Project Managers Without Borders

In my previous blog entry, ”When you are making the World a Better Place, Who Has Time for Paperwork?”, the blog provided a framework that improves the chance that a project delivers on-time, on-budget, and actually meets the needs and expectations of the organization’s stakeholders. This oversight can help ensure a steady donor stream, maintain public confidence, and support continued commitment to an organization’s strategic objectives and goals.

What are the levels and characteristics of Project Management Maturity?

• Level 1: Initial Process.
  • The organization and project management is in a knee-jerk state.
• Level 2: Structured Process and Standards.
  • Concept of project management is being grasped by the organization. Local experts may be present.
• Level 3: Organizational Standards and Institutionalized Process.
  • The organization is structured throughout its processes and the projects are carried out via standardized, repeatable Delivery Frameworks.
• Level 4: Managing Processes.
  • Project management is a key delivery mechanism of change. Improving delivery is accomplished through measurement and the use of performance key indicators.
• Level 5: Optimizing Process.
  • Continuous improvement is the ongoing motto through the use of Project management, small changes leading to larger changes in the future. Key performance indicators on effectiveness and efficiency monitored and achievable. The organization and projects follows the continuous improvement.

How to measure the progress to maturity?

The best means to measure this progress is through the following performance measures as Mohammed Abo Ramadan (2015) indicates the following table:

Table 1: Summary of the performance measures in NGOs literature

How does a NGO increase its maturity through the use of Project Management?

Tools exist on the website in which you can use:

http://www.iil.com/pm/kpmmm/kerzner_five_levels.asp

http://www.pmsolutions.com/resources/view/what-is-the-project-management-maturity-model/

http://www.pmi.org/learning/library/pmo-maturity-assessment-model-6079

Use the above tools to take project management maturity snapshots of your organization. Take another maturity snapshot six months later. Compare snapshots to one another to determine which project management practices have demonstrated an increasing level of project management maturity and which areas need further work. Work on those areas and in short time Level 4 and Level 5 is achieved.

Another maturity tool comes from the financial sector. Improving the financial maturity level within the organization is the backbone to Project Management Maturity. The United Kingdom National Audit office has developed a financial management maturity model (https://www.nao.org.uk/wp-content/uploads/2013/02/financial_management_maturity_model.pdf). The model has similarities characteristics to the Project Management Maturity Model.

Why?

Project Maturity is really the NGO being organized and mature in its operations, strategies, and future directions. Maturity can help ensure a steady donor stream, maintain public confidence, and support continued commitment to an organization’s strategic objectives and goals.

What other benefits have you noticed (as a PM or as an NGO) Project Management provides to the Non-Profit sector? What kinds of challenges does one face in the Non-Profit world that you would never see in private or public sector industries? Chime in the comments section below!

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!

Climate change. Desertification. Pollution. Species disappearing. Not enough to grab your attention? What about a world water crisis? Could this be enough? I bet the thought of a sixth mass extinction is frightening though. But the scariest part of it all is that this is happening today right in front of you.

If current trends continue, two planets might be needed by 2050 to meet humanity's demands. I’m not sure if you’re paying attention to the news, but… it may take a while until we all get to Mars! However, not all is doomed. If you are working on a project, then you certainly are a problem-solver, a firefighter or, likely, a superhero. You may be exactly what the world needs.

Sustainability is starting to make the rounds in the project management arena, but we still have a long way to go. This is mostly because people don’t understand much about it, incorrectly perceive it is an endeavour that will bring more costs than benefits, or they simply assume they have to comply with the short-termism views dictated by the industry.

However, as a project management practitioner, you have a role to play. You are in a privileged position to influence what the world will look like in the future, and, if you are working with an NGO, you certainly know that every action counts towards a better tomorrow.

So what is sustainability and why should you bother with it? Sure, you may drive an eco-friendly car and recycle, but sustainability is much more than environmental concerns. Simply put, sustainability is the ability to meet the needs of current generations without compromising the needs of future ones. To achieve this, sustainability is composed of three key dimensions that must be effectively balanced, the triple bottom line: the economic dimension, the social dimension, and the environmental dimension.

As project management professionals, the triple constraint is the bread and butter of our profession. Thus, to incorporate sustainability with project management is essentially a matter of extending our much-loved triangle to account for long-term impact:

Project managers have an opportunity to advance sustainable development through particular practices and conduct and help shape a viable future for the world.

