Introduction to Project Management Workshopto+Project+Management+… · Professional Development Scholarships • PMIEF administers a number of scholarships which support project

Project Management – Participant’s Workbook

Introduction to Project Management Workshop

Scotiabank Centre for Non-Profit Excellence January 18th, 2018 Okanagan College

Project Management – Participant’s Workbook

Contents Learning Outcomes ....................................................................................................................................... 2

What is Project Management? ..................................................................................................................... 3

What is a Portfolio?....................................................................................................................................... 4

What is a Program? ....................................................................................................................................... 4

What is a Project? ......................................................................................................................................... 5

What is Project Success? ............................................................................................................................... 6

Case Study Example ...................................................................................................................................... 7

Project Model Canvas: .................................................................................................................................. 8

The Project Management Role ................................................................................................................... 12

Stakeholders ............................................................................................................................................... 13

Project Evaluation ....................................................................................................................................... 16

Project Evaluation Report Template ........................................................................................................... 17

Project Management – Participant’s Workbook 1

Who are our sponsors?

Okanagan College and Scotiabank

Okanagan College has partnered with Scotiabank Centre to introduce the Scotiabank Centre for Non-

Profit Excellence. This project enables Okanagan College students to research and identify strategies to

ensure sustainability within all realms of Non-Profit organizations. PMI

Founded in 1969, PMI delivers value for more than 2.9 million professionals working in nearly every

country in the world through global advocacy, collaboration, education and research.

We advance careers, improve organizational success and further mature the profession of project

management through our globally recognized standards, certifications, resources, tools, academic research,

publications, professional development courses and networking opportunities.

PMIEF

Resources for Non-Profits and NGOs

• PMIEF's resources provide no-cost project management learning for non-profits and NGOs to become

more effective and efficient, and to help in recovery efforts to rebuild after disasters strike.

Professional Development Scholarships

• PMIEF administers a number of scholarships which support project management training for individual

staff members of non-profits and NGOs.

Grant making to Non-profits and NGOs

• PMIEF awards grants to non-profit organizations to build their capacity by helping their professionals

acquire and apply project management knowledge to mitigate challenges in their everyday work. The

foundation recognizes the value of project management as a business solution, so it funds non-profits’

project management training to ensure they become more efficient and more effective in their

delivery of services.

https://pmief.org/scholarships/professional-development-scholarships

https://pmief.org/scholarships/professional-development-scholarships

https://pmief.org/our-purpose/pm-capable-nonprofits-and-ngos/pm-capable-nonprofits-and-ngos-grantmaking






Learning Outcomes

Learning Outcome 1: Identify the difference between a project and a program

Learning Outcome 2: Describe the difference between a project manager and other key

stakeholders of a project

Learning Outcome 3: Complete a project model canvas for an individual project

Learning Outcome 4: Evaluate the likelihood of the project to meet its intended goal using the

project model canvas framework


What is Project Management?

“Project management is the process of the application, knowledge, skills, tools, and

techniques to project activities to meet project requirements.”

(PMBOK® Guide - Fifth Edition)

Project management is an interrelated group of processes that if followed enable the project

team to achieve a successful project.

Or a much simpler definition –

An established approach to managing and control

Quality is an outcome.

1

1 (2011). How Project Management Can Be Used in YOUR NonProfit. Newtown Square, PA: PMI Educational Foundation.


What is a Portfolio?

Portfolios are at the highest level of meeting corporate objectives, and relate to complex

objectives. This is selecting a combination of projects to best utilize the company capacities.

What is a Program? A program is “a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”


2

2 (2011). How Project Management Can Be Used in YOUR NonProfit. Newtown Square, PA: PMI Educational Foundation

PROJECT 1

PROJECT 2

PROJECT 3

PROGRAM COMMON

OBJECTIVE

PORTFOLIO

PROGRAM

PROJECT PROJECT


Key Differences Between: Project, Program, Portfolio

Portfolios and programs anticipate change and have many interdependencies while projects

focus on controlling change and managing risk.

What is a Project? The fundamental nature of a project is that it is a “temporary endeavor undertaken to create a

unique product, service, or result.”


Criteria that projects have in common:

• Predetermined timeline

• Clear beginning and end

• Fixed budget

• Specific deliverable (product, service, or result)

• Interrelated tasks

• Involve people (PMBOK® Guide - Fifth Edition)

3


PROJECT

START OBJECTIVES/

DELIVERABLES END


What is Project Success?

The project triangle (PMBOK® Guide - Fifth Edition)

If any of the three factors (time, cost, scope) change, at least one other factor is likely to

change.

Project Life Cycle

A project life cycle is “a collection of generally sequential and sometimes overlapping project

phases whose name and number are determined by the management and control needs of

the organization”.

