Learn what Agile methodology is and how it can lead to effective and dynamic implementation of projects related to NGOs and international cooperation.

Nowadays, inside an NGO it is common to see project management that follows very defined and rigid models. But what are the effects of the Agile applied in the cooperation field? Banana Accounting offers a complete example on how Agile, slowly integrated in a non-profit project, can simplify its management. As a result, you can also obtain more flexibility, adaptability, and efficiency.
Discover the numerous advantages of Agile integration with us. Our experience with the goal to offer accounting training to all the young students in Congo, shows how Agile can be effective also for NGO projects.

Introduction

Most certainly, you already heard about the Agile methodology, often opposed to rigid project management models. In particular, companies mainly focused on making profits prefer to apply this model. But mostly, start-ups and software development companies cannot renounce to Agile for its numerous advantages.

And what do non-governmental organizations think about an agile project management? Unfortunately, at the moment they seem to lack trust on this innovative method. In addition, the institutions that financially support the projects keep adopting the traditional methodology. As a result, it becomes difficult to obtain some money that is used, as it happens in start-ups, to experiment with method procedures from small to large scale.

Yet Agile methodology could be a solution to simplify international cooperation projects, which usually have complicated management. In fact, they often operate in very difficult contexts, with precarious logistical situations, limited financial resources and in very different cultures and environments. The lack of predictability is similar to the one found in dynamic and innovative fields, such as software development and start-ups. But Agile could be integrated with current NGOs models to lead to a smooth management and greater flexibility.

Agile methodology has been applied since the 1990s, however different non-profits are reticent or not very familiar with this option that could be combined with traditional models without disrupting the current management system, thus leading to a better projects achievements.

With this Agile dossier, we would like to present you a project in which Banana.ch plays a relevant role. Being a company that develops software, we always apply the Agile method in our projects. Thanks to it, we have achieved continuous success. But at one point we asked ourselves:

"What if we apply the same model, little by little, in an industry where rigid models are the norm?".

In 2017, we began a collaboration as technology partners with the Ministry of Education of the Democratic Republic of Congo, with the goal to better the teaching of accounting. This aim was clearly quite different from the ones we usually set. But, even in this case, we decided to use the Agile methodology, with the approval of the client who, although unfamiliar, was open to the possibility for a dynamic management. With the Agile methodology we made progress, overcame several difficulties and obtained important results, despite the difficulties in terms of logistics and available resources. In general, we achieved several goals on the accountants training project, managed by the Ministry of Primary, Secondary and Professional Education of Congo.

The method proved to be very suitable for this cooperation project, which operates in complex situations that require great flexibility and adaptability. The educational project was not stopped by cultural differences, the distance between the various stakeholders, very limited resources, unforeseen events and scarce funding. And that's due, in large part, to the adoption of a methodology that is not very known in the non-profit field. Agile was not imposed and the application was gradual so the commissioner could get familiar without getting wary of this alternative management model. After overcoming the initial wariness, thanks in part to the enthusiasm of the Ministry of Education, we were working with management almost based on Agile.

Our journey into Agile methodology for NGOs and non-profits will start by explaining the principles and history. Then we will move on to the accounting education project in Congo. You will discover together with us how Agile can be the solution for an efficient, flexible and optimal management for projects in the nonprofit sector, this to the benefit of all stakeholders involved, but most importantly to all people who will see an improvement in their lives.

It is good to underline that Agile does not have to be broadly applied to the NGO sector. It can be used to manage certain projects, or alongside traditional models and it certainly doesn't have to disrupt the current cooperation frameworks. However, by using the Agile method here and there, you will slowly discover the advantages and features also for the non-profit sector.

As you will see from our example, gradually opening up to new management possibilities can help you achieve certain goals without huge changes.

We will start our journey into Agile methodology for NGOs and non-profits by explaining the principles and history. Then, we will move on to the accounting education project in Congo. You will discover with us how Agile can be the solution for an efficient, flexible and optimal project management in the non-profit sector, to the benefit of all involved stakeholders, and most importantly for people who will benefit from it.

