Planning

Successful Chess
Projects
This document is the output of a project run by the European Chess Union
(ECU) supported by the International Chess Federation (FIDE) development
fund.

The purpose of the project is to determine international best practice, the

establishment and financing of successful chess projects.

The members of the working group are:

Jesper Bergmark Hall (Sweden)

Geir Nesheim (Norway)
Alessandro Dominici (Italy)
Leonxto Garcia (Spain)

Editor: John Foley (UK)

Design: Brigitta Peszleg (Hungary)

Project Director:
Dana Reizniece-Ozola (FIDE Managing Director, ECU Vice President)
Project Manager:
Jesper Bergmark Hall (Chair, ECU Education Committee)

Planning Successful Chess Projects © 2022 by ECU is licensed under Attribution-

NoDerivatives 4.0 International. To view a copy of this license, visit
http://creativecommons.org/licenses/by-nd/4.0/

January 2022
INTRODUCTION

During the last few years, the popularity of chess has increased enormously.
There are several reasons for this. The domination of chess over the last
decade by world champion Magnus Carlsen has strengthened the position of
FIDE, the international chess federation, which has been active in developing
chess.

The Netflix series “Queens Gambit” made chess glamourous. There has been
an explosion of online chess especially during the pandemic. Elite chess
competitions are broadcast with high quality video and top-level
commentators. Numerous websites, Twitch and YouTube channels have
emerged with millions of followers. At the same time, we have witnessed the
rapid growth of chess in schools. Chess fits educational objectives such as
promoting social skills and intellectual development.

The question is how to take the next steps in the economic development of
chess as a game, an educational intervention and as a sport. There is much
greater awareness of chess, how it can inspire children, how it provides a life-
long sense of fulfilment, how it connects rich and poor, old and young, east
and west, north and south. It is truly a global game. The potential for chess is
still to be exploited.

The chess community have kept the marvellous game to themselves until now.
Chess has grown organically through tradition and word of mouth. However,
there are many people outside the circle who want to get involved in chess for
themselves or for their children. They are the ones that we need to encourage,
engage and enlighten. The chess community needs to use professional
methods of project management to bring about the desired quantum leap in
the roll out of chess.

Jesper Bergmark Hall John Foley

Chairman Secretary
ECU Education Commission ECU Education Commission
Guildford Chess Club, 2021
06 THE PROJECT
CONTENTS
What is a project?
The purpose of the project
Project priority
SMART Objective

08 FINANCING THE PROJECT

Think like a funder
What is unique about the project?
Structure the organisation around fundraising
Fulfil your obligations to the funder

10 MANAGEMENT FRAMEWORK
Steering Group
Project Manager

12 PROJECT PLAN
Tasks and Roles
Results Plan

14 COMMUNICATIONS
Project Communications
Public Relations

16 PROJECT TEAM
The team is everything!
Finance and Administration Controller
Expert Group
Working Groups

18 IMPLEMENTATION
Documentation
Wrap Up
Follow On

20 PROJECT LESSONS LEARNED

Key factors to success
The most common mistakes

21 10 TOP TIPS FOR FUNDRAISING

22 SUCCESSFUL CHESS PROJECTS

THE PROJECT

What is a project?
A project is to reach a defined objective with defined resources within a
defined timeframe. A successful project requires a structured framework as
described in this document. A chess project involves the game of chess
whether playing, organising, teaching or training.

Experience has shown that for any complicated achievement to happen, it

needs to be set up as a project. By establishing a formal project, you are
serious about delivering the objective. You are in a better position to convince
others that the project will be delivered. You can present a familiar framework
to potential partners and project investors. Give your project a meaningful
name. This brings the project to life.

The purpose of the project

Most project ideas spring from the need to solve a problem or to take
advantage of an opportunity. Project ideas can arise from an organisation
reviewing its strategy, from a brainstorming session or from a creative
individual. You need to evaluate the idea to make sure it has got “legs”. Bounce
the idea off other people whose judgement you trust. Refine the idea so that
you can define its objective clearly and indicate the tasks that need to be
undertaken.

06
Project priority
No doubt there are several potential
projects so prioritisation is required. In
practice, only a limited number of projects
can be conducted simultaneously. Select a
project which can be defined clearly and
which meets your organisation’s objectives.
Take into account the amount of effort that
will be required.

Every project should be regarded as a dual project: the main project which you
intend to deliver and a preliminary project in which you raise the funds to
provide the resources.

If you believe that the main project is too ambitious, a pilot project should be
tried before deciding to go ahead with the main project. The pilot project
provides insight into the main challenge, allowing a clearer picture of the
resources that will be involved.

SMART Objective
Every project objective needs to be SMART

Specific
Specific goals are essential because they help you outline the
steps that need to be taken.

