Project Management

Managing Non-Profit Projects and Maximising Community Impact

Learn to design, measure and defend your organisation's approach to non-profit project management.

  • 5training days
  • 4modules
  • 8sessions
  • 32topics
View packages and pricesCourse outline
Managing Non-Profit Projects and Maximising Community Impact
5days

About the programme

Course Overview

Stakeholders withdraw support for non-profit project management quietly before they withdraw it formally. Most recovery effort on the project and portfolio delivery capability is spent on problems that were visible early. Work is grounded in real cases drawn from this part of project and portfolio delivery, which each participant adapts to conditions in their own organisation. The programme is built to be used, and every section of non-profit project management it covers ends in something applicable. It is written for people who have to make the wider project and portfolio delivery agenda work with the resources they already have. Ambition around the project and portfolio delivery capability outruns capacity unless the sequencing is deliberate. Organisations that document non-profit project management properly resolve disputes about it far more quickly. The programme builds the judgement to know which parts of the practice within project and portfolio delivery to standardise and which to leave flexible. The final session converts the week's work on this part of project and portfolio delivery into commitments with owners and dates.

Expected Learning Outcomes

  • Present the case for investment in non-profit project management in terms that a finance function will accept.

  • Control change to non-profit project management so every variation has a price and a decision.

  • Manage stakeholders of non-profit project management according to influence and interest.

  • Communicate the purpose of non-profit project management to those who have to comply with it.

  • Assess whether non-profit project management should continue at each decision gate.

  • Distinguish the parts of non-profit project management that must be standardised from those that require judgement.

  • Plan handover and benefit realisation for non-profit project management.

Who Should Attend

  • Public sector officials applying non-profit project management within a regulated framework.

  • Contract and procurement staff supporting non-profit project management.

  • Planners and schedulers building the timeline for non-profit project management.

  • Officers preparing reports on non-profit project management for boards or oversight committees.

  • Risk managers supporting non-profit project management.

  • Project sponsors accountable for the outcome of non-profit project management.

Course Modules

Open any module to see its sessions and topics.

01

Non-profit project management: schedule, critical path and realistic duration

2 sessions · 8 points

Session 1Decision gates on non-profit project management that can actually stop it

  • Review at each gate whether non-profit project management should continue at all.
  • Archive the decision record for non-profit project management so successors understand it.
  • Agree what will be standardised in non-profit project management and what will not.
  • Manage supplier performance on non-profit project management against contract, not goodwill.

Session 2Testing non-profit project management before relying on it

  • Register the risks to non-profit project management with owner, probability and impact.
  • Remove steps in non-profit project management that add effort without adding assurance.
  • Map stakeholders of non-profit project management by influence and current level of support.
  • Estimate the resource non-profit project management requires to run as designed.
02

Non-profit project management: governance, gates and decision rights

2 sessions · 8 points

Session 1Recovering non-profit project management when it is behind

  • Measure progress on non-profit project management by value earned, not tasks ticked.
  • Prepare the summary of non-profit project management that senior management will read.
  • Hold a lessons session on non-profit project management while memory is accurate.
  • Write the scope statement for non-profit project management including explicit exclusions.

Session 2Escalation and decision rights in non-profit project management

  • Define how the benefit from non-profit project management will be measured after closure.
  • Build reporting on non-profit project management that surfaces problems while they are small.
  • Plan the sequence in which improvements to non-profit project management will be introduced.
  • Identify where judgement in non-profit project management is legitimate and where it is not.
03

Non-profit project management: risk identification, quantification and ownership

2 sessions · 8 points

Session 1Building lasting competence in non-profit project management

  • Confirm that reporting on non-profit project management reaches the people who can act.
  • Identify the critical path through non-profit project management and the float elsewhere.
  • Build the internal briefing that explains non-profit project management to those affected.
  • Verify six months later that changes to non-profit project management have held.

Session 2Writing the scope of non-profit project management including what is excluded

  • Review whether non-profit project management is aligned with the objectives of the project.
  • Estimate non-profit project management using two independent methods and reconcile the difference.
  • Set the change control process for non-profit project management and require cost and time impact.
  • Map the handovers in non-profit project management between functions and secure them.
04

Non-profit project management: change control and variation

2 sessions · 8 points

Session 1Pricing every change to non-profit project management

  • Rehearse the briefing on non-profit project management that would follow an incident.
  • Define acceptance criteria for each deliverable of non-profit project management.
  • Agree the indicators that will show whether non-profit project management is improving.
  • Agree the escalation threshold for non-profit project management in advance.

Session 2Estimating non-profit project management without anchoring on the answer wanted

  • Plan handover of non-profit project management to the team that will operate it.
  • Collect evidence on the present handling of non-profit project management before proposing changes.
  • Record the rationale for each significant choice made about non-profit project management.
  • Check that records of non-profit project management answer the questions likely to be asked.

Choose the package that suits you

Silver Package

At least 3 people

USD1,250
  • Workshop or Program Participation
  • Airport Transfers
  • Customized Badge
  • Expert Mentorship (Private Sessions)
  • Supervision & Secretarial Services
  • Accredited Certificate of Participation
  • Complete Training Kit
  • Coffee Break
  • Closing Ceremony

Gold Package

At least 3 people

USD1,850
  • 5-night stay in a 5-star hotel
  • Workshop or Program Participation
  • Airport Transfers
  • Customized Badge
  • Expert Mentorship (Private Sessions)
  • Supervision & Secretarial Services
  • Accredited Certificate of Participation
  • Complete Training Kit
  • Coffee Break
  • Closing Ceremony

Complete your registration

We will contact you within one business day to confirm.

Share this course

🔗 Short link
View packages and prices

✆