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The agile methodology: birth and characteristics

An anarchic computer scientists manifesto

You can manage projects inside profit and non-profit oriented companies by following different methodologies.

The model we're going to explore in depth originates from the software development industry. The Agile methodology has been developed since the 90s thanks to the Agile movement initiated by a group of computer scientists.

The Agile method contrasts with the Waterfall method, one of the classic project management models. Let’s take a look at a real example of Waterfall: a house construction. As the first step, the architect prepares the detailed drawings. Next, the enterprise will get a quote, plan all work phases and deliver the house, as designed. The planning follows a series of clear steps: it will start with the preparation of the site, continue with the excavation and the creation of the basement and the roof. The interiors will be built and the technical systems, fixtures and fittings will be installed in a well-defined sequence and with a progress status that is predicted with precision. This model, however, has great limits, for example a major change in progress is problematic and leads to a high increase in costs. Moreover, the house will stay the same for years.

This waterfall model was the standard in the field of software development. Until, in 2001, some "anarchist" developers decided to make a big change in the software industry by publishing the Agile Manifesto. Their purpose is to create organizational models "based on people, collaboration, and building communities in which we would like to work."

 

The foundations of Agile

Currently, the four principles of the Agile methodology are being applied outside of the world of IT. Let's take a look at these values:

1. Individuals and interactions over processes and tools
   The Agile method encourages direct communication between people, so as to reduce possible misunderstandings. There must be a reduction of steps and obstacles between the different members working on the project.
2. A satisfactory product over detailed documentation
   The main indicator of project success is when the product meets the needs of the client. Documentation of the procedure and steps is relevant, but the product is more important. 
3. Collaboration with clients over contract negotiation
   Customers usually know their needs better than the software developer or any other product. Therefore, collaboration is essential to determine the next steps in product development. This point is central to the Agile methodology.
4. Responding to change over following a plan
   Updates and changes are inevitable and encouraged. With each round of feedback, the product will be more responsive to customer needs. You need to be flexible and responsive first, the plan is secondary.

In the Agile method you define a goal, but requirements are stated and implemented step by step. Development occurs in several cycles called "sprints", in which product changes happen quickly. This is obviously in contrast with a project that shows the full solution right away.

Usually projects related to the digital world do not have a predefined sequence and the product is often not physical, so Agile is an ideal method. Initially what matters is a Minimum viable product, which is a first version of the product with minimum requirements. The client then interacts with the developers, provides feedback, reports problems and prioritizes. The final result comes from all the interactions and changes that occur in the different cycles.

 

A concrete example: website design

Obviously, Agile requires a careful organization of the project. You have to divide it in different phases and find a logical order to implement them. In that way, you can go from the minimum working product to the final product.

To better understand how the methodology works, let's take as an example a company that wants its own website.

1. To create an online presence, the firm decides not to ask the website design company to deliver the final product. Instead, following the Agile model, the firm will start by defining its key needs and resources. The choice will probably fall on creating company presentation pages with minimal content.
2. In a very short time, the company will have a functional product (i.e. website) and will start collecting data on users.
3. These statistics will then be used to determine, in close cooperation with the client, the further development. By assessing the needs, capabilities and resources, it will be possible to define what to achieve in the next "sprint". For example, priority is given to the creation of technical content, or the video presentation, or a online shop or integration with the management system.
4. The result may look completely different from what you initially imagined, and the website next improvements will then continue by using Agile.

 

A methodology that helps all start-ups

The Agile methodology is also very suitable for tackling complex problems, where there isn’t yet a clear final solution. After being applied in the software industry, Agile has become the preferred project management method for start-ups and has also been adopted by large companies to manage projects in very innovative areas.

Start-ups need to be very flexible, so they usually never implement their projects by rigidly fix everything from the beginning. In fact, these young companies proceed step by step, setting up a product prototype to see if the technology works. Then they move on making the MVP to understand if it can meet customer needs. Later, the start-up will improve the product, at some point bring it to market, and so on.

