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Project Management for Nonprofits

Project Management for Nonprofits. Norman Reiss Feb. 12, 2008 Nonprofit Bridge Bridging Technology, Communications & Development http://nhr.vox.com normanreiss@gmail.com. Agenda. Introductions Basic Project Management Principles Project Management for Nonprofits?

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Project Management for Nonprofits

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  1. Project Managementfor Nonprofits Norman Reiss Feb. 12, 2008 Nonprofit Bridge Bridging Technology, Communications & Development http://nhr.vox.com normanreiss@gmail.com

  2. Agenda • Introductions • Basic Project Management Principles • Project Management for Nonprofits? • Project Management Techniques applied to Three Major Nonprofit Initiatives • Questions (but welcome at any time) Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  3. Introductions – Norman Reiss • Core strengths: • Internet / Web Site Strategies  • Online Fundraising / ePhilanthropy • Project Management • CMS / CRM Selection / Implementation • Moved to nonprofit in 2000 after corporate career, mostly in financial services. • Currently at Crohn’s & Colitis Foundation. Raised over $8 million in online revenues • Received PMP certification in fall 2006 • Active in ePhilanthropy Foundation, NTen, Not for Profit Webmaster Roundtable, Project Management Institute Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  4. Introductions – Norman Reiss “Last year I decided to apply for the PMP (Project Management Professional) certification to enhance my skills in managing technology projects.  I hoped this would be especially useful at my current position as 'Web Project Manager.‘ “When attending meetings of the Project Management Institute, rarely have I heard much talk about nonprofit organizations or have I met people who focus on nonprofits.  Similarly, in my current organization, I often have to explain the benefits of project management in planning and implementing initiatives. “Project management would be helpful in any organization yet nonprofits have been a bit slow to get on the bandwagon.  One of the biggest challenges I've faced recently is getting all stakeholders to participate.  If only a few people / departments dominate conversations, it is less likely that the results will be acceptable to all who are affected by its implementation.” From my blog, Nonprofit Bridge, March 6, 2007 Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  5. Introductions – About You • Please introduce yourself: • Name • Organization • Project Management experience? • For Profit? Not for Profit background? • What you hope to learn from today’s session Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  6. Basic Project Management Principles Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  7. Project Management Principles • PMBOK – Project Management Body of Knowledge • Characteristics of a Project • Temporary - definite beginning & end • Create unique product, service or results • Progressive elaboration – series of steps • Specific objective vs. ongoing operations • Project Management • Application of knowledge, skills, tools and techniques to meet project requirements. Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  8. Project Management Principles • Project Plan • Stakeholders • Selecting Your Team • Risk Management • Communications Strategies • probably the most important project management skill • Handling Change Requests • Must have process in place from beginning Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  9. Project Management Principles • Project management involves: • Identifying requirements • Establishing clear & achievable objectives • ‘Triple constraint’ – changing one must change others: • Time • Cost • Scope • also Quality • Adjusting specifications, plans and approach to meet concerns / expectations of stakeholders Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  10. Project Management Terms • Program – group of related projects managed together • Portfolio – collection of projects and programs managed together • Project Management Office (PMO) – oversees management of projects, programs, or combination of both • Scope Creep – have a formal process in place to evaluate proposed changes then approve or reject. • Critical Path – tasks that must be done to finish project on time Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  11. Project Management Processes • Initiating – defines, authorizes project • Planning – plans actions required to achieve objectives and scope • Executing – integrates people and other resources to carry out plan • Monitoring / Controlling – regularly measures and monitors progress to identify variances from plan so corrective action can be taken • Closing – formalizes acceptances of product, service or results and brings project to end Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  12. More Project Management Concepts • Project objectives (SMART): • Specific • Measurable • Achievable • Realistic • Time specific • Project staff varies depending on project – usually no direct reporting relationship • Reasons for project failure • Fear – team members need to protect their own interests • Misaligned expectations – project deliverables not clear to all • Confusion – over roles, responsibilities or process • Loss of momentum – problems not dealt with when they come up • Team member job dissatisfaction • Lack of commitment to success of project – not part of ‘job description’ • Staff inexperience Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  13. Project Management Approaches • Traditional / Waterfall – series of steps in linear sequence • Agile / Extreme / Radical – work best when requirements are vague, organization is undergoing change, or risk is high • Project split into small phases • Requirements modified as you go • Constant interaction between developers and users • Short timeframes • Used mostly in software and web site development • Rapid feedback from users • Adapt to change if you can’t predict it • Agile manifesto – www.agilemanifesto.org Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  14. Top 10 Reasons for Project Success(Standish Group) • User involvement • Executive management support • Clear business objectives • Optimizing scope • Agile process • Project manager expertise • Financial management • Skilled resources • Formal methodology • Standard tools and infrastructure Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  15. Top 10 Project Management Skills(Tech Republic) Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  16. Project Management Software • Microsoft Project • Basecamp • Central Desktop • OmniPlan (Macintosh) • DreamTeam (SalesForce add-in) • Active Collab • Microsoft Office (Word, Excel etc.) Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  17. Dealing with Stakeholders • Stakeholder – individual or organization whose interests may be affected by project • Importance of identifying all stakeholders at the beginning of project • Project success depends on how you manage stockholders, so engage them in decision making and keep lines of communication open. • Meet individually with stakeholders to advise of updates and adjust expectations. Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  18. Managing NonprofitTechnology Projects • Recent conference was first to focus on project management at nonprofit organizations • Sponsored by Idealware & Aspiration • Wiki - http://mntp.aspirationtech.org • Idealware – Six Views of Project Management Software – http://www.idealware.org/articles/fgt_project_management.php Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  19. Project Management for Nonprofits? Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  20. Establishing Project ManagementWithin Your Organization • Project success measured by whether objectives are met AND whether team members found work rewarding. • Educate organization on how Project Management can help • If organization is not ‘project friendly,’ need more authority and/or money to succeed. • PM isn’t only useful for technology projects • PM isn’t the same as software development Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  21. Establishing Project Management Within Your Organization • Don’t use IT terms with non IT people • Find a supporter on business side • Use a variety of communications techniques • Start small to build successes • Must understand business side of organization • Address organization’s points of pain Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  22. ‘Project Friendly’ Organizations(Rob Purdie, Important Projects) • Management balance between tasks & people • Balance between output and processes • Teamwork / cooperation is focus vs. dept ‘silos’ • Tolerance for conflict / taking risks Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  23. Top Project Strategy Mistakes • Identifying a new technology, then trying to develop ways to apply it • Failing to insure projects are business driven • Failing to access projects and capabilities before committing to plan and schedule • Not identifying possible risks • Not learning from poorly performing projects • Inadequate communication with business staff • Not integrating new systems with old • Inadequate metrics, documentation Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  24. Top 10 Technology ProjectsWhich Apply to Nonprofits? (Baseline Magazine) Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  25. Project Management Techniques Applied to Three Major Nonprofit Initiatives Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  26. Project Management Techniques Applied to Three Major Nonprofit Initiatives • Web Site Redesign • Use of agile techniques • Identifying and updating all stakeholders • Introduction of Content Management System • Planning who will update web site • Ease of use vs. total flexibility • Introduction / Enhancement of ePhilanthropy Tools • Jointly involving all departments that will be affected • Selecting products that integrate with existing software How would project management strategies improve how projects are implemented at your organization? Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

  27. Questions? Nonprofit Bridge Bridging Technology, Communications & Development http://nhr.vox.comnormanreiss@gmail.com Norman Reiss | Project Management for Nonprofits | Feb. 12, 2008

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