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Project Management

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P rojects are, more than ever, a fact oflife for voluntary organisations.

Changing patterns of funding, particularlythe impact of the Community Fund,mean that it is becoming ever morecommon for agencies to develop theirwork and secure funding by developingspecific projects. Funders in their turnare asking for details of how projects willbe managed, with some beginning toexpect agencies to use one or anotherestablished project management system.

Technical projects are more common.Many organisations are getting involvedin IT and Internet based projects whichbring high risks and costs, and takemanagers into technical developmentswhere they may not feel confident.

Against this background there is aclear need for project managementexpertise, yet the voluntary sector has no great tradition of using formalmethods of project management. This may be a reflection of a reasonablerecord of success: we haven’t sufferedfrom high profile project failures,especially IT project failures. A string of troubled projects has plagued thecommercial and statutory sectors and driven the adoption of a moresystematic approach.

a project as well as helping with lesstangible but vital areas like establishinggood communication, clarifying roles andbuilding strong teams.

Our belief is that voluntaryorganisations can learn from this body ofknowledge and that their ability tomanage the growing number of technicalprojects can be improved by theadoption of these techniques. Theirprojects tend to be smaller, the processof making funding applications can be anadded complication, but they can still usethese techniques to their advantage.

This Lasa Computanews Guide isintended to provide an introduction tothe techniques of project management. It looks at the basic principles and availabletools and provides some templates andprocedures for implementing projectmanagement methods within thevoluntary sector. We aren’t setting outto produce another project managementmanual; there are plenty of booksavailable, and this isn’t a substitute forproject management training. Our aim isto offer an introduction to technicalproject management, and to emphasisehow it can work in a voluntary sectorsetting with particular reference tomanaging funding applications.

What is projectmanagement?A typical project starts with someonehaving an idea, which then gainsacceptance from a wider group: probablyinformally through discussion withcolleagues and then through a moreformal process involving seniormanagement, the managementcommittee or board. This leads to afund-raising process, which usuallycauses significant delay, and then if thefunding bid is successful the project canstart, staff can be appointed and work

can begin. This work has to be plannedand managed, problems dealt with, untilthe project concludes, hopefullysuccessfully, and is wound up.

Formal methods of projectmanagement offer a framework tomanage this process, providing a seriesof elements – templates and procedures– to manage the project through its lifecycle. The key elements consist of:

● Defining the project accurately,systematically clarifying objectives.

● Dividing the project up intomanageable tasks and stages.

● Controlling the project through its stages using the project definitionas a baseline.

● Highlighting risks and developingspecific procedures to deal with them.

● Providing mechanisms to deal with quality issues.

● Clarifying roles to provide the basisfor effective teamwork.

The need to provide accountability and effective communication is implicitthroughout.

Why project management?But as voluntary organisations’

projects grow in size and complexity it’s clear we too can benefit from theestablished body of knowledge thatexists on effective project management.

Project management isn’t rocketscience. A lot of it is common sense andanyone who has been involved in runninga project informally will find much that is familiar. But established methodsprovide a more complete and systematicframework for defining and controlling

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Which method?There are lots of different projectmanagement methodologies available,each touted by its supplier as havingsome special magic ingredient orsuitability to your project. But when youlook at the different systems it quicklybecomes apparent that they are allvariations on the same theme and have alot in common. The same basicprinciples apply whichever system youuse. The issue isn’t so much the systemyou use but how well you apply it.

Many project management systemsare proprietary. Project managementconsultants sell them as a package ofservices that will include trainingsessions and consultancy alongsidedocumentation that will includetemplates and guidance notes.

These packages don’t come cheap,costing hundreds if not thousands ofpounds. But this approach may be a costeffective solution for larger organisationsthat want to set up a structure tomanage a number of projects. In effectyou’re paying to set up a framework thatwill include training for staff, plusconsultancy and support to manageprojects within your organisation. If yourorganisation is new to formal projectmanagement this approach may be thebest way to get staff up to speed and toimplement a standard approach toproject management across theorganisation.

In selecting such a package you willneed to be sure that the approach isappropriate for the scale of yourprojects, and that the style of thecompany meets your needs. Will theirtraining style suit your staff? Will you behappy to work with their consultants?

Smaller organisations will face thesame issue on a smaller scale. Can youfind a book or manuals at a reasonablecost, and is training available? Don’tunderestimate the importance of trainingand support. A new methodology can bea challenge: good quality training and theavailability of support can make all thedifference.

PRINCE2PRINCE2 has been adopted as standardby government, and its use is mandatoryfor most central and local governmentprojects. This means that it is effectivelynon-proprietary in that you can buy the system (or a cheaper introduction)from the Stationery Office without a

requirement to buy training orconsultancy.

The full PRINCE2 manual still costshundreds of pounds and training iscertainly advisable, but its availability andwide use by government mean that it isworth looking at. Indeed if you’reinvolved in a project with partners fromthe statutory sector you may find thatthe use of PRINCE2 is a requirement forthe project.

Pros and cons

PRINCE2 is a heavy-duty system and isused to run large projects. It is thereforecomprehensive, but also verbose andbureaucratic. This makes it somewhatintimidating, but it still has someadvantages.

● It has reached version two, whichmeans it is tried and tested and isinternally consistent.

● It is readily available. You can buyPRINCE2 materials from theStationery Office and you don’t haveto get tied into an expensive packageof training and support.

● It is widely used particularly ingovernment bodies.

The all encompassing nature ofPRINCE2 is an issue: it’s common tohear experienced project managers talkof using PRINCE2 ‘sensibly’ or ‘with alight touch’; that is using the PRINCE2framework and templates but notfollowing every last detail of the system.

