Assessing Project Portfolio Management Strategies and their Impact on Project Success in NGOs: A Case Study of Nuwara Eliya Palm Foundation

Abstract

This study investigates the impact of Project Portfolio Management (PPM) strategies on the success of projects in NGOs, with a specific focus on the Nuwara Eliya Palm Foundation in Sri Lanka. The research aims to explore the PPM practices employed by the foundation, assess the relationship between these strategies and project success, identify determinants of PPM practices, and examine the challenges faced during implementation. A qualitative approach was adopted, utilizing semi structured interviews with stakeholders, including project managers, coordinators, and community representatives. Thematic analysis revealed five key themes: PPM strategies and practices, stakeholder involvement, resource management, challenges in implementation, and impact on project success. The findings highlight that structured PPM strategies significantly influence project outcomes by ensuring alignment with strategic goals, optimizing resources, and enhancing accountability. However, challenges such as donor-driven changes, bureaucratic inefficiencies, and resource constraints hinder effective implementation. Determinants of PPM practices include donor requirements, funding cycles, regulatory frameworks, and internal capacity. Participants recommended adopting centralized approval systems, improving communication among stakeholders, enhancing resource forecasting, and utilizing advanced project management tools to address challenges. This study contributes to the limited literature on PPM in NGOs, offering practical insights for improving project outcomes. It underscores the need for systemic reforms and collaborative approaches to optimize project efficiency and sustainability. Future research should explore technology integration and comparative analyses of PPM practices across sectors to further advance the field.