A CASE STUDY

IT PROJECT MANAGEMENT FOR NONPROFITS

Overview of pm-volunteers.org™ Case study: bc211 Information

Management System Implementation Project

Q&A Wrap up

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AGENDA

Mobilize the project management community to generate skilled volunteer PM services for NFP

organizations

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MISSION

Connecting volunteer project managers with not-for-profits

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HOW?

HISTORY November 2009: PM-V founded

February 2010: 1 volunteer & 1 not-for-profit

Today: Engaged with 83 NFP organizations 73 projects completed/in progress 5100+ hours of skilled volunteer

community service

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NOT FOR PROFIT CLIENTS

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PROJECT EXAMPLES

Information Technology

Facilities Renovation & Construction

Training & Development

Human Resources

Event Management

Social Services/Research

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WHY NFPs ENGAGE SKILLED VOLUNTEER PMS

Complement employee skill set

Define, initiate & plan major projects

Deliver key projects on time & on budget

Manage risk

Build internal PM capacity

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WHY PMs VOLUNTEER Meaningful engagement

Being involved in sustainable projects w/ legacy benefits to the community

Career Development – exploring other sectors

Networking

Earn professional development units (PDUs)

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Shawn Hawkins VOLUNTEER PM

PROJECT CASE STUDY

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bc211 Information Management System

Implementation Project

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Group 1 : work on internal project teams developing software.

Group 2 : work in IT companies in client-facing roles (actual contact such as customer rep or account rep).

Group 3 : work in client companies on the receiving end of IT programs or services.

Group 4 : work in project management roles and are on top of everything.

Project Summary (Hand out)

Put yourself in my boots:

-unfamiliar with the bc211 organization

-unfamiliar with the IMS software

-new face

Project Summary Sheet useful to:

- describe the project to recruit a PM

- concise communication base

- provide a reference point when project scope questions arise

Scope of Work

- Create a Strategic Plan ….stakeholder plan, scheduling, training, resource and budget requirements…

- Coaching and templates…..implementation

Deliverables

-Written assessment current strategic plan

-Project Plan including schedule, resource plan, risk analysis and implementation…

Time Commitment

- Estimated 50-70 hours over 4 months

Discussion # 1. Project Summary Sheet

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- Initial reading pretty straightforward

- List of Q’s for first project discussion with XD

Q. What questions would you ask the Executive Director in your first project-focused discussion?

What actually happened….

XD took strategic plan off the table

Based on readiness questions, distinct impression 4 month timeframe was just not realistic

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Q. Now what would you do?

What actually happened…. Review all information and re-meet 1

week

Outline best guess realistic timeline, approach and deliverables

Let go of strategic plan review task – focus on delivering the IMS project

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Discussion # 2. Assessment Stage

Organization and Environmental Factors

bc211 unionized, 30-40, divided into functional areas:

Information & Referral (I&R) - largest staff & operate a specialized 24/7 call centre

Reporting & Publication (R&P) maintain data and develop reports

Mgr. of Operations (Finance and HR); Mgr. of Resources/IT; Mgr. of Information; referral specialists

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Discussion # 2. Assessment Stage

Mgr. of R&P most involved in development of the project

On first day learned he would be leaving in 10 days

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Q. How would you handle that situation? What would you do or not do? (5 min)

What actually happened….

bc211 culture quite positive & individual quite conscientious

Met, shared background and history of the project including legacy systems

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• Senior staff unfamiliar with formal project management

• Familiar working with & around each other

• Had to define my role as PM – whole scale of possibilities with no right or wrong

• Spectrum:

- central, insider, advisor

Discussion # 3 Project Management Role

Q. What would you do? (5 min)

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• Stayed towards the advisor/guide end of the spectrum

• Brought in MS Project 2010

• High level Project Plan with dates and tasks, accountabilities and links

• Weekly in person team meetings & weekly conference calls

• Prepared initial:

- Risk Register

- Change Management Plan (including communications and consultation)

•Met one-on-one with all leads away from dynamics of group meeting

• Prepared initial:

- Critical Success Factors (internal and external)

- T-minus timetable

- Parking Lot for out-of-scope ideas

• Project Completion Report (for future bc211 leaders)

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Discussion #4 Go Live

After months of planning, decision crunch within 24 hrs.

Some factors momentum oriented (programs not perfect but good enough to move forward)

Some risk-avoidance

Key member of team just leaving for another job

XD just returned from business trip to east coast.

Discussion # 4 Go Live

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Q. How would you help the team reach a go/no go decision? What would be on your checklist of essentials that need to be in place on launch day?

Discussion # 4 Go Live

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What actually happened….

No burning platform or hard driver to launch

XD very committed to doing it right

Deciding element became training – new cohort of staff members & staff schedules

Preparation work paid off

Launch unusually smooth

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1. The value of great Sponsorship should never be under-estimated

2. Flexible project management wins over doctrinaire approaches hands down

3. Simple does not equal easy

4. Communications needs to be multi-dimensional

Best Practices / Lessons

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Myrna Holman, executive Director, BC211

“When BC211 was about to take on the implementation of a new Information Management System, we knew for this initiative to be successful, we needed some professional project management skills. When I learned about pm-

volunteers.org I was a bit skeptical.

It’s really quite something to get such a commitment from a volunteer like Shawn who has years of experience and

expertise to share with us.”

LET’S CONNECT! e. info@pm-volunteers.org

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Website: PM-Volunteers.org

Twitter: @pmvolunteersorg

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