Measurable
Every project should have key performance indicators whereby
you measure performance.

Achievable
Ensure that the goals are realistic and achievable with the
resources at your disposal.

Relevant
To maintain commitment to the project, it suits the plans of all
concerned.

Timely
Projects need to be done in good time and a deadline focuses the
team members.

07
FINANCING THE PROJECT

The main challenge to convert an idea into a project is usually access to

funding. The main sources for funding chess projects are:

Local Government
Central Government Commercial Sponsors

Advertising How can you engage with them? Volunteers

What can you offer them?
Private Investors Patrons

Charitable Funds and Foundations

Think like a funder

It is essential to understand the motivation of project funders. Why is your
project interesting to them? It would be a mistake to believe that it is only
because they are interested in chess. Funders are broadly interested in
educational benefits, the relief of poverty, the advancement of community, or
the development of culture and sport. In addition, they may have some
specific requirements. Chess can help with all of these.

08
What is unique about the project?
Find something unique that can justify funding the project. This is “the hook”
which shows the freshness and importance of the project. Identify the
beneficiaries of the project and explain how they will benefit. Express its
purpose in one sentence. For example, a project to increase confidence and
social skills among school children aged 8-10 in a rural area. Emphasise this in
all your communications.

Structure the organisation around fundraising

Traditional chess organisations are concerned with competitions,
tournaments, ratings and training. They are typically inwardly facing and
regard fundraising as an unfortunate necessity. The modern chess
organisation takes a strategic view regarding how to fund its activities. It is
necessary to restructure to take advantage of the possibilities.

Fulfil your obligations to the funder

The funds for a project should be applied only for the purpose for which they
were given. The project accounts will need to reflect this financial discipline.
Do not undertake risky tasks which can undermine the main project. If you
are running into some difficulties, then inform the funder immediately.

09
MANAGEMENT FRAMEWORK

A project needs a clear leadership framework as set out in the diagram below.

Steering
Group

Finance and Project Expert

Administration Manager Group

Working Working Working

Group Group Group

Steering Group
The Steering Group comprises the influential people who are in overall control
and help to make the project happen. It contains representatives of the
organisations implementing the project, the funder of the project and usually
an experienced project manager. The Steering Group may meet four times a
year to hear from the PM, review progress, assess risks, solve problems and
steer the project for the next stage.

The Steering Group reviews each project on three dimensions: time, resources
and quality. If one of the dimensions is fixed then it needs to compromise
between the other two. For example, to meet a fixed deadline, it may need to
add resources or reduce quality; with a fixed budget, it may need to extend
the deadline or reduce quality; to achieve a certain quality it may need to
extend the deadline or add resources.

Good
High Cost Low Priority

Fast Cheap

Low Quality

10
Project Manager
At the centre of each project is the Project Manager, the person who is most
important for the success of the project. He or she provides the energy and
intellect to ensure that the project makes progress according to the plan. The
Project Manager (PM) plays a key role in all the tasks of a project and reports
regularly to the Steering Group. The PM needs to be a leader who can
communicate enthusiasm and commitment to the team.

The PM creates the overall atmosphere in the project and should act as a role
model commanding the respect of the team members. The actions and
decisions of the PM will signal to the team members the importance of the
project and the level of commitment required. Ideally the PM should have the
self-knowledge to understand their own strengths and weaknesses and be
honest enough to ask for help when needed.

For a chess project, it is a bonus if the PM understands chess and chess

culture. There are more aspects to chess than merely playing a game. The PM
must make a connection between chess and the objectives of the project. If
the project is about education, then there are many interested parties: the
children, parents, teachers, schools, the project funder etc. Each of these has a
different type of interest and must give their assent to the project. The PM
must be able to communicate with several groups at various levels.

11
PROJECT PLAN

Every project needs a plan which Stage 1

is the common reference for all
those involved. The plan sets out Define project objective and
the project tasks, who is working scope. Ensure it matches
on them, how long each task will
corporate strategy. Identify
take and what they will cost.
sources of funding.
The project timeline may be
summarised using a Gantt chart.
This lists each task and shows
the dependencies between Stage 2
them. This can be created on
Excel. Estimate tasks, roles and
budget and create a project
plan

Stage 3

Establish Steering Group,

select Project Manager,
Finance Controller and
Team members

The plan sets the key

performance indicators by which Stage 4
project progress can be
measured. The plan also Monitor delivery of tasks
describes the project control
against plan
measures such as important
milestones and meetings of the
steering group.

