TRANSFORMING TECHNOLOGY PRO BONO
A CUSTOMER-CENTRIC APPROACH TO EFFECTIVE TECHNOLOGY PRO BONO
0/61/97/0. In 2017, the Taproot Foundation and VMware Foundation collaborated to explore how we can better address social sector needs with pro bono technical talent. Through Transforming Technology Pro Bono, we introduced the Solution Development Framework, a customer-centric approach to Discover, Design, Implement, and Maintain CONTENTS successful tech pro bono projects. In the following 2018 supplement, we delved into Discover and Design, Introdution 3 providing practical tools and insights into these two critical phases. In this compilation, we dive into the remaining two phases — Implement and Maintain Discover 12 — and bring all the resources together into one guide.
Design 16 Since we started this research, the median technology budget for nonprofit organizations has more than doubled to 5.7% of an organization’s total Implement 20 operating budget.1 Simultaneously, nonprofits continue to report not feeling confident they have enough skilled staff or training to effectively use Maintain 24 technology. Since most nonprofits operate with limited funds and a lean staff they do not have the luxury of trying new technology that may not ultimately Conclusion 28 meet their needs.
Resources 32 We believe that tech pro bono can be a key capacity-building resource for the social sector. Our intent remains to provide practical resources that pro bono consultants and nonprofit staff can use to maximize the impact of technology by ensuring that technical solutions are useful and sustainable.
Taproot Foundation taprootfoundation.org
VMware Foundation vmware.com/company/foundation
2 | TRANSFORMING TECHNOLOGY PRO BONO OPENING LETTER | 3 Introduction
A customer-centric approach All stakeholders have a role to play: elevates the needs and context of • For pro bono consultants, this a nonprofit to inform how capacity- role is building trust and acting as building solutions are designed, an empathetic, strategic advisor. developed, and deployed. Sometimes Consultants should be prepared to the simplest solution that meets a listen to and work together with nonprofit’s requirements can be the nonprofit partners to navigate any best solution given the organization’s ambiguity. resources and constraints. CUSTOMER- • For nonprofit staff, this role is being Taking a customer-centric approach equal thought partners throughout CENTRIC MINDSET recognizes that the technology the project. Nonprofit staff should itself is only one piece of a larger be honest about their organization’s engagement. The people and process context and constraints and clearly involved in the project are just as communicate what they will need critical to a successful solution. to confidently own the solution and successfully carry it forward. Pro bono consultants and nonprofit • Both pro bono consultants and staff must think holistically about how nonprofit staff should continuously best to ensure that the solution is fully align around the organization’s implemented and actively used. strategic priorities.
Being intentional about investing in a customer-centric approach opens up opportunities for innovative designs, collaborative problem-solving, and Learning for All: Developing effective change management. solutions in complex and ambiguous environments provides professional development opportunities for both pro bono consultants and nonprofit staff. Taking a customer-centric approach not only ensures that the nonprofit’s needs are being heard but can also be an opportunity for all parties to hone the capabilities needed to succeed and grow in their every-day roles.
4 | TRANSFORMING TECHNOLOGY PRO BONO CUSTOMER-CENTRIC MINDSET | 5 For both stakeholders, there are guiding principles that can help build a customer-centric mindset and contribute to a successful project:
Embrace discomfort: Identifying throughout the process. The people areas of opportunity often means who use the solution are just as, if not acknowledging things that are more, important as the solution itself not working. Engaging in these for the overall success of a project. conversations can cause tension, Effective solutions are found through so it is important to create a safe genuine collaboration and space, practice empathy, build trust, partnership. GUIDING and take risks. This openness will ultimately lead to more relevant, Believe in a way forward: The most impactful solutions. effective project teams believe in a PRINCIPLES shared vision. Cultivating curiosity, Recognize your bias: We all have grit, a growth mindset, and an ability biases from our lived experiences. to adapt to new information is the Creating sustainable solutions that most effective way to align priorities solve organizational challenges and drive towards successful requires being aware of your solutions. conscious and unconscious biases and asking for diverse viewpoints
Learning for All: Experts like Center Good customers allow themselves to be for Creative Leadership rank growth mindset among the top five leadership vulnerable. The questions they are asked can be skills for accelerating performance.2 uncomfortable. Creating a culture or environment Practicing learning agility in a pro bono context can help both pro bono that is safe for these discussions is key. consultants and nonprofit staff build this vital mindset. - VMware R&D Director
6 | TRANSFORMING TECHNOLOGY PRO BONO CUSTOMER-CENTRIC MINDSET | 7 Why use the Solution Development Framework? The Solution Development Framework is inspired by the Systems Development Life Cycle.3 Applying the complete framework leads to more impactful projects over time and more efficient use of a nonprofit’s resources.
