Impact of organization culture and stakeholders
influence on a project in an NGO
– Avinash Rao, IT CONSUTLANT
Identifying stakeholders and understanding the organization culture is one of the first activities performed before any project kicks-off. As we are aware, stakeholder’s impact and influence on the project is much higher in the initial stages and reduces gradually as the project progresses. So, how different are stakeholders and culture in a nonprofit organization when compared to an established corporate
Most companies with an established organization structure have hierarchical arrangement of lines of authority, communications, rights and determines how roles, power and responsibilities are assigned. It controls how information flows between different levels of management. Whereas, the voluntary sector has a philanthropic side to it, thus making it difficult for corporate like professionalism or profitdriven accountability standards. The stakeholders in an NGO seem to have a stronger influence on the project than observed in a wellstructured organization.
I believe it is the nature of work that actually results or drives the structure of any organization.
Typically, the motive of NGO’s is community service performed by volunteers from all walks of life. Enforcing a structure or a process in such an atmosphere is a daunting task. On the contrary, it is much easier in companies and even employees realize the importance of organization’s culture and policies.
Envisage managing an enterprise software project for an NGO and how would you go about your project? Here’s how I did it for one of the largest nonprofit, non-government organization in the world. As a project manager, I was bestowed with a responsibility of designing and delivering online ERP software to suit the needs of over 10,000 users.
It was indeed a satisfying experience but it didn’t come easy. NGO’s follow an open culture implying many having an influence in decision making. Despite taking into confidence the ‘key stakeholders’, the culture doesn’t restrict the entrant of new ones. Imagine each volunteer contributing to the ‘scope’ and providing feedback after each release?
When processes, hierarchy, authority or structure fails, one is left with no choice than to rely on ‘power’, not political, but ‘soft power’, referred to as interpersonal skills. The ability to connect and persuade people plays a crucial role in assessing the influence & impact of stakeholders in project success. The following helped me resolve issues with stakeholder management.
Regular face to face meetings with demanding stakeholders.
Follow-up meetings with emails and/or updates until the resolution.
Be honest and truthful.
Develop and maintain a professional work environment at all times. Never compromise on professional ethics because you are working for an NGO.
• Committed entirely to the project.
• Be persistent in enforcing project processes throughout the project life cycle.
My six mantras to project success! Effort, commitment, perseverance, persistence, patience and smile
• Nothing can be achieved without Effort and I believe this is the starting point.
§Committed to maintaining good health – morning jog, exercises and meditation.
Lastly, enjoy working in your project! Being friendly builds relationships. It enhances any personal connection and turns an acquaintance or a colleague into something more meaningful. It helps ease stress in tense situations. People are often happier to make more of an effort and learning happens naturally in a friendly atmosphere.
Celebrate project success happily!