We tried to adopt that approachhere. We’ve used PRINCE2 as the basis of our examples and templates becauseit is readily available. But we’ve triedto keep it simple, and have madesome changes of emphasisto reflect the needs of not-for-profitorganisations. We arenot recommendingPRINCE2 as the bestsystem for voluntaryorganisations, justusing it as an exampleof an establishedproject managementsystem.

The choice ofproject managementmethodology is lessimportant than theway it is applied.Indeed any projectmanagement system

will be better than none at all. Theadvocates of the different systems allclaim some special strength todistinguish their system from their rivals,but in truth there is no magic bullet. Thedifferent systems have much in commonand none of them will manage theproject for you. They provide aframework, but the success of a projectdepends on the skills and intelligence ofthe people running it.

Do formal methods kill creativity?Project management systems with theirchecklists and templates, processes andprocedures reek of rigidity andbureaucracy. PRINCE2 evolved to meetthe need of large governmentdepartments and shows its bureaucraticorigins. Project management systemsclearly reflect senior managers’ desire tokeep control of projects and there’smore than a hint of ‘painting bynumbers’, as if success can beguaranteed if staff use approvedtemplates and follow set procedures.

Successful projects depend on goodideas, a genuine connection with userneed, passion, dynamism, and competentpeople. To succeed, a successful projectneeds much more than a cookbookapproach, particularly where innovationis required. But sound techniques areneeded even in the most creativeproject. Project management methodsprovide useful tools and techniques thatrepresent accumulated best practice.How you to choose to apply them is upto you, but they are too useful to ignore.

Project Management • Lasa Computanews Guide For more information, see Lasa’s knowledgebase at www.lasa.org.uk/knowledgebase

For more information, see Lasa’s knowledgebase at www.lasa.org.uk/knowledgebase Lasa Computanews Guide • Project Management 3

Small projectsProject management is a necessity for big projects that involve large teamsperhaps working separately on differentparts of the project. In this context,clear documentation and soundcommunication are essential if everyoneinvolved in the project is to worktogether effectively.

On a smaller project, involvingperhaps two or three people, formalproject management is less essential. In a small team, communication can take place more informally, especially if the team members work closelytogether. Agreement on objectives andthe scheduling of work can all be doneinformally.

But small projects can still go wrong.Communications can break down, thingscan get forgotten, and objectives can besubtly redefined especially where thereare staff changes. Project managementcan help even on the smallest project.Their templates provide useful checklistsfor any project; their proceduresencourage good communications, andtheir structures provide accountability.

The issue for smaller projects is tomake use of project managementtechniques at an appropriate level. It makes little sense to produce copiousdocumentation on a tiny project; theeffort has to be justifiable by the result.

The test must be: is it useful? A project definition document mayappear bureaucratic but it will help you clarify ideas and will improvecommunication and accountability. A project schedule will help you planahead and allocate resources. A clear statement of what the projectwill produce will help you communicateyour needs to suppliers. If projectmanagement techniques make for asuccessful project, no matter how small,it is worth the extra effort.

The projectmanagementprocessDefining theprojectProjects that go wrongtend to do so right at thebeginning. All projectmanagementmethodologies emphasisethe importance of thesuccessful initiation of aproject through the use ofa Project Definition or, inPRINCE2 jargon, a ProjectInitiation Document (PID).

The production ofthese documents ensuresthat the project is definedaccurately and that keyissues like the overall purpose of theproject and its key objectives are clear.The Project Definition will also specifythe key deliverables of the project – thethings it will produce, and will timetablethe work of the project, broken downinto a series of tasks.

The Project Definition provides thefoundation of the project, the baselineagainst which progress can be measuredand controlled. This doesn’t mean thatthe project is set in concrete. As itproceeds there will be a need forchanges, but these can be made in aconsidered way, against the backgroundof the definition, rather than beingincorporated piecemeal into the project.

The process of defining andpresenting the project accurately helpsensure its accountability. The ProjectDefinition provides a clear statement of what the project entails and can be used to make sure that everyoneunderstands what it will do. The Project Definition is a great vehicle forcommunication and should be used toavoid misunderstandings of what theproject is about, and to build consensusaround its objectives. It is better to havethe debate about what the project willdo at an early stage of the project ratherthan let different points of view causeproblems at a later date.

Writing a projectdefinition is hardWriting a Project Definition is ademanding process. It involves thinkingahead, clearly and logically to structurethe project into its different elements.Projects are complicated and it doesn’thelp that many of the concepts we needto use like objectives and outcomes areabstract and ill defined. (See theDefinition Soup section on page 8 formore clarity on outcomes andobjectives.)

It may be hard, but the effort you put in here will be repaid as theproject proceeds. You are building thefoundation for the project, setting theframework for its development andconstructing a vehicle forcommunication.

Someone has to write the ProjectDefinition but it shouldn’t be a lonelytask. You won’t be an expert in everyelement of the project so you’ll find ithard to confidently estimate the durationof tasks and the resources you’ll require.Nobody has a crystal ball and if youdon’t know the details of what’s involvedin a particular process, don’t guess. It’smuch better to talk to those who dohave the knowledge and experience. This is particularly true if the projecttakes you into an area of specialistexpertise like the Internet or computertechnology. Don’t guess how long it willtake to develop a database or set up awebsite but get an estimate from thosewho do this work all the time.

