Project Managers Without Borders

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.

Lessons learned and project closure reports are important organizational process assets that a project manager may find missing upon starting work with a new non-governmental organization (NGO) or non-profit organization (NPO). This historical information is useful for many activities such as on-boarding new members, explaining the mission of the organization to the community, or developing project charters. The final project report becomes an important advocacy tool and gives ideas for articles or stories to attract wider attention or to spread news about a particular situation. Additionally, performance information from previous projects can help make the best use of limited resources and funding.

Three ways to bring value to the NGO through project closure:

#1 Engage stakeholders to determine project or phase closure guidelines or requirements. An organization can guide its actions throughout the project by knowing what the expectations are for documenting project successes and failures from the beginning, when to gather lessons learned, and how to archive the project information for future use. These activities can be incorporated into the NGO’s monitoring & evaluation program. It may also open lines of communication to other stakeholders, including in the community the NGO operates, as input on reporting requirements are gathered. Work with the NGO, members of the community, and other stakeholders to determine their reporting needs. Then, suggest templates that may work well for their purposes.

#2 Encourage documentation of project failures. Failure happens. That is the opening line on the Admitting Failure website. Formally closing an aborted or cancelled project is needed to continue critical thinking in the field where the organization works and to help other organizations succeed in those areas. At Admitting Failure, organizations share information as a way to bring “new levels of transparency, collaboration, and innovation across the for-purpose sector.” Project closure reports can provide NGOs with the project history that they can summarize and share on the website. The reports can also provide a foundation for developing a “Failure Report.” A how-to guide developed by Engineers Without Borders Canada can be found on Fail Forward’s website.

#3 Promote dissemination of project success. Formally establishing a project’s closure helps the NGO redirect resources to the next project or project phase and guides communication to internal stakeholders, external funding bodies, and community members. Published peer-reviewed literature by non-profit and NGOs is not common (Allen, 2016). This is a gap in dissemination of information about potentially innovative interventions as evidence-based practices are often formed by peer-reviewed published literature and not unpublished studies, or grey literature. Even if an organization does not develop a scholarly article, the information can be used to inform future decisions on projects. Working with an NGO on its reporting needs is a great opportunity to exercise creative skills and to think beyond a standard report. It’s important to “consider the audience” and communicate the project findings in ways that best suit the stakeholders. You may not consider filming a video on the latest software development project, but this could be the perfect medium to supplement the closure report!

In closing...

A project closure or evaluation report supports the organization in formally documenting the end of the project. It can be used to promote awareness, develop project strategy, and disseminate knowledge in the field of work. Use your project management skills to help an NGO complete a project life cycle and to get a good start in its knowledge management practice

References

Allen, L. (2016). Why Is There No Funding For Non-Communicable Diseases? Journal of Global Health Perspectives. Retrieved from http://jglobalhealth.org/article/why-is-there-no-funding-for-non-communicable-diseases/.

Admitting Failure. www.admittingfailure.org. Accessed December 24, 2016.

Fail Forward. www.failforward.org. Accessed December 24, 2016.

Better Evaluation. www.betterevaluation.org. Accessed December 28, 2016.

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! 

Project managers work to connect problem-solvers with problems. So, it may seem natural to find certified Project Management Professional Kris Troukens learning about a problem and contacting Project Managers Without Borders (PMWB) to help solve it.
 
Kris Troukens has been involved with Project Management Institute (PMI) in various national and international roles over the past 15 years. Professionally, he has worked as project manager and senior consultant, in addition to remaining active in the project management realm as a speaker, teacher, and consultant. 

As Director at Large for PMWB, Kris is leading a collaborative program between PMWB and the Ghana Branch of Project Management Institute. The collaboration is aiming to tackle the recurrent flooding program in the Accra region of Ghana. Kris and the program team are exemplifying a real-world application of project management skills to support community leaders solve their problems. Their work on the Accra Flooding Initiative reflects themes project managers may be familiar with in their everyday professional roles.

A Complex Problem

Kris highlights how a single natural event can be complex and have unfortunately detrimental consequences for a community. The criticality of the situation can create an urgency to motivate change.

Accra is flooded at least once a year; in bad years this happens more than once. The loss of life is important each time. However, the year 2015 was particularly bad, as a petrol station exploded because of the floods, thus causing in itself about 180 casualties. 