Typically, start-ups work with little resources, so you are constantly checking if you are following the right path and investing in the right places. Thanks to the Agile method, if you don't achieve the expected results or face unexpected problems, it will be quite easy to adapt to a different approach. Experience and results from different project cycles will help set new goals, plan next steps, and decide what investments to make.

 

Progressive financing

Among its many advantages, Agile uses fundings in a way that well adapts to the start-up world, often faced with great variability and unpredictability, always keeping risks to a minimum. An innovative company like a start-up does not receive funding to run the project in one go, but in a series of rounds.

1. It starts by funding a prototype. If the prototype meets expectations, then an MVP (Minimum Viable Product) is financed. The solution can now be on the market and the start-up verifies the interest and response of the first customers.
2. You move on to the next round, where you improve the product and, through a marketing strategy, expand the customers’ number. The initial amounts are limited and are generally available without special procedures. The idea, its potential and the capabilities of the start-up team are now evaluated. It often happens that the start-up decides to explore products or markets different from the ones initially imagined.  
3. In the following rounds there is an increase of fundings, but only if the previous rounds were successful. If the start-up fails to realize the prototype or the product finds little customer interests, the investments are suspended.

 

Use of Agile methodology in non-profit organizations

We saw that Agile methodology is effective not only for software development companies, but also for the start-up world and in large companies as well. Two decades after the publication of the Agile Manifesto, this model has led to the success of many companies and has been widely used by all kinds of profit-oriented organizations.

Unfortunately, at the moment Agile is not well known among non-profit organizations. In this context the Agile methodology and also other methodologies that use similar concepts such as Design Thinking can be easily adopted and bring important benefits.

In the context of international cooperation the issue is more complicated, because there are public actors, laws, references and others that are difficult to adapt. There is a strong static nature and in addition, unlike the business environment, communication between the different levels: NGOs, funders, local partners and project beneficiaries, is much more complicated and cannot be easily simplified and speeded up. However, there are also attempts to introduce new methodologies in this area, one of which is Adapting Development. Normally,  established working standards such as Logical Framework Methodology and Theory of Change are used in the context of cooperation. In order to ensure a successful outcome, it is important to define the phases in as much detail as possible and to set up monitoring and control systems in advance. However, this leads to projects becoming more complex, expensive and less able to adapt to actual circumstances,

In the field of international cooperation, it is unlikely that Agile can supplant existing methods. However, Agile methodology can certainly be very useful as a complement, to manage certain phases of projects. The Agile method could help to:

• Move forward in a progressive way
• Collect feedback constantly
• Plan objectives and approaches in a more informed way
• Cope with problems and unexpected events in a fast and flexible way.

Introducing more dynamism at certain stages of projects would also help improve transparency, communication and trust between the different parties involved.

We now want to present you a well-detailed case of a Banana project created and implemented in collaboration with an NGO.

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From "profit projects" to NGOs: the Banana case

Fortunately, over the last few years, the drive to manage "agile" projects has also arisen within some non-profit organizations. They take the experiences of companies that use the Agile methodology as an example, and they noticed that small changes can bring benefits. Even a partial application of the Agile model gives the ability to effectively react to the uncertainty of emergency situations.

Agile methodology could bring numerous benefits to NGOs and more generally, it makes high operational flexibility possible.

• You obtain important feedback on every cycle to adjust the program integrity
• Identify new operating ways that meet humanitarian goals better
• Understand what could be the future developments and respond quickly
• Ability to make mistakes without regret, and learn from them to improve strategy
• Administration and accounting that quickly adapts to change
• Nurture trust among the various stakeholders involved in the project through increased transparency and communication

Among the many Banana.ch projects, we also have a strong example on how the Agile model applies almost perfectly to a project related to non-profit organizations.

In 2017, Babana.ch took part to a project as a technology partner in the Democratic Republic of Congo.

Before explaining the details and developments, we'll start by giving you a context in which Banana.ch had to fit it.

 

Congo and the education of students in the digital world

The Democratic Republic of Congo (DRC) is a nation with a vast territory located in the center of Africa and it has over 100 million inhabitants. Like other countries in sub-Saharan Africa, the DRC is faced with a large number of difficulties, including logistical, financial and health problems. The population is very young and one of the main challenges is strengthening the educational system and adapt it to digital transformation, so as to reduce the existing technological gap.

