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A Guide To Project Management

Smart PM Ireland

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Welcome to Smart PM Ireland

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This site is designed to help small businesses and charities across Ireland learn the fundamentals of project management in a clear, practical and accessible way — even if you’ve never used project management tools before.

Whether you're running community programmes, launching a new service, or managing volunteers, this guide gives you the skills and resources to deliver successful projects on time and within budget.

Inside, you'll find:

  • Short written guides

  • Tools and templates you can use right away

  • Real-world examples relevant to your sector

  • Optional videos to help you understand the more complex concepts in a simple way

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No jargon. No unnecessary theory. Just smart, simple project management — built for busy teams doing meaningful work.

Your Author :
Gareth O'Brien

Background

  •  Masters in Project Management from University College Dublin.​

  • 1.5 years professional experience in Project Management.​

  • Passionate about growing businesses and helping charities thrive

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How to use this guide effectively

​This guide is designed to be simple, practical, and flexible — whether you’re planning your first community fundraiser, managing a volunteer team or running multiple programmes with limited staff.

You don’t need to read everything in order. Each section focuses on a specific project management topic, with an easily understood explanation, real-world examples and free tools you can download and use right away.

Suggested Starting Points

​Depending on what you're dealing with, here’s where we recommend you start:

  • 🧑‍🤝‍🧑 Working with people? Start with Teams and Stakeholders.

  • 📅 Planning an event or programme? Go to Planning, then Risk.

  • 💡 Trying to improve long-term impact? Look at Strategy, Governance, and Sustainability.

  • 🧾 Need to justify your project to funders or your board? Check out Leadership, Ethics and Implementation.

🧑‍🤝‍🧑 1. Teams

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🧠 What It Means
A successful project team is more than just a group of people—it’s a group working collaboratively toward a shared goal with clear roles and responsibilities. This is particularly important in small businesses and charities, where people often “wear multiple hats.” Role clarity, open communication, and mutual respect are essential.

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One widely recognised model is Belbin’s Team Roles (Belbin, 2010), which outlines nine different team roles—such as the Coordinator, Implementer and Completer-Finisher—that individuals naturally take on in group settings. Understanding and balancing these roles improves collaboration and reduces conflict. Tuckman’s (1965) model—forming, storming, norming, performing—also helps managers anticipate the stages of team development.

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💡 Real-World Example
You’re managing a fundraising event with just four staff or volunteers. Instead of overlapping responsibilities, you assign clear roles: one for outreach, another for logistics, one for budget tracking and one for on-the-day coordination. Each role draws on different strengths, keeping your team focused, efficient and accountable.

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📥 Downloadable Tool
➡️ Belbin Team Roles Summary  
➡️ Team Roles & Responsibilities Template 

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⚠️ 2. Risk

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🧠 What It Means

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Risk management is about identifying potential threats that could derail your project and creating a plan to avoid or minimise them. For small businesses and charities, these risks often include funding gaps, volunteer drop-off, event cancellations or supplier delays.

According to the PMBOK® Guide (PMI, 2017), a risk is “an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.” You don’t need a complex system — a simple risk register that records the risk, its likelihood, its impact and your mitigation plan is often enough.

Hillson (2002) also highlights the importance of considering both threats and opportunities — some risks, if managed well, can lead to innovation or increased impact.

💡 Real-World Example

You're planning a community fundraising event outdoors. The weather is unpredictable — that’s a clear risk. By noting it on your risk register, you prepare a backup indoor venue or arrange tents. This preparation avoids last-minute chaos and makes your team appear professional to stakeholders.

📥 Downloadable Tool

➡️ Risk Register Template
➡️ Optional: Risk Matrix Chart 

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👥 3.  Leadership

 

🧠 What It Means

Leadership in project management isn’t just about authority — it’s about influence, support and direction. In small businesses and charities, where resources are stretched and teams are often informal or volunteer-based, effective leadership is what keeps projects on track and people motivated.

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One widely respected model is Servant Leadership (Greenleaf, 1977), where the leader’s role is to enable and support others. This approach fits especially well in nonprofit and collaborative settings. Leaders also benefit from having high Emotional Intelligence (Goleman, 1995) — being aware of how people are feeling, adapting communication styles and resolving conflict calmly.

The PMI Talent Triangle (PMI, 2021) places leadership alongside technical and strategic skills, showing that leading people is just as essential as planning tasks.

💡 Real-World Example

You’re managing a community garden project run mostly by volunteers. Rather than directing everything yourself, you meet regularly with the group to gather input, listen to challenges and offer resources. You empower others to lead parts of the project — and the result is stronger engagement and smoother delivery.