One of the most common pitfalls we see with tech pro bono is when nonprofits and pro bono consultants start the conversations focused on the consultants’ skillsets instead of the nonprofits’ needs. While well intended, this often results in projects that aren’t useful and are quickly abandoned.
In the rush to “take action,” pro bono consultants and nonprofit staff can lose SOLUTION sight of the critical activities that will make a project a high-impact, long-term success. Many people often skip the Discover and Design phases because they make assumptions about the nonprofit’s needs and capabilities. While it may DEVELOPMENT feel faster, skipping to Implement is costly and will often result in projects that take longer, waste more resources, don’t connect to existing processes and FRAMEWORK systems, and aren’t maintainable by the nonprofit staff. Investing in Discover and Design with a nonprofit can result in4: The Solution Development Framework is a customer- • 2x faster timeframe to deploying a solution centric approach that nonprofit staff and technology • 75% increased alignment and efficiency pro bono consultants can apply to co-create sustainable • 301% return on investment solutions that meet a nonprofit’s needs. • 33% less development and testing time We identified two key findings based on interviews and focus groups with • 50% fewer defects or missed use cases technology professionals whose work fall in each of the four phases of the Solution Development Framework: While the process of undertaking a tech pro bono project can feel daunting, we have designed this framework to be a thorough, actionable tool to help you get 1. Taking a customer-centric approach, and to the right solution in the most efficient manner. 2. Applying established best practices from the for-profit technology industry to pro bono.
Tip: Throughout an engagement, pro bono consultants and nonprofit staff may shift, especially from one phase to the next. Treating each phase like a distinct pro bono project will help ensure continuity.
8 | TRANSFORMING TECHNOLOGY PRO BONO SOLUTION DEVELOPMENT FRAMEWORK | 9 SOLUTION DEVELOPMENT FRAMEWORK A customer-centric approach to Discover, Design, Implement, and Maintain sustainable solutions that meet an organization’s needs.
DISCOVER DESIGN IMPLEMENT MAINTAIN Uncover the Prepare a Create, test, and Ensure the solution organizational blueprint for deploy your continues to work need. the project. solution. as intended.
Define an Analyze and Create Upkeep and End State Prioritize and Plan Updates
Explore Gather Launch, Train, Reassess Challenges and Requirements and Document and Iterate Opportunities
10 | TRANSFORMING TECHNOLOGY PRO BONO SOLUTION DEVELOPMENT FRAMEWORK | 11 DISCOVER DESIGN IMPLEMENT MAINTAIN
Why is this phase important? Who are the pro bono consultants to Rooting the solution in an engage? organization’s context in the Discover People who translate organizational phase saves time further along in the needs to the technical experts who process and results in more sustainable design and implement the solution. solutions. This is a critical and Look for people who can: commonly skipped phase. • Gather and analyze data from customers and stakeholders. What happens in this phase? • Understand how systems can • Create a shared understanding solve routine business problems. of the organization’s mission, vision, and priorities. • Identify opportunities for process improvement. • Explore the challenges and opportunities that can be • Define the scope, objective, and addressed using the Discovery preliminary requirements for DISCOVER Assessment on pages 34-35 and potential solutions. agree upon desired outcomes. Uncover the People who will be most successful in organizational need. this phase will be able to: • Build trust and confidence with key stakeholders. • Have courageous conversations to create clarity.
Check out the Pro Bono Technology Consultant Job Description on page 36.