In Congo, schools are managed and funded by the counties. On the other hand, the Ministry of Primary, Secondary and Professional Education (MEPST), based in the capital Kinshasa, is responsible for the education coordination in the whole country and is in charge of defining the curricula and teaching materials.

After joining the Organization for the Harmonization of African Business Law (OHADA) in 2012, the RDC adopted the common accounting rules and the Ministry of Education modified the training programs in accordance with the new modalities. Taking into account that most Congolese firms keep or will keep their accounts digitally, the MEPST decided to review the accounting training in professional schools. For this reason, they introduced the use of computers, productivity software (spreadsheets such as Excel, word processors) and accounting programs.

Unfortunately, with the current system it is not possible to solve the digital divide. Currently, students only learn theoretical concepts. This means that once they start working, they have to be trained to use computers and software. Instead, students should receive comprehensive training on some IT tools. This would not only facilitate the access in the working life, but the students themselves could become the promoters of digital modernization in the Congo companies and public agencies.

 

The Cellules's plan facing a major limitation

In order to solve the digital divide, the Ministry of Education entrusted in 2015 the Cellules des Branches Commerciales of the Direction des Programmes Scolaires et Matériel didactique (also called Cellules) to implement a plan to improve digital skills in more than 4 thousand schools. This project is part of the Ministry's broader strategy to promote digitalization, which also involves the primary, secondary and professional sectors.

Unfortunately, there was one major limitation: a large number of the schools did not have computer classrooms. In addition, the Government of DRC, as well as its provinces, has limited financial resources, and free education for pupils is already a great challenge. However, it remains essential that schools are equipped with computers, especially if students want to get familiar with certain software.

 

Accounting in Congo: the OHADA system

Among the various steps of the educational project, the Cellules had to select an accounting software, which complies with OHADA regulations and is also suitable for teaching. Thus, in 2017 they contacted our company Banana Accounting.

Our software caught their attention since it is suitable for small businesses, it is used in several countries and has obtained very important references in the field of accounting. Besides that, Banana software is also available in French, the official language of Congo, and offers a free license for educational purposes. The Cellules realized that Banana Accounting software was well suited for teaching in Congolese schools.

Another essential aspect in the selection was the compatibility with the accounting system, therefore the program must be aligned with chart of accounts and the reporting used by OHADA. This system is used by large companies, has a specific numbering and also includes fixed schemes for the balance sheet presentation, the profit and loss account and the capital flow account. During the preliminary stages, the Cellules requested the collaboration of the Conseil Permanent de Comptabilité au Congo (CPCC). From then on, the Banana's project to train students on our accounting software has begun.

 

The begin of the project and the first difficulties faced with Agile

In normal situations, we organize meetings between the different stakeholders and the developers. In that way, we can clearly define the project functionalities

But the project with the Cell did not start in a smooth way. Domenico Zucchetti, CEO and founder of Banana.ch travelled to Nairobi (Kenya) for a brief training session, but after it was no longer possible to meet in person. Other means of communication were very limited, so it was not easy to efficiently collaborate and carry out the project. Therefore, we proposed the integration of an alternative solution.

Within Banana.ch we have always applied the Agile methodology for any project, it is normal for us to follow a progressive, tackling one problem at a time. We are aware that going step by step, with close interaction between stakeholders is essential to work remotely and with very different cultural and operational contexts. That is why we decided to suggest a new method for the project in Congo, and we convinced the Cellules to apply Agile.

Thanks to the Agile modeling, Banana.ch and the Cellules of the Minister of Education have been able to face the hard project path. Slowly, this methodology was applied to each phase of the project. 

Regarding the first phase, that is developing a software that meets OHADA's accounting rules, we solved the various snags thanks to Agile.