📥 Downloadable Tool

➡️ Leadership Style Comparison Chart
➡️ Volunteer Team Support Plan 

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⚖️ 4. Ethics

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🧠 What It Means

Ethics in project management refers to making decisions that are fair, transparent and aligned with the values of your organisation. For small businesses and charities, where trust and reputation are everything, ethical behaviour is not optional — it’s essential.

The PMI Code of Ethics and Professional Conduct (PMI, 2021) outlines four key values: responsibility, respect, fairness and honesty. These are especially relevant in sectors where donors, clients and communities expect accountability. Ethical lapses — even small ones — can erode public trust and impact future funding or stakeholder engagement.

You should also consider ethical frameworks, such as Kidder’s (2009) approach to moral dilemmas (truth vs. loyalty, individual vs. community), which helps clarify value-based choices. Applying stakeholder theory (Freeman, 1984) also ensures you weigh the interests of everyone affected by your project — not just those funding it.

💡 Real-World Example

A large donor offers to fund your entire campaign, but only if you contract a specific supplier with a questionable labour record. While it may seem like a practical win, ethically it poses a conflict of interest and reputational risk. Having a defined ethical policy and a transparent decision process allows your team to make the right call — even when it's hard.

📥 Downloadable Tool

➡️ Ethical Decision-Making Framework (PDF)
➡️ Example: Ethics Policy Template (Optional)

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🌱 5. Sustainability

 

🧠 What It Means

Sustainability in project management means designing projects that don’t just deliver results in the short term but continue to create value long after completion. For charities and small businesses, sustainability isn’t just about being environmentally conscious — it’s about being financially stable, operationally resilient and socially responsible.

According to Elkington’s Triple Bottom Line framework (1997), a sustainable project balances People, Planet and Profit. In small organisations, that means asking:

  • Will this burn out our staff or volunteers?

  • Can we maintain this with existing resources?

  • Is it worth the financial or environmental cost?

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The PMI’s Guide to Sustainability (PMI, 2021) also recommends embedding sustainable thinking throughout the project lifecycle — from initiation to closure — and considering the broader impact on the community, environment, and future funding.

💡 Real-World Example

Your charity receives funding to run a 6-week workshop. Rather than having everything depend on paid staff, you train two volunteers to deliver the sessions so that they can continue running after the funding ends. You also document the materials so future teams can pick it up without starting from scratch.

📥 Downloadable Tool

➡️ Project Sustainability Planning Checklist (PDF)
➡️ Resource: Elkington’s Triple Bottom Line Overview

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🧭 6. Governance

 

🧠 What It Means

Governance is about who makes decisions in your project, how those decisions are made and how accountability is maintained. In small organisations, governance often involves a board of directors, trustees, project sponsors or a steering group.

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Effective governance provides structure, transparency and confidence — especially when public funding or donor money is involved. The PMI (2017) defines governance as “the framework, functions, and processes that guide project management activities to meet organisational strategic and operational goals.”

For charities and businesses alike, tools like project charters, approval checklists and regular reviews help ensure that decisions are not made in isolation — and that resources are being used wisely. Turner (2009) and Müller (2011) stress that well-governed projects are more likely to succeed due to better oversight and role clarity.

💡 Real-World Example

You’re launching a new service funded by a grant. You set up a simple governance plan: the project sponsor (your CEO or board member) signs off on the budget, progress is reported monthly and final decisions require written approval. This creates alignment and reduces risk.

📥 Downloadable Tool

➡️ Governance Checklist Template 
➡️ Optional: Sample Approval Log 

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🎯 7. Strategy

 

🧠 What It Means

Strategic project management is about making sure the work you're doing aligns with your organisation’s bigger goals. In small businesses and charities, this often means saying “no” to good ideas that don’t serve your mission — because resources are too limited to do everything.

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According to the PMI (2017), strategy alignment ensures that each project contributes to long-term objectives. One powerful tool is the Aggregate Project Plan (APP) from Wheelwright & Clark (1992), which categorises projects into types: strategic, support, breakthrough and so on. This helps organisations assess where to invest their limited time, people, and money.

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For small orgs, strategic alignment often starts with a simple filter: Does this project serve our mission? Can we do it with the resources we have? Will it deliver long-term value?

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💡 Real-World Example

You run a youth charity focused on mentorship. A corporate sponsor offers funding for a one-off app development project — but your team lacks tech skills, and it doesn’t align with your core focus. Strategically, you decline the offer and instead seek partnerships that align with your proven delivery model.

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📥 Downloadable Tool

➡️ Strategic Alignment Worksheet (coming in bundle)
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📅 8. Planning

🧠 What It Means

Planning is the foundation of any successful project. It involves defining what needs to be done, when it needs to happen, who’s responsible and what resources are needed. For charities and small businesses, good planning doesn’t require complex software — just clarity, structure and foresight.

