We all have projects to complete this spring. With new programs to start and new internal efforts to kick off, our to-do lists feel never-ending.
But here’s the challenge many nonprofits face: great ideas do not automatically turn into well-run projects.
One of the best courses I took in my 20s was a project management class. At the time, the tools were not flashy. We tracked tasks in spreadsheets, mapped timelines in Excel and process flows in PowerPoint, and spent a lot of time thinking through the sequence of steps required to move a project from idea to execution.
It may sound basic now, but the discipline behind that class has stayed with me ever since. It taught me something that many leaders still overlook today: great projects do not happen by accident. They happen because someone intentionally designs the path from start to finish.
Since then, the tools have evolved dramatically. There is even a certification now in project management. Over the years I have upgraded my own approach with a variety of technology-driven tools and systems that make it easier to coordinate teams, track progress and adjust when things change.
I also encourage my clients to find project management tools that work for their teams, whether that is Monday.com, Asana, Smartsheet, Trello, Wrike, Basecamp or something else entirely. Most are heavily discounted by TechSoup for nonprofits.
But here is the important part. A tool will not save you. Good project management starts with clear thinking, strong planning and disciplined execution. The tools simply help teams stay organized and accountable along the way.
The tech sector has spent decades refining these practices, and today we’re sharing how nonprofits can benefit from borrowing some of their best ideas.
Start with Human-Centered Design
Some of the most successful technology companies in the world, including teams at Google, Nissan and Tesla, use human-centered design. Human-centered design starts with a simple principle: design solutions around the people who will use them. Instead of beginning with internal processes or organizational preferences, teams begin by understanding the needs and experiences of the people they serve. For nonprofits, this means designing programs around clients, participants and community members, not just organizational structures. When nonprofits adopt this mindset, programs become easier to access, easier to navigate and, ultimately, more effective.
Emulate the Phases of Development
Technology developers typically build products in phases: plan, build, test, review and deploy. The social sector tends to be stronger at some of these phases than others. We are often excellent at building and deploying new programs quickly. However, we sometimes skip the rigor the tech sector applies to planning, testing and reviewing their products before full launch.
One of our favorite tools during the planning phase is process mapping, which can be done with simple Post-it notes on a flip chart or wall. We suggest starting with one color for each of the following:
- Process steps
- Resource needs
- Constraints or risks
- Responsible party
Some teams even add a Post-it color for budget items, allowing them to build a quick financial model alongside the workflow.
This method works well for programs, events and internal initiatives because it allows everyone to literally see how the work will unfold. Even better, teams can revise steps quickly by rearranging the Post-it notes.
The test and review phases can also translate to the nonprofit world. At this stage, technology developers often release prototypes and invite users to try them before full deployment. Nonprofits can apply the same concept by piloting programs, gathering client feedback and refining services before scaling them. This step alone can significantly improve outcomes and ensure clients receive the best possible experience.
Use Agile and Scrum for Complex Projects
Many nonprofits already use a project management approach similar to what tech developers call waterfall development. In waterfall development, teams complete one phase of work before moving on to the next. For example, in fundraising we might pull donor lists, write appeals, send them and then track donations. This approach works well when there are few variables.
However, when projects involve many moving parts or evolving needs, organizations may benefit from Agile project management. Agile is a philosophy that emphasizes flexibility, iteration and learning as you go. One of the most common Agile approaches is scrum development, where teams break large projects into smaller pieces and work through them in short cycles often called “sprints.” Instead of building everything at once, teams build one component, test it, improve it and then move to the next.
In the nonprofit sector, this approach can be particularly useful for complex initiatives, such as collective impact efforts or multi-service programs. For example, instead of launching a full suite of services at once such as financial coaching, employment services, income support, health services and support groups, organizations can start small and build over time. Determine the systems you need. Develop them one at a time. Roll out services gradually and improve them as you go. The scrum approach reduces the risk of failure and allows organizations to build confidence with each success.
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Choose Tools That Help Your Team Stay Organized
Alongside these methodologies, many nonprofits use project management tools to coordinate work across teams. Several of our clients use platforms such as:
- Monday.com
- Asana
- Smartsheet
- Trello
- Wrike
- Basecamp
These tools allow teams to assign responsibilities, track timelines and monitor progress across projects. Most importantly, they create transparency so everyone can see what is moving forward and what may need attention.
Some organizations also adopt broader execution frameworks to support leadership alignment. One example is EOS (Entrepreneurial Operating System), which provides a structured approach for leadership teams to set priorities, track progress and maintain accountability. EOS introduces tools, such as quarterly priorities (often called “rocks”), scorecards and regular leadership check-ins, to ensure strategic goals translate into day-to-day action.
Ultimately, the goal is not to adopt the most sophisticated system. The goal is to choose tools that fit your organization’s culture and that your team will consistently use.
Borrow the Best Ideas from Tech
While many of us view technology as something completely separate from the work of the social sector, the reality is that some of the most effective management practices can be adapted to nonprofit work. By borrowing ideas such as human-centered design, Agile development, scrum project management and modern collaboration tools, nonprofits can improve the way we deliver programs and strengthen outcomes for the communities we serve.
If you have managed projects using these approaches or discovered other innovative ways to keep your work moving forward, we would love to hear from you.
