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Journal Article•DOI•

Project monitoring and evaluation: a method for enhancing the efficiency and effectiveness of aid project implementation

Paul Crawford1, Paul Bryce1•
University of Technology, Sydney1
01 Jul 2003-International Journal of Project Management (Pergamon)-Vol. 21, Iss: 5, pp 363-373
TL;DR: In this article, an extension to the logical framework approach (LFA) is proposed to facilitate its application beyond the design phase by adding a time dimension, more precisely defining the elements of the project MIS, and integrating other project management tools.
About: This article is published in International Journal of Project Management.The article was published on 2003-07-01. It has received 346 citations till now. The article focuses on the topics: Project charter & Project management triangle.
Citations
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Journal Article•DOI•
Critical success factors for World Bank projects: An empirical investigation

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Lavagnon A. Ika1, Amadou Diallo2, Denis Thuillier2•
Université du Québec en Outaouais1, Université du Québec à Montréal2
01 Jan 2012-International Journal of Project Management
TL;DR: In this article, the authors analyze the results of a survey that aims to explore World Bank project success factors and specifically the relationship between critical success factors (CSFs) and project success as perceived by World Bank Task Team Leaders (project supervisors).

385 citations

Cites background or result from "Project monitoring and evaluation: ..."

  • ...Further, the Project Management literature has focused little on international development projects, or typically, World Bank projects (Crawford and Bryce, 2003; Ahsan and Gunawan, 2010; Ika et al., 2010)....

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  • ...…designers and their beneficiaries, and the prevalence of rather bureaucratic rules and procedures (Honadle and Rosengard, 1983; Rondinelli, 1983; Gow and Morss, 1988; Youker, 1999; Kwak, 2002; Crawford and Bryce, 2003; Diallo and Thuillier, 2004, 2005; Khang and Moe, 2008; Ika et al., 2010)....

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  • ...…Development Agency (CIDA), 2001, p. 19; Khang and Moe, 2008), monitoring (Canadian International Development Agency (CIDA), 2001, p. 20; Crawford and Bryce, 2003; Ika et al., 2010), and training (e.g. Kealey et al., 2005; Vickland and Nieuwenhujis, 2005) would increase the likelihood…...

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  • ...…project plans as a basis for contracting, the emphasis on resultsbased management, its accountability-for-results principle, and the strong procedures or guidelines orientation in IDPM, this research result is consistent with theory and practice (Crawford and Bryce, 2003; Ika et al., 2010)....

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  • ...…to date has been very narrow, examining projects and Project Management in general, despite the size of this industry sector ($120 billion U.S. a year in 2009), project proliferation, and the questionable outcomes of projects (Crawford and Bryce, 2003; Roodman, 2006; Ahsan and Gunawan, 2010)....

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Journal Article•DOI•
Analysis of cost and schedule performance of international development projects

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Kamrul Ahsan1, Indra Gunawan1•
Auckland University of Technology1
01 Jan 2010-International Journal of Project Management
TL;DR: In this article, the authors focus on cost and schedule issues of international development (ID) projects and identify the root causes of project delay and cost underrun in 100 projects sponsored by the Asian Development Bank and hosted by several Asian countries.

331 citations

Cites background from "Project monitoring and evaluation: ..."

  • ...These projects are either implemented by recipient governments under a bilateral agreement with the donor country, or through an ‘implementing partner’ of the donor – frequently a nongovernmental organization or professional contractor [1]....

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Title: Hard and soft projects: a framework for analysis

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Lynn Crawford, Julien Pollack
01 Jan 2004
TL;DR: In this paper, the authors provide clarification on the use of the terms "hard" and "soft" in the context of project and program management, by exploring what it means for a project to be hard or soft.
Abstract: This paper provides clarification on the use of the terms ‘hard’ and ‘soft’ in the context of project and program management, by exploring what it means for a project to be hard or soft. This paper draws on the authors’ practice based research into large organisational change programs in a variety of contexts, and the literature on project management, systems thinking and evaluation. A framework for exploring the hardness and softness of project process and outcomes is provided. It acts as an aid to structured discussion and informed decision making about the application of methods for managing projects and programs and the appropriate methods for evaluating their success. This framework is designed to aid in the transfer of lessons learned to practice by offering a common point of comparison between projects, and has potential for use as a predictive aid to resourcing. Its use is demonstrated in three cases.

227 citations

Cites background from "Project monitoring and evaluation: ..."

  • ...The terms ‘hard’ and ‘soft’ are commonly used in practice and within the literature on general and project management in a loose and ambiguous way, including reference to hard or soft projects [1]; programs [2]; approaches [3]; methodologies [4]; systems [5]; goals [6]; outcomes [7]; aspects [8]; criteria [9,10]; measures [11]; costs [12]; situations [13]; issues [14]; knowledge [15]; ideas [16]; logic [17]; values [18]; and, skills [19]....

