Challenges in the Era of Globalization - iaabd

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Proceedings of the 12th Annual Conference © 2011 IAABD especially in rural areas as in the 1970s. The process projects typical of the 1980s, include projects like policy advice, education, health, and institutional building, etc. ID projects may also be hard vs. soft projects, or autonomous projects vs. projects as programme components (Ika and Hodgson, 2010). ID projects may equally be systematic projects or emergency projects in post disaster or post-conflicts situations. ID projects typically last from three to five years but the funding can be up to 10 years (Diallo and Thuillier, 2004, 2005). ID projects are funded by loans or outright grants. There are generally two categories of stakeholders for standard projects and in particular for industrial projects: the clients, who pay for the project and benefit from it, and the contractors, who get paid by the client to implement a project and deliver expected results. In addition, ID projects require at least three separate key stakeholders: the funding agencies, who pay for but do not receive project deliverables, the implementing units who are involved in their execution, and the target beneficiaries, who expect some benefit from them (Khang and Moe, 2008). Diallo and Thuillier (2004, 2005) propose a more complex network that includes seven project stakeholders: the national project coordinator who is the true project manager (also known as national project coordinator or director), the task manager of the ID agency (also known as the agency project supervisor or task team leader), the national supervisor, a steering committee, subcontractors and suppliers of goods and services, beneficiaries, and population at large. ID projects are generally managed either by national and autonomous PM units or by national departments. They may also be implemented by executing agencies, including private companies or consulting firms, nongovernmental organizations or partnering ID agencies. Like in standard projects, the PM unit mainly manages administrative processes. Project teams may be involved in procurement, organization and control of activities carried out by engineering firms, consultants, subcontractors, etc. (Diallo and Thuillier, 2004, 2005). ID projects typically follow transactional processes and strict guidelines that are laid down by ID agencies to ensure that rigor and transparency are maintained in how contracts are awarded and how tasks are performed. Hence the role of project sponsors or task managers for example is somewhat unclear as they will not interfere with the day-to-day management of projects but they are expected to be updated on every step of projects; and project managers should request authorization with a ‘no-objection’ from the former when it comes to proceed with major transactions (terms of references, short lists, contract awards, etc.). When the task managers do not grant a no-objection, the reasons may be that project teams have strayed too far from guidelines; there is inadequate planning of a task; or nonconformance with project plans. And in such instances, project managers return to the drawing board and repeat the whole process (Diallo and Thuillier, 2004, 2005). Overall, the unique environment in which ID projects take place render them very specific. ID projects are characterized by a high complexity and subtleness, the relative intangibility of their ultimate objective of poverty reduction, their large array of heterogeneous stakeholders, the divergent perspectives among these stakeholders, the need for compromise, their appeal in the eyes of politicians, the profound cultural and geographical gap between project designers and their beneficiaries, and the prevalence of rather bureaucratic rules and procedures (Kwak, 2002; Khang and Moe, 2008; Ika et al., 2010; Ika and Hodgson, 2010). While none of these conditions are necessarily unique to ID projects and project management, collectively they result in a specific set of challenges and problems facing PM in ID, which we address in the following section of this paper. International development project management challenges and problems Generally in ID the poor performance of projects is common, and the disappointment of project stakeholders and beneficiaries seem to have become the rule and not the exception in contemporary reality. But dissatisfaction with project results and performance dates back to the 1950s (see, for example, J.F. Kennedy’s speech to Congress in 1961). Project failure rate at the World Bank has been over 50% in Africa until 2000 (see the 2000 Meltzer Commission). The World Bank’s private arm, the International Finance Corporation has found that only half of its Africa projects succeed. The Independent Evaluation Group (IEG), in an independent rating, claims that in 2010, 39% of World Bank projects were 270
Challenges in the Era of Globalization Edited by Emmanuel Obuah unsuccessful (e.g. Chauvet et al., 2010). Many other agencies and donor countries have not done much better. PM in ID faces a range of challenges that would explain this failure rate. They are described as ‘the notorious and critical implementation problems’, some amenable to change and others virtually intractable (Gow and Morss, 1988; Kwak, 2002; European Commission, 2007; Ika and Hodgson, 2010). Unsurprisingly, many problem areas, categories or taxonomies have been proposed in the literature as serious obstacles to ID projects. Here we suggest that they fall into three main categories: structural/contextual issues; institutional/sustainability issues; managerial/organizational issues (Gow and Morss, 1988; Kwak, 2002; European Commission, 2007; Ika and Hodgson, 2010). First, since ID projects are part of a broader context, they face serious problems which may be political, economic, physical/geographic, socio-cultural, historical, demographic, and environmental. Awareness of these problems is a first step in their solution. Second, institutional and sustainability problems such as endemic corruption, capacity building setbacks, recurrent costs of projects, lack of political support and institutional capacity to deliver sustainable outcomes, lack of implementation capacity by donors, incompatibility between the different countries and donors management systems, overemphasis on highly visible quick results from donors and political actors, and risk of collusion between the principal (agency bureaucrats or project sponsors) and the agents (project managers) with a double moral hazard at stake (a conflict of interest potentially detrimental to the effectiveness of aid and an asymmetric information that renders difficult the evaluation of donors and recipients countries’ activities). Consequently many project failures are more institutional than technical (European Commission, 2007; Eneh, 2009; Ika and Hodgson, 2010). This is particularly the case of stand-alone or autonomous projects that bypass local institutions only to break down budgetary, organizational and managerial structures in the aid dependent countries (European Commission, 2007; Ika and Hodgson, 2010). Third and last, ID projects all too frequently fail to achieve their goals due to a number of problems that are of a managerial/organizational nature (Kwak, 2002; Ika and Hodgson, 2010). Many project