1. COMMUNICATION
   As the main contact, Zucchetti turned to Didier Kinano, the Cellules Director. Directives were typically reported via email and phone calls. In turn, the Banana Accounting CEO explained the Banana functionalities to achieve certain results and then he gave directions  to his software development team.
2. THE FIRST CRITICAL STEPS
   Even though there was a good collaboration, the division of tasks was too complex and the communication possibilities were not fully exploited. In addition, we had to face limited work progressions. After numerous iterations, the chart of accounts was finally completed with the corresponding balance sheet printouts and income statement.
3. THE COMPLEX PHASE
   Banana.ch then tackled the most complex part, that is the creation of the capital flow account, with the related revision of the chart of accounts. Mr. Kinano gave instructions and then checked the results’ correctness.
4. A FLEXIBLE VERIFICATION SYSTEM
   Having reliable test is an important element of the Agile methodology. In the case of the project with the Cellules, our developers had difficulties because they were not familiar with the OHADA system and did not know how to test the functionalities.  Hence, Kinano had to prepare accounts that were used as tests. This facilitated rapid progression because the developers could avoid regressions, without being in contact all the time.
5. A NEW DEVELOPER
   Banana.ch was also able to make progress at the level of capital flow reporting. Later, we started a collaboration with a developer based in Kinshasa, who received instructions directly from Kinano and turned to Banana.ch for the programming part.
6. THE LAST STEPS
   Finally, Banana.ch was able to realize other reports and to implement the management and printing part of the VAT statement according to the templates required by the local tax authorities.

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Agile: winning collaboration for the accounting project in Congo

Using the Agile method to implement the accounting project in Congo turned out to be a winning choice.

Our role was limited to technical assistance for the installation and use of Banana Accounting, as well as the adaptation to the OHADA System. Moreover, not being on site, we had a very limited view of what was going on and we were not particularly familiar with the educational system of Congo. Although we did not have a clear management view (the Ministry was in charge), the Agile method allowed us to achieve goals.  

Didier Kinano had become our reference person. The talks were focused on technical aspects, but sometimes we discussed the project in a broader way. Little by little, Domenico Zucchetti got a better view of the various stakeholders, the context in which they operated and their available resources.  At one point we could start with the implementation of the new digital accounting system in Congo.

The implementation of the digital accounting system in Congo

As a first step, the Ministry's plan was to provide schools with computers, then install the software and train teachers and students. However, most of the schools did not have computer rooms, and some did not even have electricity!

The available resources were very limited and it was not possible to ask more from the Congo Government, since it was already busy ensuring the free basic education. Support from third parties was also unlikely, so the prospect to have more computers appeared remote. There was a lot of concern on the project realization. But with Zucchetti's suggestion, something began to change:

"The situation didn't seem that bad to me. In fact, the Ministry was in the same situation as many start-ups, where you find very ambitious and transformative ideas, united by great motivation and capacity, but with many obstacles and very limited financial resources. I told that it would probably be very beneficial if the Ministry adopted start-up-like operation modes, that aims to make the most of existing resources."

Unexpectedly, this remark aroused a lot of interest, which is quite uncommon in government departments that have operating modes very different from the start-ups ones. Instead, in the following meetings, the Ministry became open to approach problems in a different way.

One reason for this acceptance of the Agile may lie in the different level of predictability between Europe and Africa. In Europe, the degree of unpredictability is very low and, especially, there is little flexibility in public administration. On the contrary, in Africa, the population and public officials are faced with great unpredictability. Unforeseen difficulties force them to come up with new solutions. In essence, Banana.ch saw that in Congo people are more willing to adopt and use the Agile methodology.

Exploiting available resources for great results

The next step in the project included defining the path implementation through existing resources.

The Democratic Republic of Congo has a large territory, even though most schools did not have appropriate infrastructure, a few of them had computer classrooms. As we could expect, there weren’t the next generation of computers, but they were perfectly suited to install and use Banana Accounting.

We then provided the software in some schools in the capital Kinshasa. The accounting teachers showed great interest and requested training in order to familiarize with Banana Accounting. The Cellules prepared the informative material, being very competent in its role. Thus, in a short time, they set up a 13-day training course, both for the software and for the OHADA system. The teachers who attended the course were very satisfied, so, the Ministry set a plan to train more teachers with the existing resources. 

