1. Project Management in NGO
Regional Study Session
„Human Rights and Participation of Minority Young Women and Men in Multicultural Societies“
Riga, Latvia, August 2003

2. Content 1. Introduction Structural features of NGO
Trends in the NGO-Sector
2. Project Management
What is a project?
Definition of the PM
Goals of the PM
3. PM Phases
Phase 1: Initiation
Key words for the project application
Setting the goals
Prerequisites on the project
Phase 2: Project Planning
Structuring the project
Work Breakdowns Structure
Breakdown guidelines
Object orientation
Functional orientation
Organizational structure
Physical location
Coding
Plans & schedules
Network diagram
Bar charts
Resource planning
Cost planning
Plan approval
Phase 3: Project Execution
Project meetings
Project leadership
Project documentation
Phase 4: Project Controlling
Cost control
Phase 5: Project Closing

3. 1. Introduction Structural features of NGO
Idealistic goals (gender equality, cultural goals, etc.)
==> lack of the indicators to evaluate the goal achievement
Which indicators will you apply to control human rights equality?
==> the success of NGO can be hardly monetary measured
How can you measure improvement of human rights equality, etc.?
Financial structure (NGO‘s = Non-Profit-Organisations)
==> dependency on sponsors
Voluntary service of the members
==> How to motivate your members to work efficiently?

4. Project Managment (PM) techniques can help to improve performance!
1. Introduction
Trends in the NGO Sector
Globalisation/ Internationalisation strategy
Cooperation of NGO with diverse organisations (companies, governments, other NGO, private persons, etc.)
NGO are involved in more and more complex projects
Competition between NGO regarding sponsors, target groups, spectrum of products & services, etc. ==>
cost pressure is increasing
NGO have to perform their work efficiently without unnecessary wastage and delays ==>
NGO implement modern management methods in order to improve performance and remain competitive
Project Managment (PM) techniques can help to improve performance!

5. What is a project? 2. Project Management
Most ordinary work is repetitive and process-oriented
day-to-day activities: scheduling appointments, screening mails, calls, etc.
A project is a sequence of tasks with a beginning and an
end that are bounded by time, resources, and desired results.
Projects usually operate outside the normal routine;
They are usually complex = sum of many single tasks

6. Project Management = combination of techniques, and people
Definition of the PM
Because projects generally have to get done in addition to your ordinary work, you need some special tools to make it easier to help bring projects to a successful end.
Project Management = combination of techniques, and people
to complete a project within established time frames, budget, and quality.

7. Goals of the PM 2. Project Management
to define clear responsibilities and deadlines for each activity
to avoid budget overruns
to meet the project goals better
to avoid unclear expectations
PM can help you reduce risk and make it easier to get more done with less effort.

8. 3. Project Management Phases
There are 5 phases to the PM process:
1. Initiation
2. Planning
3. Executing
4. Controlling
5. Closing

9. Clarifying, modifying an initial idea of a project
Phase 1: Initiation
Clarifying, modifying an initial idea of a project
Analysis of a given situation
Who are those concerned?
Who is the financing organisation?
Who is involved in the project?
Can the project area be characterized?
Are there any similarities to prior projects?
The transformation of the first draft of a project concept according to the requirements of the donor organizations

10. Key words for the project application:
Phase 1: Initiation
Key words for the project application:
project title
legal holder of the project
clear project goals
project team
project manager
app. project costs
financing plan
target group
continuity of the project
etc..
A „fuzzy“ defined
or unfocused goal
can be
interpreted differently by
different people. ==>
In this situation you might not be
able to tell whether you successfully
finished the project or not.

