Nonprofit Event Management: 7 Habits of Highly Effective Project Managers

Author: Jim Grohman on 26 August 2010 | 0 Comments

Tags: event management

Project managers are essential to a nonprofit fundraising event's success, and when a nonprofit organization partners with Event 360 they receive a dedicated project manager who is there with them every step of the planning process.  

Project management encompasses many different facets; interface with the client; identify, measure and scope the requirements, as well as build and manage a team that delivers.  It's not a simple process, but there are some key habits that can make project managers more effective in their nonprofit event execution:

1. Deliver on time and on budget, and don't get distracted.  This is the golden rule of project management.  Managing multiple projects can be a juggling act - and a good project manager, above all, understands that time is money, and carefully budgets time with this in mind.  Plan out your week to make room for your projects, and carefully guard your time when competing priorities try to get in the way.  If you set a date for a meeting or a deliverable, stick to it at all costs, or reset expectations with the client well in advance.  
2. Manage the scope, but manage it diplomatically.  Projects can get out of hand when you don't set expectations in the very beginning.  Good project managers are able identify red flags early, and strike a diplomatic balance between managing scope and showing flexibility.  Always remember to review the project scope at the beginning, and revisit throughout the project to make sure you are on track with the deliverables in the contract.  Make sure your team knows that you are flexible, but within reason. 
3. Build a relationship with the client and treat them as a friend.  The best project managers can break the ice quickly with their team and make everyone feel at ease, while keeping meetings on track.  Treating a client as a friend not only makes the project more fun, but helps everyone on the team build trust.  The more you do this, the more everyone on the team will be motivated to contribute to the success of the project.    
4. Remember your strengths and weaknesses and play to your strengths and overcompensate for any weaknesses.  Some of us are better at building relationships; others are great at managing time and budget.  If you haven't done any self-introspection lately on what your strengths and weaknesses are, sit down and write out a list.  Take a personality test.  It is important to know yourself, and how you best fit into the project as a leader.   
5. Don't be afraid to ask questions, but take care to ask the right ones.  We all have questions we are afraid to ask.  When a client throws out an acronym you've never heard of, or you don't know the role of someone to whom you've been introduced, knowing the right way to ask can be tricky.  Make sure you are thinking about the questions you ask before you ask them.  Good, well stated questions show that you are a thoughtful listener.   Dumb questions could reveal could reveal your ignorance.  When in doubt, Google it first, ask your colleagues, then ask the client.  
6. Don't take criticism from your client personally. Embrace it, expect it, and always thank someone for honest feedback. After all, this is the only way you will get better at what you do.  If people catch on that you are sensitive to criticism, they will be more reluctant to give their honest opinion.   There is of course unreasonable criticism too.  If you are criticized for something that is out of your control - understand that you're role is to listen, but never take it personally. Sometimes clients just need to vent, and you are the first one they will come to.  
7. Last but certainly not least, put yourself in your client's shoes.  With everything you say and do, make sure that you are keeping the client's best interest at heart.  Find out what everyone on your team needs to be successful, and what they need to look good to the rest of the organization.  If you find out what the underlying agenda is, you will be more successful at satisfying everyone's needs on the project.