 

Thanks to the gradual change in methodology towards Agile, the project progressed without major hiccups. We didn’t have to wait for all schools to be equipped with computers. With time, Banana Accounting was installed in several computers and the number of trained teachers was raising too. We then moved on to the phase of teaching to students, with considerable success. Installation and software training expanded to other provinces, always with great interest.

New issues arose regularly, but by applying the Agile methodology, the Ministry was able to solve them shortly. We developed small-scale solutions, making adjustments quickly and then implementing them in other schools. For example, Congo's program involved using handwriting for exams. The Ministry then introduced  the option to have exams with computer to schools with suitable classrooms. This experience then served as a basis for solving new or similar problems, improving the system and then introducing it to other schools. The strategy was constantly improved sprint after sprint, reducing unforeseen problems and making the best use of available resources.

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From small goals towards a long-term vision

Usually Agile helps achieving short-term results, but it is also extremely effective for a long-term vision.

Keeping in mind that technological development rapidly evolves, we are aware that some solutions can become obsolete in no time. Therefore, it is very important to update the long-term project vision and check whether we are going in the right direction.  

In large-scale projects such as the accounting in Congo, one of the most important tasks of the technological partner (Banana.ch) is to find lasting solutions to integrate new technologies. In this case, as seen above, the main problem was the difficulty to equip all Congolese schools with computer classrooms.

 

How to solve the IT classrooms’ problem

Banana.ch has been providing its software to Swiss schools for many years. However, in Switzerland a shortage of computer rooms is not a problem at all; moreover, all the students of professional schools already have a laptop. So, in Switzerland, schools are adopting the Bring Your Own Device (BYOD) model and are no longer investing in IT classrooms. On the other hand, in Congo the situation is different because the buying power is lower and teachers and students cannot afford a laptop.

Working closely with ministry officials, we came up with an alternative scenario. In the DRC, all teachers and students from professional schools have a cell phone. Thanks to technological advances, we predicted that students will soon have smartphones as well. So, we adapted to their current situation and we have focused on:

• Improvements of Banana Accounting on the mobile operating systems (Android and iOS) until it is almost in line with the desktop version.
• Possibility, also on mobile, to keep the accounting without connecting to the Internet, since in Congo the connections are not always fast and have significant costs.

Keeping accounts on a cell phone is certainly not the ideal solution. But knowing that learners will have a smartphone, we are sure they will keep accounts by using ERP functions (enterprise resource planning software), even without connecting to the Internet. As a result, by the time students find a job, they will already be ready to use accounting software.

We have noticed an increase in the use of the mobile version of Banana.ch in Congo, a sign that the strategy is working.  

 

Adaptation to new technologies: the BYOD model in Congolese schools

At the moment, we see a convergence between the use of mobile and desktop software. The Ministry of Education in Congo presented a new technology available, for now, on high-end smartphones. Teachers can activate the Android Desktop Mode by connecting a monitor and keyboard to the latest generation smartphone. The small device is thus transformed into a real computer.

In the years to come, thanks to technological progress, this feature will certainly be available also for less expensive smartphones. Even Congolese students will have the chance to use a phone that becomes a computer. In that way the BYOD model can be adopted, and we will eliminate the problem of computer classrooms.

This scenario seems more and more realistic, and the Ministry is looking for a new plan to train teachers with the new modalities. In the future, when desktop mode will be possible on smartphones, Ministry officials should be ready to deliver a training that fits this new technology. 

 

The MEPSP has already set up a plan for training several people in the different provinces, who in turn will train teachers on the OHADA accounting system and on the use of Banana Accounting.

With time, the Agile methodology has become integral in the collaboration with the various stakeholders, but we also used it to experiment with new technologies and new interesting solutions. You don’t need to change the current NGO project management system to see results with Agile, but in our case a wide application made the achievement of many objectives a lot easier.

