processes: Work once. Impact once.
With processes: Work once. Impact ongoing.

9. Validated Learning
Your project idea boils down to a set of
assumptions:
- Do people really have this problem? Will your idea really
solve it? Will this partner really help you?
When planning your project – identify 12-15 of the core
assumptions behind your idea and identify an
appropriate test to do during your pilot.
Only grow an idea when you have validated its
assumptions.

10. The Planning Sheet

11. Iterative Development
Be Adaptable. Learn from interacting with
customers and partners.
If you’re assumptions are proven wrong –
change them.

12. Lean Start-Up
Famous in tech-entrepreneurship circles, the
Lean Start-up highlights the need to produce
the minimum viable service possible.
The aim is to get something in the hands of your
users so you can begin learning what they
need.

13. Resource
http://www.udacity.com/view#Course/ep245/C
ourseRev/1