11. Setting the goals: Phase 1: Initiation
The goals must be precise ==> clearly defined and reasonable
The goals must be realistic
The goals must be measurable
The goals must have a time component

12. Keep the balance between time, costs and quality!
Phase 1: Initiation
Time
Keep the balance between time, costs and quality!
Cost
Quality

13. Prerequisites on the project:
Phase 1: Initiation
Prerequisites on the project:
Completing the project on time
Completing the project within a specified budget and with the available resources
Completing the project by achiving the desired quality

14. Phase 2: Project Planning
Phase 1: Initiation
You already have a project with defined goals, probably given resources and a budget
Phase 2: Project Planning

15. Phase 2: Project Planning
Structuring the project
Before it can be implemented, a project must be analysed and split into manageable tasks that can be assigned, scheduled, tracked and implemented.
In the very first step, try to list all necessary tasks in your project.
It does not have to be in any order yet.

16. Phase 2: Project Planning
Work Breakdowns Structure (WBS)
 to organize the tasks of a project into related areas.
Work Breakdowns Structure = standard way of organizing task for a project
It is usually completed as a tree diagram ==>
1. The project will first be divided into subprojects.
2. Each of these subprojects will then be further divided into smaller tasks

17. Phase 2: Project Planning
The Work Break Down Structure (WBS)
Projekt
Subprojekt
Task
Subprojekt
Task
Subprojekt
Task
Task
Task
Task

18. Phase 2: Project Planning
WBS reduces complexity ==> the work will be put into the logical sequences
It allows short-interval scheduling
It helps to determine resources that are needed
It allows the Project Manager to communicate the work that needs to be done to other team members without getting into too much detail
It ensures that all the work sequences are identified and understood
It allows close monitoring of project progress ==> prevents problems
It allows to respond to change

19. Phase 2: Project Planning
There can be as many task levels, depending on the complexity of the project.
For Example:
First Level: The total project
Second Level: Subprojects or milestones
Third Level: Major tasks
Fourth Level: Subtasks
Fifth Level: Minor tasks or work elements

20. Phase 2: Project Planning
Breakdown Guidelines:
WBS could be organized in any of the following ways:
Object orientation
Functional orientation
Organizational structure
Physical location
Phase 2: Project Planning

21. Phase 2: Project Planning
Object Orientation
focuses on the project object ==> the object will be subdivided into pieces
Preparation of a dinner
main course
deserts
fruit
cheese
etc.
drinks

22. Phase 2: Project Planning
Functional Orientation
the object looses its contours, the tasks are becoming the main focus in this structure
Preparation of a dinner
shopping
preparing
service
prepare food
boil food
etc.
wash salad
peel potatoes
planning

23. Phase 2: Project Planning
Organizational Structure
is useful in a clearly divided organization or cooperating set of separate individuals
Preparation of a dinner
Peter
Jan
plan desert
prepare desert
serve desert
make list
go shopping
Nicole

24. Phase 2: Project Planning
Physical Location
the WBS focuses on geographical locations
Preparation of a dinner
market
kitchen
dining room
sink
stove
table
etc..

25. Phase 2: Project Planning
Coding
facilitating filing, editing, sorting, reporting and control
categorizes, qualifies an describes the item to which it relates
003
004
005 A1 A2 A6

26. Phase 2: Project Planning
Plans and Schedules
1. breaking down the project into smaller work packages ==>
2. defining what has to be done
3. when, in what sequence, or who will be doing each task
Bar charts and network diagrams will help planning and scheduling

27. Phase 2: Project Planning
start
end
A network diagram is the logical representation of tasks
that defines the sequence of work in a project.

28. Phase 2: Project Planning
Network Diagram
it shows all the logical interdependences between different tasks
it shows starting and completion dates
it shows the responsible persons
it ranks tasks according to their level of criticality
it shows those activities, which can be done simultaneously
it lays out all the task level in your WBS

29. Phase 2: Project Planning
6 steps to create a network diagram
1. List all tasks (you can code them, use the list from WBS)
2. Establish interrelationships between the tasks
- What task can take place simultaneously with this one?
- What task must precede this task?
- What task follows this one?
3. Estimate task duration
4. Identify milestones (key accomplishments to that point on the network diagram)
5. Layout the tasks and milestones as a network
6. Review your network diagram

30. Phase 2: Project Planning
Check list:
Are the tasks properly sequenced?
Are all the precedence identified?
Are there some precedence that aren't really required?
Are there tasks that can be completed parallel that are incorrectly shown as sequences?
Are all of the tasks necessary?
Are all tasks listed in the diagram?

