With the Projectisation of the World, The Time is Right to Unravel Why International Development Project (IDP) Failure is Prevalent

Boakye, Lawrence G.; Liu, Li

doi:10.13189/ujm.2016.040301

Cited by 6 publications

(2 citation statements)

References 25 publications

(52 reference statements)

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“…Some notable research contributions were made by Diallo and Thuillier (2004), Khang and Moe (2008), Bayiley and Teklu (2016), Boakye and Liu (2016), Orchard andStringer (2016), andFahri (2019) that focused on IDP success factors such as the beneficiary's satisfaction level toward generated services and goods, project document confirmation, project goals and objectives achievement, project completion within time and estimated cost, receiving a high national profile, and developing a good reputation with donors, that are very much inter-connected with PMs' competencies. However, more precise research aspects such as searching for specific competencies of a PM during five project management phases or process groups (i.e., initiating, planning, executing, monitoring and controlling, and closing) are mostly overlooked in the extant literature.…”

Section: Introductionmentioning

confidence: 99%

Project Managers’ Competencies in International Development Projects: A Delphi Study

et al. 2021

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Project Managers’ (PMs) competencies are critical issues for international development projects (IDPs), and the success of IDPs is largely dependent on how prudently and effectively a PM manages the IDPs operations. So far, the topic of PMs Competencies is mainly explored in the private sector context using a survey-based research approach, and very few attempts have been made to examine the competencies of PMs in the IDPs sector. Accordingly, this study examines the PMs’ competencies at each phase of the project life cycle (Initiation, Planning, Execution, Monitoring and Controlling, and Closing) by drawing on the sample of 15 PMs from the IDPs’ sector by employing a Delphi method, which enables aggregation of experts’ opinions in a more structured and systematic manner. Findings of this study proposed five of the most critical competencies within each phase of the project life cycle and ranked based on their relative importance, for example, leadership, communication, planning, innovation, motivation, etc. The findings contribute to emerging literature and bring new insights on project managers’ competencies in the IDPs sector.

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Section: Introductionmentioning

confidence: 99%

Project Managers’ Competencies in International Development Projects: A Delphi Study

et al. 2021

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“…Measure of Success or failure is hardly very practical for most projects. Project performance can be measured through monitoring and evaluation systems which must begin with management commitment (Boakye & Liu, 2016). Basic framework of measures of the project performance may include financial impact, return on investment, on time completion, business performance impact, on budget completion, perception of participation and quality (Barr, 2015).…”

Section: Introductionmentioning

confidence: 99%

Monitoring and Evaluation Systems and Performance of Public Private Partnership Projects in Nairobi City County, Kenya

Mokua¹,

Kimutai²

2019

IJCAB

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Globally, economies are increasingly facing difficulties in revamping their infrastructure. This has thus necessitated the involvement of public private partnerships (PPPs) for the last two decade. PPPs are contracts between government and private entities to finance, build and operate some elements of a public facility. The purpose of this study was to establish the influence of M & E systems on the performance of public private partnership projects in Nairobi City County, Kenya. Specific study objectives were: to determine the availability of M&E systems, to assess the staff competence in the implementation of the M&E, to evaluate the use of Logical Framework Matrix and to assess the frequency of M&E report use which influence performance of PPPs projects in Nairobi County, Kenya. Theory of change and performance theory guided the study. Survey research design was employed. Questionnaires and interview schedules were administered in the collection of data. A population of 161 project staff in 26 projects were targeted. The study also involved 10 county government officials. Stratified sampling, simple random and purposive sampling designs were applied to select 125 respondents for the study sample. Qualitative and quantitative data was collected and analysed numerically. The analysis of data was done through Statistical Package for Social Sciences version 20. Inferential and descriptive statistical measures were calculated and interpreted. Descriptive statistics such as frequencies, mean, standard deviations and percentages were computed and then presented using frequency tables, cross tabulations and in bar graphs. Inferential statistics such as correlation coefficient and multiple linear regression were calculated as measures of linear relationships between variables. Chi square which is a measure of independence of variables was also computed to establish the relationship between variances in samples. Cramer’s V was also calculated to establish the strength of the relationships found through chi square tests. To analyze qualitative data, a more interpretive content analysis will be employed which will involve coding and classifying data with the aim of highlighting important responses. The codes were then transformed into numeric values to be analyzed numerically. The study found out that most of the staff in the PPP do not have formal training in project management and M&E. Since they had stayed for long in their positions at work, they tended to be competent. Most of them could even design complex M&E matrix and apply it. Most of the projects have functional M&E systems but the largest proportion is not well equipped to function appropriately. Many PPPs do not always disseminate the M&E reports thus making the staff unaware of what may require more attention and changes to facilitate performance. Most of the reports are also never deliberated upon. This shows that most of the decisions made are not based on what has been found to be working in the management of the PPPs. This has negatively influenced performance. Though Logframe matrix is an important planning tool, it is not in use to plan and to monitor and evaluate the PPPs in Nairobi County. It is thus recommended that staff should be trained and deployed to work in areas of their expertise. They should also be subjected to regular refresher courses for important technological updates. All project M&E reports should be made known to all staff since when disseminated and deliberated on, these reports become useful learning and working tools.

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Limbo in development projects

Andersen

2019

Development in Practice

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This article uses Actor-Network Theory to investigate how a One Laptop per Child project went through periods of impasse and crisis, what happened during these periods, and how the project managed to continue. The analysis shows that the standstills occurred when the understandings or "translations" behind the project started to unravel and, similarly, that the project was revitalised by participants experimenting with new translations. The article develops a sensitising concept called limbo intended to guide others confronted with similar situations. The concept has three traits: standstills are circumstantial, they entail ambiguity, and they are sources of project transformation.

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With the Projectisation of the World, The Time is Right to Unravel Why International Development Project (IDP) Failure is Prevalent

Cited by 6 publications

References 25 publications

Project Managers’ Competencies in International Development Projects: A Delphi Study

Project Managers’ Competencies in International Development Projects: A Delphi Study

Monitoring and Evaluation Systems and Performance of Public Private Partnership Projects in Nairobi City County, Kenya

Limbo in development projects

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