Project Management • Lasa Computanews Guide For more information, see Lasa’s knowledgebase at www.lasa.org.uk/knowledgebase4

The same applies to uncertaintieslike the needs of project users and thebenefits that the project will deliver.Don’t struggle to define these on yourown but involve those within theorganisations who deal in these issues.This may mean leading a discussion, butit is better to resolve these issues withall those involved than to struggle toresolve them on your own.

In the full PRINCE2 methodology asimple Project Brief is produced as a firststep: this is then developed into aProject Initiation Document. Thetemplate for a Project Brief can be usedvery successfully as the agenda for aninitial brainstorming meeting.

Project Managers have two differentroles to play. One is the concentratedwork of developing a logical structure tothe project. The other is to facilitatecommunication between the differentstaff involved. These are distinct and verydifferent skills. Some Project Managersfeel more comfortable with the detailedwork of planning, but the communicationelement is the key to the production ofan effective Project Definition and asuccessful project.

Planning the project“Planning is an unnatural process; it is much more fun to do something.And the nicest thing about not planningis that failure is a complete surpriserather than being preceded by a periodof worry and depression.”

John Harvey-Jones

The production of a Project Plan, or Schedule, is a key part of thedevelopment of any project. Theschedule will set out the key stages to becompleted during the project, with theirstarting and finishing dates, and theresources that need to be allocated.

These stages can be turned into bitesize pieces, which are then much easierto budget for, and can be smoothlyallocated to one or more people astasks. The reliance on one piece of workfinishing before the next can begin isreadily visible and so a fairly accuratetimescale for the whole project can beset, alongside a cash flow profile whichwill show at what stages of the projectmoney will be spent. Progress can bemonitored against each stage andcompletion readily reported on.

Planning brings other more subtlebenefits. The planning process can be avery effective tool for communication.At each stage of the process, fromsetting objectives to deciding on tasks,you will need to talk to all those peoplewho can bring knowledge to the projector are likely to be involved in itsimplementation. If handled well, theplanning process will set up channels ofcommunication and draw participantsinto involvement in the project. This willprovide the basis for good teamwork.Objectives and roles should be clear.People will know where the project isgoing and what they have to do.

In most projects some tasks will be“dependent” on each other – you can’tpaint a wall until the bricklayers havefinished building it, for example, or youcan’t run a playgroup until you havefound a suitable venue. The Project Planshould make these dependencies clear –if the wall is not built on time, or if youcannot find a venue for the playgroup,other tasks in the project may bedelayed.

There are many ways to produce thisProject Plan. It could be done with penciland paper; be a word-processed table asin our case study or use a spreadsheet;or be a set of dates in a calendar or on awall chart. Other techniques like the

T om was delighted to be given thejob of working up the plan for the

new project and set about the taskwith enthusiasm. But he found it hardto concentrate in the open plan officeat work and it was agreed that hecould write the first draft of the projectplan at home.

He worked hard to get the plancompleted, but found it very heavygoing. There were so manyuncertainties, but he stuck with it andafter a couple of late nights got the jobdone and felt very pleased with hiswork. He took pride in his logical andtidy approach and was pleased when hefinally pieced all the elements together.He emailed the completed documentsto his colleagues back at the office.

When he returned to work he wassurprised that his colleagues didn’tseem to share his satisfaction. Davetold him angrily that his estimateswere way out and that the project’spriorities were all wrong. Othercolleagues were tight-lipped. Meeratold him that they were angry thatthey hadn’t been consulted on whatthey felt was their area of work.

Tom had to admit that someelements of his plan were way out,and that his colleagues knew muchmore than he did in those areas ofwork. He wished he had done more toget everyone’s input before he did thatfirst draft of the project plan. Nexttime, he would use a brainstormingsession around the Project Brieftemplate to involve everyone from thestart of the project.

Case Study

Assignments No of days Who will do the task Cost per day Total cost

1 the text completed

1.1 topics decided 2 editorial group £450 £900

1.2 contributors briefed 1 editor £150 £150

1.3 contributors chased 1 administrator £70 £70

1.4 contributions written 10 contributors £200 £2,000

1.5 returned contributions edited 2 editor £150 £300

1.6 whole text proof read 2 administrator £70 £140

2 illustrations ready

2.1 outline brief put out to tender 2 + 2 editor + admin £150 + £70 £440

2.1.1 names of illustrators collected

2.1.2 tender document prepared

2.1.3 covering letter written

2.1.4 tenders mailed

2.1.5 tender documents chased

2.2 returned tenders evaluated 1 editor £150 £150

2.3 illustrator selected 2 editorial group £450 £900

2.4 initial drawings commented on 1 editor £150 £150

2.5 final drawings approved 1 editorial group £450 £450

Sub total £5,650

Imagine we are going to produce a publication – an annual report

for example.The stages, estimated effort and

timescales outlined in the projectdefinition will form the basis of aproject plan.

This will set out the main stages of the project, often called milestones,and the individual tasks that have to be done to complete each stage. For our annual report the milestoneswould be:

1 the text completed2 illustrations ready3 design and layout finished4 printing done5 distribution completed

For a simple publication that oneperson was putting together andcopying in-house, the five stages set out above would be enough to enablethe project to be timed, costed andmonitored. However if the publicationwere a collaborative project that used

an outside illustrator, designer andprinter, a more detailed breakdown oftasks would be required. The tablebelow shows how that might be done.

You would now need to do thesame for the other elements of theproject and add in any additional costssuch as equipment. You can then get onand fund raise or carry out the projectif you are lucky and funds are alreadyavailable, making sure that tasks aredone within the time limit and to thebudget set.

Gannt chart shown on page 6, whichshow the dependencies within a project,are an excellent aid to project planning.

