Moderating Effect of Project Governance on Project Management Performance and Project Success in NGO Sector

Abstract

History of NGO sector in Pakistan shows that it has played a significant role in the development of the country. However, NGOs are showing an un-expected lower performance despite of so much improved project management practices. A very limited study has been carried out since to explore the linkage between project management performance and project success. However, there is being very less effort made in past to investigate the latent forces that are putting influence on this relationship. Considering this, the study conducted was to achieve the effect of project governance on the relationship of project management performance and project success, and to explore the relationship between project management performance dimensions and project success. This study was conducted on Islamabad and Rawalpindi based NGOs, 384 responses were received. Targeted respondents were from all level of management and employees that were related with the management to avoid single-informant bias. Analysis was done through exploratory factor analysis and Durbin Watson regression analysis. The results of the study showed that project management performance dimensions (PM Leadership, PM staff, PM Partnership and Resources, PM Policy & Strategy and PM Key performance indicators) have positively significant relationship with the project success. And project governance effects the linkage between project management performance and project success. This study concluded that by good project management performance and good project governance project success can be achieved. Limitation of the study is that the proposed model can be applied to different sectors and in different regions.