Project Managers Without Borders

In this busy and ever-changing world, volunteering requires resource management. Effectiveness doesn’t come easily, but it is something worthy of investment if you are looking to improve your reach.

Before we dive in, please check out other great related PMWB articles such as:

Managing Volunteers: Push for Efficiency!

Giving Back That Feels Like Taking

The Value of Giving Back With Project Management

There is plenty of content available for free at this link.

If you feel like helping and are inspired to do volunteering work, you can get involved through several different ways, so please check out our available options.

The following are few simple, but helpful tips of how you can be a more effective volunteer.

Before volunteering

1. Make sure your ideals, thoughts, and goals are in alignment with the volunteer institutions or organizations you are considering. Give a great first impression, honor your promises, schedule a time, and a join whichever one fits you.   
2. Every project you develop or participate in should have an objective and a reward, so does your volunteer work. Having a clear and focused objective and expecting a reward is necessary. An objective might start as Why am I doing this? For who am I doing this? What resources do I need to provide? and so on. A reward might be knowledge you learn, networking and connections you make, people or organizations you help, and so forth.

In a volunteer work

1. If you volunteer at two or more places, a great way to be more effective is to join similar organizations, where you can interchange between each other and reach a greater number of people. It is also beneficial if you can to provide aid based on your own professional job or hobby. At the same time, it will be less time consuming and your familiarization with the topic will make your volunteering easier.  
2. There is a completely different way to look at it: Leave your comfort zone! Make sure you do volunteer work outside your area of expertise. Learn new things and thoughts and, surely, you will carry it throughout your life at the same time you improve other people’s lives. 

Within a volunteer project

1. Acknowledge your strengths and weaknesses, listen and make points, don’t allow the project to miss its goal. Your most important contribution is to be critical, don’t be afraid to express your opinions and concerns, as well as, being helpful. Don’t just recognize problems; offer practical and reasonable solutions.
2. Make progress, just the attempt of making progress is progress.   

The next step forward

An effective volunteering impact means being recognized for the resources and achievements you provided. Once you reached the project goals be proud and share the results to inspire others to do the same. If something went not as you expected, take notes, make changes, and discuss. At the end, any experience is valuable and any meaningful help is precious and appreciated.   

Ultimately, be happy doing it.

Project Managers Without Borders (PMWB) is dedicated to educating project management professionals on practices for leveraging their skills and experiences as volunteers with non-profit and non-governmental organizations. With a focus on development projects initiated to improve the communities where they work, PMWB supports other non-profit organizations by matching project managers to their volunteer needs. In the four years of its founding, PMWB has partnered with Engineers Without Borders (EWB) and local chapters of Rotary Club International, among other organizations. The work of project managers and their team members has strengthened communications between community leaders and government policymakers through stakeholder engagement. Additionally, their work has helped communities research and implement sustainable solutions to some of their most pressing needs.

PMWB continues to seek ways project managers can support organizations in solving world problems.

What PMWB has been able to accomplish in such a short amount of time is extraordinary. From 2016-17, PMWB—in cooperation with PMI Ghana Chapter--worked with communities in Ghana to tackle lingering floods in the Greater Accra Region Program, which resulted in hundreds of casualties and affected tens of thousands of lives annually. Accra, a coastal region occupying just 1.4 percent of the total land area of Ghana, is the capital city of Ghana and home to approximately 4,000,000 inhabitants. This ambitious program included research, analysis, and workshops, and culminated in a final master work plan delivered to local community leaders.

On the other side of the world, PMWB sought to tackle a completely different problem – too little water in the community. The Ecuador Maligua Pamba Potable Project was a collaboration with EWB to support the small, rural mountainside community of Malingua Pamba in efficiently distributing the limited water they have for farming irrigation. This three-part collaborative program involved designing and implementing a potable water system, improving the irrigation water supply, and creating erosion control and sanitation measures. This was no easy task for a village located 10,000 feet in elevation in the Ecuadorean Andes. 

Most recently, PMWB has partnered with Rotary Club of Centennial Colorado on the WaterRico Project. The team is working with the community in Moca, a small town in Puerto Rico that is in need of clean water after the devastation of resources caused by hurricanes in 2017. The WaterRico project involves the development and implementation of a water filtration system that is more economical, easier to build, and more lightweight than currently available systems. All materials for the project are locally sourced from the island and the blueprint to build the system are provided in English and Spanish for dissemination and utilization in the community. This early phase project has been pilot tested, and the team is well on its way to helping the community of Moca access clean water.

A common theme of PMWB-led projects is water. But, why water?