12 | TRANSFORMING TECHNOLOGY PRO BONO DISCOVER GUIDE | 13 DISCOVER DESIGN IMPLEMENT MAINTAIN
DISCOVER GUIDE Define an Explore Challenges End State and Opportunities
DEFINE AN END STATE EXPLORE CHALLENGES AND OPPORTUNITIES
Why is this process valuable? Debrief: Why is this process valuable? Consider different formats tailored Aligning on the organization’s vision • How did you come to the shared With stakeholders aligned on the to each audience that can help and mission will ensure all important vision? (e.g. interviews, focus organization’s mission and vision, foster a safe space to explore these stakeholders agree on and understand groups, workshops, 1:1s) the next step is to identify how to challenges. For example, conduct the outcome and intended results of accelerate impact towards this end interviews with program managers the organization. Collectively defining • Who are the stakeholders (internal state. Balancing the immediate who have a unique perspective on and agreeing on an end state will help and/or external) involved? How did needs of the organization, while challenges across all staff, focus guide all the remaining decisions the you engage them? planning for proactive solutions, groups with outside stakeholders, pro bono consultants and nonprofit • What was uncomfortable about will be key. such as the Board members or staff make as they move through the this process? What assumptions constituents served, and whiteboard Solution Development Framework. emerged? To maximize the return on sessions with various departments everyone’s investment, consider: to help map the full range of To maximize the return on Outcome: • What is stopping you from doing opportunities. everyone’s investment, consider: State and describe your vision of what you want to do today? success. Debrief: • What is your ideal end state? • What do you want to be doing • What is your role in supporting Tip: We suggest recording this more of? • How did you identify relevant that vision? information in a living document organizational challenges and that is editable by all parties. • What would you do with unlimited opportunities? • Who are the primary stakeholders time and resources? we are serving? • Who are the stakeholders (internal and/or external) involved? How did How to put this process into action: you engage them? How to put this process into action: Dialogue with various stakeholders Focusing on creating the rapport can help surface the organization’s • What was uncomfortable about and partnership needed to make this this process? What assumptions challenges. Check out the Discovery project a success is key at this stage. emerged? Assessment on pages 34-35 to help This sets the tone of the partnership, identify opportunities to Run, Scale, establishes why the nonprofit staff and Transform an organization’s Outcome: and pro bono consultants are working operations, processes, and program List the organizational challenges that together, and socializes the project delivery. hold you back from the vision using with key stakeholders. Tactics that “Run, Scale, Transform” prompts from support joint collaboration, like open the Discovery Assessment. dialogue, active listening, and Discovery workshops, can facilitate the process.
14 | TRANSFORMING TECHNOLOGY PRO BONO DISCOVER GUIDE | 15 DISCOVER DESIGN IMPLEMENT MAINTAIN
Why is this phase important? Who are the pro bono consultants You will structure a solution that to engage? DESIGN meets the needs identified in People who can take an initial Discover. All subsequent phases assessment and design a viable Prepare a blueprint for the project. rely on a strong design. solution. Look for people who can: • Create designs or use cases for What happens in this phase? solutions. • Analyze and prioritize a set of • Understand existing and new challenges and opportunities. systems. • Gather and document requirements • Advise on whether to buy or build in order to design a solution that a solution. is sustainable, is compatible with other existing systems, and that • Provide analysis on possible the nonprofit can maintain. options and recommend best- suited solutions. • Commit all stakeholders to the project vision, align on the desired outcome, and engage throughout People who will be most successful in the process. this phase will be able to: • Leverage Human-Centered Design4 principles. • Practice empathy to navigate multiple perspectives and identify a path forward.
