scholarly journals Project Management in Development Cooperation. Non-Governmental Organizations

Innovar ◽  
2015 ◽  
Vol 25 (56) ◽  
pp. 53-67 ◽  
Author(s):  
Maricela I. Montes-Guerra ◽  
Aida R. De-Miguel ◽  
M. Amaya Pérez-Ezcurdia ◽  
Faustino N. Gimena ◽  
H. Mauricio Díez-Silva
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Project Performance ◽  
Project Managers ◽  
Development Cooperation ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Applicable Knowledge ◽  
The Impact ◽  
Positive Effect

This article analyzes the adoption of project management practices in development cooperation NGOs and their influence on project performance. This paper illustrates the impact in the implementation of methodologies, techniques and tools on outcomes, measured by success criteria of several projects recently implemented. Information from the project managers of the organizations was collected, and complemented by a literature review. We analyzed the correlation among the variables that determine the adoption of a project, and the criteria that determine its success. The positive effect of project management adoption in the performance of cooperation projects is demonstrated, in spite of the low use of methodologies, techniques and tools within the sector. The article shows the importance of project management in cooperation and aid projects, with the purpose of increasing researchers' awareness about the field as applicable knowledge and about the benefits of its use in the sector. The paper shows that project management can improve project efficiency and accountability in other sectors.

scholarly journals Managerial Responses to the Onset of the COVID-19 Pandemic in Healthcare Organizations Project Management

2021 ◽  
Vol 18 (22) ◽  
pp. 12082
Author(s):  
Ariadna Bednarz ◽  
Marta Borkowska-Bierć ◽  
Marek Matejun
Keyword(s):  
Project Management ◽  
Risk Analysis ◽  
Management Practices ◽  
Project Performance ◽  
Project Managers ◽  
Project Teams ◽  
Research Subjects ◽  
Healthcare Organizations ◽  
Future Developments ◽  
The Impact

The goal of this study was to identify and assess the impact of the COVID-19 pandemic on project management practices in healthcare organizations, taking into account, in particular, risk analysis, project performance, organization of the work of project teams, and tendencies in future developments in project management. In order to achieve this goal, a study was conducted on 20 project managers in selected healthcare organizations in Poland. The results indicate that a systematically conducted risk analysis as part of the implemented projects enabled rapid and effective reactions during the COVID-19 pandemic. The pandemic has also significantly altered the organization of the work of project teams and, in the opinion of the research subjects, this will significantly impact future solutions for project management in healthcare organizations. The obtained results form a basis for the increase in professionalization in project management in healthcare organizations.

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

2021 ◽  
Vol 13 (3) ◽  
pp. 1490
Author(s):  
Agustín Moya-Colorado ◽  
Nina León-Bolaños ◽  
José L. Yagüe-Blanco
Keyword(s):  
Project Management ◽  
International Development ◽  
Management Practice ◽  
Development Cooperation ◽  
Management Tools ◽  
Governmental Organization ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Funding Mechanisms ◽  
Donor Agencies

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.

Evaluation of the impact of effective management practices in mitigating the toxicity symptoms of pesticides preparation and storage in Kebbi State, Nigeria

2021 ◽  
Vol 1 (2) ◽  
pp. 083-092
Author(s):  
Sanchi ID ◽  
Alhassan YJ ◽  
Abubakar S ◽  
Musa SY ◽  
Abubakar H
Keyword(s):  
Management Practices ◽  
Skin Irritation ◽  
Likert Scale ◽  
Effective Management ◽  
Negative Perception ◽  
Pesticide Management ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Handling Practices ◽  
The Impact

The study Evaluated the Impact of Effective Management Practices in Mitigating the Toxicity Symptoms of Pesticides Preparation, Storage and Application in Kebbi State, Nigeria. Structured Questionnaires were used to obtained information from the respondents. Descriptive statistics comprising frequency distribution tables and percentages and were used for Data Analysis. Likert scale was used to determine farmer’s perception on the toxicity symptoms of pesticides of pesticides preparation, storage and application employed by farmers when handling pesticides. The result of the study showed that majority of the respondents (90%) were male while female formed the minority in pesticide usage with only (10%). The study also showed that all the respondents (100%) were married and engaged in agricultural activities. The study further revealed that all the respondents never had any formal training on the use of pesticide from either governmental or non -governmental organizations. The research study also found out that all (100%) of the respondents were not aware of the toxicity of pesticides during preparation, storage and application. Likert Scale Analysis showed a negative perception by farmers on awareness of pesticide toxicity during preparation, storage and application. On perception of the respondents on the toxicity of pesticides during preparation, storage and application, the study revealed that Nausea, Dizziness, Diarrhea, Respiratory Difficulty, Skin Irritation, Rashes, Fever, Peeling of the Skin, Vomiting, and Headache were the serious toxicity effects of pesticide. It is concluded that respondents had negative perception on pesticide management of toxicity of pesticides during preparation, storage and application. It is therefore recommended that appropriate authorities should enforce the use of protective clothing, appropriate equipment and correct handling practices when using pesticides. Existing pesticide regulations and monitoring policies should be enforced. Government should also intensify efforts at registering and controlling distribution of pesticides and banning hazardous ones. It should also enforce the making of less toxic pesticides available to farmers.