According to PMWB founder Deanna Landers, the organization was not founded with the sole intent to service water projects. However, in so many cases throughout the years, when PMWB seeks areas where they can make an impact, the topic of water often arises. Even when organizations set out to tackle other problems, such as the lack of a health system infrastructure in a community, the problem of water is uncovered as an unmet basic need. For example, Health Horizons International (HHI), a community-driven non-profit operating in the Dominican Republic, began in 2009 as a way to sustainably improve health in partnership with patients and their families in the community. Early in the development of the organization, it became clear that the health of the community could not be improved through medical services alone. Consistent and ready access to clean water was necessary to support critical health interventions. Through trial and error and many self-taught lessons, the leaders of HHI embarked on a water project to extend a water line into their partner community. In reflection, the project management expertise of PMWB volunteers would have helped the leaders to better plan, prepare, and manage the delivery of their water project as well as improve the impact to the community. 

Communities all over the globe are suffering from too much water, insufficient water, or poor quality water.

This fact that has led the country leaders of the United Nations to designate equitable access to clean water and sanitation as Sustainable Development Goal (SDG) number 6. The experiences of HHI and PMWB reiterate the interrelatedness of the 17 global health and economic targets set by the United Nations. Through educating project managers and matching them to development projects aimed at improving global communities, PMWB is contributing—in a small part—to the achievement of the SDGs.

The work done by PMWB water projects volunteers may be a drop in the bucket, but the impact may be life changing.
 

Romiya Barry is a clinical research professional using the project management framework to improve the way we support patients, their health, and their communities.  She is part of the Blog Author team for Project Managers Without Borders and is President and Chair of the Board of Directors for Health Horizons International, a healthcare NGO serving communities in the Dominican Republic. Connect with her on LinkedIN and Twitter.  

As project managers, our role is to get work done through other people. This means we not only need the right people on the team, but we need the humility to admit that there are many people who know much more than we do. “When I started out as a project manager, I would listen intently to the information being shared as I was introduced to a project team. There were always many terms, acronyms, best practices, deliverables, and methodologies that I did not fully comprehend or that were contrary to what I had previously encountered,” reflects Louise Chalupiak, Project Managers Without Borders volunteer and co-host of the TechGenix Xtreme podcast. She recalls how she would quietly listen and take notes, all the while thinking, “don’t worry, it will all make sense as I become more engaged.” And sometimes it did. The problem is that sometimes it didn’t. As a project manager with a similar mindset, you may have experience playing “fix and repair” with issues that could have been avoided if only you had asked the right questions.

In developing the newest Project Managers Without Borders initiative, the WaterRico Project, Eric Schempp and his team had many opportunities to practice the art of asking questions. The WaterRico project was an evolutionary process in trying to understand what the Rotary Club [Centennial Colorado chapter] had in mind and what their goals were. I think there was a learning experience for all of us involved.” The team and project stakeholders used standard project management methodology to define the requirements of the project and to delineate the must-haves from the nice-to-haves in developing the ideas for the project.

“We understood we wanted to do a water project. But what that meant, we weren’t quite sure,” reflects Schempp. Through research to answer their questions and asking stakeholders about their needs, the team narrowed the scope and goals of the WarterRico project. 

Here are a few tips for asking questions:

• In that preliminary project meeting, when someone references an acronym that is your cue to speak up. Ask what the acronym stands for and how did it originate.
• If a reference is made to a program, ask the purpose of the program and who maintains or manages it. This will also help to identify stakeholders who might otherwise have been overlooked.
• If someone mentions a person’s name who is not currently in the room, ask who that person is and if they should be included as a stakeholder.
• If a statement is made that does not resonate with you or seem to make sense, ask for clarification.

Most importantly, also remember

TO BE ABLE TO ASK A QUESTION CLEARLY

IS TWO‐THIRDS OF THE WAY TO

GETTING IT ANSWERED

John Ruskin

The role of the project manager is based on research and communication. Project managers help scope out the vision of the project and help partners to narrow down the project so the outcomes can be realized. This all starts with asking questions, and it is never too early in the project to begin.

“Everyone is interested in
making the world a better place and
we are interested in
doing that through project management.”

Deanna Landers, Founder
Project Managers Without Borders

Have you ever considered volunteering for a non-profit, but were afraid that you will be unable to commit to the project? Sometimes, organizations just need 2-3 hours of a project manager's time to get pointed in the right direction.  Consider lending your expertise in ways that minimize your time commitment. There are many opportunities to mentor, coach, or simply make professional connections. These options may be more suitable when you don’t have time to devote to an entire project.

1. Volunteer to provide a professional development seminar for a short-term commitment with meaningful impact.


2. Offer to serve as a mentor for PMs looking to improve or expand their knowledge and professional network.


3. Host network events and help establish local communities of practice.


4. Provide a professional assessment of a non-profit’s project that they can use as a guide for focusing resources. Highlight areas of risk or suitable for exploitation.


5. Serve on the board of directors or on search committee tasked with hiring outside project management expertise.

What do you get from Mentoring, Coaching, or Teaching?