Project planningsoftwareComputer software is available to helpwith the planning process. The softwarewill produce attractive project planscomplete with Gannt charts, and canalso be used to allocate resources. Thesesystems deal with the planning andscheduling elements of projectmanagement – they don’t help withdefining or managing the process.

The software package that mostvoluntary sector managers are likely tohave available is Microsoft Project. Thisis not cheap, although it is available toregistered charities for £124.

Most people who come to use MSProject for the first time are learningtwo things: how to use the software and how to do project planning. Bothelements involve a fairly steep learningcurve. Coming to grips with Project willtake several days and can be a veryfrustrating process. Most people willwant to attend a proper training course.

This learning process may beunwelcome, especially at the beginningof a new project; but if you’re likely to


Case Study

plan more than one project, the timespent learning a new skill will be repaid.You’ll probably be happy sticking to aspreadsheet or to word processedcharts if project management is onlyincidental to your work and you don’tenjoy learning new software.

Project management softwaredoesn’t have to become the whole basisof project planning. It can be used in afairly modest way as a tool to identifyand break down the key tasks of aproject and produce Gannt charts, whichprovide an excellent representation ofhow the tasks fit together over time.Used in this way the software is verygood at ‘what-if ’ analysis, in the sameway that a spreadsheet can be used forbudgeting. The speed at which this canbe done makes the software a veryuseful tool when breaking down thesubtasks for a project, and displaying theresults in a visual way.

For more details on the use of MSProject see ‘The Complete Idiot’s Guideto Project Management with MS Project2000’ by Ron Black (£17.50). Despite thetitle it is an excellent book, giving goodadvice on strategies for using Project foreffective project planning.

Controlling theprojectProject BoardThe Project Board is charged with the task of controlling the project. A PRINCE2 Project Board consists of:

ExecutiveSenior manager with overallresponsibility for the project.

Senior UserRepresents the interests of users of thedeliverables – staff within an agency forexample.

Senior SupplierRepresents the interests of thoseresponsible for product development

Project ManagerRuns the project on a day-to-day basison behalf of the Project Board.

This is a smaller group than manyvoluntary organisations would use tooversee a project. The emphasis is oncontrolling the project; it is much more aworking group than a talking shop. Itshouldn’t be seen as a steering grouprepresenting the interests of all thestakeholders. If there is real need forsuch a body it may well be required inaddition to the Project Board.

The model appears unusual tovoluntary sector eyes, but it has somestrengths. The inclusion of the executive,a manager from the organisation,

provides a champion for the project andensures it doesn’t get isolated. Thesenior user, usually a staff member whomay represent service users, ensuresthat the project does meet its users’needs, an important issue for IT projects.

StagesThe Project Board’s first task will be toagree and sign off the Project Definition.This will initiate the project and set thedifferent stages. The Board will agree thedifferent stages of the project, monitorprogress through each stage and sign it offas it concludes. A basic principle is that astage doesn’t begin till the previous stage issuccessfully concluded. This is in contrastto informal (or non-existent) methods ofproject management where projects justroll on despite unresolved difficulties.

The Project Board will meet regularlythroughout the project. They will controlprogress, review and agree key documentssuch as Product Descriptions, andreceive regular highlight reports.

A technical projectmanager?Within the voluntary sector it is commonfor the person who manages a project tobe the one who had the initial idea,raised the funding, and who has theenthusiasm and the dedication to makethe project succeed. This type of ProjectManager is more likely to have skills in


� Gannt chart from Microsoft Project

We have followed the path ofdeveloping project management skillswithin Lasa and this paper is a result ofthat strategy. We’ve also successfullyoffered assistance to other organisationsin terms of supporting their projectmanagement, especially on ICTorientated projects. For more detailscontact the Information Systems Team atLasa – [email protected], 020 7377 1226.

Funding applicationsThe typical pattern of projectdevelopment in voluntary organisationsgoes something like this: an idea for anew project emerges and a funding bid ismade. There is then a long pause, and iffunding is approved the project goes ahead.

How does the process of making afunding application fit in with effectiveproject initiation?

In most cases the funding applicationdoesn’t so much fit in as take over. Theprocess of writing a successful fundingapplication is time consuming, absorbingso much effort that it can easily becomea substitute for explicit Project Definition.

Doing a funding application isn’t thesame as defining the project. Beingsuccessful with an application involvespressing the funders’ buttons: meetingtheir priorities, a hard enough process inits own right, and not the same asdefining a project in its own terms.

The application form will emphasisethe elements of the project that meet thefunder’s priorities: completing it involvesplaying up the organisations strengthsand downplaying weaknesses. In contrast,a Project Definition will take a moredispassionate view of the business case,and highlight difficulties and areas ofweakness in order to deal with them.

the area of work involved rather than in project management itself.

A different approach is often taken in the wider world where ProjectManagers are appointed on the basis oftheir project management skills. Thisrecognises project management as atechnical skill in its own right, and thisbecomes the basis of the appointmentrather than knowledge of the particulararea of work.

The PRINCE2 model for the ProjectBoard is based on this approach. TheProject Executive is the manager withoverall responsibility for the projectwhile the Project Manager plays themore technical role of running theproject day to day.

There are advantages in thisseparation. In the voluntary sectormodel the person who initiates theproject is often the custodian of thevision and the driving force behind theproject. This person may not haveproject management skills, and there canbe a tension between their desire tomaintain the vision of the project, andthe ability to deal with the detail ofrunning the project.

But can this approach work withinthe voluntary sector where resourcesare less often available to support thisdivision of labour? We may not be ableto afford specialist Project Managers, butit is worth considering how these skillscan be developed. Recognition of thevalue of these skills is a start, as is theprovision of training for those who needit. Larger agencies have developedproject management units within theirorganisation to be available to projectsas and when needed. Smaller agenciesmay identify one member of staff to betrained in the specialist skills needed tohelp colleagues run projects.

