TITLE:
Beyond Profit for Social Good: Project Management Practices in the Operations of Not-for-Profit Organizations: A Case Study of Performance for All Northwest
AUTHORS:
David Oyekunle, Ifeoluwa Victor Anibaloye
KEYWORDS:
Project Management, Not-for-Profit, Efficiency, Scope Management, Project Performance, Not-for-Profit Organizations
JOURNAL NAME:
Open Journal of Business and Management,
Vol.12 No.4,
June
25,
2024
ABSTRACT: The aim of this research is to examine the level of adoption and application of project management practices in a not-for-profit organization within a case study of performance for all northwest. The growing competition for limited resources amongst organizations, both profit making and not-for-profit, continues to be a major driver for these organizations to adopt project management practices that can improve project performance efficiency and increase project success. Many research activities carried out on application of project management principles have been focused on profit-making organization especially the large companies. However, this research attempts to investigate the level of project management application within a not-for-profit company in the United Kingdom. This research was conducted based on Performance for All Northwest (PFA) as a case study. The company is a small social enterprise in the Northwest of England. A review of literature on project management framework, methodology and best practices across various disciplines was conducted. A qualitative method was adopted in the research and semi structured interview was conducted with the founder and a selected employee. The data obtained were subjected to qualitative evaluation, review of literature and a comparative analysis of the current project management practices within the organization with project management best practices was also conducted. The study utilized purposive sampling; a targeted selection process deemed suitable for its focus on individuals with specific insights into the organization. Purposive, or judgmental sampling, is preferred when researchers aim to engage a particular segment of the population that meets predefined criteria. Despite the limited sample size due to company size constraints, two respondents were identified as fitting the criteria based on their substantial experience within the organization. The result of the analysis shows that project management best practices regarding scope, time, and cost management are still lacking within the not-for-profit industry. It also reveals that inadequate knowledge of the importance of project management to organizational efficiency and project performance exists within the organization. The research further made recommendations for Performance for All Northwest and other not-for-profit organizations. The study confirms that although an increasing number of organizations are beginning to adopt modern project management methodologies, many are still using the conventional style of managing projects. The research has highlighted some important issues relating to project management practices at PFA. The research findings have identified some crucial gaps in the adoption of project management practices and will therefore recommend project planning, training, development, and lessons learned strategies to help improve project outcomes. While other studies on project management practices are centered on profits organizations, this study goes on to indicate specifically that not-for-profit organizations have not fully understood and appreciated how project management principles and methodologies can assist them in project performance and easier attainment of organizational objectives.