Adoption of Project Management Practices and Performance. Non-Governmental Organisations of Navarre–Spain

Montes-Guerra, Maricela I.; De-Miguel, A.; Gimena, Faustino N.; Pérez-Ezcurdia, Amaya; Díez-Silva, H. Mauricio

doi:10.1007/978-3-319-12754-5_3

Cited by 2 publications

(3 citation statements)

References 42 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…They also expose contractors to new opportunities and trends. According to research (Montes-Guerra et al, 2015), in some NPOs where volunteers and core staff have extensive experience or knowledge of project management, the project approach has been structured, and many new elements of project management are being implemented.…”

Section: Discussionmentioning

confidence: 99%

In Search of the Factors Fostering Green Project Management in Nonprofit Organizations: Research Results From Poland

BRAJER-MARCZAK,

MARCISZEWSKA,

ZABŁOCKA-KLUCZKA

2024

hss

View full text Add to dashboard Cite

This article addresses the insufficiently researched topic of Green Project Management (GPM) in nonprofit organizations (NPOs). Factors supporting the application of GPM in NPOs can be identified among both external conditions (e.g., environmental policy, funder requirements) and internal conditions related to the specificity of the functioning of the NPO (e.g., size, forms of employment, sources of financing, project management solutions). This article aims to contribute to the discussion on the factors facilitating GPM in NPOs. The focus is specifically on the frequency of GPM practices in the areas of People, Planet, and Prosperity during project implementation. The study employed a quantitative survey using the CAWI technique; the respondents were individuals representing NPOs in Poland with project experience.

show abstract

Section: Discussionmentioning

confidence: 99%

In Search of the Factors Fostering Green Project Management in Nonprofit Organizations: Research Results From Poland

BRAJER-MARCZAK,

MARCISZEWSKA,

ZABŁOCKA-KLUCZKA

2024

hss

View full text Add to dashboard Cite

show abstract

“…Since these projects are implemented in (often) unstable contexts (economically, socially, and/or politically) change and risk are part of everyday management. Donors should show greater concern to change and risk management (and all other PM areas that are currently ignored [6][7][8]), integrating them in the heavy planning exercises that are demanded and, also, in the monitoring and control mechanisms in order to allow for flexibility and capacity to adapt the project to the moving conditions. This happens to all PM areas to which donors fail to pay attention to and the NGOs are then forced to look outside of the donor-provided toolkit and apply their own approaches and tools.…”

Section: Discussion Of Documentation Map 2-qualitative Datamentioning

confidence: 99%

“…In IDC, projects are a key instrument for aid delivery [4] and, despite the availability of wide PM knowledge and standards, the adoption of standardized project management (PM) practice in IDC projects by non-government organizations (NGOs) has been assessed to be lacking efficiency and effectiveness, with an irregular approach towards PM practice and some PM tools being widely adopted, while others are ignored and, in general terms, with a preference towards adopting individual techniques rather than structured methodologies [5]. Academic literature studying PM in the field of IDC implemented by NGO is scarce and inconclusive, with many knowledge gaps on the way NGO engage with PM practice [6][7][8]. There are, however, indications of the positive relationship between the adoption of PM methodologies and project success [9].…”

Section: Introductionmentioning

confidence: 99%

The Role of Donor Agencies in Promoting Standardized Project Management in the Spanish Development Non-Government Organizations

2021

View full text Add to dashboard Cite

Project management is an autonomous discipline that is applied to a huge diversity of activity sectors and that has evolved enormously over the last decades. International Development Cooperation has incorporated some of this discipline’s tools into its professional practice, but many gaps remain. This article analyzes donor agencies’ project management approaches in their funding mechanisms for projects implemented by non-governmental organizations. As case study, we look at the Spanish decentralized donor agencies (Spanish autonomous communities). The analysis uses the PM2 project management methodology of the European Commission, as comparison framework, to assess and systematize the documentation, requirements, and project management tools that non-governmental organizations need to use and fulfill as a condition to access these donors’ project funding mechanisms. The analysis shows coincidence across donors in the priority given to project management areas linked to the iron triangle (scope, cost, and time) while other areas are mainly left unattended. The analysis also identifies industry-specific elements of interest (such as the UN Sustainable Development Goals) that need to be incorporated into project management practice in this field. The use of PM2 as benchmark provides a clear vision of the project management areas that donors could address to better support their non-governmental organization-implemented projects.

show abstract

Adoption of Project Management Practices and Performance. Non-Governmental Organisations of Navarre–Spain

Cited by 2 publications

References 42 publications

In Search of the Factors Fostering Green Project Management in Nonprofit Organizations: Research Results From Poland

In Search of the Factors Fostering Green Project Management in Nonprofit Organizations: Research Results From Poland

The Role of Donor Agencies in Promoting Standardized Project Management in the Spanish Development Non-Government Organizations

Contact Info

Product

Resources

About