16 | TRANSFORMING TECHNOLOGY PRO BONO DESIGN GUIDE | 17 DISCOVER DESIGN IMPLEMENT MAINTAIN
Analyze and Gather Prioritize Requirements
DESIGN GUIDE ANALYZE AND PRIORITIZE GATHER REQUIREMENTS
Why is this process valuable? How to put this process into action: Why is this process valuable? How to put this process in action: A successful Discover phase should Pro bono consultants can facilitate Gathering requirements helps ensure Pro bono consultants and nonprofit yield various challenges. To prioritize discussions with nonprofit staff the success of a solution. Pro bono staff can document the features which challenge(s) to focus on, the to explore which needs must be consultants will want to have in-depth and functionality required for the nonprofit staff and pro bono consultants addressed and the trade-offs conversations with nonprofit staff to solution to meet the nonprofit’s needs. will need to identify constraints, assess of making related choices. For identify what systems are currently in Simultaneously, pro bono consultants risks, and check their own assumptions. example, a workshop with nonprofit place, as well as document information can conduct a comparative analysis of stakeholders using sticky notes to gathered and any gaps that need to existing off-the-shelf solutions to see To maximize the return on everyone’s rank order problems can encourage a be addressed by the solution. if any are viable options. Additionally, investment, consider: transparent and collaborative process a landscape analysis across sectors • What is the level of organizational to select which project to prioritize. To maximize the return on everyone’s can surface a range of already readiness (e.g. ability to adopt new investment, consider: implemented, successful solutions. processes/technology at this time, Debrief: • What existing processes/systems Debrief: leadership support, resources)? • How did you prioritize the do you have in place? opportunity on which to focus? • How did you take into consideration • Will the solution have an incremental • What functionality do you want to or transformational change on What constraints did you take into the constraints in the design of your consideration? continue? What enhancements are solution? the organization’s technology, needed? processes, and systems? How • Who are the stakeholders (internal • Who are the stakeholders (internal does the prospective timeframe and/or external) involved? How did • Does the organization have this and/or external) involved? How did for development, implementation, you engage them? information documented? (See you engage them? and adoption impact the selected Project Requirements Worksheet • Where was there alignment? on page 37 for a helpful template.) • What was uncomfortable about solution? Where was there disagreement? this process? What assumptions • When considering a solution, what emerged? are must-haves? Outcome: State the opportunity you’ll address Outcome: that contributes to the overarching Document completed design, including vision. business requirements and budget.
18 | TRANSFORMING TECHNOLOGY PRO BONO DESIGN GUIDE | 19 DISCOVER DESIGN IMPLEMENT MAINTAIN
Why is this phase important? Who are the pro bono consultants Thoughtful implementation of the to engage? solution is critical. It requires a strong People who can develop the solution change management plan that actively and successfully launch it. Look for engages multiple stakeholders and people who can: clearly integrates with existing processes. • Document and transfer all knowledge of existing and new IMPLEMENT What happens in this phase? systems. • Identify a rollout and adoption • Roll out a new solution. Create, test, and deploy your solution. plan as part of the solution launch. • Test the solution to ensure it • Build and test a new solution or works as intended. adopt one already on the market. Most nonprofits will adopt an • Create and deliver trainings existing solution. to end users. • Document all new systems and processes. People who will be most successful in this phase will be able to: • Train staff members and stakeholders on how to use the solution. • Develop partnerships for effective teamwork. • Apply both a long- and short-term perspective to planning. • Train and educate stakeholders on how to effectively adopt the solution.
20 | TRANSFORMING TECHNOLOGY PRO BONO IMPLEMENT GUIDE | 21 DISCOVER DESIGN IMPLEMENT MAINTAIN
Create Launch, Train, and Plan and Document
IMPLEMENT GUIDE CREATE AND PLAN LAUNCH, TRAIN, AND DOCUMENT
Why is this process valuable? How to put this process into action: Why is this process valuable? How to put this process in action: A successful launch is dependent on Implementation requires a focus on It is critical to consider how to fully Pro bono consultants should nonprofit staff being ready for the people, organizational culture, and transition the solution to the nonprofit ensure nonprofit staff have a clear change and reaffirming buy-in from process, not just the solution. Pro bono organization. Ultimately, nonprofit understanding of and can independently all stakeholders—from the leaders consultants and nonprofit staff should staff will have full ownership of the maintain the solution. Nonprofit staff who sponsor the solution to those outline the key implementation activities solution after the pro bono consultants should ask a lot of questions at every who will use it regularly. Effective and define roles and responsibilities. wrap up their engagement. Handoff stage of the launch to confidently take change management includes Nonprofit staff should develop a clear should include training for nonprofit the solution forward. Getting involved clear communications about the communications plan which takes into staff on how to use the solution and in developing any documentation will implementation plan and proactive account potential sticking points. identify who will be responsible for give a thorough understanding of the education about using the solution. maintaining it. solution. Debrief: To maximize the return on everyone’s • What criteria did you use to determine To maximize the return on everyone’s Debrief: investment, consider: if the solution created meets the needs investment, consider: • How did the launch of the solution • Have the appropriate people been identified in Discover? • What documentation do nonprofit affect operations? engaged and informed? • Who are the stakeholders (internal staff need to take full ownership of the • How did you train staff? Which • How will people be supported and and/or external) involved? How did solution? methods did you find to be most trained through this transition? you engage them? • What training methods (e.g., in-person, effective? • What is the process for rolling out • How did the nonprofit’s unique culture webinars, written instructions) might • How did you determine the process the solution? How does the new and context inform your change nonprofit staff need to use the and timeline for transitioning solution impact other existing management strategy? solution? ownership to the nonprofit? processes? • How long after launch should pro Outcome: bono consultants stay involved Outcome: The technology solution is ready before the solution is transitioned Documentation of how the solution to launch. The communication and to nonprofit staff? was designed, detailed specifications change management plans account and key requirements, and guidelines for people, process, and technology. for managing the solution (see page 37 for Project Requirements Worksheet).
