Project management in the international development industry

Lavagnon A. Ika · Amadou Oury Diallo · Denis Thuillier

142 citations0/0 files storedInternational Journal of Managing Projects in Business

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Construction Project Management and Performance International Development and Aid Evaluation and Performance Assessment

Abstract

Abstract Purpose – The purpose of this paper is to analyze the empirical relationship between project management (PM) efforts (the extent to which national project coordinators (NPCs) – the project managers in the aid industry sector – make use of available PM tools), project success, and success criteria. Design/methodology/approach – Data were collected by way of questionnaires delivered by mail to 600 recipients in 26 different countries in Africa. Findings – The research results suggest that project success is insensitive to the level of project planning efforts but a significant correlation does exist between the use of monitoring and evaluation tools and project "profile," a success criterion which is an early pointer of project long‐term impact. Research limitations/implications – This paper contributes to PM research by exploring the relationship between the use of PM tools and project success in the non‐traditional PM – although project oriented – aid industry sector. The paper highlights self‐perceptions of NPCs and should not be interpreted in other ways. Practical implications – This paper highlights the importance of PM tools in practice. Further, it suggests that NPCs (who are in fact only involved in project execution) put a lot of effort into monitoring and evaluation. In so doing, they strive to ensure project performance and accountability throughout project lifecycle, and this contributes to project "profile." Originality/value – This is the first study that offers insights into the relationship between PM efforts and project success in the aid industry sector. The paper calls for further research on PM practices in the aid industry sector where projects remain important instruments for aid delivery.

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References

1994Percept-percept inflation in microorganizational research: An investigation of prevalence and effect.1996A new framework for determining critical success/failure factors in projects 1999The Logical Framework Method for Defining Project Success 1988Measurement of project success 1996The role of project management in achieving project success 1998Assessing aid - what works, what doesn't, and why 2009Project Success as a Topic in Project Management Journals 1999Criteria of project success: an exploratory re-examination

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