Collaboration in Innovation Development

Kris realizes the Accra Flooding is an example of a world problem that could benefit from the knowledge and expertise of project management.

During the PMI Africa conference in Accra, I had the opportunity to talk about this recurring problem with several city officials and authorities. Several other initiatives had been tried in the past, but none made any significant progress. With the help and knowledge of the local PMI chapter leaders, we decided to try and do something to find a possible solution.

 Today, we are concentrating our efforts on two things. The first phase is to inform all stakeholders, and create a "forum" where these different parties communicate efficiently together. The second phase is the creation of detailed technical plans (WBS in project terms). It is not our ambition to actually execute these plans ourselves, but to provide very useful input to guide local authorities and agencies as they start improvements. 

Beyond the Triple Constraint

Project Managers are familiar with the triple constraint of time-quality-costs. As with many development projects, there are other internal and external factors that must also be equally balanced. For the Accra Initiative Team, ‘time’ is a self-imposed construct, allowing the team to develop the program without too much pressure. However, careful stakeholder management is one of the most critical constraints in the project. 

Stakeholder engagement in development projects is often complex. There are often several players with a multitude of expectations. Having the right level of collaboration is key to supporting the success of the project. 

Beyond project managers, we are teaming up with engineers and experts from the water-treatment industries. These are the main areas where actions plans will need to be compiled. However, other more general project management skills are also required. For example when a topic such as "how to develop a garbage collection system from scratch" is on the table. Some of the other relationships we are managing include working with city and government officials. This is sometimes very sensitive, and we don't want to upset anybody. So our wording and planning needs to happen carefully. For example, when holding the international workshops we try to engage the Ambassador for Ghana in the host city.

PMWB acts as the coordinator of the "stakeholder platform" as well as the organizer of the workshops that will deliver the WBS [work breakdown structure] plans. These workshops are happening in various international cities, with the help of local PMI chapters.

When managing the relationships, we don’t use any project management or stakeholder management tools in particular--just common sense and lots of energy! Respect is of the essence. In other countries and other continents things are happening differently than in some of our "Western" countries. But I noticed that with mutual respect you can come a long way.

A Personal Commitment to Making the World a Better Place

Applying project management skills to your community or to another community is an impactful way to learn how to drive innovation. Kris’s words show this is also a way to develop soft skills such as empathy and leadership as well as to foster growth as a global citizen.

This project matters to me because of some of the personal stories that I heard in Accra. People at the conference were personally involved at the recent floods, and some kind of desperation was hanging in the air that no tangible progress can be seen to resolve the floods.

My work on this project has changed me personally. I’ve learned to appreciate another country, and another continent. Relating this to project management steps as they are applied at home is a very rich experience. And I made lots of new and dear friends, for which I will be eternally grateful.

As exemplified by the PMWB logo, the Accra Flood Initiative brings together the hands of various people reaching from around the world to provide integrated support to the world’s communities. Kris and the PMWB team are showing us how the knowledge and skills developed as project management professionals will transform ideas to outcomes.

To keep updated about the Accra Initiative, visit the project site http://pmwbi.org/site/index.php/projects/africa. There you can sign up for the newsletter, lend your expertise, or make a donation.

Special thanks to Kris Troukens for sharing his story! Kris can be contacted at [email protected].

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! 

You’ve recognized that your non-profit organization (NPO) or non-governmental organization (NGO) needs volunteers to help transform your ideas to outcomes. The organization’s program may require the volunteers to co-locate to work on a complex project or to collaborate in a virtual team environment. No matter where volunteers perform their work, it is important to remember why they perform their work.

Volunteers join an organization because they share the interest and passion advocated by the NGO or NPO. As valuable stakeholders and resources for the organization, it is critical that considerations are made for keeping the volunteer engaged.

Here are 9 Quick Tips to build Volunteer Management Practice into your organizations.

Welcoming, On-boarding, and Integrating

1. Practice timely communication from day one. Connect with a prospective volunteer once he/she reaches out with interest of joining the organization. This illustrates the norms of the organization and helps set expectations for new volunteers.


2. Orient new volunteers to the organization. Provide training on the culture, structure, relevant processes, policies, and role descriptions of the organization. Early knowledge of key stakeholders will facilitate integration in the organization.


3. Establish a support network for new members. Provide opportunities for current and new volunteers to build camaraderie and establish trust. The shared vision towards a common goal can serve as a foundation for developing a positive working environment.