22 | TRANSFORMING TECHNOLOGY PRO BONO IMPLEMENT GUIDE | 23 DISCOVER DESIGN IMPLEMENT MAINTAIN
Why is this phase important? Who are the pro bono consultants Organizations change and so can to engage? solutions. Establish a schedule for People who can address challenges regular updates and revisit whether and ensure the solution continues to the solution is still meeting the meet the organization’s core need. organization’s evolving needs. Look for people who can: MAINTAIN What happens in this phase? • Analyze, test, troubleshoot, and Ensure the solution continues • Equip nonprofit staff with the resolve solution issues. to work as intended. tools and processes to effectively • Revisit project requirements and maintain the solution over time. ensure goals are being met. • Address fixes or bugs that arise. • Coordinate with various users to • Evaluate whether the solution is resolve any problems or identify continuing to meet the intended potential solution enhancements. need. • Identify whether the original People who will be most successful in organizational need has shifted this phase will be able to: and may require different solutions. This is a great time to • Navigate ambiguous scenarios and determine whether to begin a new discern important areas of focus. Discover phase. • Liaise with key stakeholders (especially those involved in previous phases).
24 | TRANSFORMING TECHNOLOGY PRO BONO MAINTAIN GUIDE | 25 DISCOVER DESIGN IMPLEMENT MAINTAIN
Upkeep and Reassess Updates and Iterate
MAINTAIN GUIDE UPKEEP AND UPDATES REASSESS AND ITERATE
Why is this process valuable? • What is your greatest obstacle Why is this process valuable? How to put this process in action: While it may be tempting to put off to successfully maintaining this Technology solutions are never Pro bono consultants and nonprofit updates, allowing them to pile up limits information? static and will need to adapt to the staff should set regular touchpoints to the efficiency of the tech solution and evolving priorities of an organization. evaluate the solution’s effectiveness. A increases the potential for system How to put this process into action: Reassessing the solution will confirm if mini-Discover process can pressure test failure, which can be very costly. Nonprofit staff should establish a clear it is still the right one or if it may need the solution against the organization’s Scheduling a regular update cadence process and well-defined schedule for to be adjusted. Over time, a different current needs. Making changes and and maintaining logs of all changes updates and data backups. If bugs or solution may be more appropriate updates can be challenging, but made to the technology allows all problems arise, staff and/or pro bono given shifts in the organization’s needs keeping a solution in place that no stakeholders to have a common, clear consultants should clearly document and/or as new technologies emerge. longer meets the organization’s needs understanding of the current state of troubleshooting so others can quickly can be disastrous. the solution and rationale for changes. get up to speed and avoid wasting To maximize the return on everyone’s Another key aspect of maintenance time on repeating failed fixes. investment, consider: Debrief: is data integrity. Keeping good data • How have the organizational • How did you evaluate if the solution ensures that nonprofits have the Debrief: still meets success criteria or if you information they need to quickly get priorities and/or needs changed • How did you prioritize documenting over time? needed to restart the process at the solution up and running if changes and scheduling updates Discover? something goes wrong. against ongoing organizational/ • Is the solution still meeting its • Who are the stakeholders (internal programmatic projects? criteria for success as defined in To maximize the return on everyone’s the Discover phase? and/or external) involved? How did investment, consider: • Who was involved in the you engage them? documentation process and • Are there ways to iterate and build • How did you identify and integrate • What processes are in place to how were they engaged? more efficiencies into the current update the solution and back up solution? any potential new requirements? data? Outcome: Outcome: Documentation logs of all upgrades • What documentation is necessary An assessment to determine how the and any changes made to the for a new nonprofit staff or pro technical solution is performing. bono consultant to plug in after technical solution. the initial implementation?