If all the work goes into theapplication form and the application isunsuccessful, then the organisation is leftwith nothing but the unsuccessful form.This can be used as the basis for anotherapplication but priorities differ and so itmay not be very useful.

A better approach is to use projectmanagement techniques to help with thefunding applications. A Project Brief canbe used to prepare the ground for afunding application. The template will actas a checklist for all the issues to beconsidered, and can provide the basis ofan agenda to discuss the application. Thisdiscussion should lead to clearconsensus on the nature of the project,and will tease out the detail that willprovide the basis of the application.The Project Initiation Documenttemplate on page 14 includes a numberof headings in the Business Case thatreflect the questions on the currentCommunity Fund application form.

This approach to funding applicationbrings a major benefit: the project will bedefined in its own terms not just withinthe framework set by the funder’sapplication form. If the application isunsuccessful then the basis for otherapplications is in place. If the applicationdoes succeed, then the process of projectinitiation can get off to a flying start.

Project definition will still need totake place once a funder has givenapproval. The first task of staff appointedto a newly funded project will be torevisit an initial Project Brief that was done at the time of a fundingapplication and rework it in more detail,looking hard at the assumptions thatwere made at the time of the originalapplication. Circumstances may havechanged, and the business case will stillhave to be made.



Definition soupMission and values; objectives andoutcomes; benefits and deliverables:these terms are the stock in trade of theProject Manager and provide the keyheadings of the Project Definition. Buttheir meanings are anything but clear.Different people use the same term tomean different things; some funders forexample use ‘objectives’ to describebroad strategic vision, others use it tomean more precise measurable goals.

Our meanings for these terms aredefined below. But be aware that otherswill have different definitions and youmay have to translate some terms whenusing them for external purposes likeapplication forms.

There is a clear hierarchy of scaleinvolved here: “Vision” deals with thebroad view of the project.“Outcomes” describes thedifference the project will make.“Objectives” set out the keyactivities of the project.“Deliverables” are thespecific thingsproduced, and“Tasks” are theactivities neededto producethem.

Working withsuppliersThe most crucial step in many technicalprojects is to find the right supplier. Finda good company to develop yourwebsite or to set up your database andthe project is well on the way to success.Pick a dud and you’re in for a nightmare.

Good project management techniquereally begins to pay off when it comes tochoosing your supplier. The work you’vedone producing a project definition willbe a big help in selecting and managingyour supplier.

Term

Vision

Outcomes

Objectives

Deliverables

Tasks

Method of approach/values

Description

A sense of what theproject aims to achieve in the broadest terms

Broad view of the aims of the project

What the project will do– should be readilymeasurable

What the project willproduce

The activities that arerequired to produce thedeliverable – usually manytasks per deliverable

Useful in voluntary sectorprojects. May encapsulatean organisation’s values

Example

Reduce social exclusion

Improve service delivery ofinformation to the public

Develop a websiteProduce a pamphletSet up a telephone help-line

A website, a pamphlet, a help-line

Design the pamphlet,Commission content,Select typesetteretc.

Consult widelyInvolve users

Form

NounsThe ‘what’

VerbsThe ‘how’

Invitation to tenderThe starting point, whether you’re goingthrough a major tendering process orjust talking to consultants about a smallpiece of work will be a clear statementof what you require from a potentialsupplier. This document willcommunicate your needs to a supplier;provide the basis of their tender, and ofthe contract between you.

An Invitation to Tender (ITT) will setout what you require, and also deal withprocedural issues of how you will goabout the tendering process and whatinformation you require from them. A template for an ITT is included in theappendix on page 12.

Your list of requirements providesthe meat of the tender document. Themore detail you can provide about yourneeds, the easier it will be to select thebest company. There’s a tendency forcompanies to be very confident abouttheir products and to believe they cando everything that anyone could want.The only way to make them cost the jobaccurately is to give specific details of theall things you must have. This forces youto think through your needs in detail: ahard but necessary part of the process.

Don’t make the mistake ofprescribing solutions. The trick is todescribe your requirements and leave it tothem to offer solutions. You’re the expert

Supplier managementGood project management is nowheremore needed than when dealing withsuppliers for a technical project like awebsite or database, although it appliesequally to managing building works orany set of deliverables. The key issuesare to ensure that they deliver what youwant, when you want it and on budget.

Specification

The starting point is to ensure that yoursupplier understands what you want andcan specify a system to meet thoseneeds. Your Project Definition, togetherwith Product Description and Invitationto Tender documents will provide asound basis for further discussions. Yoursupplier should produce a technicalspecification for you to agree beforethey start the work.

The process of agreeing aspecification is a subtle one. You knowyour requirements but you probablydon’t know what is technically possible.You have to work in partnership withthe supplier to tease out what solutionwill be best for you. You shouldn’t betoo prescriptive; you don’t want to stifletheir creativity. You have picked thecompany for their abilities and you wantthem to have ideas you haven’t thoughtof. At the same time you need to stickto your key requirements. Don’t betalked out of them because they areunusual or hard to deliver.

Managing the project

You need to keep in control of theproject, and sound project managementtechniques will help you do that. Youdon’t want your supplier disappearing fora long while to do the work and thencoming back with something that doesn’tdo what you want.

Instead, break the project into stagesand agree milestones for the completionof each. Your suppliers will have othercustomers to contend with and willprobably prefer to leave schedules a bitvague. But you will have your owndeadlines to meet, so ensure schedulingis done accurately and monitored closely.

