Project Management (PM) Resources and Project Success: An Empirical Study of Sri Lankan Non-Governmental

Abstract

Recent studies focus more on understanding and identifying PM resources in the project implementing organizations. The literature underlines the importance of PM resources for improving project performance and supporting projects operating in an uncertain and complex environment. However, the empirical studies on Non-Governmental Organizations (NGOs) are lacking in revealing the impacts. This study aims to develop a structural model to see the associations of PM Resources with project success. Quantitative survey method uses a structured questionnaire to collect the data,, which obtained 447 responses. A Structural Equational Modelling (SEM) technique has been applied to develop the valid model. The setting for this study s Sri Lanka, a country recovering from civil war and natural disasters and there have had several development projects underway. Survey study findings confirmed that the three levels of PM resources, team, organisational and collaborative social have significant impacts on overall project success: PM success, project success and NGO success. These findings were used to develop an integrated conceptual model for PM resources and project success in NGOs. Overall, the model provides an academic contribution as a limited amount of research has been made on PM resources and project success from the NGO perspective. Further, it provides practical implications for NGO management to understand and build PM resources to improve successful project delivery by NGOs.