As they strive towards greater professionalism in carrying out their activities, non-profit organizations (NPOs) have begun paying attention to project management. The non-profit sector (NPS) has also begun to adopt strategic planning techniques, thus making the acceptance of project portfolio management (PPM) methodology a natural consequence. This article aims to propose a project portfolio management model adapted to the context of NPOs.
{"title":"A Project Portfolio Management model adapted to non-profit organizations","authors":"F. M. Lacerda, C. D. P. Martens, Henrique Freitas","doi":"10.5130/PMRP.V3I0.5120","DOIUrl":"https://doi.org/10.5130/PMRP.V3I0.5120","url":null,"abstract":"As they strive towards greater professionalism in carrying out their activities, non-profit organizations (NPOs) have begun paying attention to project management. The non-profit sector (NPS) has also begun to adopt strategic planning techniques, thus making the acceptance of project portfolio management (PPM) methodology a natural consequence. This article aims to propose a project portfolio management model adapted to the context of NPOs.","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":"3 1","pages":"5120-5120"},"PeriodicalIF":0.7,"publicationDate":"2016-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5130/PMRP.V3I0.5120","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70742290","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In Europe, we are witnessing a growth in the social economy sector, i.e. in socio – economic organizations, which belong neither to the traditional for profit sector (market economy) nor to the public sector (government) (Deforuny, 2001; Young, 2007) - they rather act at the interface of civil society and markets (Jager, 2010). The main goal of these organizations, called social enterprises or social business, is doing business for socially useful purposes. These initiatives may take the form of traditional Non-Governmental Organizations (NGOs), like foundations and associations, as well as new kinds of organizations for example social cooperatives, partnerships, funds. Social economy is situated between public and business sphere of administration and combines both, social objectives and the ones profit-oriented. Social entrepreneurship is unquestionably a desirable feature of social economy understood as reaching planned economic objectives with the use of available resources. Another feature comprises in using involvement and creativity of excluded persons and thus, solving social problems, among others, structural unemployment and disadvantage of social minorities as well as strengthening democratic processes, bottom-up social initiatives etc. Achieving objectives, both social and economic, requires using modern management instruments and methods. All of the above mentioned organizations or ventures, which achieve their local, social or ethical mission and goals using methods adopted from the business sector (Defourny, Hulgard, Pestoff, eds.2014). One of these methods is project management. The whole sector of social economy, both in Poland and in Europe, is strongly influenced by projectification process: a lot of the activities are performed in the form of projects. For last ten years projectification of social non-governmental sector as well as the economy sector in Poland was reinforced by EU’s funding stream – hundreds of co-funded projects, which aimed at increasing the level of development and improving the condition of social economy, were implemented. Some of these projects have resulted in the creation of durable, dynamically operating social enterprises, and some of them did not produce any long-term results. In case of successful projects, we can observe an unusual effect of projectification process: the creation of permanent structures, sustainable social economy organizations through the implementation of projects. Although we can identify examples of interesting research on impact of project work on NGOs (Briere, Proulx, Navaro, & Laporte, 2015); Golini, Kalchschmidt, Landoni, 2015) or critical success factors of non-governmental projects (Khang & Moe, 2008), there is a research gap which we would like to address in this paper: lack of research on project management best practices in social enterprises. Thus, the main research question we would like to investigate in the paper is: What are the factors that lead to creation of d
{"title":"The bright side of social economy sector’s projectification: a study of successful social enterprises","authors":"Beata Jałocha, Ewa Bogacz-Wojtanowska","doi":"10.5130/PMRP.V3I0.5043","DOIUrl":"https://doi.org/10.5130/PMRP.V3I0.5043","url":null,"abstract":"In Europe, we are witnessing a growth in the social economy sector, i.e. in socio – economic organizations, which belong neither to the traditional for profit sector (market economy) nor to the public sector (government) (Deforuny, 2001; Young, 2007) - they rather act at the interface of civil society and markets (Jager, 2010). The main goal of these organizations, called social enterprises or social business, is doing business for socially useful purposes. These initiatives may take the form of traditional Non-Governmental Organizations (NGOs), like foundations and associations, as well as new kinds of organizations for example social cooperatives, partnerships, funds. Social economy is situated