Success Criteria and Factors for International Development Projects: A Life-Cycle-Based Framework

Abstract

The paper presents a new conceptual model for not-for-profit international development projects that identifies different sets of success criteria and factors in the project life-cycle phases and then provides the dynamic linkages among these criteria and factors. The model can serve as a basis to evaluate the project status and to forecast the results progressively throughout the stages. Thus, it helps the project management team and the key stakeholders prioritize their attention and scarce development resources to ensure successful project completion. Empirical data from a field survey conducted in selected Southeast Asian countries confirm the model's validity and also illustrate important managerial implications.

Determining Appropriate Government Guarantees for Concession Contract: Lessons Learned From 10 PPP Projects in China

“…Three are seen as successful, or at least, as most of the project stakeholders are happy with their project performances. The criteria for measuring project success include three dimensions (Khang, Moe 2008): (1) The efficiency of the implementation process (time, cost, technical goals and working relationship); (2) Products and service quality of PPP projects; (3) The satisfaction of stakeholders. To simplify the information of above projects, government guarantees and their corresponding PPP project performances were extracted and summarized in Table 3.…”

Function of Project Manager and Officer

“…Teamwork and communication among the different stack holder is an important criterion for successful project management. Different level of the work may vary from one project to another [15]. One can support a project called the assistant project officer and assistant project manager.…”

A Perspective-Based Understanding of Project Success

“…A project that initially may be deemed a success can subsequently come to be regarded as a failure, or vice versa (de Wit, 1988;Ika, 2009;Wilson & Howcroft, 2002). In recognition of the temporality of project success, various authors suggest that multiple evaluations should be undertaken at different points in time for different purposes (Atkinson, 1999;Jugdev & Müller, 2005;Karlsen, Andersen, Birkel, & Odegard, 2005;Khang & Moe, 2008;Pinto & Slevin, 1988;Wateridge, 1998).…”