Basic Framework for Managing the Project

Typical Cost and Staffing Levels Across the Project Life Cycle

4



Case Study Example

The RockeyView Elementary School PAC was investigating ways to raise funds on an ongoing basis at the

school. There are several areas where school district funding was not sufficient to cover the purchase of library

materials and special usage AV equipment. The PAC was looking to cover a shortfall of $2000 per year. In

addition, the PAC was looking for a project that would assist the Grades 5 and 6 students with their financial

literacy. It was decided that a weekly popcorn fundraiser at the school would be able to fill both needs.

Students would be responsible setting up the stand, making popcorn, selling it and the final clean up at the

end the school. Several parent volunteers would be needed to buy popcorn bags, popcorn/butter/salt/oil and

to supervise the making and selling of the end product. The popcorn maker was donated by a local hardware

store that no longer used it for their customers, so the PAC did not need to purchase any additional

equipment.

At the last PAC meeting, members agreed that it was a good idea, but were concerned that not all aspects of

the project had been clearly thought through. Some of the member comments from the meeting minutes are

listed below:

• Popcorn would be a good idea as most students can eat it and it didn’t violate any of the food safety

rules outlined the school.

• Will students want to buy popcorn afterschool and won’t be boring after the 3rd week?

• The kids won’t have foodsafe. What if someone gets sick?

• I know my kid – they’d probably burn themselves

• Who is going to volunteer?

• Are we taking the student volunteers away from too much class time?

• Can we get this up and running by the end of next month to raise enough to purchase the needed

books and equipment?

• What price will we set the popcorn at so that we are covering costs and making some money, while not

charging parents a lot every week.

• What does the hardware store want for their donation?

You have volunteered your project management know-how to help the PAC committee tasked with getting

the popcorn sales up and running.


Project Model Canvas: Mental model of project understood by all stakeholders

PM = Project Manager assigned to the project

Pitch = project definition in one sentence

PM PITCH

JUSTIFICATION Past

OBJ SMART REQUIREMENTS

COSTS

TEAM

PRODUCT

CONSTRAINTS

BENEFITS Future

DELIVERABLES TIMELINE

STAKEHOLDERS Externals &

External Factors

RISKS ASSUMPTIONS


PM PITCH

WHY? WHAT? WHO? WHEN

and

HOW MUCH?

HOW?


Why:

Change from a troubled past organization to a future state with benefits and

value generation.

Justification: What has been the problem in the past? How has it manifested in

the organization, with clients or other key stakeholders.

Smart Objective: Use as many of these as you are able:

S pecific – be as concise as possible

M easurable – what are the quantifiable results you are looking for?

A ttainable – considering the organizations capacity and other priorities what can

be achieved?

R ealistic – this takes into account both attainable above and Timeline below

T imeline – by when are the results of the project expected?

Benefits: Benefits to be realized or value generated or even future costs not

occurring.

What:

Confirm that the project’s product is clear and customer needs are translated into

requirements.

Product: What are the deliverables or tangible things that will be created by

the project team.

Requirements: Think of specifications or quality, what are key expectations of

the deliverables, for example do they need to be perfect (like cement – or it won’t

work) or is there some ambiguity about them.


Who:

All invested parties who have a level of contribution are impacted or resistant to

the project.

Stakeholders: Project stakeholders are entities that have an interest in a

given project. These stakeholders may be inside or outside an organization which;

sponsor a project, or have an interest or a gain upon a successful completion of

a project; may have a positive or negative influence in the project completion.

Team: A project team is a team whose members usually belong to different

groups, functions and are assigned to activities for the same project. A team can

be divided into sub-teams according to need. Usually project teams are only used

for a defined period of time. They are disbanded after the project is deemed

complete. **

The deliverables of the project are created by the team members – if you need

something in the project to be successful you’ll need to ensure they are part of

the team.

It is also important to note that these teams may consist of not only staff, but

volunteers and possibly third parties such as vendors, contractors or suppliers.

5

5 PMI, 2013.


The Project Management Role

Key Responsibilities:

• Developing project management plan

• Keeping the project on track – schedule and budget

• Identifying, monitoring, and responding to risk

• Providing accurate and timely reporting

• Responsible for communicating with all stakeholders

Deliver scope (work) on time, within budget, and within quality specifications

Key Skills:

• Project management knowledge

• Knowledge of the application area

• Understanding the project environment

• General management knowledge and skills

• Interpersonal skills

Key Success Factors:

• Communicate clearly & effectively

• Organize thoroughly

• Solve problems and make decisions in a timely fashion

• Build and manage teams

• Remain focused on the required outcome (benefit)

• Not becoming emotionally attached


Stakeholders

Employees & Volunteers: Employees and volunteers are vital stakeholders in the non-profit, these are the

people who provide services that keep non-profit organizations running.

Funders: Funders, also known as donors are those that help the non-profit organizations in

funding their operations and are there in supporting the financials to launch set

objectives they have.

