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.
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Appendix A: Questions prepared for field case study post pilot study
Appendix A: Questions prepared for field case study post pilot study
Size— How would you define the initial size of your project (dollar value of the project, the number of people involved, and the number of components)?
Resource Availability—What monetary and human resources were necessary for the successful implementation of this project?
Stakeholders—What stakeholders were involved in the set up of your project? How would you classify the relationship between the organization and the stakeholder (personal or professional)? Was there a previous relationship between your organization and the stakeholders that were involved in the set up of your project? Did the length of relationship affect their involvement? Have your relationships with your initial stakeholders continued to the present?
Quality of Infrastructure—What was the quality of physical infrastructure of your organization could rely upon? What is the soft infrastructure of your organization?
Information—How do you make information available to your project team members? How is information shared with your stakeholders? How much information was obtained before the beginning of the project? How was information gathered along the way?
Complexity—How would you classify the complexity of the initial set up of the project? Was there a dead line for completion?
Uncertainty—What type of uncertainty did you face? How you minimize uncertainty? How did uncertainty affect outcomes?
Degree of systematic methodology—Did any members of your team use any methods for decision making?
Team building—How did team members interact during the set up of the project?
Quality of Communication—How was information communicated within the team? How was information communicated with stakeholders?
Networking—Before the set up of the project, did you interact with the surrounding organizations?
Flexibility—Did the possibility of change in ground conditions affect the decisions made during the set up of the project? Was it important for the project team to remain flexible during the set up of the project?
Percent of deliverables not met—How does your organization measures the deliverables of the project? Stakeholder requirements?
Total Duration—What aspects of the set up of your project contributed to the delay of completion of the project if any? Did a lack of resources affect the duration of the project?
Total Cost—Did the final cost of the implementation of the project exceed the expected cost? Did this affect the duration of the project?
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Prasad, S., Tata, J., Herlache, L. et al. Developmental project management in emerging countries. Oper Manag Res 6, 53–73 (2013). https://doi.org/10.1007/s12063-013-0078-1