How would you phase an implementation for an organisation that wants Fundraising, Programs, Grantmaking and Outcome Management, but has one part-time administrator?

I phase around the organisation's capacity to absorb change, not around build effort, because with a single part-time admin adoption is the binding constraint.

1. Phase zero is the foundation: the constituent model, households and relationships, address management, and the platform prerequisites. Everything else depends on it and it is expensive to redo.
2. Phase one is whichever capability carries the most daily transactional pain — usually Fundraising, because gift processing happens every day and the current process is often a spreadsheet.
3. Programmes and case management come next, because they touch more staff and need more training. Outcome Management comes last deliberately: indicators measure programme and participant data, so there has to be data to measure.
4. I would also name the trade-off out loud. Phasing means the organisation lives with two systems for longer and pays for a second data migration. It is still usually the right call, but the customer should choose it with the cost visible rather than discover it in month four.