26 | TRANSFORMING TECHNOLOGY PRO BONO MAINTAIN GUIDE | 27 Our intention is that these best practices ensure that solutions, co-created by pro bono consultants and nonprofit staff, deliver the best long-term CONCLUSION outcomes. Specifically, we focused on: 1. A Customer-Centric Approach: Focusing on the organization’s need and In Transforming Technology Pro Bono (2017), the employing the Solution Development Framework to ensure long-term Taproot Foundation and VMware Foundation provided a sustainability of technical solutions for nonprofits. framework for developing technology solutions to build 2. The four phases of development: the capacity of social sector organizations. With this new • Discover: Define an end state & Explore challenges and opportunities. compilation, we share concrete recommendations for • Design: Analyze and prioritize & Gather requirements. • Implement: Create, educate, and plan & Launch, train, and document. each phase to Discover, Design, Implement, and Maintain • Maintain: Upkeep and updates & Reassess and iterate. sustainable solutions that meet nonprofit needs. We hope that these combined resources will provide inspiration and a practical path forward for nonprofits and potential pro bono consultants interested in pursuing technology pro bono projects. We are committed to building the capacity of social sector organizations as they take on some of our world’s most challenging and complex issues and bridging the growing technology divide through pro bono.
28 | TRANSFORMING TECHNOLOGY PRO BONO CONCLUSION | 29 NONPROFIT PRO BONO STAFF CONSULTANTS Utilize pro bono early in the Determine whether your skills fit process. Partner with a pro bono the particular need. Ask a nonprofit consultant early on and use the where they are in the Solution Discovery Assessment on pages Development Framework to identify 34-35 to uncover and prioritize your their current needs. (If the nonprofit organizational needs. How do you doesn’t have a Solution Development find that kind of consultant? Check Framework yet, the Discovery out the job description on page 36. Assessment on pages 34-35 is a great place to begin.) Ensuring your skillset Make the case to donors. The matches what they need at that time Solution Development Framework is will create a more impactful solution a resource to develop your strategic for the nonprofit and meaningful GETTING plan for technology. While donors experience for you. more commonly fund the Implement phase of projects, having this type Be honest and realistic about your STARTED of organizational technology plan to level of commitment. Taking on a share with funders can help make the technology pro bono project with case for a multi-phase investment. a nonprofit requires a high level of Transforming technology pro bono will require engagement over a period of time. coordinated and conscious action from both nonprofit Be selective about the talent If your schedule is full, or if you simply staff and pro bono consultants. In this section, we will you engage. It’s hard to say no to don’t have the appetite for the level enthusiastic volunteers, but being of commitment required, don’t take outline steps both stakeholder groups can take to adopt honest will save you and them on the project. There may be other, this new approach and successfully navigate the Solution energy and time. Use the Solution shorter-term, consultative ways to Development Framework. Development Framework to find the help the nonprofit. right volunteers by letting them know the type of help you need in each phase.
Identify a point person. It’s key to dedicate part (or all) of a staff member’s time to provide overall project management and continuity. This may be someone who is involved in your organization’s operations and strategic planning or someone who oversees the area of need the solution addresses. It’s important they have strategic decision-making power to be most effective.
30 | TRANSFORMING TECHNOLOGY PRO BONO GETTING STARTED | 31 DEFINING TERMS
• Capacity building is an investment in • Pro bono service is the contribution systems, processes, and technology of one’s professional expertise to that increases an organization’s nonprofits free of charge. effectiveness in achieving its mission. • Service learning is contributing • Customer-centric focuses on time and talent in service of a understanding who customers are nonprofit and learning through that and what they need. experience. RESOURCES • Donors include philanthropic • Social sector incudes nonprofit and partners, funders, foundations, and third sector organizations. individual donors. • Social sector stakeholders include • Organizational/Sector Challenges nonprofits, pro bono talent, and Opportunities are unmet needs. companies, and donors. • Organizational/Sector Needs are • Solution is the means to address the required people, systems, and an organization’s need. Technology resources to sustain operations and solutions can be hardware, software, programs. or systems. • Pro bono consultants refer to an • Technology talent are professionals individual volunteer or groups of with technical expertise and/or who volunteers. support technology solutions.
