Project Management for Development in Africa: Why Projects are Failing and What Can be Done about It

Abstract

This article discusses international development (ID) projects and project management problems within ID in Africa and suggests they may fall into one or more of four main traps: the one-size-fits-all technical trap, the accountability-for-results trap, the lack-of-project-management-capacity trap, and the cultural trap. It then proposes an agenda for action to help ID move away from the prevailing one-size-fits-all project management approach; to refocus project management for ID on managing objectives for long-term development results; to increase aid agencies' supervision efforts notably in failing countries; and to tailor project management to African cultures. Finally, this article suggests an agenda for research, presenting a number of ways in which project management literature could support design and implementation of ID projects in Africa.

Special Issue: Why Do Projects Fail in Africa?

“…We need to ascertain what is really taking place. Thus this special issue is not about the contribution that project management could make to Africa (Ika, 2012) or what good project governance or management should be in that continent (e.g., Marnewick & Labuschagne, 2011). Instead, it is about what project management means in Africa, how project management is practiced in Africa, and what actually does work or does not work in that context (e.g., Muriithi & Crawford, 2003).…”

“…During the same period, Africa has relied increasingly on project management to achieve its development goals. Yet while Africa is replete with brilliant, impeccable, colorful, and well-written development visions, policies, programs, plans, and projects, many observers point out that abandoned, failed, or poor performing projects are paramount in Africa and that they have even thwarted its development (Eneh, 2009;Ika, 2012).…”

Efficacy of Monitoring and Evaluation Function in Achieving Project Success in Kenya: A Conceptual Framework

“…Ika et' al (2012) carried out a regression analysis which shows that there was a statistically significant and positive relationship between each of the five Critical Success Factors and project success. The five critical success factors include monitoring, coordination, design, training and Institutional environment.…”

Project Failure: The Way forward and Panacea for Development

“…Most frequently projects are considered failures when they fail to meet their targeted cost, time, or scope. However, Ika (2012) demonstrated that projects may be completed within their targeted time, cost and scope criteria but still be classified as failures. Therefore, it becomes necessary to consider failure beyond these criteria and include targets such as the aspiration of stakeholders, the benefits accruing to society or project organisation among criteria for determining project failure.…”