between public and business sphere of administration and combines both, social objectives and the ones profit-oriented. Social entrepreneurship is unquestionably a desirable feature of social economy understood as reaching planned economic objectives with the use of available resources. Another feature comprises in using involvement and creativity of excluded persons and thus, solving social problems, among others, structural unemployment and disadvantage of social minorities as well as strengthening democratic processes, bottom-up social initiatives etc. Achieving objectives, both social and economic, requires using modern management instruments and methods. All of the above mentioned organizations or ventures, which achieve their local, social or ethical mission and goals using methods adopted from the business sector (Defourny, Hulgard, Pestoff, eds.2014). One of these methods is project management. The whole sector of social economy, both in Poland and in Europe, is strongly influenced by projectification process: a lot of the activities are performed in the form of projects. For last ten years projectification of social non-governmental sector as well as the economy sector in Poland was reinforced by EU’s funding stream – hundreds of co-funded projects, which aimed at increasing the level of development and improving the condition of social economy, were implemented. Some of these projects have resulted in the creation of durable, dynamically operating social enterprises, and some of them did not produce any long-term results. In case of successful projects, we can observe an unusual effect of projectification process: the creation of permanent structures, sustainable social economy organizations through the implementation of projects. Although we can identify examples of interesting research on impact of project work on NGOs (Briere, Proulx, Navaro, & Laporte, 2015); Golini, Kalchschmidt, Landoni, 2015) or critical success factors of non-governmental projects (Khang & Moe, 2008), there is a research gap which we would like to address in this paper: lack of research on project management best practices in social enterprises. Thus, the main research question we would like to investigate in the paper is: What are the factors that lead to creation of d","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":"3 1","pages":"5043-5043"},"PeriodicalIF":0.7,"publicationDate":"2016-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5130/PMRP.V3I0.5043","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70742521","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The genesis of this Special Issue was a conference on “Delivering Social Good: Managing Projects in the Non-Profit Sector” held at the University of Limerick in October 2014. The diversity that exists within the broad non-profit sector became apparent at this event, as did its increasing projectification and the variety of organizational forms and models resulting from this trend. Tools, techniques, processes and practices inherited from the business world were described, as were methodologies adopted, adapted and specifically designed for work in areas like international development, humanitarian work and community settings. Insights into the lived experiences of project managers in the non-profit sector were also shared, as were a number of diverse conceptualisations of temporary organisations.
{"title":"Guest Editorial: Reinvigorating Project Management Research and Practice: Perspectives from the Non-Profit Sector","authors":"J. Lannon, John N. Walsh","doi":"10.5130/PMRP.V3I0.5119","DOIUrl":"https://doi.org/10.5130/PMRP.V3I0.5119","url":null,"abstract":"The genesis of this Special Issue was a conference on “Delivering Social Good: Managing Projects in the Non-Profit Sector” held at the University of Limerick in October 2014. The diversity that exists within the broad non-profit sector became apparent at this event, as did its increasing projectification and the variety of organizational forms and models resulting from this trend. Tools, techniques, processes and practices inherited from the business world were described, as were methodologies adopted, adapted and specifically designed for work in areas like international development, humanitarian work and community settings. Insights into the lived experiences of project managers in the non-profit sector were also shared, as were a number of diverse conceptualisations of temporary organisations.","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":"3 1","pages":"5119-5119"},"PeriodicalIF":0.7,"publicationDate":"2016-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5130/PMRP.V3I0.5119","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70742140","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The increasing emphasis on aid effectiveness, accountability and impact measurement in international development and humanitarian work has generated a requirement for high quality internal systems for the management of programmes. To help to address this requirement, Trocaire adopted Results Based Management in the 20 countries in which it works. This paper provides an overview of Trocaire’s RBM journey, including the process of embedding the new approach in the organisation, lessons learnt from this process, the subsequent benefits that are emerging at field programme level and the challenges going forward.
