Abstract
Nonprofit organizations implementing their strategies through multi-project environments are perennially confronted with the difficulties embedded into their institutional design. Assessing the social results is intrinsically dependent on the missional depiction of social change and it is to be performed in settings of project networks influenced by multiple stakeholder interests. In order to balance the project efficiency, in terms of the triple constraint of scope-time-budget, and the need for stakeholder satisfaction, when it comes to project intake decisions a procedural decision making approach is required. The aim of this paper consist in proposing a decision making process and the adjacent procedures set for project intake decisions guided by various criteria. This process takes into account: mapping the stakeholder’s importance and influence on strategy casting, assessing the social outcome of projects and project efficiency requirements.
Highlights
Plenty of research has been done lately both on nonprofit organizations and on multi-project management, not much effort was committed to studying how the peculiarities of nonprofit behaviour are to be linked to the issues unfolded by multi-project practices
The aim of this paper consist in proposing a decision making process set for project intake decisions guided by various criteria, in order to balance the project efficiency, in terms of the triple constraint of scope-time-budget, and the need for stakeholder satisfaction
The first proposal mentioned above [7] is tailored for nonprofit project selection decisions and it offers a model that mainly helps identifying the projects aligning with the organizational mission, from the point of view of one category of stakeholders
Summary
Plenty of research has been done lately both on nonprofit organizations and on multi-project management, not much effort was committed to studying how the peculiarities of nonprofit behaviour are to be linked to the issues unfolded by multi-project practices. In the context of this paper, a nonprofit is defined as an organization characterized by a restriction of non-distribution of profits (through dividends or managerial wages) [2] This definition is broad enough to capture different organizations under the same concepts, encompassing the charitable/voluntary sector, nongovernmental organizations, social businesses and civil society organisms. The following sections present the background and methods of the research, the specifics of nonprofit strategic management affecting the project selection process and the proposed process itself, while stressing throughout that the proposed selection process (encompassing the design of a score function for project intake decisions) should take into account: the net value of the results for the beneficiaries, on the one hand, and how these results were achieved in terms of reaching the project objectives and timelines. A convergence framework can be created between the utility value for the beneficiaries and the organizational effort to obtain these results, which, in our case, respects the logic of the model of obtaining the social results by moving from How to Why projects are selected and implemented
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