The community: The community as a whole most often relies on non-profit organizations to

provide much needed support or services within the community. In addition, the

community may give an organization social license to provide the support or

services for which it is know. In many cases the community is a partner that the

non-profit organization relies upon in order for a project implementation to be

successful. They may even provide facilities, services or funding in support.

Government: Governments are important to the non-profit sector because they are key funders

of programs or services that non-profits access. Governments will have

overarching civic mandates and goals that can provide direction to non-profit

organizations with respect to funding and programming decisions. These

directions often fund special purpose projects.

Clients: Clients are the recipients of the services or programs a non-profit organization

provides. Clients benefit from the work done by the non-profit organization.

6

6 Stakeholders of a Typical Non Profit Organization. (n.d.). Retrieved January 11, 2018, from http://www.startnonprofitorganization.com/stakeholders/


How: This is made up of the assumptions, deliverables and constraints as these three

areas are highly interdependent.

Assumptions: These are typically beliefs about items that can impact the

project. These need to be substantiated or confirmed during the course of the

project. Some examples are:

o The project team is delivering a new tool to track donations; concurrently

the accounting department is changing bank accounts – in the assumptions

section you would identify how the donation team is going to be notified of

the new account number.

o The project team is setting up a new fundraising activity/campaign and

while that is going on a new wave of volunteers is being trained that may or

may not be involved in the new campaign. The project may need to identify

an assumption that any volunteers will be fully trained before being

involved in the fundraising campaign.

Note that every assumption will also create a risk – these are typically broken

down by the likelihood and impact of that risk happening. Those with the highest

likelihood and impact should have defined mitigation strategies identified.

Deliverables: These need to be specific tangible things that team members are

delivering. The Project Manager may also manage tasks, if these contribute to

specific tangible deliverables. Deliverable are much easier to understand and

communicate the scope of the project.

Constraints: These are things that limit the work of the team or the

deliverables to be produced. For example:

o While the project team is working on their new campaign, the national

office is also directing that volunteers must not work more than 6 hours per

week due to Health & Safety concerns.


When & How Much:

This is made of the timeline and costs.

Risks: These directly translate from assumptions. Think of risks as possibilities

that might affect the cost, time or scope of the project. They are typically broken

down and ranked by those that will have a high impact and/or high probability.

For example:

o The NP has planned a fundraiser for youth that will be run and staffed by

youth participants. There is a major all ages music festival going on at the

same time. There is a risk that volunteers may choose not to attend the

event due to other priorities

o Another risk is that something will change during the project that affects

the time or budget.

Ideally the team will develop mitigation strategies for the risks during the

planning stage. Then these risks when they occur can result in predefined actions

to reduce the project impact.

Timelines: The timeline for the project is often best developed by working

backwards – start from the last thing that needs to be delivered and work to the

beginning of the project. This is a good technique to quickly identify how to

sequence the activities and identify any actions that depend upon the completion

of another.

Cost: A budget is required for a project. Once the deliverables are identified

these will determine the project budget. Note that depending on the

organization the costs may or may not include the time spent by internal

resources. Also note that it is important in your project to recognize the timing of

costs for cash flow purposes.


Project Evaluation While the project canvas is used at the beginning of a project, another tool is the

project evaluation – sometimes referred to as a Lessons Learned. The following

highlights the use of this tool and the following page provides a template.

What: This is an activity done after a project is completed to document what

worked well in the project and what could improve in future projects.

Why: It is done to continually improve project performance and not repeat the

mistakes from the past but also to ensure that practices that improve projects are

continued. It also provides knowledge for different project managers or different

project teams as they are assembled for different projects.

How: Input is gathered from all the key stakeholders involved in the project –

these may be project sponsors as well as the project team itself. One very

effective way to conduct this is to have a facilitated session with all the project

team and to do individual interviews with sponsors and other key stakeholders.

The size of the project is a good way to determine the level of effort to put into

the project evaluation. The larger the project the more thorough the evaluation

can be.

Who: Ideally all stakeholders should be involved in gathering the lessons

learned. It is often good to have a resource outside the project facilitate

gathering these so that the project manager can also participate.

When: The lessons learned are typically gathered at the end of the project,

however it is very helpful to periodically do this evaluation at key stages for larger

projects. These evaluations can provide insights into improving or adapting next

steps.


Project Evaluation Report Template Project name:

What we did right? (For example: Key leaders support this project and were

involved in decision making when necessary. The entire team was committed to

the project and worked well together.)

What we could improve? (For example: What is the one thing you would change?

What were the main bottlenecks on the project that could have been changed

and improved?)

What we should continue? (For example: Creating a Google Drive site for the

team communication and document storage. Initial team meetings to ensure

everyone understood the objectives and deliverables for the project.)


Many thanks to

for its support of this workshop and the Scotiabank

Centre for Non-Profit Excellence

Documents

Introduction to Project Management Workshopto+Project+Management+… · Professional Development Scholarships • PMIEF administers a number of scholarships which support project