ABSTRACT
Non-governmental organizations (NGOs) are regulated through government policies but they operate in a fairly independent way. They are not-for-profit or charitable organizations, usually funded by donations and run primarily by volunteers. NGOs usually perform their work through projects and programmes. Increasing demands of beneficiaries, a growing number of projects and challenging requirements imposed by donors all mean that the success of a typical NGO has become increasingly dependent on professional portfolio management. There is a huge variety of NGOs, differing greatly in size, purpose, services and setting. So, it is difficult to generalize but there are trends and peculiarities that allow insights into the specific context of portfolio management. Identifying potential projects and programmes should be a continuous effort of any NGO. According to International Organization for Standardization (ISO) 21504, 'portfolio management aligns the portfolio components with an organization's strategic objectives, stakeholder priorities, and values such as sustainable practices and ethical principles'.
