Management of Nongovernmental Organizations : A case study on project management procedures

Abstract In recent years funding aid operations has dramatically increased, along with the concern about the real impact of its initiatives. Despite considerable amount of money have been invested world widely and a great number of projects already implemented changes have been considered inconsistent. As a result, major donors are pressuring Non governmental organizations (NGO) to evidence their achievements and legitimate their cause. There are several factors which distinguish the NGO as unique within project management environments, such as the social accountability claimed and the nature of the impact aimed. Therefore, traditional project management practices might not be suitable in the case of NGO’s project. This study analysed project methods most applied for NGO’s project and discussed about it accountability challenges related to project management. Willing to further understand how in practice NGO managers are dealing with those challenges, a case study was developed with a NGO that works with environmental issues. As a result, it was evidenced that practical methodologies are applied to embrace the organization own needs. It was apparent that project management methods were adapted to the institutional purpose, even though adjustments might not be completely in accordance with internal procedures. Project management tools are assumed as a semi structure basis and can be adjusted if the work is justified. A flexible approach relies on the trust and expertise of the organization staff. As a conclusion, it was evidenced that NGO’s projects carry particular aspects and expectations over project accountability and management methodologies must be adapted and complementary methodological approaches are being developed