The Alignment of Strategic Management and Project Portfolio Management in a NGO: A Case Study of Palm Foundation, SriLanka

Abstract

Project portfolio management (PPM) and strategic management must be in harmony for an organization to succeed, especially for non-governmental organizations (NGOs) like Sri Lanka's PALM Foundation. With a focus on the procedures, difficulties, and tactics required to achieve alignment, this study explores the relationship between PPM and strategic management inside the PALM Foundation. The study investigates how structured frameworks such as KPIs, logical frameworks, and balanced scorecards might be integrated with participatory planning techniques using a qualitative case study methodology. The results show that by maximizing resource allocation and cultivating a distinct strategic focus, alignment improves project success. However, the process is hampered by important issues such shifting stakeholder objectives, a lack of resources, and communication breakdowns. The report outlines effective strategies that the PALM Foundation has used to guarantee alignment with its long-term sustainable development goals, including integrated planning sessions, stakeholder cooperation, and dynamic project reviews. To further improve alignment, it is advised to create alignment task teams, use cutting-edge project management tools, and embrace best practices like strategy mapping.In addition to providing useful insights for NGOs looking to increase operational effectiveness and social impact, this research adds to the conversation on strategic alignment in resource-constrained situations. To expand on these findings, future research might examine digital tools and comparative methodologies in various organizational situations.