{"title":"Adopting results based management in the non-profit sector: Trócaire’s experience","authors":"Eoghan McKernan, K. Kennedy, Allison Aldred","doi":"10.5130/PMRP.V3I0.5122","DOIUrl":"https://doi.org/10.5130/PMRP.V3I0.5122","url":null,"abstract":"The increasing emphasis on aid effectiveness, accountability and impact measurement in international development and humanitarian work has generated a requirement for high quality internal systems for the management of programmes. To help to address this requirement, Trocaire adopted Results Based Management in the 20 countries in which it works. This paper provides an overview of Trocaire’s RBM journey, including the process of embedding the new approach in the organisation, lessons learnt from this process, the subsequent benefits that are emerging at field programme level and the challenges going forward.","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":"3 1","pages":"5122-5122"},"PeriodicalIF":0.7,"publicationDate":"2016-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5130/PMRP.V3I0.5122","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70742630","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Over the last number of decades there has been a tendency within the international development sector to privilege the management of projects in a siloed manner. This translates to projects managed in a narrow way according to pre-defined parameters of say the education or health sectors. As a project manager you are held accountable for delivering education or health outputs. A shift in donor funding to focus on development projects that are considered easy to administer partly explains this siloed approach to project management within the development sector. However, there is a gradual kick back against the siloed project management approach. Instead we are seeing a return to an integrated managerial approach. An integrated managerial approach involves bringing together various technical specialists to work on common objectives in a coordinated and collaborative manner. A growing number of development actors such as Concern Worldwide are embracing this ‘new approach’. For Concern Worldwide integrated projects are interventions which address multiple needs through coordination across a variety of sectors and with the participation of all relevant stakeholders to achieve common goals. Integrated projects are about sector projects working together with the same target group in the same area in a coordinated manner. This paper reflects on Concern’s experience and evidence to date with integration drawing on the agency’s work in Zambia. The Realigning Agriculture to Improve Nutrition project in Zambia highlights the practical challenges and lessons of managing an integrated project.
{"title":"Managing an Integrated Project - Experiences from the Realigning Agriculture to Improve Nutrition project","authors":"Kai Matturi, C. Pain","doi":"10.5130/PMRP.V3I0.5035","DOIUrl":"https://doi.org/10.5130/PMRP.V3I0.5035","url":null,"abstract":"Over the last number of decades there has been a tendency within the international development sector to privilege the management of projects in a siloed manner. This translates to projects managed in a narrow way according to pre-defined parameters of say the education or health sectors. As a project manager you are held accountable for delivering education or health outputs. A shift in donor funding to focus on development projects that are considered easy to administer partly explains this siloed approach to project management within the development sector. However, there is a gradual kick back against the siloed project management approach. Instead we are seeing a return to an integrated managerial approach. An integrated managerial approach involves bringing together various technical specialists to work on common objectives in a coordinated and collaborative manner. A growing number of development actors such as Concern Worldwide are embracing this ‘new approach’. For Concern Worldwide integrated projects are interventions which address multiple needs through coordination across a variety of sectors and with the participation of all relevant stakeholders to achieve common goals. Integrated projects are about sector projects working together with the same target group in the same area in a coordinated manner. This paper reflects on Concern’s experience and evidence to date with integration drawing on the agency’s work in Zambia. The Realigning Agriculture to Improve Nutrition project in Zambia highlights the practical challenges and lessons of managing an integrated project.","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":"3 1","pages":"5035-5035"},"PeriodicalIF":0.7,"publicationDate":"2016-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5130/PMRP.V3I0.5035","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70742038","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This is a review of a recent book on Megaprojects written by an experienced practitioner and researcher of megaprojects who has been writing about them over the last three decades. It focuses on industrial megaprojects covering mainly megaprojects in the Oil & Gas Production, Petroleum Processing and Refining, Minerals and Metals, Chemical, LNG, Power Generation and Pipelines. The book is written mainly from the perspective of project owners but contains some good advice to project managers as well.