Roles and Responsibilities

4. Be specific in your request for help. Let volunteers know the specific knowledge, skills, and attributes you are looking for them to bring to the table.


5. Clearly communicate each volunteer’s function, level of authority, and assigned tasks. Eliminating duplicative efforts is an efficient use of resources. It also helps to mitigate the risk of individual volunteers completing work that is not aligned with organizational goals or objectives.


6. Trust your delegation. Once an assignment is given to the volunteer, continue to check-in on the progress, but resist the urge to micromanage or take over the assignment.

Rewards, Recognition, Motivation

7. Acknowledge the contributions of the volunteers. It is important for the volunteer to know that individual efforts make a difference in the operations of the organization. Additionally, it is also lets funders and other stakeholders know about the type, quantity, and quality of work that is being done by volunteer support.
8. Support information exchange. Freely share information on the progress of the organization’s programs and the impact the programs are having on the community being served. Ask volunteers for their input and opinions on the organization and their experience.
9. Encourage continuous engagement. When possible, make a range of opportunities available that are flexible to fit within the volunteers’ schedules. Use general meetings, teleconferences, social outings, etc. as ways to keep volunteers connected to the organization when there are limited or no volunteer opportunities currently available.

The relationship between volunteers and NGOs/NPOs should be one of reciprocity. Project management professionals often volunteer to contribute to the solutions of today’s world problems and set a future legacy through projects, while gaining valuable personal and professional skills. NGOs and NPOs can capitalize on the altruism to further their missions while providing a valuable experience to the volunteers. The volunteer relationship can be even more imperative as the volunteer’s enthusiasm for the organization’s mission can translate into funding from the individual and the individual’s personal and professional network.

So, set a plan for recruiting, engaging, and retaining volunteers!

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 here and on LinkedIn!

By Mario Trentim

A project, in a broad definition, is a temporary endeavor to produce a unique result, product or service. Project management is “the application of knowledge, skills, tools, and techniques to meet the project requirements” (PMI, 2013).

Government

According to PMI, “public sector projects can have unique characteristics and notable complexities”, justifying the need for a Government Extension to the PMBOK® Guide (PMI, 2009).

Although project management principles, best practices, and standards are applicable to a wide range of projects, different industries need to adapt best practices to their particular projects. As a matter of fact, tailoring is one of the cornerstones in all respected project management methodologies.

Is non-profit project management different than for-profit?

It is not that non-profit project management is different from for-profit project management. Let’s consider  an IT project, for example. It doesn’t really matter if you are implementing Enterprise Resource Planning - ERP software in a private company or in a NGO (Non-governmental organization), those projects should be very similar. However, the organizational context is extremely different.

Project management in non-profits is different because:

• The majority of NGOs depend on volunteers, posing new challenges to project human resource management. Moreover, hierarchies tend to be less structured, forcing project managers to rely much more on influence and leadership.
• Budget life cycles and finance management are usually less predictable because NGOs depend on donations and grants. Restricted funds, constraints, and legal regulations pose another layer of complexity in non-profit project management.
• Strategic planning, governance, processes, and key performance indicators are adopted by high maturity NGOs. However, reality is different for a large number of NGOs, negatively impacting portfolio and project management with shifting priorities.
• Nonprofits have to adopt different project life cycles to accommodate for special needs related to funding (grants, donations, etc) and acquiring project team (volunteers), for example.
• Stakeholder management is crucial because nonprofit organizations frequently interface with government, private companies, regulatory agencies, communities, and more.

In summary, there is a variety of stakeholders and processes that may impact NGOs, which demands some tailoring to non-profit project management.

From my experience with NGOs, I feel the need for project management approaches better suited to non-profit project management. Below are some references on NGO project management that I found very helpful:

• PMI Education Foundation (PMIEF)
  • PMI Methodology for Post-Disaster Reconstruction
• United Nations Office (UNOPS)
  • UNOPS Project Implementation Manual
• International NGO Training and Research Centre (INTRAC)
  • INTRACT Project Management Tookit
• Project Management for NGOs (PM4NGOs)
  • PM4NGOs PMD Pro Manual
• University of Columbia (Institute for Study of Human Rights)
  • Project and Organizational Development for NGOs

Please share your experience and references in NGO project management below. I look forward to your comments and suggestions.