Abstract
As the non-profit sector becomes increasingly dependent on projects to achieve its strategic goals, the use of formal project management processes can help to demonstrate to stakeholders that an organisation is taking steps to improve its performance. However the adoption of processes drawn from the for-profit sector does not always yield the desired results. In particular existing performance management systems and quality management systems are unsuitable for the implementation, measurement, and improvement of project management practices in the sector. A new model is therefore proposed for non-profit project management performance assessment. This is based on a conceptual analysis of the European Foundation for Quality Management (EFQM) business excellence model, a project management performance assessment model used primarily in for-profit environments, and an assessment of criteria particular to non-profit organisations. The model is multi-dimensional, flexible, and accounts for multiple stakeholder views. After using it, non-profit organisations can reflect on their performance, create an improvement plan, and use the model again to test their progress.
Highlights
As the non-profit sector becomes increasingly dependent on projects to achieve its strategic goals, the use of formal project management processes can demonstrate to stakeholders that an organisation is taking steps to improve its performance
The proposed non-profit project management performance assessment(NPPMPA) model draws on aspects of the European Foundation for Quality Management (EFQM) business excellence model, a project management performance assessment model best suited to for-profit environments, and criteria identified as particular to non-profit organisations
Further empirical research is recommended to test the applicability of the proposed Non-profit Project Management Performance Assessment (NPPMPA) model and to further refine it in order to maximise its usefulness as a tool for performance improvement
Summary
ISSN 2207-1415 | Published by UTS ePRESS | http://epress. As the non-profit sector becomes increasingly dependent on projects to achieve its strategic goals, the use of formal project management processes can demonstrate to stakeholders that an organisation is taking steps to improve its performance. The adoption of processes drawn from the for-profit sector without examining their effectiveness can have detrimental effects. A new model for project management performance assessment in non-profit organisations is proposed
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