12
Tasks and Roles
Make a detailed specification of each task in the project. The purpose and
importance of each task determines the amount of resources required.
Estimate the time for completion. Define the dependencies between the tasks
i.e. some tasks can start only after another has been completed. Providing a
detailed specification for each task is an uncertain exercise so build in some
contingency. Most projects underestimate how much time and resources are
required to complete the tasks. It can undermine the project to come back to
the funder to ask for a major increase in the project budget.

The skills required to complete each task should be described in sufficient

detail to be able to search for the people with the right experience to work on
the task. People are allocated to specific tasks and take ownership of those
tasks. As the project gets underway, the definitions of the tasks and roles may
need to be modified.

Results Plan
Early on, you should consider how the results can be used after the project.
Consider how the outputs from the project – concepts, materials, software –
can be made available in the most practical way. Can the approach be used in
other areas? Can it be extended? Is there a next step? At the same time as
considering multiplying the results, consider funding schemes.

13
COMMUNICATIONS

Project Communications
Attention needs to be paid to communications amongst team members and
with the target group; possible milestones are as follows:

Project launch meeting with all the participants

Creation of project calendar (e.g. Google Calendar)
Creation of project account (e.g. Trello)
Meeting of each Working Group to clarify specific tasks
Regular formal updates to the Steering Group
Project updates to team members
Team interim social meeting
Report after each major task completed
Report to Steering Group on final delivery of the project

14
Public Relations
Every chess project needs the support of the public. The project sponsors will
be happier if the purpose of the project is widely known and the benefits are
widely understood. Fortunately, chess lends itself to public displays so you
have a choice of activities including:

Project website
Social media accounts
Simultaneous display
Chess open days
Online seminar
School visit
Newspaper/magazine articles
Report to beneficiaries
Conference talk

Chess Fest 2021, Trafalgar Square, London

Chess in Schools and Communities - Photo by Andrew Moss

15
PROJECT TEAM

The team is everything!

It is crucial to find the right people to fill the project roles. Those who have
worked together on previous projects make efficient work units. People with a
relevant track record are more likely to be able to contribute positively from
the outset. The PM can often bring a ready-made team together when
appointed to a project. Team members should all be made aware of what they
are expected to do and how their role fits in with the overall project plan. At
the start of the project call a meeting and bring everybody together to
kickstart the communications.

Finance and Administration Controller

The project controller is devoted to finance and administration. He or she
works closely with the PM to ensure that the contractual obligations are met
and that the monies are managed properly. The controller is responsible for
paying expenses or salaries to individuals. There needs to be proper
accounting for all receipts and expenditures. A monthly project cashflow
report compares actuals with planned amounts.

16
Expert Group
The purpose of any chess project is to benefit specific target groups such as
children, seniors, those with special needs, etc. It is prudent to have an Expert
Group with representatives of the beneficiaries on which you can test your
ideas, project arrangements and materials. They give practical advice, ensure
you are on the right track, and can act as ambassadors to promote the project.

chess

Working Groups
Larger projects involve several tasks across different areas of expertise. A
Working Group brings focus to each task and comprises several people
meeting regularly with a shared objective to achieve the task. Each Working
Group is a mini-project with a leader. Quite often it makes sense for the leader
of a Working Group to be the PM, especially if it is one of the most important
tasks.

17
IMPLEMENTATION
It is important to get an early success with the project, such as completing a
task or reaching a milestone.

At the beginning, the project team is full of energy and looking for signs that
the project is well managed. If they think the project will succeed, then this will
build up a stronger morale.

PROJECT
SUMMARY
START DATE

DUE DATE

PROJECT NAME ..

CATEGORY MATERIAL
INSPIRATION / IDEAS

PRIORITY

GOALS / FOCUS
ACTION PLAN

NOTE

Another reason for meeting targets early is that you need some slack on a
project because there will inevitably be delays and holdups on other parts of
the project. If you have a margin of time, then you are in a better position to
manage the critical final delivery stage of the project.

When there are several partners involved in a project from different

organisations, each should be treated as equally important. Each partner
should be working co-operatively for the common purpose. It is “one for all, all
for one”. Avoid attaching prestige to one part because all parts are required to
make the project succeed. Every task and every role is critical.
The focus is on delivering the output from the project – the “deliverables”.

18
Documentation
The project management documentation is important.

The main documents are:

Project Plan and Gantt Chart
Progress Report on Deliverables
Progress Report on Financials

The frequency of these reports depends upon the scale and complexity of the
project. There should be enough time to remedy any problems between
reports. Make use of the project website (public) or project management
software (private) to keep stakeholders up to date. Including short videos from
the key participants helps to generate awareness of the project issues.

Final written reports should be prepared for the sponsoring organisations and
funders.

Wrap Up
Gather all the partners in a final meeting to sign off the project and confirm
that the deliverables meet the required specifications. Reflect on what worked
well but also on the problems you faced and outputs that did not meet your
expectations
Notify the public regarding the general benefits of the project.
Make recommendations to the partners, as well as other interested, how to
make best use of the knowledge gained on the project.