Communications

Good supplier management requiresconsiderable skill and depends on goodcommunications and a level of trustbetween the two partners. Technicalprojects aren’t easy, with a high level ofrisk and stress for both parties. It’s easyfor trust to break down. You’ll think theyare slow in delivering the goods andworry that they can’t do it. They‘ll thinkyou are poor at thinking through whatyou want and don’t understand thetechnical limitations. The key is to workclosely together, communicate well, andat all costs prevent an ‘us and them’attitude from developing. After all, youboth are working hard to achieve thesame aim and both want to succeed.


on what you want to do: they are theexperts in the technical solutions.

Smaller community and voluntaryorganisations face a particular problemin talking to commercial companies,particularly those that have not workedfor this sector before. Commercialcompanies will tend to assume thatsmaller not-for-profit organisations willhave modest requirements, easily met bytheir standard offerings. In fact theopposite is true. Many community-basedorganisations are very informationintensive, and their informationmanagement needs are demanding anddifferent from those of commercialcompanies. You need to be aware of thistendency and make sure you supplyenough detail about your requirementsto ensure they know what they aregetting into.

Issue the tender document to asmany companies as you can find.Recommendations from otherorganisations are always the best way tofind good companies, but you need tocast your net wide to give yourself thebest chance. Give them three weeks torespond and use their responses tomake a short-list of companies you willinterview. Use standard good practicefor recruitment throughout. In theinterview, don’t let them spend morethan five minutes on a standardpresentation on their company.

Throughout the process the five key questions are:

● Can they do the work?

● Do they understand what you want?

● How well do they managethemselves?

● Can you work with them?

● Are they financially viable?


The ProjectInitiation Document(see template on p14)

BackgroundBackground is a brief account of how theproject got to where it is. Keep it short,most information should appear underthe specific headings below.

Project DefinitionThis section involves working downthrough a hierarchy of scale, moving fromthe broad vision for the project throughto specific objectives; deliverables andthe tasks needed to produce them.

Vision describes the overall change orimpact sought such as “combat socialexclusion” or “increase access to justice”.

Outcomes deals with the difference thatthe project will make in the broadestterms. Examples of outcomes would becaptured in phrases like – “improvedelivery of information”; “reduce duplicationof effort between agencies”.

Objectives are the main things that theproject will do; they are the purpose ofthe project and should be readilymeasurable. You shouldn’t have toomany objectives; five objectives would bea lot for most projects.

Deliverables are the things that theproject produces. They may be tangibleobjects like training manuals or lessconcrete entities like a training courseor services.

Method of approach is important formany voluntary sector projects as a wayof demonstrating the distinctiveness of aproject, or to emphasise the values thatare implicit in the project. Examples:“involving users”, “work in partnership withother agencies”.

Scope sets the boundaries to theproject, in terms of the work done,client groups, or geographicalboundaries.

Constraints describes limitations on theproject like time or funding limits.

Exclusions spells out what the projectwon’t do.

Interfaces deals with the relationshipthe project will have to the hostorganisation and with partners.

In writing these different elements it’sworth thinking who they are beingwritten for. The broader elements like“Outcomes” will be of interest tomanagement committees and funders;the greater detail of the Project Plan willbe more relevant to the staff doing thework. A PID isn’t produced for its ownsake, it’s there to be used: explanationsfrom the different sections can bevariously used in funding applications,work plans etc.

Business CaseThe phrase ‘business case’ may seem outof place in a voluntary sector project,but it deals with the justification for theproject. What needs will the projectmeet? Will the benefits it delivers to itsusers and sponsors justify the cost?

This section will contain most of theinformation required by funders; thenumbers and types of users and howthey will access the project. Issues likemarketing and publicity will be covered,along with links or overlaps with otherservices and how the project will besustained when the initial funding runs out.

The business case for voluntary andnot-for-profit projects differs from thatof commercial projects, which will focusmore on income and expenditure. Thebusiness case for voluntary sector projectsmay be more diffuse and less quantifiable,emphasising the needs we aim to meetand the benefits we will deliver.

Project PlanThe development of a Project Plan orschedule lies at the heart of any project.It involves identifying the key tasks of theproject and then breaking them downinto subtasks. This allows a moreaccurate estimate of the time the projectwill take along with a measure of theresources (such as staff time) needed tocomplete the tasks.

The schedule and Gannt charts are akey part of the Project InitiationDocument, but are best kept as separatedocuments. It isn’t necessary to do morethan summarise the key tasks in thebody of the PID itself.

BudgetThe project will require a budget andthis should be done in the normal way.

If a funding application will be madeas a part of the project it is helpful touse the project budget as the basis for

Appendix 1:

TEMPLATESThese templates are based

on the PRINCE2 model and

use PRINCE2 jargon,

eg Project Initiation Document

(PID) instead of the more

generic Project Definition.

Project Brief(see template on p13)

The Project Brief provides a way into theproject and acts as a first step toproducing a Project Initiation Document.This template can be used successfully asthe basis of an initial brainstormingsession with everyone involved orinterested in the project. It sets anagenda for the meeting and acts as achecklist to ensure that discussioncovers all the major issues. It’s helpful toissue everyone with a copy of the Brieftemplate and encourage them to thinkabout the issues before the meeting.

It’s important to prevent thediscussion getting bogged down in anyone area of detail. People may strugglewith the difference between outcomesand objectives for example, but you’renot aiming for perfection at this stage,just general agreement on the variouselements of the project.

