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The purpose of this paper is to identify how the integration of the human rights approaches in the projects management influences measuring performance of nonprofit organizations. This paper presents a case study of a network of nonprofit organizations operating throughout Morocco. Based on a qualitative approach, this study was conducted among 11 organizations, by using semi-structured interviews, questionnaires and focus groups. The results showed that the integration of the human rights approaches in the development of a new process of project management has a positive effect on the behavior of users, including managers and elected officials and also showed how the project results meet the goals and mission of nonprofit organizations. However, the study has also revealed the flipside of the medal expressed by the diversion of indicators, the complexity of projects evaluation using qualitative indicators and the perverse effects of measurement performance of nonprofit organizations. The results of this paper may serve as a roadmap for improved tools for evaluating projects based on the values of the organization and may guide the measurement performance of nonprofit organizations but must be conditioned by the specific context and priorities of stakeholder. The paper shows that measuring performance of nonprofit organizations comes back at first to evaluating the degree of integration of its values in their management system and the exercise of its vocation.