Follow On
Investigate whether any follow up projects are required. Ideally these
proposals should emerge long before the end of the project so there is an
opportunity to discuss the possibilities in advance. The best chance to get a
follow-on project is immediately after the current project. The key people are
in place and there is a clear understanding of the issues. Too often,
organisations fail to anticipate a follow up and so the chance to multiply the
benefits of the project have been lost.

Ideally you can find a project which can continue immediately afterwards
using the same team of people who have now become much more efficient at
the tasks. These follow on projects are more efficient, less risky and more
likely to deliver high quality outputs.

19
PROJECT LESSONS LEARNED

Key factors to success

Find the right team!

you need to get the right people working together
A good project manager
who can drive the project forwards
A positive climate
for everybody working in the project: one for all, all for one
SMART goals
specific, measurable, achievable, relevant, timely
Communications
ensure everyone understands the goals
A structured project plan
with tasks, roles and milestones
Deal with problems immediately
otherwise the project can be at risk
Specify tasks in detail
to set realistic expectations of work the required
Keep flexible
If the plan is not working, change direction early

The most common mistakes

Underbudgeting
you are too optimistic about the amount of work to be done
Mission Creep
trying to deliver beyond what was originally agreed
No slack
you do not leave yourself any margin for error on the timeline
Neglecting volunteers
these are the people that most chess projects rely upon
Delayed final report
failure to start writing up early
No future plan
the change brought by the project needs to be sustained

20
10 TOP TIPS FOR FUNDRAISING
by Martin Göransson

1.) Have more than one idea to be funded

If one idea is rejected, then move on to the next idea.

2.) Do your research

Investigate all possible sources of funding and the objectives of the funders

3.) Shortlist potential funders

List funders according to the fit between their objectives and your project

4.) You cannot do too much research

Read up on the details of those projects which have received funding

5.) Comply with the specific requirements of the fund

It is surprising how many people ignore the instructions

6.) Try to create a dialogue with the fund.

Call them and ask about what is important. Detect the keywords.

7.) Get involved

The person writing the application should be part of the project to ensure
integrity

8.) Create a standard application

For smaller amounts, make appropriate changes to each of multiple
applications

9.) Use a professional fundraiser

Especially for larger projects, the scale of the work needs a professional
approach

10.) Don’t bite off more than you can chew

If you fail, you “burn” your funder for the future. Do not overpromise on
deliverables.

Martin Göransson is a professional chess fundraiser who has raised nearly €1m for chess

21
SUCCESSFUL CHESS PROJECTS

SCHOOLS CHESS UNITED (Schack4an) - Sweden 2007 -

National chess competition for Year 4 children with emphasis on maximising
participation

Delivered by: Swedish Chess Federation

Purpose: Education
Funder: Ministry for Youth and Civil Society

CASTLE - Italy, Spain, Germany 2014

A Chess curriculum to Advance Students ́ Thinking and Learning skills in
primary Education. A chess in schools concept based on early years chess,
over the board, and online chess.
Delivered by: Alfiere Bianco
Purpose: Education
Funder: Erasmus+

ACADEMY FOR YOUNG CHESS LEADERS (USF-akademiet) - Norway 2017

Academy for top 20 talented youngsters

Delivered by: Norwegian Chess Federation

Purpose: Sports
Funder: Ministry of Sport

TRAIN YOUR MIND (Allena la tua mente) - Italy 2019 -

Family Learning chess courses

Delivered by: Alfiere Bianco

Purpose: Corporate Social Responsibility
Funder: Generali, Italy´s largest insurance company

22
CHESS AND SOCIETY (Sjakk og Samfunn) Norway 2019 -
Therapeutic chess: libraries, prisons, elderly care, mental health and asylum
seekers etc.

Delivered by: Norwegian Chess Federation

Purpose: Community Benefit
Funder: Ministry of Culture (three years)

CHAMPS - Slovakia, UK, Portugal 2019

Chess and Mathematics in Primary School

Delivered by: ChessPlus

Purpose: Mathematics Education
Funder: Erasmus+

8by8 Portugal, Austria, UK 2019 -

Strategy games on an 8x8 board

Delivered by: Ludus

Purpose: Mathematics Education
Funder: Erasmus+

LET’S PLAY TOGETHER (Låt oss spela ihop!) - Sweden 2022

Chess players introducing schools to chess with a festival of inclusion

Delivered by: Stockholm Chess federation

Purpose: Social Integration
Funder: Social Fund

23
 If you would like to learn more or receive assistance with your chess
project or funding application, please contact European Chess Union at:
secretariat@europechess.org