31. Phase 2: Project Planning
Bar Chart = project timeline shows all tasks in relation with time
easy to set, read, understand
but is suitable only for relatively small projects

32. Phase 2: Project Planning
Resource Planning
1. To define the tasks
2. To establish network
3. To schedule all necessary resources (people, money, equipment, information, etc.,) =>
Now you can say when, what and who you need!

33. Phase 2: Project Planning
 determine the need of resources for each task                                                              
Phase 2: Project Planning

34. Phase 2: Project Planning
Cost Planning
1. Estimate each task & collect all relevant budget numbers
2. Overall estimate on the project’s costs => rough first draft
3. Fine-tune the figures (this might happen several times during
the planning process, since new estimates might arrive or new
tasks might be added to the project)
4. Wrapping the budget into the project plan
An accurate estimate of project costs is an essential part of the proper basis for management decisions and control

35. Phase 2: Project Planning
Tips for estimating the project’s costs:
Do not hurry!
Document your work!
It is easier to alter your calculations if you write down your cost estimation.
Estimates should be budgeted slightly higher than originally calculated.
A higher risk is given when exchange rates vary. ==>
Nominate one currency as the control currency
Add a certain percentage to the budget for unforeseeable expenses.

36. Phase 2: Project Planning
Visualizing the budget
 For presentation and tracking of the money flows
The amount of money
needed at a specific
period of the project
                                                   .

37. Phase 2: Project Planning
 How much money is needed at a certain point in time
                                  

38. Phase 2: Project Planning
Plan Approval
The most important aspect of the approval is getting the budget
freed up so your can start the work.
Take all the plans you have worked out so far and review it as a whole :
the work breakdown structure (WBS)
the network diagram
the schedule
the team and
the budget
Are the figures and dates realistic?
Is everything complete?
Are you prepared to justify each of your decisions?

39. Phase 3: Project Execution
Phase 1: Project Initiation
Phase 2: Project Planning  your project has received authorisation
Phase 3: Project Execution => It is time to get the project started! ==>
Project Kick-off = project presentation to the team

40. Phase 3: Project Execution
Project Meetings
Introduce the members of the team to their roles in the project;
Clarify the project goals and responsibilities;
Review the first priorities for the project and overall schedule;
Discuss methods and tools to be used to manage, control and operate the project;

41. Phase 3: Project Execution
But do not forget the leadership role over the manager role!
Project Leadership
As a leader you will
Command authority;
Take responsibility for guiding, controlling & monitoring the project;
You are responsible to complete the project on time and within the budget;
You will also do a lot of other administrative tasks => delegate;
You will be a trusted and reliable source of information on the project;
You will be expected to be honest, competent, and inspirational;
Your job is to motivate the team and to make sure everybody is
moving in the same direction - towards the project goals and its finish.

42. Phase 3: Project Execution
Project Documentation
- simplify monitoring and control over the budget, progress of the project
- help to avoid problems occurred in following projects
- help in writing the final project report
Do the paperwork immediately! Putting it off "for a few days" may find you at the end of a project without enough data or notes to write a report.

43. Phase 4: Project Controlling
Monitoring & Controlling
Cost, Time & Quality Control

44. Phase 4: Project Controlling
Compare time, cost, and performance of the project to the budget, schedule and tasks defined in the approved project plan;
Update the plan regularly as changes occur;
Communicate the changes with all team members;

45. Phase 4: Project Controlling

46. Phase 5: Project Closing
Phase 1: Project Initiation
Phase 2: Project Planning
Phase 3: Project Execution
Phase 4: Project Closing
  - Finalizing and transferring responsibilities  - Reassigning people and releasing resources  - Meeting with clients and financing organizations
 - Documenting the results
- Feedback and evaluation