6. 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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8. PROJECT EXAMPLES
Information Technology
Facilities Renovation & Construction
Training & Development
Human Resources
Event Management
Social Services/Research
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10. 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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11. 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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14. 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).
15. 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.
16. Project Summary (Hand out)
Put yourself in my boots:
-unfamiliar with the bc211
organization
-unfamiliar with the IMS software
-new face
17. Project Summary Sheet useful to:
- describe the project to recruit a PM
- concise communication base
- provide a reference point when
project scope questions arise
18. Discussion # 1. Project Summary Sheet
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
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19. - 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?
20. 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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22. 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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23. 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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24. 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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25. Q. How would you handle that situation?
What would you do or not do? (5 min)
26. 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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27. • 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
28. Discussion # 3 Project Management Role
Q. What would you do? (5 min)
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29. • 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)
30. •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)
32. 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.
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33. Discussion # 4 Go Live
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?
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34. 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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35. Best Practices / Lessons
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
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36.
37. “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.”
Myrna Holman, executive Director, BC211