The estimate for non-profit fundraising projects that nobody challenged is usually the one that fails. Stakeholders withdraw support for this part of project and portfolio delivery quietly before they withdraw it formally. The programme takes participants through the wider project and portfolio delivery agenda end to end, from framing the problem to closing it out. Cases are chosen to expose the trade-offs in non-profit fundraising projects rather than to illustrate ideal conditions. Post-incident reviews keep identifying weaknesses in this strand of project and portfolio delivery that were visible long before the incident. It suits anyone whose decisions touch the wider project and portfolio delivery agenda, in large organisations and small ones alike. The course leaves participants able to diagnose weaknesses in non-profit fundraising projects before they become incidents. Ambition around this strand of project and portfolio delivery outruns capacity unless the sequencing is deliberate. Participants leave with a plan for the project and portfolio delivery capability sized to what their organisation can realistically absorb.
Expected Learning Outcomes
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Build a register of the risks attaching to non-profit fundraising projects and keep it current.
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Control change to non-profit fundraising projects so every variation has a price and a decision.
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Assess whether non-profit fundraising projects should continue at each decision gate.
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Recover non-profit fundraising projects when it is behind, without pretending it is not.
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Diagnose whether a problem in non-profit fundraising projects is one of design, resourcing or discipline.
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Define the scope of non-profit fundraising projects precisely, including what is explicitly excluded.
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Establish escalation routes for non-profit fundraising projects that work outside normal hours.