The Role of Technology in the Project Manager Performance Model

2008 ◽  
Vol 39 (1) ◽  
pp. 34-48 ◽  
Author(s):  
Vittal S. Anantatmula
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Research Effort ◽  
Project Performance ◽  
Project Managers ◽  
Project Manager ◽  
Project Team ◽  
Performance Model ◽  
Manager Performance

Technology assumes importance in the context of project management due to greater challenges in today's technology-enabled work environment, where technology tools are routinely used for colaboration, communication, and dep oyment of project management practices. It is becoming common practice for even co-located project teams to use the electronic medium for these purposes. Notwithstanding the importance of technology, research has shown that it is difficult to associate the use of technology with business performance and the absence of such relation can be extrapolated to project performance as well. However, technology can play a major role in supporting project managers in managing projects effectively and efficiently. Several studies have addressed the importance and leadership style of project managers. However, specific roles and responsibilities of a project manager toward the project team is an area that needs further study. In this research effort, using the literature review, important people-related factors of project performance are identified. Then structured personal interviews were used to gather data for understanding relations among these factors in order to develop a project manager performance model. The model was developed employing the interpretive structural modeling(ISM) methodology. The model was used to determine the role of the project manager in managing the project team and improving the project performance. Results show that both leadership and management roles are important. This study helped to analyze underlying interactions among these factors and, consequently, understand the supportive function of technology to the project manager in improving project performance.

Linkages between Organization Design Structures, Performance Measurement Systems and Project Performance in Project Based Technical Environment—An Empirical Analysis

2013 ◽  
Vol 4 (1) ◽  
pp. 72-87 ◽  
Author(s):  
Sameen Baloch ◽  
Azhar M. Khan
Keyword(s):  
Project Management ◽  
Statistical Analysis ◽  
Organizational Design ◽  
Management Practices ◽  
Organization Design ◽  
Project Performance ◽  
Project Managers ◽  
Major Influence ◽  
Management Performance ◽  
Performance Measurement Systems

The purpose of this paper is to examine the socio-technical structures prevailing in technical organizations. It explores relationships that exist between technical and social structures and imperative project management practices, using statistical techniques. The study investigates links between organization design structures, project management performance, multiple dimensions of project managers’ competencies including personal, business knowledge, interpersonal and managerial competencies and project performance. A systematic teardown approach was adopted for the analysis of various competencies. The statistical analysis technique, ANOVA (Analysis of Variance) was conducted to validate various factors. The results of statistical analysis has shown that organization design structures are not the major determinants, only organizational design structures with functionally structured resource distributions are established as determinants of project management performance. Furthermore, it was proven that the project managers’ competencies have a major influence on project performance. This study will help to improve performance of technical projects and will lay a foundation for the framework of improvement and development of organizations.

scholarly journals Influence of Project Management Practices on The Implementation of Environmental Non-Governmental Organizations’ Projects: A Case of World-Wide Fund for Nature- Kenya, Kwale County

2021 ◽  
Vol 6 (1) ◽  
pp. 24-48
Author(s):  
Onsongo Binitah Bosibori ◽  
Moses Otieno
Keyword(s):  
Project Management ◽  
World Wide ◽  
Management Practices ◽  
Monitoring And Evaluation ◽  
Project Team ◽  
Project Design ◽  
Successful Implementation ◽  
Design Project ◽  
Governmental Organizations ◽  
Non Governmental Organizations