For a digital copy of this research paper please visit: www.vmware.com/go/techprobono
32 | TRANSFORMING TECHNOLOGY PRO BONO RESOURCES | 33 DISCOVERY ASSESSMENT Identify the organizational opportunities to run, scale, or transform before diving into a specific project. DISCOVER DESIGN IMPLEMENT MAINTAIN We know that many nonprofits face a myriad of challenges across their organizations. This assessment can help nonprofits and pro bono consultants hone in on critical nonprofit needs in “Explore Challenges and Opportunities” in the Discover phase. Define an Explore Challenges Why use the Discovery Assessment? End State and Opportunities • Address today’s challenges: identify immediate areas of need that are keeping an organization from getting work done today. • Plan for tomorrow’s solutions: focus on building proactive solutions for the long run while still addressing current needs.
RUN SCALE TRANSFORM Run refers to the daily needs of Scale refers to how your organization Transform refers to evolving your your organization. It includes any can grow the reach of its operations organization. It includes fundamental necessary fixes to keep programs and programs. It includes the use or changes in the way operations and and services running. expansion of existing systems. programs are managed.
What is stopping you from doing what What do you want to be doing more of? What would you do with unlimited time and you want to do today? • Are there annoyances about your resources? • What do your day-to-day processes today that could benefit from • How might you more effectively and activities look like? being changed? efficiently meet your constituents’ needs? • Describe the tools and processes • Are there repetitive activities that • How might you better engage with your you use to complete your daily consume large portions of staff members’ stakeholders? activities. time? • What isn’t working as expected? • Describe what success looks like for your • Do you have new, legacy, or • Do your people need new skills to be more organization in five years. effective in their roles? outdated systems? How do they • If you could have three wishes about your interact? • Are any of your goals being hampered by organization’s operations and programs, • Do you have staff who can limited resources? what would they be? address issues as they arise? • Describe areas where you want to increase • Describe an organization you admire. your reach or impact. What are they doing that you aren’t? • Are your processes getting stuck in multiple hand-offs or waiting for responses/approvals? 34 | TRANSFORMING TECHNOLOGY PRO BONO RESOURCES | 35 PRO BONO TECHNOLOGY PROJECT REQUIREMENTS CONSULTANT JOB DESCRIPTION WORKSHEET
Are you a nonprofit looking to engage a pro bono technology consultant to The Project Requirements Worksheet can help nonprofit staff and pro kick off the Discover phase? Use this job description to craft a clear ask and bono consultants identify the various elements that are required to ensure find your ideal consultant on Taproot+ (www.taprootplus.org)! a successful solution. The worksheet is a powerful reference tool to understand the original solution setup in order to inform solution upkeep and maintenance overtime. Use it in Design to map out the requirements Seeking Pro Bono Who has experience in: prior to building the solution and in Implementation to annotate the final • Translating customer needs Technology Consultant exact configurations. You will then reference this information in Maintenance into new products, services, or to pinpoint challenges and help manage the evolution of the solution. solutions. Help us identify where and how a The worksheet should include: technology solution can alleviate • Problem solving and engaging core organizational challenges and diverse teams to support the 1. Executive Overview: State 4. Critical Considerations: List amplify our existing programs. development of a product or organization’s mission and describe any assumptions, constraints, technology strategy. programming. Outline scope of dependencies, or risks in the We are looking for someone who • Listening to a customer, solution and align in service of solution design. can: understanding organizational organization’s priorities. • Work with subject matter experts 5. Standards and Guidelines: Define needs, and developing and various internal stakeholders 2. Processes: Describe current and configuration management relationships with stakeholders. to understand business objectives. future processes. List all processes standards and procedures, including and systems impacted by new processes for all implementation • Gather, organize, and document And who is: solution. activities and configuration settings. technology requirements. List various tools being used and • Curious, patient, open-minded, 3. Requirements • Develop and implement scalable, and passionate. their use cases. flexible solutions that are • Use Cases: Describe solution use • Willing to take on tough 6. Changes: Document any significant responsive to our current and cases and criteria for success. challenges that can have long- changes to configuration and future organizational needs lasting positive ripple effects in • Security: Provide security rationale for change. OR can guide us towards other our communities. requirements, including data resources to develop and privacy, data retention, and 7. Appendix implement solutions. accessibility. • Glossary: Define any jargon or • Timing: When does the acronyms that are commonly solution need to launch and used. why (describe drivers)? • Related Documents: List and • Training: Identify training attach any reference documents. needed for staff adoption. • Roles and Responsibilities: • Stakeholder Messaging: Define and assign roles Determine level of and responsibilities for all communication with stakeholders. stakeholders. • Review and Sign-off:Identify • Internationalization (optional): required approvals and ensure Provide any globalization, sign-off. localization, or regionalization requirements, if applicable.
