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Basic concepts in technology planning for nonprofits

501 Tech Club

I had a delightful time at last week’s meeting of the Boston 501 Tech Club.  The theme was technology planning (a topic close to my heart), and Gavin Murphy of Annkissam (a colleague, esteemed client, and friend) gave an outstanding overview that I recommend to any nonprofit professional who has mastered his/her own field and is ready to think about the big picture in technology for his/her organization.  Naturally, during the Q&A time after Gavin’s presentation, I did some nitpicking on the topic of metrics, but never mind.  What you see below is the complete set of Gavin’s notes for this presentation, with no editorial changes from yours truly.  Many thanks are due to Gavin for permission to post his notes!


Technology Planning
Presented at the Boston 501 Tech Club
Gavin Murphy
Chief Operating Officer
Annkissam

1. What is Tech Planning?

  • “Technology” can means lots of things, from office wiring and networks to social networking and RFID chips.
  • Today we will focus on concepts of technology planning that should be universally applicable to whatever planning you need to do.
  • One key concept is recognizing that most decisions involve trade-offs; there is rarely a “right” option, rather different options will present different trade-offs (upfront cost, ongoing cost, quality, time, other resources or risks, etc.).
  • At the end we’ll talk about some resources that are available for people that are interested in exploring more specific topics, and we’ll also have a short Q&A session.

2. Strategic Alignment

“Plans are worthless. Planning is essential.”  – Dwight D. Eisenhower, general and president (1890-1961)

  • Technology strategy (and planning) should support organization strategy.
  • Show of hands: how many people are part of an organization that has a strategy (and you know what it is, on some level)?
  • How many people’s organizations have a technology strategy (and you know what it is, on some level)?
  • If you don’t have an organizational strategy, that’s a bigger issue!  And, frankly, one that should be addressed first.

3. Why Plan?

“It is not the strongest of the species that survive, not the most intelligent, but the one most responsive to change.” – Charles Darwin, scientist

  • Planning will help you be more adaptable to change.
  • The act of planning will force you to think through the resources you have to commit to the process (both time and money) and tradeoffs that different options represent.
  • The executive leadership needs to be involved in the planning process to some degree, although other staff or by someone from outside the organization can manage the process.
  • Even if your plans change, the act of planning will get people engaged in the options and will help to avoid “shiny object syndrome”.  Ultimately, planning will help you respond to both expected and unexpected changes to your organization or environment.

4. Planning is a Process!

  • It’s not an event, or even a single project (although there could be a project to kick it off or reevaluate things).
  • Similarly, planning can produce documents that are quite helpful, but only to the extent those documents are used to guide the decisions of the organization.
  • It’s important to budget time and resources to technology planning and implementation, just as you would dedicate ongoing resources to other critical aspects of your organization.
  • One potential trap is committing to an ongoing technology obligation without anticipating the resources it will take to maintain; for example, maintaining your own servers or establishing a social media presence.
  • It’s possible that technology is not a critical part of your organization, and that’s fine too as long as you are engaging in the process of evaluating tradeoffs to come to that conclusion.

5. Importance of metrics and measurements

  • Once you have decided on a strategy, the next thing is to think about is how to measure your progress.
  • Metrics are one way to make sure your technology strategy is closely aligned to your organizational strategy.
  • For example, if data security is a concern, you might track the percentage of your computers that have AV or disk encryption installed; if outreach is an organizational imperative then perhaps Twitter followers or Facebook friends might be a better metric.
  • Metrics should be as quantitative as possible, to minimize the risk that people will make subjective judgments and obscure the true picture of how things are going.

6. Need to set goals and track success (or failure)

  • Once you have chosen your metrics, you should set goals for those metrics and track your progress over a preset time period which should be long enough to judge results but short enough to preserve momentum.
  • If you succeed in achieving your goals–great! Adjust your goals for the next time period to be a little more challenging and keep trying to meet them. It’s important to avoid “autopilot” goals that are too easy to meet and never adjust up.
  • If you don’t meet your goals, that’s ok too. Now you have valuable information and you can either adjust your plan, your metrics, your goals, or the resources you are applying to technology. After a few cycles you should be able to find the right balance and establish a pattern of success.

7. Things went wrong?!

“Everyone has a plan – until they get punched in the face.” – Mike Tyson, Boxer

  • If things go wrong, that’s ok! That’s all part of the process.
  • The benefit of having a plan is that at least you will know when things are going wrong, which is always preferable (even if nothing can be done about it in the short run) to finding out everything has already gone wrong in the past and now things are in crisis.

8. Resources

“Those who plan do better than those who do not plan even though they rarely stick to their plan.” – Winston Churchill, British Prime Minister

Why are you always talking about “saving the whales?” (Redux)

This is an article that appeared in my first blog in January 2005.  Many thanks are due to the Wayback Machine, which enabled me to salvage it. 

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11:46AM (EST) on January 20, 2005

Whenever I am speaking or writing on the topic of mission-based technology planning, I seem to end up talking about  “saving the whales.”  Several people have asked me (or teased me) about this, so here are some reasons:

  • I like whales. It’s quite possible that they have forms of language, cognition, and social structure that are as rich as – but completely different from – what humans have developed. For someone with my moderate-progressive values, saving them from extinction seems like an obviously good idea.
  • It sounds like a very straightforward mission, but is actually fraught with complexity and nuance.  I have a sort of fantasy scenario about the disconnect between serious techies and nonprofit professionals.  The techies might be brought in to help a nonprofit organization that exists to save the whales; they get very excited telling the nonprofit team about how they are going to equip all the staff and volunteers of the nonprofit with personal digital assistants (with global positioning systems, naturally) and program them so that the PDAs will start beeping whenever a whale is washed ashore within ten miles of the person with the PDA.  Everyone on staff delves deep into considering whether there’s room in the budget for this exciting but possibly complicated and expensive technology.  Then the Cyber-Yenta does her best to call time-out and remind both the techies and the nonprofit workers that their organization does not actually “save the whales” by going down to the beach with big nets to drag them back into the water.  In fact, what they do is “save the whales” by working for laws and policies that protect the whales.  Can they think of a way that PDAs with GPS would help them do that?  Usually, the answer is no, because legislators and policy-makers won’t consent to being tagged and tracked like wildlife by lobbyists.  In this fantasy scenario, the optimum outcome is that everyone goes back to thinking about technology that actually supports their mission, strategy, and tactics.
  • It’s a great way to introduce the concept of realistic outcomes measurement to a nonprofit organization that is struggling with it.  The introductory question can be:  how many whales do you save a year?  This is actually very difficult to calculate, but is absolutely crucial before moving on to advanced questions such as: how many MORE whales will you save a year with that new technology implementation?

 

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