failures are attributable to imperfect project design, poor stakeholder management, delays between project identification and start-up, delays during project implementation, cost overruns, poor risk analysis, difficulties to involve local beneficiaries due to literacy, distance and other communication problems, coordination, monitoring and evaluation failure, etc. (Diallo and Thuillier, 2004, 2005; Ahsan and Gunawan, 2010; Ika and Hodgson, 2010). In sum, we argue that PM problems in ID would fall in four main traps: the ‘one-size-fits-all’ technical trap; the accountability-for-results trap; the lack-of-PM-capacity trap; and the cultural trap. First, similarly to the standard PM, PM in ID seems to be dominated by a prescriptive, rational, and instrumental ‘one-size-fits-all’ approach that is grounded in the tradition of fields such as engineering, architecture and economics and that assumes that all types of projects and project models share the same characteristics (Ika et al., 2010; Ika and Hodgson, 2010). Not surprisingly, the current donor-recipient paradigm requires rigorous project plans and a robust toolbox to the extent that there is an overemphasis on financial and technical feasibility at the expense of social, cultural, and political feasibility (Stuckenbruck and Zomorrodian, 1987; Ika and Hodgson, 2010). Second, there is too much emphasis of aid agencies on strong procedures and guidelines, and accountability-for-results but little attention to managing-for-results. Although results-based management as an approach and a tool has been around in ID for a decade, it has been too focused on reporting to external stakeholder audiences and little on using performance information in internal management decision-making processes to achieve better results (Ika and Lytvynov, 2009). Third, there is a lack of PM capacity in ID. In fact, while aid agencies turn to projects instead of programmes in failing countries with weak governance and poor policies, under the pressure of efficiency to reduce their administrative costs relative to money they disburse, they would reduce their supervision efforts; this harms the achievement of the development goals and objectives in failing countries where projects are known to be much more likely to fail (Collier, 2007). On the other side, national governments or organizations in Africa also lack PM capacity and thus experience lack of skilled personnel in PM. Fourth, PM tools and approaches in ID are yet to be tailored or at least harnessed to the cultural context of Africa (Muriithi and Crawford, 2003; Ika et al., 2010). The traditional top-down approach that dominates development interventions fails to take into account major decision-makers and 271
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Challenges in the Era of Globalizat
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Table of Contents Challenges in the
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Lennart Bangens, Goteborg, Sweden C
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Local Steering Committee Jacob Musi
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Track 1: Accounting, Finance, and I
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Abstract Challenges in the Era of G
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Abstract Determinants of Bank Lendi
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Empirical Results Challenges in the
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Table 3 Determinants of Competitive
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Research Findings Challenges in the
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Abstract: Study on Africa Governmen
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Abstract Challenges of Oil Revenue
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Abstract Land Based Sources of Poll
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Abstract On the Mitigation of Rever
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Assessment of pollutants in nigeria
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Figure 1: Lagos off shore survey po
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Track 5: Management Education Chall
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Table: Model Fitness Regression Sta
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Conclusion Challenges in the Era of
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Theoretical Framework Challenges in
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Single 18.1 Masters and above 35.3
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Source: Field survey, 2010 Table 3:
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Track 9: Global Studies and Politic
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Conceptual Definitions Challenges i
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Conclusions and Implications Challe
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Abstract Exploring Organisational R
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district hospitals: Evidence from N
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Defining the Organisational Culture
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Table 1: A Summary of Operating Ban
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Discussion and Conclusion Challenge
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Abstract What does Globalization me
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7. I see globalization as providing
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Research Methods approach Challenge
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Statement of the Problem Challenges
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Convenient location of banks Challe
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Figure 1.Framework for Bank selecti
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Banks in Ghana Challenges in the Er
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References: Challenges in the Era o
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Figure 5: Causal loop diagram inclu
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The study seeks to: • examine typ
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Figure 2: Customer Perception of MT
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Relationship Commitment Total 1264.
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Figure 1: Components of Data Analys
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Abstract Marketing Nigerian medicin
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Conclusion Dissatisfied 6 3.4 3.6 7
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Abstract Customer satisfaction with
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Methodology Challenges in the Era o
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Discussion Challenges in the Era of
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Postgraduate 19 Internet experience
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GOVERNMENT MoFED SECTORS Structure
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Results Challenges in the Era of Gl
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Football Spectatorship Challenges i
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