Purpose: Non-Governmental Organizations are faced with project implementation challenges specifically 70% of environmental projects fail to meet their estimated timeline, budget and objectives. These factors have led researchers to look for possible solutions to pilot smooth execution of projects. The study’s’ drive was to institute the effect of Project Management Practices on Implementation of environmental Non-Governmental Organizations’ projects: A Case of World-Wide Fund for Nature- Kenya-Kenya, Kwale County. The study measured Stakeholders’ Engagement, Project Design, Project Team competence and Monitoring and Evaluation to establish their influence the execution of environmental projects of Non-Governmental Organizations. Methodology: Descriptive research design was adopted for the study. The target population was 3,486 drawn and a sample of 90 respondents was arrived using purposive sampling. Data collection was carried out using questionnaires and analyzed using Statistical Package to develop descriptive statistics and draw inferences. Results: The findings clearly showed that all the factors were present in environmental NGOs projects since they had high average means of 4.45, 4.22, 4.37 and 4.5 for the independent variable while the dependent variable Y had a mean of 4.35. Hypothesis was tested after each alternative as per the objective of the researcher using the Chi-Square test and it was determined that all the factors have significant influence on successful implementation of environmental donor-funded projects since they had a significance P value of less than 0.05. The findings further showed that all the four factors; Stakeholders’ Engagement, Project Design, Project Team competence and Monitoring and Evaluation have a positive influence on implementation of environmental Non-Governmental Organizations’ projects. The study established that Stakeholders’ Engagement, had the highest influence on successful implementation of environmental Non-Governmental Organizations’ projects with a significant positive change of 77% if a unit of it is increased, followed by Project Team competence with 72%, Monitoring and Evaluation had an influence of 63% and lastly Project Planning process, had a 47% influence on sustainable implementation of environmental Non-Governmental Organizations’ projects Unique contribution to theory, policy and practice: The study recommended improved stakeholder involvement and project team competence and improving the monitoring and evaluation function for better performance of environmental Non-Governmental Organizations’ projects.

scholarly journals Is There a Democracy–Civil Society Paradox in Global Environmental Governance?

2013 ◽  
Vol 13 (1) ◽  
pp. 88-107 ◽  
Author(s):  
Thomas Bernauer ◽  
Tobias Böhmelt ◽  
Vally Koubi
Keyword(s):  
Civil Society ◽  
International Cooperation ◽  
Environmental Governance ◽  
International Environmental Agreements ◽  
Strong Support ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Environmental Public Goods ◽  
The Impact ◽  
Positive Effect

Civil society is commonly assumed to have a positive effect on international cooperation. This paper sheds light on one important facet of this assumption: we examine the impact of environmental non-governmental organizations (ENGOs) on ratification behavior of countries vis-à-vis international environmental agreements (IEAs). The main argument of the paper focuses on a “democracy-civil society paradox”: although ENGOs have a positive effect on ratification of IEAs on average, this effect decreases with increasing levels of democracy. This argument is counter-intuitive and appears paradoxical because democracy is generally associated both with a more active civil society and more international cooperation. The reasons for this hypothesized effect pertain to public demand for environmental public goods provision, government incentives, and problems of collective action among ENGOs. To test the net effect of ENGOs on countries' ratification behavior, the paper uses a new dataset on ENGOs in the time-period 1973–2006. The results offer strong support for the presumed democracy–civil society paradox.

scholarly journals STRATEGIC MANAGEMENT PRACTICES AS A KEY DETERMINANT OF SUPERIOR NON-GOVERNMENTAL ORGANIZATIONS PERFORMANCE

2016 ◽  
Vol 11 (2) ◽  
pp. 71-92
Author(s):  
Mohammed Aboramadan ◽  
Elio Borgonovi
Keyword(s):  
Strategic Management ◽  
Financial Performance ◽  
High Performance ◽  
Management Practices ◽  
Positive Impact ◽  
Strategy Formulation ◽  
Palestinian Territories ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
The Impact

Based on a review of prior studies, this research seeks to enrich the management literature by examining and empirically testing the impact of each of the strategic management practices (environmental scanning, strategy formulation, strategy implementation, and strategy evaluation-monitoring) on financial and non-financial performance of non-governmental organizations (NGOs). A questionnaire was developed and validated to measure strategic management practices and NGOs financial and non-financial performance. Questionnaires were distributed to projects coordinators, programs officers and administration officers of seventy-nine international NGOs operating in the Palestinian Territories. 237 questionnaires were distributed and 160 questionnaires were returned and were usable for statistical analysis. The research results demonstrates that strategic management practices have positive impact not only on financial performance but on non-financial performance of these organizations. Moreover, the research recommends that NGOs rely on strategic management as a means to achieve high performance. Key words: financial performance, Non-Governmental Organizations, non-financial performance, strategic management practices.

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