{"title":"Industrial Megaprojects: Concepts, strategies and practices for success","authors":"S. Sankaran","doi":"10.5130/PMRP.V3I0.5118","DOIUrl":"https://doi.org/10.5130/PMRP.V3I0.5118","url":null,"abstract":"This is a review of a recent book on Megaprojects written by an experienced practitioner and researcher of megaprojects who has been writing about them over the last three decades. It focuses on industrial megaprojects covering mainly megaprojects in the Oil & Gas Production, Petroleum Processing and Refining, Minerals and Metals, Chemical, LNG, Power Generation and Pipelines. The book is written mainly from the perspective of project owners but contains some good advice to project managers as well.","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":"3 1","pages":"5118-5118"},"PeriodicalIF":0.7,"publicationDate":"2016-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5130/PMRP.V3I0.5118","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70742459","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
For the past 60 years, organisations have increasingly been using projects and management of, by and for projects to achieve their strategic objectives (Morris & Jamieson, 2004; Morris & Geraldi, 2011). Project management (PM) makes an important and significant contribution to value creation globally. However, the ‘glocal’ context in which projects are performed shows increasing volatility, uncertainty, complexity, and ambiguity (‘VUCA’) affecting organisations and the socio-economic environment, within which they operate (Gareis, 2005). Two main dimensions are considered in research: uncertainty (and its two dimensions: volatility and ambiguity), and complexity (Bredillet, 2015). Because action takes place over time, and because the future is unknowable, action is inherently uncertain (Aristotle, 1926, 1357a). Acts involve time, irreversibility, indetermination and contingence, and uncertainty (Sanderson, 2012; Knight, 1921). " We simply do not know " (Keynes, 1937, pp. 113–114). Management situations (here both Practice and Research) are complex systems in the way they involve interdependence and connections between actors, ‘objects’ and the context.
{"title":"Idiosyncratic musings on studying cases","authors":"C. Bredillet","doi":"10.5130/PMRP.V3I0.5127","DOIUrl":"https://doi.org/10.5130/PMRP.V3I0.5127","url":null,"abstract":"For the past 60 years, organisations have increasingly been using projects and management of, by and for projects to achieve their strategic objectives (Morris & Jamieson, 2004; Morris & Geraldi, 2011). Project management (PM) makes an important and significant contribution to value creation globally. However, the ‘glocal’ context in which projects are performed shows increasing volatility, uncertainty, complexity, and ambiguity (‘VUCA’) affecting organisations and the socio-economic environment, within which they operate (Gareis, 2005). Two main dimensions are considered in research: uncertainty (and its two dimensions: volatility and ambiguity), and complexity (Bredillet, 2015). Because action takes place over time, and because the future is unknowable, action is inherently uncertain (Aristotle, 1926, 1357a). Acts involve time, irreversibility, indetermination and contingence, and uncertainty (Sanderson, 2012; Knight, 1921). \" We simply do not know \" (Keynes, 1937, pp. 113–114). Management situations (here both Practice and Research) are complex systems in the way they involve interdependence and connections between actors, ‘objects’ and the context.","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":"3 1","pages":"5127-5127"},"PeriodicalIF":0.7,"publicationDate":"2016-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5130/PMRP.V3I0.5127","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70742819","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In 2008 in Ireland there was a real sense that social justice advocacy, by non-profit organisations, was under threat from the state. The experience of many advocates and their organisations was that the state was actively working to silence advocacy. However there were no or few spaces where the non-profit sector (in Ireland often referred to as the community and voluntary sector) could reflect and dialogue about social justice advocacy: the threats it faced, its purpose, methodologies, effectiveness, assumptions, and legitimacy. Where spaces did exist there were low levels of trust and not always room for dissent from dominant narratives (Murphy 2014). The Advocacy Initiative was established to provide the opportunity for the sector to come to grips with these challenges and consider more deeply its advocacy function.
