Understanding Associations Between Project Team Involvement, Project Design and Project Outcomes: A Case Study of Health Development Projects in Thailand

Conference paper
Part of the Lecture Notes in Mechanical Engineering book series (LNME)


How a project is designed generally impacts on project implementation and successful outcomes and satisfactory results. Thus, including the project team in the design process at an early stage is deemed necessary. The aim of this research is to understand the relationships between project design and the project team involvement within each project phase. Outcomes of the projects relating to the project designs and levels of involvement are analysed and discussed. The research results are based on survey questionnaires distributed to 75 respondents working in four health development projects in Thailand. The research data was statistically analysed using between-group analysis of variance and correlation analysis to examine differences between the studied groups and connections between research variables. The paper shows that project design and the team involvement associate to application of project management and implementation of project tools as well as other desirable managerial criteria of the studied projects. This research benefits future designs and implementation of health development projects especially in developing countries such as Thailand where improvement of project outcomes are required.


Health development project Project design Project management Project team involvement 



The authors also gratefully acknowledge the helpful comments and suggestions of the reviewers, which have improved the presentation.


  1. 1.
    Golini R, Corti B, Landoni P (2017) More efficient project execution and evaluation with logical framework and project cycle management: evidence from international development projects. Impact Assess Proj Apprais 35(2):128–138CrossRefGoogle Scholar
  2. 2.
    Ahsan K, Gunawan I (2010) Analysis of cost and schedule performance of international development projects. Int J Proj Manag 28(1):68–78CrossRefGoogle Scholar
  3. 3.
    Ika LA (2012) Project management for development in Africa: why projects are failing and what can be done about it. Proj Manag J 43(4):27–41CrossRefGoogle Scholar
  4. 4.
    Girard P, Robin V (2006) Analysis of collaboration for project design management. Comput Ind 57(8):817–826CrossRefGoogle Scholar
  5. 5.
    Bossert TJ (1990) Can they get along without us? sustainability of donor-supported health projects in Central America and Africa. Soc Sci Med 30(9):1015–1023CrossRefGoogle Scholar
  6. 6.
    Gow DD, Morss ER (1988) The notorious nine: critical problems in project implementation. World Dev 16(12):1399–1418CrossRefGoogle Scholar
  7. 7.
    Shediac-Rizkallah MC, Bone LR (1998) Planning for the sustainability of community-based health programs: conceptual frameworks and future directions for research, practice and policy. Health Educ Res 13(1):87–108CrossRefGoogle Scholar
  8. 8.
    Savaya R, Spiro S, Elran-Barak R (2008) Sustainability of social programs: a comparative case study analysis. Am J Eval 29(4):478–493CrossRefGoogle Scholar
  9. 9.
    Toakley AR, Marosszeky M (2003) Towards total project quality—a review of research needs. Eng Constr Architect Manag 10(3):219–228CrossRefGoogle Scholar
  10. 10.
    Imran A, Zaki A (2016) Impact of human capital practices on project success. Kuwait Chapter of AJBMR 5(6):1–16Google Scholar
  11. 11.
    Ika LA, Diallo A, Thuillier D (2012) Critical success factors for World Bank projects: an empirical investigation. Int J Proj Manag 30(1):105–116CrossRefGoogle Scholar
  12. 12.
    Ofori DF (2013) Project management practices and critical success factors—a developing country perspective. Int J Bus Manag 8(21):14CrossRefGoogle Scholar
  13. 13.
    Khang DB, Moe TL (2008) Success criteria and factors for international development projects: a life-cycle-based framework. Proj Manag J 39(1):72–84CrossRefGoogle Scholar
  14. 14.
    Mathur VN, Price AD, Austin S (2008) Conceptualizing stakeholder engagement in the context of sustainability and its assessment. Constr Manag Econ 26(6):601–609CrossRefGoogle Scholar
  15. 15.
    Bamberger M, Cheema S (1990) Case studies of project sustainability: implications for policy and operations from Asian experience. The World BankGoogle Scholar
  16. 16.
    Stange KC, Goodwin MA, Zyzanski SJ, Dietrich AJ (2003) Sustainability of a practice-individualized preventive service delivery intervention. Am J Prev Med 25(4):296–300Google Scholar
  17. 17.
    PMI (2013) A guide to the project management body of knowledge. PMIGoogle Scholar
  18. 18.
    Jackson SL (2015) Research methods and statistics: a critical thinking approach. Cengage LearningGoogle Scholar
  19. 19.
    Mosley P (2001) A simple technology for poverty-oriented project assessment. Impact Assess Proj Apprais 19(1):53–67CrossRefGoogle Scholar
  20. 20.
    Hekala W (2012) Why donors should care more about project management. Devex. Retrieved from

Copyright information

© Springer International Publishing AG, part of Springer Nature 2018

Authors and Affiliations

  1. 1.Global Project Management, Torrens University AustraliaAdelaideAustralia
  2. 2.Entrepreneurship, Commercialisation and Innovation Centre, University of AdelaideNorth Terrace, AdelaideAustralia
  3. 3.Griffith School of EngineeringGriffith University, Gold Coast CampusGold CoastAustralia

Personalised recommendations