The outcome of the meeting, as acompleted Brief, should be written up bythe Project Manager to form the basis ofa more developed Project Description.

the application, and to use this togenerate the specific informationrequired by the application form.

Project OrganisationalStructureProject Organisational Structure willclarify the makeup of the Project Boardand of the project team. It is particularlyimportant to be clear on staff roleswithin the project. So often, difficultiesand differences within teams have theirroots in uncertainties and competitionover roles, and it is helpful to establishroles at the start of the project.

The development of an effectiveteam is a key component in thedevelopment of a successful project andthere is a wealth of literature availableon team building.

Project ControlThe Project Manager will report to theProject Board on the progress of theproject. This can be done by means of aregular highlight report through thecourse of the project (perhaps monthly),which will report on activities throughthe period. The Project Board may meetto discuss this report or it can simply becirculated if the project is goingaccording to plan.

At the end of each stage of theproject the Project Manager will producean “end of stage report”. The Board willmeet at this point to approve the reportand give permission to move on to thenext stage.

RisksEffective project management puts effortinto managing the risks within a project,focusing attention and allocatingresources where it is needed most,rather than spreading them across thewhole project. There is perhaps a naturaltendency to avoid thinking about thosethings that are going unpalatably wrong:a defined structure for highlighting andmonitoring problems ensures that risksaren’t neglected.

This is achieved by keeping a risk logwhich lists the identified risks for theproject and the status of the risk –usually tagged as green, amber or red togive a measure of the severity. Crucially,someone will be given responsibility formanaging each risk. The Project Boardwill review project risks, at least at theend of each stage.

Quality PlanThe Quality Plan will lay out key quality criteria, particularly for projectdeliverables. It is useful to identify thequality measures and to be clear on who will be responsible for seeing thatthey are met. Each Product Descriptionwill give more detail on quality criteriafor each deliverable.

The quality plan will also deal withhow the project will be evaluated as itproceeds. Evaluation often continuesafter a project is complete, but it isimportant to build these mechanismsinto the project at the planning stage.

SummaryProducing a Project Initiation Documentcan be a substantial piece of work. Onsmaller projects it can be difficult toknow how much effort to put into it.How much detail is commensurate withthe size of the project? It’s impossibleto give a precise answer, but the workdone early in the project will be repaidwith interest later on. On a smallerproject it is better to respond briefly toall headings than to only complete someof the headings.

ProductDescription(see template on p15)

While the Project Definition Documentprovides an overview of the project, it isnecessary to go into more detail aboutthe key deliverables – the things that theproject will produce. A ProductDescription is used to do this, spellingout the purpose of the product, detailsof what it will consist of, and set qualitycriteria. The “product” may be tangiblethings like a printed publication or awebsite, or they may be less concreteentities like a training course or someform of service.

The Product Description is aseparate document from the ProjectInitiation Document. The ProductDescription will go into more detail: forexample, the Product Description for apublication will describe its content, thedifferent sections, its format etc. Thetwo documents have different purposesand you’ll want the Product Descriptionto be able to stand alone. A ProductDescription will also be used to providethe basis for an Invitation to Tenderdocument (see Invitation to Tender).



2.3 Success criteria

Should specify that success criteria not in priority order.

The decision making criteria e.g.:

● meeting the deliverables as regards price

● meeting the deliverables as regards quality

● offering creative solutions to therequirements

2.4 General contractual details

This should include for example:

● any guidance on funds available, for example, development isexpected to cost in the region of£........ (a broad spread is advisable to avoid tenders to within a fewpounds of your guide price)

● ownership of development

● payment to be geared to milestones,to be agreed with the successfulsupplier

3 Timetable and processof choosing a supplier

This should set out a clear timetable andprocess as laid out in the Project Plan.Include details of the main contact.

4 RequirementsThis section provides the ‘meat’ of theITT. It should take the individual bulletpoints of 2.1 and make them intoheadings to be elaborated. If thedeliverables have been expanded intoProduct Descriptions then these can bethe basis for this section of the ITT.

Each section to include:

● What we want to achieve – not thespecific technical solutions but the‘business’ requirement. This mayverge on the technical where we areclear e.g. ‘we require a contentmanagement system’, but avoidnarrowing the options to specificsolutions as you want suppliers torespond (creatively) with their views

● User requirements (What do staffrequire to do maintenance orupdating? What do end users require?)

It can be useful to present yourrequirements in a numbered list so thatyou, and the potential supplier, can checkoff those they claim to meet. The moreprecise and detailed you can be about yourneeds the easier it will be to determinewhich bidders can meet your requirements.

You may want to distinguish betweenmandatory requirements, things you musthave, and desirables, things you wouldlike but could manage without. Theprocess of deciding which requirementsyou must have can be very instructive. It determines the essence of yourproject and is a very useful exercise. ●

Invitation to Tender

1 Background to theproject

Short section, no longer than half a page,setting out an overview of the project,similar to background section in ProjectInitiation Document

2 Supplier responserequired

This is the key section that sets out whatthe supplier needs to respond to. Itshould be laid out in a clear manner thatwill ensure suppliers approach the ITT ina consistent way, thus facilitating ease ofcomparison. You may want to considersetting these out in table form, as anappendix.

2.1 Scope of the work

This section should be based on therelevant deliverables, laid out as individualbullet points. Should include anyassociated work such as ongoing supportor training of staff. It may also includeasking for the experience/views of thesupplier on future development optionsand how this stage of the developmentmight best be used to ensure that futureneeds can be accommodated.

Each point to be further developedin the Requirements section as describedbelow.