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Financing the project in Congo

In the case of the educational project in Congo financing, the Ministry had not a lot of money source. Then there was the COVID pandemic in 2020, which brought the finances of many states, including the DRC, to their knees. We had to find other ways, so we decided to present the project to possible financing entities. Following the Agile method, we develop a documentation and fundraising structure starting with very limited funding, necessary to offer the training and to find new solutions. Then, in later stages, these solutions can eventually be applied on a larger scale. We divided the project for extending the training in new provinces into blocks, making the figures affordable for many foundations and organizations.

Indicative budget for seminary in the provinces

*Taking in mind the difficult financial situation of the provinces, we planned an external fundraising that will cover 50% of the costs (possibility of public-private partnership). It was calculated a total investment of 30.000 CHF for a group of 6 educational provinces.  The cost per province depends on the isolation, logistic situation and number of actual participants. 

Activities	Cost
Accomodation for 2 educators (13 nights)	$ 800
Catering for 2 educators	$ 400
Lunch break for 52 participants (12 days)	$ 6.000
Remuneration 2 educators (14 days)	$ 4.000
Round trip 2 educators	$ 1.500
Total investment for 1 seminary	$ 12.700
Total investment for the 37 provinces	$ 427.000
Fundraising (50% of costs) *	$ 223.500

However, we encountered a major limitation: the Agile methodology is not well known in the international cooperation sector, and funding is usually granted for complete projects, with rather complex and bureaucratic decision-making processes.

In our case, all the stakeholders could see that the project managed with Agile was valid and suitable. In fact, the different phases made possible the consolidation of the existing school system. The positive impact of the project is evident because the beneficiaries, or the new generations of students, will be better prepared for their job and will have a greater chance of finding employment.

Despite the results, at the moment we have not yet found support from foreign fundings. The amounts required are small, but unfortunately in the cooperation world it is still complicated and expensive to develop funding strategies, since planning is only done with the waterfall method. Contrary to the world of start-ups, there is not yet a predisposition on granting support in a progressive manner, open to the development of new solutions.

A perspective towards widespread use of agile in NGOs

The successful project management of digital accounting in Congo is just one of the examples that show the effectiveness and suitability of Agile in the non-profit area. We are not there yet, but so far we have considerably progressed in a difficult context. This model made possible to make the most from available resources, skills and organizations that are already well structured and widely present in the area.

Agile applied to NGOs opens perspectives that were unthinkable a few years ago. Surely, the integration of this method will be very useful to international cooperation projects, all characterized, more or less, by a high degree of difficulty, variability and unpredictability. Agile can become a project management option, without affecting the currently-used non-profit methodologies.

We hope that this project in which we are involved demonstrated you the high potential of  the Agile methodology. NGOs could consider to apply it to improve the effectiveness of interventions and to facilitate the granting of small amounts for humanitarian projects.

With the hope that Agile will be integrated in many non-profit projects, we invite you to reach us if you have any questions on the educational accounting project in Congo or about the use of Agile in the cooperation sector.

References

Helms, B. (2019, 10 settembre). Can the Development Community Adopt Agile?. DAI. https://dai-global-developments.com/articles/can-the-development-community-adopt-agile.

Manifesto for Agile Software Development. (2001). Agile Manifesto. https://agilemanifesto.org/

Modernisation de la formation en comptabilité au Congo RDC. (2020, gennaio). Banana.ch. https://www.banana.ch/fr/formation/comptabilite-rdc.

Terbeche, M., Carrier, M. (2019, 26 marzo). An “Agile Manifesto” for humanitarian and development projects. Groupe URD. https://www.urd.org/en/review-hem/an-agile-manifesto-for-humanitarian-and-development-projects/.

(2018, 2-4 ottobre). Humanitarian Aid on the Move No. 20. [Relazione a convegno].  Groupe URD. Autumn School on Humanitarian Aid. https://www.urd.org/en/review-hem/humanitarian-aid-on-the-move-n20/.

Shafiq, M., & Soratana, K. (2019). Lean and Agile paradigms in humanitarian organizations' logistics and supply chain management. LogForum, 15 (1).

Trish. ( n.d.). Agile for Nonprofits: A Project Management Method. Springly. https://www.springly.org/en-us/blog/agile-method-project-management-method-nonprofit/.