How to manage international development (ID) projects successfully. Is the PMD Pro1 Guide going to the right direction?

Sleeping with the enemy? Capturing internal risks in the logical framework of a water management project

“…The paper's final finding is that incorporating logframes into the contract eventually constrained the ability to make changes that would have enhanced project performance. This finding is consistent with other project implementers' experience where the logframe document was integral and equated as a contract document, and not only as a flexible planning tool (Hermano et al, 2013). This shows that as much as the logframe is 'the norm' in contemporary developmental work, it should not be included as part of contracts.…”

Challenges facing international projects for entrepreneurial development in South Africa

“…Ambiguous planning, limited feedback, weak control mechanisms, inadequate risk assessment, bureaucratic management by the donors, and a lack of interaction between the donor and the organisation are all factors that may cause the project to fail. The project's sustainability is another dimension of success, which is often linked to stakeholder involvement and local capacity-building (Lim & Zain, 1999;Youker, 1999;Diallo & Thuillier, 2004;Khang & Moe, 2008;Hermano et al, 2013;Tremblay et al, 2013). Muriithi & Crawford (2003) link the failure of projects to a lack of internal capacity and the difficulty that project beneficiaries face in managing the changes made by the projects, especially where these conflict with the local culture and traditions.…”

“…This need to balance the allocation of resources between project management and entrepreneurial services has not yet been fully explored in the literature, and studying this phenomenon from a managerial perspective would be valuable. Studies that focus on the management of international development projects (Khang & Moe, 2008;Navarro-Flores, 2011;Ika, 2012;Ika et al, 2012;Okorley & Nkrumah, 2012;Brière & Proulx, 2013;Hermano et al, 2013) and the development of staff skills in NGOs (Diallo & Thuillier, 2005;Abbott et al, 2007;Brière & Proulx, 2013;Hermano et al, 2013) are interesting, but there is a need for more contextualised studies on the management practices of NGOs that support entrepreneurship in developing countries.…”

Recurring Challenges as Main Constraints to AU/NEPAD Projects

“…The World Bank, for example, has successfully executed projects in infrastructure and mining industries, among others, in Africa (Ika, 2012). Similarly, project failure in organizations, including the World Bank, is not uncommon (Hermano, Lopez-Paredes, Martin-Cruz, & Pajares, 2013;Ika;Jin & Hovav, 2013;McCurdy, 2013), especially projects involving complex technology (Smith, 2002) that entail knowledge-intensive work and diverse expertise to execute (Pee, Kankanhalli, & Kim, 2010), coupled with high uncertainty about funding issues. Over US$5 billion has been invested by the World Bank in over 700 projects in Africa during the past 20 years (Ika).…”