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According to the PMBOK® Guide (PMI, 2017), planning includes creating a scope statement, schedule, budget and resource plan. Turner (2009) also highlights that clear planning reduces uncertainty and sets the groundwork for successful execution. In smaller organisations, the most effective planning tools are simple Gantt charts, checklists and task lists.

Even a one-page project plan can dramatically improve outcomes — particularly in environments where staff wear multiple hats and things change fast. Planning also enables better stakeholder communication and realistic expectation-setting.

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💡 Real-World Example

You're running a community cleanup day. Rather than jumping in and hoping for the best, you create a week-by-week plan: ordering materials, confirming volunteers, liaising with the council, and doing final-day coordination. By assigning each task and deadline, you reduce stress and increase turnout.

📥 Downloadable Tool

➡️ Simple Gantt Chart Template (Excel)
➡️ Weekly Planning Checklist (PDF)

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🚀 9. Implementation

🧠 What It Means

Implementation is where your project plan becomes real. It’s about executing tasks, coordinating people and resources, and staying adaptable when things don’t go to plan (because they rarely do).

For small businesses and charities, implementation often means juggling priorities with limited staff, volunteers, and budget. Success depends on having a clear plan, regular updates and the ability to adapt quickly. According to the PMBOK® Guide (PMI, 2017), execution is one of the most resource-intensive phases of the project lifecycle. You’re managing deliverables, tracking progress, resolving issues and keeping your team aligned.

Using visual dashboards or task trackers (Houghton, 2017) is helpful even in small organisations — they keep everything in one place and allow for rapid course-correction. Kotter’s Change Model (1996) is also useful when you're implementing something new, like a system or service, and need buy-in from your team or community.

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💡 Real-World Example

You're launching a pilot programme for after-school tutoring. During week two, one of your venues cancels. Because your team uses a shared implementation tracker, you quickly identify alternative spaces, shift volunteer locations, and communicate changes to parents — all without losing momentum.

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📥 Downloadable Tool

➡️ Project Task & Implementation Tracker 
➡️ Optional: Dashboard Example for Progress Tracking​​

🧑‍🤝‍🧑 10. Stakeholders

🧠 What It Means

Stakeholders are the people and groups who affect — or are affected by — your project. In small businesses and charities, this could include donors, board members, funders, volunteers, staff, community members and even beneficiaries.

Stakeholder management is about understanding their needs, keeping them informed, and involving them appropriately. The PMBOK® Guide (PMI, 2017) emphasises the importance of stakeholder identification, analysis and engagement throughout the project lifecycle.

A great tool for this is Mendelow’s Matrix (1991), which helps you map stakeholders by their power and interest. This helps you decide who to keep satisfied, who to involve closely and who just needs occasional updates. The goal isn’t to please everyone — it’s to engage the right people in the right way.

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💡 Real-World Example

You’re running a new programme for young adults. Your funders are high power/high interest — they want regular reports and impact data. Local youth organisations are high interest but low power — you keep them informed through email updates and consultation. Parents are low power/low interest — a newsletter every few months is enough. This mapping ensures no one is left out and your energy goes where it’s most needed.

📥 Downloadable Tool

➡️ Stakeholder Mapping Template 
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🛠️ 11. Methodologies

🧠 What It Means

A project management methodology is a structured approach to planning and delivering projects. It gives your team a common language, steps to follow and tools to stay on track. For small businesses and charities, choosing a methodology doesn’t mean complexity — it means choosing what fits your team and goals best.

Some of the most common methodologies include:

  • Waterfall: A linear, step-by-step method where each phase must be completed before the next. Ideal for projects with clear, unchanging requirements (Royce, 1970).

  • Agile: A flexible, iterative approach built on collaboration and feedback. Often used in software but also excellent for community-based or creative projects (Beck et al., 2001).

  • Lean & Six Sigma: Focus on efficiency and eliminating waste — often used in manufacturing or service delivery (George, 2003).

  • PRINCE2: A highly structured, process-based methodology used in government and large organisations (OGC, 2009).

Small teams often benefit from a hybrid approach, using elements of Agile (flexibility) with Waterfall (structure) depending on the project.

💡 Real-World Example

Your small business is redesigning it's website. The core structure is built with a Waterfall approach (plan once, build), but content is added using Agile — meeting weekly with your team to review and improve based on feedback. This hybrid approach keeps things both structured and adaptable.

📥 Downloadable Tool

➡️ Methodologies Comparison Chart
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🤖 12. AI in Project Management - The Future

 

🧠 What It Means

Artificial Intelligence (AI) is changing how projects are managed — even in small teams. While you might not use high-end AI tools like predictive analytics or automated scheduling engines, simple AI platforms can still save time, reduce admin and improve decision-making in your projects.