2.2 Supplier profile

This should set out what the supplier hasto demonstrate to be considered for thejob. For example:

● experience of this type of work inthe public/voluntary sector

● understanding of the values ofvoluntary sector work, includingadherence to equal opportunitiesstatement/policy (worth attaching to ITT?)

● a secure and stable company – detailsof the company size/structure

● clear methods of work – a descriptionof how the contract will be handledand the project managed. How theymight handle any difficulties thatcould emerge. How they mightpresent progress.

● two referees


TEMPLATE 1: Project Brief

1 Outcomes – what difference or impact we hope the project will make

2 Objectives – the purpose of the project; what the project will do – must be measurable

3 Outline deliverables – the specific things (products) that we will produce

4 Scope – what is and isn’t included in the project (users, geographical boundaries, depth and type of work)

5 Approach – how we will go about it, our values

6 Exclusions – what we won’t do

7 Constraints – the things that might prevent us doing all that we want

8 Outline business case – needs, benefits, users (numbers), income generation, funding sources, and marketing (budget?)

9 Reasons for selecting this solution

10 Outline project plan/schedule – timetable

11 Quality expectations – including monitoring and performance indicators

12 Risk assessment – what could go wrong and what the contingency might be


TEMPLATE 2: Project Initiation Document (PID)

Background

Context

Origins

How we got where we are

Project Definition

Vision

Outcomes

Objectives

Deliverables

Method of approach

Scope

Constraints

Exclusions

Interfaces (how the project fits into overall organisation management – and relationships with partners)

Assumptions

Initial Business Case

Needs assessment

Benefits

Users (who)

Numbers

Marketing and access

Other players (voluntary and statutory)

Sustainability

Initial Project Plan (Can use software like MS Project)

Assignments (tasks)

Timings

Estimated effort (staff time)

Budget

Quality Plan

How products will be tested

(Monitoring, performance indicators)

Evaluation

Risks

Contingency Plan

Project Organisation Structure

(People, roles etc.)

Project Controls

(Running the project)

Exception Process

(Under what circumstances we make what changes when things go wrong – who decides)


TEMPLATE 3: Product Description

1 Introduction

2 Purpose of the product

3 Scope of the product

4 Details of the product

5 Delivery of the product

6 Quality criteria

7 Review process

The Lasa Computanews Guide to Project ManagementWritten by Martin Jones (including material from Jan Tallis and David Wolff)

June 2003

Cartoons by Phil Evans

Layout by Third Column. Printed by Russell Press.

Funded by London’s local councils

For further details contact:

Lasa PublicationsUniversal House

88–94 Wentworth StreetLondon E1 7SA

TELEPHONE: 020 7377 2748

FAX: 020 7247 4725

EMAIL: [email protected]

WEBSITE: www.lasa.org.uk

Lasa Information Systems Team Serviceswww.lasa.org.uk/it

● IT HEALTHCHECKwww.lasa.org.uk/it/healthcheck.shtmlThe Healthcheck is an independent assessment of how IT is helping you achieve yourorganisation’s goals, or getting in the way. Each Healthcheck includes a consultation on youragency’s work, your plans for future development and how IT can help you realise them. We provide a full report to help you develop your strategy including technical options, howmuch you should spend, and where you can get good value technical support.For more details call us on 020 7377 1226, or email us at [email protected].

● IT HELPLINEIf you need access to high quality, one to one ICT advice call NCVO’s helpdesk free on 0800 2798 798. This service is provided in partnership with Lasa and supported by Poptel.For further information about NCVO please contact their helpdesk or website at www.ncvo-vol.org.uk. London voluntary agencies can phone our ALG funded helpline on 020 7377 1226 to speak to a member of the Lasa Information Systems Team.

● KNOWLEDGEBASEwww.lasa.org.uk/knowledgebaseOur award-winning comprehensive database of IT information and advice online. The Lasa IT knowledgebase provides expert advice on IT queries and IT management issues. Written in clear, plain English by the voluntary sector for the voluntary sector, the Lasaknowledgebase provides information on Buying IT, Databases, Equality issues, the Internet,Managing IT, Project Management, Software, and Troubleshooting resources.

● COMPUTANEWSwww.lasa.org.uk/computanewsOur magazine Computanews provides clear information on the use of informationtechnology for advice and information providers. Computanews is full of informative andentertaining articles including:

● The latest IT developments in the advice world ● Managing IT● The internet, world wide web and email ● IT training, new software ● Choosing and setting-up a database and much more

● CIRCUIT RIDERSwww.lasa.org.uk/circuitridersLasa supports the development of a movement of Circuit Riders – mobile IT supportworkers. A Circuit Rider supports a caseload of organisations, each too small to have theirown IT staff. Circuit Riders are part of a movement through which they can support eachother, and work with funders, networks and policy makers to ensure the voluntary sector ismaking the best use of IT. We have set up a Circuit Rider discussion forum and are involvedin organising meetings of Circuit Riders around the UK.

Lasa started the Circuit Rider project in September 2002. We are helping over twentyLondon-based organisations develop their IT capacity. Project members sign-up to an 18-monthprogramme (overseen by a steering committee), which provides an initial site visit andassistance with immediate IT problems, followed by the development of individualrecommendations and action plans and periodic follow-up visits. The project also includestraining sessions, group events, publications, a telephone and email help-line, a dedicatedwebsite and a private email discussion list.

For more details see our website at www.lasa.org.uk/circuitriders or phone us on 020 7377 1226.

Lasa Computanews

GuidesLasa’s Information Systems Team

publish a series of Computanews

Guides. These clearly written booklets

cover many aspects of computer use

and answer common queries.

Guides currentlyavailable(at £5 each)

The 1998 Data Protection Act

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