36 | TRANSFORMING TECHNOLOGY PRO BONO RESOURCES | 37 We have collectively conducted individual interviews and focus groups with VMware employees in more than 14 global locations. The departments they represent include: Business Development, Business Transformation Automation, End User Computing, Global Customer Operations, Human Resources, Information Technologies, Office of the CTO, Professional Services, Research and Development, and Sales.
We would specifically like to thank: Nicola Acutt, Varsha Agarwal, Hans Bernhardt, Nagraj Bhatsoori, Sindy Braun, Dale Carter, Amrish Chopra, Mat Connot, Amee Cooper, Bill de Dufour, Chandra Elango, Dane Ernsberger, Terri Frohmiller, Daniel Gaviria, Marisa Glassman, Matt Harrison, Michelle Kaiser, Navneet Karnani, Jatinder Kaur, Kevin Kiley, Paul Kim, Patrick Kremer, Niranjan Maka, Namita Mathur, Azeem THANK YOU Mohamed, Arun Narayanaswamy, Alka Pendharkar, Hanna Phan Friend, Shubha Rao, Chris Romano, David Rutherford, Ben Sier, Swayamwara Singh, We would like to thank the people who graciously Brenda Swarts, Jenny Trac, and Kamau Wanguhu. contributed their insights and time for this research. Thank you to Dell Technologies for generously supporting this research.
Authors: Meriem Bekka, VMware Foundation Jessamine Chin, VMware Foundation Jennifer Diaz, Taproot Foundation Stephanie Kuei, Taproot Foundation Ava Kuhlen, Taproot Foundation (former)
1 Hulshof-Schmidt, Robert. “The 10th Annual Nonprofit Technology Staffing & Investments Report.” NTEN: Nonprofit Technology Network. May 2017. p. 8, 15. 2 “Hallenbeck, George, and Austin Dowling. “Leadership Development Redefined.” Taproot Pro Bono Summit 2017, 19 April 2017, New York City. https://media. taprootfoundation.org/docs/Leadership_Development_Redefined.pdf” 3 For more on the Systems Development Lifecycle: http://opensdlc.org/mediawiki/index. php?title=Main_Page 4 Brown, Benjamin. “The Total Economic Impact™ Of IBM’s Design Thinking Practice.” Forrester Consulting. Feb 2018. p. 1-2. 5For more on Human-Centered Design: https://www.ideo.org/approach
38 | TRANSFORMING TECHNOLOGY PRO BONO GRATITUDE | 39 ABOUT US Taproot Foundation, a national US nonprofit, connects nonprofits and social change organizations with passionate, skilled volunteers who share their expertise pro bono. Taproot is creating a world where organizations dedicated to social change have full access—through pro bono service—to the marketing, strategy, HR, and IT resources they need to be most effective. Since 2001, Taproot’s skilled volunteers have served 6,627 social change organizations providing 1.68 million hours of work worth over $193 million in value. Taproot is located in New York City, Chicago, San Francisco Bay Area, and Los Angeles, and partnered to found a network of global pro bono providers in over 30 countries around the world. www.taprootfoundation.org @taprootfound
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