Telling Signs Your NGO Needs a Project Manager

 

Bringing change to the world can be a herculean task, and many leaders of NGOs embark on their mission with valiant vigor and passion. But, there is a risk of not creating a plan and following it appropriately due to the excitement of carrying out a project. We’re reminded that “people don’t invest in good ideas; they invest in people who can execute good ideas” (Tiffany Dufu, 2016).  An unsystematic way of delivering the project can result in inefficiencies and -- worse yet -- ineffectiveness. It’s one of the many pitfalls to avoid for NGOs.

Projects that are over-budget and over-schedule or that fall short of the expected deliverables can leave donors, volunteers, staff, and community stakeholders feeling frustrated and disappointed. While these are – unfortunately -- common outcomes in projects in other industry sectors, the impact of these projects can affect the health, safety, and well-being of people in the community the projects aim to serve. The risks of project overruns can be far greater for an NGO. They can cost lives.

A project manager possesses skills and tools to keep track of tasks and time. A project manager can facilitate alignment of infrastructure, thereby stabilizing areas in the organization such as planning, budgeting, supervisory controls, performance management, and reward systems. The project manager can also help align people in the organization, in addition to motivating and inspiring them to keep working towards their noble cause. 

If your organization understands why it should care about project management, then you know that having the right combination of skills can help your NGO’s performance. But, if you’re like many other organizations, your organization may not know when to bring in project management practice. 

You should consider finding a project management volunteer to help lead your project if:

• The organization has little or no ability to replicate projects because project teams do not use tailored practices that have been standardized across the organization.

• The changes and/or impacts realized in the initial completion of the project are not sustainable.

• There are frequent “surprises” due to infrequent use of risk management practices, the heart of managing projects (PMI Pulse of the Profession, 2015).

• There is goal misalignment amongst the team members that creates barriers to trust and restricts collaboration.

• Stakeholders are getting frustrated because the organization is developing a pattern of not meeting the stakeholders’ expectations.

• Reports to governing and funding bodies are often delayed, resulting in an untimely release of funds for future phases of the project.

• Work teams within the organization are large, highly diverse, and/or permeable so communication breakdown or incomplete knowledge transfer is a frequent occurrence.

• There is strong likelihood for passions and self-interest in the organization’s mission to hamper shared vision and connective thought.
   

Passion can help initiate a change. However, if making a long-term impact is the desired outcome, then your NGO should consider how to increase effectiveness and achieve strategic objectives by encouraging project management practice.

Reach out to a project management professional and learn how you can engage a valuable partner in accomplishing your goals!