{"title":"Complex non-profit collaboration: A Case Study of The Advocacy Initiative","authors":"A. Visser","doi":"10.5130/PMRP.V3I0.5121","DOIUrl":"https://doi.org/10.5130/PMRP.V3I0.5121","url":null,"abstract":"In 2008 in Ireland there was a real sense that social justice advocacy, by non-profit organisations, was under threat from the state. The experience of many advocates and their organisations was that the state was actively working to silence advocacy. However there were no or few spaces where the non-profit sector (in Ireland often referred to as the community and voluntary sector) could reflect and dialogue about social justice advocacy: the threats it faced, its purpose, methodologies, effectiveness, assumptions, and legitimacy. Where spaces did exist there were low levels of trust and not always room for dissent from dominant narratives (Murphy 2014). The Advocacy Initiative was established to provide the opportunity for the sector to come to grips with these challenges and consider more deeply its advocacy function.","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":"3 1","pages":"5121-5121"},"PeriodicalIF":0.7,"publicationDate":"2016-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5130/PMRP.V3I0.5121","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70742951","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This case study was developed from an actual scenario by Dr. Steve Leybourne of Boston University. The case documents the historical evolution of an organization, and has been used successfully in courses dealing with organizational and cultural change, and the utilization of ‘soft skills’ in project-based management. This is a short case, ideal for classroom use and discussion. The issues are easily accessible to students, and there is a single wide ranging question that allows for the inclusion of many issues surrounding strategic decision-making, and behavioural and cultural change. Alpha was one of the earlier companies in the USA to invest in large, edge-of-town superstores, with plentiful free vehicle parking, selling food and related household products. Alpha was created in the 1950s as a subsidiary of a major publicly quoted retail group. It started business by opening a string of very large discount stores in converted industrial and warehouse premises in the south of the United States. In the early days shoppers were offered a limited range of very competitively priced products. When Alpha went public in 1981 it was the fourth largest food retailer in the US, selling an ever-widening range of food and non-food products. Its success continued to be based on high volume, low margins and good value for money, under the slogan of ‘Alpha Price.’
{"title":"Case Study - Alpha","authors":"Stephen A. Leybourne","doi":"10.5130/PMRP.V3I0.5040","DOIUrl":"https://doi.org/10.5130/PMRP.V3I0.5040","url":null,"abstract":"This case study was developed from an actual scenario by Dr. Steve Leybourne of Boston University. The case documents the historical evolution of an organization, and has been used successfully in courses dealing with organizational and cultural change, and the utilization of ‘soft skills’ in project-based management. This is a short case, ideal for classroom use and discussion. The issues are easily accessible to students, and there is a single wide ranging question that allows for the inclusion of many issues surrounding strategic decision-making, and behavioural and cultural change. Alpha was one of the earlier companies in the USA to invest in large, edge-of-town superstores, with plentiful free vehicle parking, selling food and related household products. Alpha was created in the 1950s as a subsidiary of a major publicly quoted retail group. It started business by opening a string of very large discount stores in converted industrial and warehouse premises in the south of the United States. In the early days shoppers were offered a limited range of very competitively priced products. When Alpha went public in 1981 it was the fourth largest food retailer in the US, selling an ever-widening range of food and non-food products. Its success continued to be based on high volume, low margins and good value for money, under the slogan of ‘Alpha Price.’","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":"3 1","pages":"5040-5040"},"PeriodicalIF":0.7,"publicationDate":"2016-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5130/PMRP.V3I0.5040","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70742250","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In most non-profit organisations (NPOs), there are multiple programs, projects or initiatives running simultaneously. The management of multiple projects in organisations can be coined as project portfolio management (PPM) (Archer & Ghasemzadeh 1999; Pennypacker & Dye 2002). In any project-based organisation, it is critical that selected projects align with and deliver the organisation’s strategy or mission. Decisions about project funding are strategic decisions, particularly when there are resource limitations. In PPM decision making, the allocation of resources to projects requires a clear judgement of value across multiple perspectives. Value has often been expressed in financial terms, however increasingly research indicates that non-financial considerations are equally important in evaluating value. A key task in project portfolio management is to maximise value across the portfolio. However, value can be a subjective notion, as each person may have different expectations of what is valuable. The