Project management – 7 to success; there I go again with the magic number 7  but  is all about , predicting it, spreading it or mitigating it so you can get to your end goal.

Look if you run a log you will even have part set aside for how to ….

So look with that in mind here are 7

1. Team

Remember you are part of the team and for you must have the right team. Probably your biggest is people, getting the right people with the right skills at the right to do the right job is essential. A can be extended or stymied if you cannot get the right team skill set form the offset.

Your team will need to be set aside ring fenced if you like, so as  to a lot of the people-related s. Charities are often struggling with HR , so if this is high priority then the best people must be set aside for it.

Its essential to allocate  properly.  Understand when people are available and book them inYou may have to plan around them in order that you aren’t suddenly constrained because an individual isn’t available for 2weeks whilst they are on annual leave.

2. Outcome

Clarity is what this is about, you have to know what you aim to achieve, with clarity everything else will sit with this and therefore knowing outcomes or achievements will s immediately. When you have clarity you can offer clarity to others, give them the tools for the job and remove I didn’t get instructions, I didn’t know you wanted that, from your list.

You may have to do feasibility studies (very common in large fundraising projects), you will undertake workshops and user groups to test out the ideas and you will want to interview stakeholders.  Engage all the stakeholders through every iteration of by using ‘Agile’ then they will be there on each outcome and each step of the way ensuing the final result is what was wanted.

All of this feeds your scope document and brief, its worth investing in and getting right.

3. Feasibility

I already mentioned feasibility for …so use these kinds of studies to test out ideas and solutions before you move to a full build. Check your concepts, methodology and solution.

Your should be a series of phases the first of which should be a feasibility or investigation stage to fully scope out the  enabling work and test out your solution in a limited way prior a  going active. The most important thing for a charity is it can prove (or disprove) the business case without having to commit the full investment.

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4. Listen and Learn

When I first learned about , it was drummed into us that you must include ALL stakeholders. If people are overlooked or their contributions disparaged their reactions, or lack of input can cause a lot of issues. This happened in one organisation I know where a commercial kitchen was installed by the without a) understanding kitchen layout and b)fully  including the cook who used the kitchen.

Consultation is an over used word, and often used to tick boxes rather than listen properly. By listening to all your stakeholders you identify residual s and then gain strategies to engage more effectively with the stakeholders concerned building rapport and ensuring shared ownership and buy-in.

5. Spread and Scope

Its often tempting to take all the ing store it into one area of your , don’t do it, either should you allow all the to be held by one person. Spread that , spread the responsibility.

An example of this is where perhaps you know there is a but feel one contractor might deal with it because they cost more and they are suggesting that paying them extra will ameliorate the …it won’t.

All must be quantified if you cant measure it you cant manage it. So s must be managed  jointly with included depts or contractors or other stakeholders to spread out the actions and also the impact should the occur.

6. Test Everything

You are under pressure to complete, so you cut the testing. DON’T !. It will always catch you out, what ever part of the you are in, you need to test outcomes and test inputs.

Testing is an important part of making sure that your is manageable. Testing helps reveal in that might stop the ion its tracks at a later stage. Test everything: training materials, implementation plans, and the deliverables. Test frequently and allow longer than you expect. e.g part of your fundraising is collection boxes, your preplan suggests £50 per box per month, did you test that, because if you got to put out a hundred boxes and volunteers to collect and count and you are only getting  ten a box then your total is at .

I get fed up with people saying I dont have for that….well is part of . Set aside  for testing and double it, no one ever has enough or sets aside enough when they calculate…double it.  This means you need contingency in your schedule. Remember testing will find , then you need to fix or re-strategise.

7. Always have a Plan B

I was told this early in my career, I haven’t always done it and each I didn’t, things went wrong. by its very nature means you hit you never saw coming.

You need Plan B (perhaps even C) with phases

  • Extra
  • Extra
  • Contingency funds
  • Options to stop and think again or reduce the scope
  • Options to break the into segments

Look no one wants to use Plan B, but you always look better if you have it.

Your Trustees/directors need to agree contingency, discuss additional funding, what they want if things aren’t feasible as they imagine them.  As a charity you need to discuss how you might secure additional funding in the face of unforeseen issues and how you will access this when the comes.

These discussions can save and act as a mitigation of

I hope this article on – 7 to success will help. If you have a charitable or programme you need managed, why not get in touch.

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