Teaching others and being able to immediately put into practice what one has learned produces the highest retention rate of all methods including practice by doing (75%) and reading (10%) [Brooks and Brooks]. In well-developed companies or project teams, the opportunity for teaching or coaching may be limited. Volunteering on a project at a non-profit organization may present opportunities to work with less experienced project managers or ones with different experiences who are looking to expand their knowledge toolbox. This may be especially beneficial to the nonprofit organization as funds for professional development are often limited. Additionally, you will benefit from the professional development experience.

Opportunities with PMWB

You may be surprised by the opportunities that exist in your favorite organization. “Many organizations have ideas, but don't know where to start to implement the ideas,” says Eric Schempp, PMWB WaterRico Project Manager. That's where PMWB project managers can step in. PMWB project management volunteers have collaborated with Rotary Club International and Engineers Without Borders to supplement their Water Project teams. “There are lots of opportunities to volunteer with project management skills in areas where you have interest. Project management skills are applicable everywhere,” Landers encourages.

REFERENCES:

Brooks, J. and Brooks, M. (1993). In Search of Understanding: The Case for Constructivist Classrooms, ASCD

Romiya Barry is a clinical research professional using the project management framework to improve patient care and community health.  She is recognized by the Association of Clinical Research Professionals and PharmaTimes Inc. for her leadership in clinical project management. Romiya is on the Board of Directors for Health Horizons International, a healthcare NGO serving communities in the Dominican Republic. Connect with her on LinkedIn and Follow @romiyagbarry! 

Unless you have been living in a different galaxy for the past decade, you have probably heard of Millennials and how they are conquering the workplace. However, who are these individuals with a cool sounding name, what are the traits that define them and, more important for us, how can they impact the project management space and, in particular, project management in the world of NGOs?

Simply put, Millennials are all those who entered their adulthood at the same time they entered the second millennium, that is, everyone who belongs to the generation born between the 80s and the 90s. Just like your humble servant writing today’s blog post, by the way.

When Millennials were growing up, so too was the now familiar @ symbol. The internet was just starting to gain adoption in its frenetic way to become a commodity and a necessity. Altavista, mIRC, the first Nokia mobile phones, oh, what an exciting time to be alive! Millennials were at the middle of it when the history of humanity suddenly become split in two periods: BG, AG – Before Google and After Google. Welcome to the future, 2018 AG.

It’s no wonder then, that Millennials are known for their increased use and familiarity with communications, media, and digital technologies, to the point that they have even been called the “thumb tribe” or “thumb generation,” meaning that this group is more adept at texting using the thumbs than talking on the phone!

Adding to the previous, not only are the Millennials one of the most ethnically and racially diverse generation – one of the many effects of globalization – but they are also considered to be one of the most formally educated, with a natural impact on their view of the economy, religion, and politics.

From a workplace perspective, there are also significant differences between generations that should be acknowledged. While previous generations tend to value loyalty at work, a steady career path, and a nice pay check at the end of the month, Millennials resonate primarily with job satisfaction and personal realization, placing an emphasis on meaningful work rather than compensation, and in an improved work-life balance rather than a stable career.

Bearing this in mind, you cannot expect to project manage a Millennial in the same way you manage someone older and achieve the same results at the end. So, if you have a Millennial in your project, here are some tips on how to build a win-win scenario for both parties:

• Find what makes them tick and focus on it: Millennials are driven by purpose and that’s why they are the perfect candidates for project management in the world of NGOs. If you want to attract and keep a Millennial, find what they are passionate about, what they aim to achieve, and work with them on realizing that vision.

• Assign them meaningful work: Unless they can change the world, Millennials won’t be interested. They need to be assigned meaningful work because they want to contribute to something bigger than themselves, leave a legacy behind, a dent in the universe.

• Give them the tools (and the space): Millennials learned to work anytime from anywhere, so don’t ask them to be in the office from 9 to 5. Give them the freedom to find their creative outlet, even if this means being in a coffeeshop 10,000 miles away from work and using Skype for a conference call with a key client.

• Give them immediate feedback: No one is more concerned about personal advancement then a Millennial and this should not be confused with a need for a career path. Millennials don’t want a career, they want to collect experiences and learn from multiple sources. Hence, they value immediate feedback as an opportunity to grow and invest in their skillset.

• Let them fail: Contrary to the norm, Millennials are not afraid to fail. In fact, they want to! The earlier the failure, the better since this will allow for a fast learning and for more opportunities for experimentation. As a manager, learn to embrace the failure as a positive thing and you’ll get a new ally in Millennials.

Further to the above, it’s easy to understand why Millennials may as well be your best resource for project management in a world of NGOs! Where else can one find a better place where resources are scarce, thus requiring creative solutions and approaches while, at the same time, offering an opportunity for experimentation and for meaningful work towards a better world, enriched by purpose? Pretty much a Millennial’s dream!

That’s surely why Susan Diec, herself a Millennial, has joined Project Managers Without Borders as a volunteer, a story that you can read here!

Are you a Millennial? There are plenty of NGOs in need out there, come and join us.