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Large dam projects (i.e., those exceeding 15 m) often make headlines for their poor performance and their negative social and environmental impacts. The world register characterizes dams by height, purpose (e.g., irrigation), and type (e.g., rock-fill). Thus, large dams differ in many technical ways, but because practitioners still lack a framework to sort them into different types for management purposes, they tend to manage them in a one-size-fits-all manner. Shenhar and Dvir's NTCP (novelty, technology, complexity, and pace) model (2007) may be a good fit as large dams experience high unforeseen technological uncertainty. In this paper, through observations, a case study, a qualitative analysis of 42 interviews with project managers, and a quantitative analysis, we examined 30 large dam projects in Africa and sorted them into different categories according to the NTCP model. Going beyond the rather static NTCP, we identified their underlying NTCP characteristics and the variety of roles that their project managers played throughout the lifecycle, and highlighted the dynamic fit between the roles and NTCP characteristics. Since different characteristics and project manager's roles are prominent at different phases, project managers should sort dams into different types based on the NTCP model at different phases, and tailor their roles accordingly for more success. [ABSTRACT FROM AUTHOR]

This article discusses international development (ID) projects and project management problems within ID in Africa and suggests they may fall into one or more of four main traps: the one-size-fits-all technical trap, the accountability-for-results trap, the lack-of-project-management-capacity trap, and the cultural trap. It then proposes an agenda for action to help ID move away from the prevailing one-size-fits-all project management approach; to refocus project management for ID on managing objectives for long-term development results; to increase aid agencies' supervision efforts notably in failing countries; and to tailor project management to African cultures. Finally, this article suggests an agenda for research, presenting a number of ways in which project management literature could support design and implementation of ID projects in Africa. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to report on a PhD thesis that examined the empirical relationship between a specific set of critical success factors (CSFs), project success, and success dimensions (criteria) from the perspectives of World Bank project supervisors (task managers or task team leaders) and project managers (the national project coordinators). Also, the PhD thesis author's journey and motivation are explained. Design/methodology/approach – Data were collected by web questionnaires addressed to 1,421 World Bank task team leaders and paper-based questionnaires delivered to 600 national project coordinators in 26 different countries in Africa. Principal component and confirmatory factor analyses, multiple correlation and regression analyses, as well as structural equation models were used for data analysis in this study. Findings – First, research findings highlight a specific set of World Bank project CSFs (monitoring, coordination, design, training) and the existence of a second-order latent CSF, that is World Bank project supervision. Second, they suggest that World Bank project supervision has differing significant influences on the two project success dimensions and that the first (project management (PM) success) does not significantly affect the second (deliverable success). Third, consistent with theory and practice, they suggest that the most prominent CSFs for both World Bank project supervisors and managers are design and monitoring. Fourth, they suggest that for the national project coordinators, project success is insensitive to the level of design efforts but a significant correlation does exist between monitoring efforts and project "profile", a success dimension which is an early pointer of long-term deliverable success (impact). Originality/value – This study offers insights into the relationship between success factors and dimensions for ID projects with the perspectives of both the World Bank project supervisors and managers. The thesis calls for further research on PM in the ID industry sector. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to analyze the empirical relationship between project management (PM) efforts (the extent to which national project coordinators (NPCs) – the project managers in the aid industry sector – make use of available PM tools), project success, and success criteria. Design/methodology/approach – Data were collected by way of questionnaires delivered by mail to 600 recipients in 26 different countries in Africa. Findings – The research results suggest that project success is insensitive to the level of project planning efforts but a significant correlation does exist between the use of monitoring and evaluation tools and project "profile," a success criterion which is an early pointer of project long-term impact. Research limitations/implications – This paper contributes to PM research by exploring the relationship between the use of PM tools and project success in the non-traditional PM – although project oriented – aid industry sector. The paper highlights self-perceptions of NPCs and should not be interpreted in other ways. Practical implications – This paper highlights the importance of PM tools in practice. Further, it suggests that NPCs (who are in fact only involved in project execution) put a lot of effort into monitoring and evaluation. In so doing, they strive to ensure project performance and accountability throughout project lifecycle, and this contributes to project "profile." Originality/value – This is the first study that offers insights into the relationship between PM efforts and project success in the aid industry sector. The paper calls for further research on PM practices in the aid industry sector where projects remain important instruments for aid delivery. [ABSTRACT FROM AUTHOR]