Nevertheless, what does this mean in practice and what can you start doing in your projects to apply sustainable project management in your organization? Here’s a list to start with:

• Focus on long-term impact rather than the immediate outcomes of the project
• Pay attention to the interests of the extended project stakeholders circle (community, planet, etc.) rather than limited to project sponsor interests
• Select sustainability-oriented suppliers
• Use sustainability as criteria for measuring a project’s success
• Extend the role of the project manager to include driving sustainability as a primary responsibility in day-to-day tasks
• Extend the role of the sponsor to include directing and promoting sustainability in the project
• Conduct a project impact assessment from a triple bottom line perspective: people, profit, and planet
• Make sustainability concerns visible in decision-making and in the project business case
• Identify requirements relating to sustainability, i.e., not just present, but also future needs
• Identify benefits relating to sustainability
• Start with the end in mind through early planning of the project legacy and how it is going to be managed once the project is finished

Contrary to what some people believe, sustainability doesn’t have to be costly. In fact, it enables valuable benefits such as the more constructive use of resources and consequent cost savings, better risk mitigation and maximization of opportunities, or more motivation and engagement from workforce. Ultimately, it creates a sustainable business, that is, one that could last.

We’re here for the long-run. Are you?

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.

Combining creative and analytical skills helps NGOs' project performance!

NGO (Non-Government Organization) and NPO (Non-Profit Organization) Founders take pride in creating organizations that address various social justice issues, such as establishing green environment, sourcing micro financing for small businesses, or providing educational opportunities for girl-children. Their energy, skill, and creativity works in government, local agencies, and grassroots movements to make the dream a reality. But energy and passion needs to be balanced with rigorous planning, organization, and management. This is where a Project Management skill set can step in.

Here are the top 3 reasons why your NPO organizations should care about Project Management.

#1 - You only get one chance to make a good first impression

Make it count!

In today’s world, there are several non-profit organization options out there for almost every charitable goal imaginable. With tool sets like Charity Navigator, BBB Wise Giving Alliance, and GreatNonprofits.org at their disposal, the average donator is much more discerning with who they give their money to. Keeping in mind that approximately 39% of (IT) projects fail, it is in the best interest of any non-profit organization to limit the possibility of project failure and ensure the people who provide funding maintain confidence in the organization’s ability to deliver on their promises.

Since poor project management process is one of the main reasons projects fail, it makes sense to invest in project management oversight to mitigate this issue before it derails your project and undermines the confidence of your donors and stakeholders.

#2 - Money does not grow on trees

Can’t Grow a Money Tree - Matt Harris - CC BY-NC

Closely related to #1, we have to remember that money is finite and this is especially true in the non-profit sector. For IT projects, the average cost overrun is 43% and a whopping 71% of projects come in over budget (est. waste in the US alone: $55 billion per year). PM processes help to mitigate these issues by a strong focus on Project Planning, managing scope creep, tracking and measuring progress, and keeping stakeholders engaged and informed throughout delivery. This ensures that *what* needs to get done is directly tied to *how* are we going to get there: PM oversight can help provide the tactical approach to achieve the NGO's strategic objectives.

#3 - Haste Makes Waste

According to a KPMG Global survey, short-term projects (<1 year) are more likely to fail than those of longer durations. While one’s intuition might be that a short-term project is easy and should not be additionally burdened with administrative and management overhead (or costs!); it is these projects that are at most risk. When we rush projects or skimp on delivery methodology, we increase the risk of failure. Projects - especially shorter ones - benefit from good planning, well-defined requirements, schedule management, and cost control. In the non-profit world, there is little margin for waste: especially if you are to remain appealing to your donor base. From this perspective, Project Management oversight is a smart investment.

While Project Management is perceived as a lot of forms, paperwork, and administrative burden, in reality, it can provide invaluable returns for an NGO (Non-Profit Organization). By increasing the chance that a project delivers on-time, on-budget, and actually meets the needs and expectations of the organization's stakeholders, this oversight can help ensure a steady donor stream, maintain public confidence, and support continued commitment to an Organization’s strategic objectives and goals.

What other benefits have you noticed (as a PM or as an NGO) Project Management provides to the Non-Profit sector? What kinds of challenges does one face in the Non-Profit world that you would never see in private or public sector industries? Chime in the comments section below!