According to PMI’s Pulse of the Profession (2020), AI technologies such as machine learning, natural language processing and decision support tools are becoming increasingly relevant to project management. Even at the grassroots level, small organisations are now using tools like:

  • ChatGPT for drafting project reports, proposals or risk plans

  • Trello + AI plugins for automating task updates

  • Notion AI for summarising meeting notes and creating checklists

  • Grammarly for polishing stakeholder communications

As with all tools, the value of AI comes from how you use it — not how advanced it is.

💡 Real-World Example

You’re running a volunteer programme and need to write a weekly report for your funders. Instead of drafting from scratch, you use ChatGPT to write a rough first version using bullet points. Then you refine it and send it off — saving an hour each week.

📥 Downloadable Tool

➡️ AI Tool Cheat Sheet for PM (PDF)
➡️ AI Comparison table​​

➡️AI Case examples

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References

📚 Core Project Management Frameworks

  • Project Management Institute (PMI). (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition.

  • Project Management Institute (PMI). (2020). AI Innovators: Cracking the Code on Project Performance.

  • Project Management Institute (PMI). (2021). PMI Talent Triangle.

  • Project Management Institute (PMI). (2021). Code of Ethics and Professional Conduct.

  • Project Management Institute (PMI). (2021). Sustainability and the Project Lifecycle: A PMI Perspective.

🧠 Leadership & Teams

  • Belbin, R.M. (2010). Team Roles at Work. Routledge.

  • Tuckman, B.W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.

  • Greenleaf, R.K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.

  • Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.

  • Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.

⚖️ Ethics & Governance

  • Kidder, R.M. (2009). How Good People Make Tough Choices: Resolving the Dilemmas of Ethical Living. Harper.

  • Treviño, L.K., & Nelson, K.A. (2016). Managing Business Ethics (6th ed.). Wiley.

  • Turner, J.R. (2009). The Handbook of Project-Based Management. McGraw-Hill.

  • Müller, R. (2011). Project Governance. Gower.

  • Garland, R. (2009). Project Governance: A Practical Guide to Effective Project Decision Making. Kogan Page.

🌱 Sustainability

  • Elkington, J. (1997). Cannibals with Forks: The Triple Bottom Line of 21st Century Business. Capstone.

  • Silvius, A.J.G., & Schipper, R. (2014). Sustainability in project management: A literature review and impact analysis. Social Business, 4(1), 63–96.

  • Turner, R. (2010). Sustainable Project Management: A Practical Guide. Gower.

🎯 Strategy & Stakeholders

  • Wheelwright, S.C., & Clark, K.B. (1992). Revolutionizing Product Development. The Free Press.

  • Shenhar, A.J., & Dvir, D. (2007). Reinventing Project Management. Harvard Business Review Press.

  • Young, R., & Grant, J. (2015). Is strategy implemented by projects? Project Management Journal, 46(2), 21–36.

  • Mendelow, A.L. (1991). Environmental Scanning – The Impact of the Stakeholder Concept. ICIS Proceedings.

  • Freeman, R.E. (1984). Strategic Management: A Stakeholder Approach. Pitman.

  • Bourne, L. (2015). Stakeholder Relationship Management: A Maturity Model for Organisational Implementation. Routledge.

🧮 Planning & Execution

  • Kerzner, H. (2013). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th ed.). Wiley.

  • Maylor, H. (2010). Project Management (4th ed.). FT Prentice Hall.

  • Kotter, J.P. (1996). Leading Change. Harvard Business Review Press.

  • Houghton, A. (2017). Manufacturing Active Dashboards. [Whitepaper].

🛠 Methodologies & AI

  • Royce, W.W. (1970). Managing the Development of Large Software Systems. Proceedings of IEEE WESCON.

  • Beck, K. et al. (2001). Manifesto for Agile Software Development. Agile Alliance.

  • George, M.L. (2003). Lean Six Sigma for Service. McGraw-Hill.

  • Office of Government Commerce (OGC). (2009). Managing Successful Projects with PRINCE2. TSO.

  • Wysocki, R.K. (2011). Effective Project Management: Traditional, Agile, Extreme (6th ed.). Wiley.

  • Gartner. (2022). AI Use Cases in Project Management.

  • Jovanovic, P. et al. (2021). Artificial Intelligence and the Future of Project Management. Project Management Journal, 52(4), 389–401.

  • Dwivedi, Y.K. et al. (2021). Artificial Intelligence (AI): Multidisciplinary Perspectives. International Journal of Information Management, 57, 102264.

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