Professional Documents
Culture Documents
Introduction
Performance evaluation provides a solid foundation for predicting outcomes of
schedules in the early stages, simplifies spotting cost and schedule problems for
projects further along, and helps managers establish benchmarks and long-term
goals.
In short, as long as measuring project performance does not take too much time
away from core project work, the information gained will contribute to success.
Some of the most appropriate financial and non financial performance measures
that not-for-profit organizations use for measuring and evaluating financial
performance are fund accounting, governance, product pricing, strategic planning
and budgeting etc.
Schedule Overrun
Started Ahead
Accelerated
Start / Finish Discrepancy
Finish Compliance
Atmosphere of
"Scarcity"
Bias toward
Informality,
Participation and
Consensus
Individuals
have Mixed
Skill Levels
Governing Board
has both
Oversight and
Supporting Roles
Dual Bottom
Lines: Mission
and Financial
Program
Outcomes are
Difficult to
Assess
Full Cost
Pricing
Full Cost
Plus as Basis
Marketbased
Pricing
Inducement
Pricing
Builds Commitment
Importance of
Strategic
Planning in
Non Profit
Organisations
Helps to
Choose most
efficient
Measures for
Raising Money
Role of
Budgeting for
Nonprofit
Organisations
Provide an
Oversight of
Operations
Provide
Financial
Control
Consistent
Measurable
Multidirectional
Regular
Participatory
Comparative
Comprehensive
Multi
Perspective /
Polyvocal
Verification
Principles
of Social
Audit
Disclosure
Method of
Measurement
Impartial
Appraisal
Improvement
in Future
Social
Standards
Lack of
Universal
Scale
Difficulties
in Social
Audit
Complications
in Conversion
Collection of
Data