Y. Nanthagopan, N.L. Williams, and S. Page, "Understanding the nature of Project Management capacity in Sri Lankan non-governmental organisations (NGOs): A Resource Based Perspective", International Journal of Project Management, 34 (2016), pp. 1608-1624, doi: http://dx.doi.org/10.1016/j.ijproman.2016.09.003. ?? 2016 Elsevier Ltd. APM and IPMA. All rights reserved.Project Management (PM) capacity can be defined as PM resources and capabilities that are supporting for effective project operations. Using the Resource Based Perspective, the paper aims to explore the nature of PM capacity in NGOs and develops a framework for PM capacity in NGOs. A case study approach and qualitative methods have been applied for this study. For this study, the literature on PM resources and Organisational capacity was reviewed and a theoretical framework was created. This theoretical framework was then explored using four case studies conducted at Local and International NGOs in Sri Lanka. The study identified three levels of PM Capacity: Team PM Capacity, Organisational PM Capacity and Collaborative Social PM Capacity, a Capacity that has not yet been identified in the literature which supports adaptation to the complex, uncertain environments in which some NGOs operate
Purpose The purpose of this paper is to understand and identify the nature of evaluation criteria, levels and associations among levels of project success in development projects by NGOs in Sri Lanka. Design/methodology/approach The setting for this study is Sri Lanka, a country currently recovering from civil war and natural disasters and host to a large number of national and international NGOs involved in development projects. Data collection was conducted using a quantitative survey which obtained 447 responses. Multivariate analysis of data was conducted using confirmatory factor analysis and structural equation modelling. Findings The study confirmed that overall project success in NGOs could be assessed in three levels: project management (PM) success, project success and NGO success. The results conclude that there are strong associations among the three levels of project success; moreover, PM success and project success are indispensable for achieving NGO success. Originality/value This study extends existing research to confirm the presence of the three levels of project success and the interconnections among them. These findings can support subsequent research on development projects and also support the design of holistic evaluation tools to support project practices in NGOs.
Purpose: To explore the feasibility of using the multi-method and mixed-method in research studies by reviewing and comparing both methods. Design / Method / Approach: Using the literature, historical background on mixed-methods and multiple-methods design principles are collected and applied in this paper in a systematic review format. Findings: The major finding from this research is that incorporating quantitative and qualitative data in the form of a mixed or multi-method study has the potential to dramatically increase the accuracy and quality of any research's analysis and conclusions. Theoretical Implications: The study contributes to the theoretical understanding of how mixed and multi-method studies have distinct and distinguishable characteristics; it encourages researchers to conduct investigations appropriately to accomplish their research goals. The authors of this article introduce different designs (e.g., embedded design, explanatory design) which combine a mixed-method approach with a multi-method one. Practical Implications: This study concludes that both mixed methods and multi methods are reliable and have unique characteristics that increase the validity (i.e., external validity, generalizability) and reliability of study findings. Originality / Value: The authors of this paper present a taxonomy how to combine mixed methods with multi methods. Research Limitations / Future Research: Research should be directed at defining the appropriate design for a multi-method approach to help researchers conduct multi method studies scientifically. Paper Type: Conceptual.
PurposeThe aim of this study is to examine the configuration of project resources in organizations operating in a post-conflict country environment using a Resource-Based View (RBV) perspective.Design/methodology/approachData collection was undertaken using a quantitative survey study of Non-Governmental Organizations (NGOs) involved in development projects in Sri Lanka, which obtained 445 responses. An Exploratory Factor Analysis and subsequent Confirmatory Factor Analysis were performed to identify and confirm the Project Management (PM) resource profile composition of these organizations.FindingsThe study identified resource profiles incorporated items at the team, organizational and collaborative social resource levels and did not differ significantly by organization type. This suggests that the current focus of PM RBV research that implicitly uses a competitive advantage derived framework may need to be adapted for contexts such as post-conflict environments.Research limitations/implicationsFor organizations seeking to deliver projects in developing countries, the findings indicate that relational capacity in the form of a collaborative social resource may be required to adapt team and organizational resources to post-conflict environments.Practical implicationsThe lessons learnt from NGOs can be of value to other organisations seeking to operate in post-conflict environments. The findings from this research reveal that organizations in Sri Lanka establish resource profiles that meet domestic and external requirements. For the management of these organizations, recognition of the inherent contradictions of this strategy can enable the optimization of resource profiles, improving organizational efficiencies.Originality/valueThe study has used insights from NGOs involved in international and local development projects to extend current knowledge of PM resources. While NGOs are distinctive, the critical PM resources identified here may be of value to private and public organizations seeking to develop project resource profiles adapted to emerging markets.
This article aims to review the evolution of Strategic Project Management (SPM) from Operations Project Management (OPM) in today's dynamic organizations. SPM identifies and implements the organization's long-term goals and objectives on the project while OPM takes care of completing projects within scope, time, budget, and quality parameters. Organizations are now encouraged to establish SPM practices for the success of organizations. This study was conducted by reviewing 16 published journal articles. The researchers identified how project management (PM) has advanced from operation to strategic perspectives and how it helps modern organizations achieve competitive advantage. Additionally, the researchers emphasized the challenges of SPM implementations in organizations. The study contributed theoretically to exploring the evolution of SPM concepts as a lack of SPM paucity in the literature and contributed in a practical way to organizations to understand the importance of SPM for their organizational success.
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