Clearing the scope/ Clarifying the key deliverables
Clearing the scope is a fundamental step in the nonprofit project management process. This step ensures that no part of a project is outside its scope, and it also facilitates project monitoring and evaluation. It helps nonprofits avoid adding new requests and wasting resources on projects that are too broad or too narrow. There are lots of great ideas out there, and analyzing if a group should take on a project or not can be a product unto itself! Watch out for “pet” projects 🙂
The scope statement should be set up early in the project life cycle and should state clearly what work is to be accomplished in order to deliver the end result. It should be reviewed frequently by the project team. It should also be referenced whenever any new tasks or work items are introduced.
Make sure you as PM continue to have buy in from everyone, as people follow their leaders, and internal politics need to be overcome to be successful.
Defining the requirements
A nonprofit organization must clearly define the requirements of the project before launching it. A properly defined scope helps nonprofits execute the project and measure its success. It also helps nonprofits assess the scope of any new requests made by stakeholders, clients, or program recipients. The documentation of project scope can help nonprofits make better decisions about resources and priorities.
Nonprofits face many challenges when it comes to defining and evaluating their success. Kaplan (2001) suggests that nonprofit organisations should measure success according to how efficiently they meet key stakeholder needs. However, managers in the nonprofit sector often choose units of measure that they believe are important and are relevant to funders and other stakeholders.
Bringing in Subject Matter Experts
A subject matter expert is someone who has extensive knowledge in a specific field. This can be a technical, business, or social area. This type of person will not only have expertise in a field, but also know where to find the answers to your questions.
Your organization should avoid being too “proud.” Leverage the experts around you. Yes you may have to pay for their help, but NP’s can always ask for a reduced hourly rate. Focus on asking questions and being curious about your subject’s experience and insights. You will want to ask them questions about challenges, lessons learned, or share a story about a successful moment to help your staff visualize the “END GOAL” and the benefit of working towards that goal.
Keeping controls in place
One of the most important aspects of nonprofit project management is keeping data and finance controls in place. Internal controls can prevent misappropriation or misuse of assets. They are typically described in written policies that lay out procedures and responsibilities. The goal is to establish business practices that serve as checks and balances against outside forces. These are often compromized for the sake of SPEED. “We need to book that flight right now”. “I just paid for it on my own credit card”. etc.
Using project management software
Using a project management software for nonprofits can help organizations reduce the number of needless status meetings and encourage collaboration. It can also help organizations create better future estimations. Unfortunately, choosing the right software solution can be difficult. And the migration from conventional project management to digital project management can be time-consuming.
For nonprofit organizations, a good software solution should have excellent communication features. It should integrate with email software and have features like messaging apps. As many nonprofit employees work in different time zones, this is especially important for effective collaboration.
I’ve guided many organizations to improve their PMO “Project Management Office” and helped train staff on the new tools. But key is always the PROCESS. What you used to do, and what you will start to try now, going forward. Read all you can about behaviour and motivation….
More in Part Two…