Developmental project management in emerging countries
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Developmental project management in emerging countries Sameer Prasad & Jasmine Tata & Lauren Herlache & Elizabeth McCarthy
Received: 10 August 2012 / Revised: 29 January 2013 / Accepted: 5 April 2013 / Published online: 9 May 2013 # Springer Science+Business Media New York 2013
Abstract Aid organizations, governments and even citizens in emerging/developing countries have long complained about the efficacy of developmental projects. Given the vast resources being plowed into developmental activities and the dire needs, it is imperative that such projects are cost-effective, finish on time and provide the specified deliverables. Unfortunately, the procedure to guide such projects is not well developed. In this research, we rely on qualitative case study methodology to provide possible insights to project managers. We examined a total of eight cases related to developmental projects in India. Through these cases, we identify five project management components including: project characteristics, external environment, internal project elements, project management process, and project outcomes. The constructs within each element and the relationships amongst them provide guidance to development agencies in terms of project size, project goals, resource availability, infrastructure, stakeholder variance and organizational flexibility. These constructs influence the internal elements of a project including the level of information, complexity and uncertainty/risk. In turn, the internal elements affect the project outcomes of duration, costs, and deliverables. This research provides guidance to agencies in their project management process in terms of team integration and interactions, communication, and networking with local communities and organizations, all of which can influence standard project outcomes (duration, cost and deliverables), while also helping to build reputation to garner additional funding. S. Prasad (*) : L. Herlache : E. McCarthy Management Department, College of Business & Economics, University of Wisconsin—Whitewater, Whitewater, WI, USA e-mail: [email protected] J. Tata Management Department, Loyola University Chicago, Chicago, IL, USA e-mail: [email protected]
Keywords NGO . Aid . Project management . Case study
1 Introduction Over the last few decades massive amounts of developmental aid are being funneled into developmental projects in emerging/developing countries. In spite of these efforts many citizens in such countries lack access to proper healthcare, education, sanitation, and income generation opportunities. Many donor countries, agencies and various stakeholders simply feel that such developmental projects are poorly implemented since resources are not reaching the intended beneficiaries, while cost overruns and unnecessary delays are common. On the other hand, many recipient countries complain that donor agencies are not cognizant of the local conditions, do not try to involve the local stakeholders and do not provide sufficient resources. Also, most developmental projects are implemented by
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