involvement of diverse stakeholder interests could create complexities in decision making in non-profit organisations due to value being interpreted in different ways by the stakeholders. Furthermore in order to achieve its purpose, non-profits depend heavily on donors, patrons and sponsors - stakeholders who contribute to the portfolio but are often not the direct recipients of the services provided by the non-profit organisation (Kaplan 2012). Non-profit portfolios often compete with other initiatives for resources and attention from the same donors and sponsors, and may need to constantly justify the value they provide to these stakeholders. Most research about value in PPM has been conducted in the ‘for-profit’ sector. Recent value-based studies in the project portfolio field stress the importance of considering both commercial and non-commercial value in portfolio decision making (Killen, du Plessis & Young 2012; Kopman 2013; Martinsuo & Killen 2014; Thiry 2001, 2002). Non-commercial value includes the ecological, social, and learning dimensions of value (Martinsuo & Killen 2014), whilst commercial value is characterised by financial and economic measures like market value. The research reported in this paper is distinct as it investigates non-commercial value in the non-profit sector. The study extends our knowledge about strategic value and multi-stakeholder management in the non-profit sector. The findings also contribute to the overall understanding of PPM by providing insights about the multi-perspective aspects of value and the management of portfolios in complex environments involving multiple stakeholders. This paper commences with an outline of past and contemporary views about value and discusses how these views might relate to PPM and NPOs. Next, it deliberates the extent to which multi-stakeholder perspectives of value are discussed in the literature. An empirical qualitative research design is used to explore value in project p
{"title":"‘Value for Whom, by Whom’: Investigating Value Constructs in Non-Profit Project Portfolios","authors":"Karyne Ang, S. Sankaran, C. Killen","doi":"10.5130/PMRP.V3I0.5038","DOIUrl":"https://doi.org/10.5130/PMRP.V3I0.5038","url":null,"abstract":"In most non-profit organisations (NPOs), there are multiple programs, projects or initiatives running simultaneously. The management of multiple projects in organisations can be coined as project portfolio management (PPM) (Archer & Ghasemzadeh 1999; Pennypacker & Dye 2002). In any project-based organisation, it is critical that selected projects align with and deliver the organisation’s strategy or mission. Decisions about project funding are strategic decisions, particularly when there are resource limitations. In PPM decision making, the allocation of resources to projects requires a clear judgement of value across multiple perspectives. Value has often been expressed in financial terms, however increasingly research indicates that non-financial considerations are equally important in evaluating value. A key task in project portfolio management is to maximise value across the portfolio. However, value can be a subjective notion, as each person may have different expectations of what is valuable. The involvement of diverse stakeholder interests could create complexities in decision making in non-profit organisations due to value being interpreted in different ways by the stakeholders. Furthermore in order to achieve its purpose, non-profits depend heavily on donors, patrons and sponsors - stakeholders who contribute to the portfolio but are often not the direct recipients of the services provided by the non-profit organisation (Kaplan 2012). Non-profit portfolios often compete with other initiatives for resources and attention from the same donors and sponsors, and may need to constantly justify the value they provide to these stakeholders. Most research about value in PPM has been conducted in the ‘for-profit’ sector. Recent value-based studies in the project portfolio field stress the importance of considering both commercial and non-commercial value in portfolio decision making (Killen, du Plessis & Young 2012; Kopman 2013; Martinsuo & Killen 2014; Thiry 2001, 2002). Non-commercial value includes the ecological, social, and learning dimensions of value (Martinsuo & Killen 2014), whilst commercial value is characterised by financial and economic measures like market value. The research reported in this paper is distinct as it investigates non-commercial value in the non-profit sector. The study extends our knowledge about strategic value and multi-stakeholder management in the non-profit sector. The findings also contribute to the overall understanding of PPM by providing insights about the multi-perspective aspects of value and the management of portfolios in complex environments involving multiple stakeholders. This paper commences with an outline of past and contemporary views about value and discusses how these views might relate to PPM and NPOs. Next, it deliberates the extent to which multi-stakeholder perspectives of value are discussed in the literature. An empirical qualitative research design is used to explore value in project p","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":"3 1","pages":"5038-5038"},"PeriodicalIF":0.7,"publicationDate":"2016-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5130/PMRP.V3I0.5038","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70742174","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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