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The project implementation profile: A tool for enhancing management of NGO projects

Author

Listed:
  • Masiiwa Rusare

    (Cape Town, South Africa)

  • C. Ian Jay

    (Department of Construction Economics and Management, University of Cape Town, South Africa)

Abstract

This article argues for the use of the Project Implementation Profile (PIP) tool in managing non-governmental organization (NGO) projects. It applies the PIP to a project in the non-profit NGO sector and assesses the extent to which it provides project success assurance. The findings suggest that PIP can be used in this sector. Further work to refine the tool and integrate it with the Logical Framework is suggested.

Suggested Citation

  • Masiiwa Rusare & C. Ian Jay, 2015. "The project implementation profile: A tool for enhancing management of NGO projects," Progress in Development Studies, , vol. 15(3), pages 240-252, July.
    • Handle: RePEc:sae:prodev:v:15:y:2015:i:3:p:240-252
    DOI: 10.1177/1464993415578976
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    References listed on IDEAS

    as
    1. John D. Sterman, 1989. "Modeling Managerial Behavior: Misperceptions of Feedback in a Dynamic Decision Making Experiment," Management Science, INFORMS, vol. 35(3), pages 321-339, March.
    2. Aaron J. Shenhar, 2001. "One Size Does Not Fit All Projects: Exploring Classical Contingency Domains," Management Science, INFORMS, vol. 47(3), pages 394-414, March.
    3. Sterman, John D., 1989. "Misperceptions of feedback in dynamic decision making," Organizational Behavior and Human Decision Processes, Elsevier, vol. 43(3), pages 301-335, June.
    Full references (including those not matched with items on IDEAS)

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