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Journal Article•DOI•
Investigating the use of the stakeholder notion in project management literature, a meta-analysis

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Marjolein C. Achterkamp, Janita F.J. Vos
01 Oct 2008-International Journal of Project Management
TL;DR: In this paper, a meta-analysis of project management literature is performed to investigate how the stakeholder notion is used in this literature and find that only a minority of the publications provide a clear definition and address the identification of stakeholders.

219 citations

Journal Article•DOI•
Project Management for Development in Africa: Why Projects Are Failing and What Can Be Done About It

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Lavagnon A. Ika1•
University of Ottawa1
01 Aug 2012-Project Management Journal
TL;DR: The authors 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-...
Abstract: 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-...

189 citations

References
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Journal Article•DOI•
Information, Systems and Information Systems: Making Sense of the Field

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Peter Checkland, Sue Holwell
01 Feb 1998-Journal of the Operational Research Society
TL;DR: This book makes sense of the large, sprawling, confusing field of information systems (IS) and helps readers distinguish between information systems and information technology (IT).
Abstract: From the Publisher: This book makes sense of the large, sprawling, confusing field of information systems (IS) and helps readers distinguish between information systems and information technology (IT). Based on author Peter Checkland's years of experience working with top international companies, this book explores the concept of IS as well as its practice in the real world.

902 citations

Book•
Alms Bazaar: Altruism Under Fire - Non-Profit Organizations and International Development

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Ian Smillie
01 Dec 1995
TL;DR: The Pink Elephant: empowerment and the status of women 81 VI Disasters: some came running 98 VII Mixed messages: NGOs and the Northern public 124 VIII Management, memory and money 147 PART THREE: NOW THE TRUMPET LX Dependence and independence in the contracting era 167 X Partners 181 XI Act globally: the rise of the transnational NGO 197 XII Democracy, participation and the rights stuff 214 XIII Future conditional 238 NOTES 258 BIBLIOGRAPHY 277 INDEX 283 as discussed by the authors.
Abstract: ACRONYMS AND ABBREVIATIONS Vll AN IRREVERENT GLOSSARY X ACKNOWLEDGEMENTS xiii INTRODUCTION 1 PART ONE: THE FLIGHT OF THE PHOENLX I Doomsters and cornucopians 7 II Naming the rose: what is an NGO? 22 III Northern NGOs: the age of innocence 37 IV Southern NGOs 60 PART TWO: NGOs TODAY V The pink elephant: empowerment and the status of women 81 VI Disasters: some came running 98 VII Mixed messages: NGOs and the Northern public 124 VIII Management, memory and money 147 PART THREE: NOW THE TRUMPET LX Dependence and independence in the contracting era 167 X Partners 181 XI Act globally: the rise of the transnational NGO 197 XII Democracy, participation and the rights stuff 214 XIII Future conditional 238 NOTES 258 BIBLIOGRAPHY 277 INDEX 283

254 citations

Book•
Evaluating Development Aid: Issues, Problems and Solutions

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Basil Edward Cracknell
05 Sep 2000
TL;DR: A brief history of aid evaluation can be found in this article, where the authors present a taxonomy of aid assessment techniques and methods, including cost-benefit analysis, unintended effects and scoring systems.
Abstract: Foreword - Robert Chambers Introduction PART ONE: A BRIEF HISTORY OF AID EVALUATION A Brief History of Aid Evaluation PART TWO: BASIC ISSUES: PURPOSES, TECHNIQUES AND METHODS A Basic Issue Why Evaluate? For Accountability or for Lesson Learning? A Taxonomy of Aid Evaluation Organization of Evaluation Activity Project Cycle Management A Basis for Effective Monitoring and Evaluation Techniques and Methods of Aid Evaluation The Counterfactual, Effectiveness and Efficiency Techniques and Methods of Aid Evaluation Use of Cost-Benefit Analysis, Unintended Effects and Rating//Scoring Systems PART THREE: MONITORING, LEARNING AND FEEDBACK The Links between Monitoring and Evaluation A Neglected Area The Role of Organizational Dynamics and Organizational Learning in Evaluation Feedback Client Orientation of Evaluation Reports Feedback Mechanisms of Feedback Feedback The Role of Management Information Systems PART FOUR: IMPACT, EMPOWERMENT, STAKEHOLDER ANALYSIS AND THE PARTICIPATORY APPROACH Impact Evaluation Evaluating Sustainability Sectors Presenting Special Problems in Evaluation Technical Co-operation, Research and Development, Good Governance and Policy-Level Evaluation Sectors Presenting Special Problems in Evaluation Poverty Alleviation, Non-Government Organizations, Small States and Structural Adjustment International Co-operation in Aid Evaluation Evaluation as Viewed by the Beneficiary Stakeholders Empowerment and the Stakeholder Approach Participatory Monitoring and Evaluation Is this the Ultimate Destination? PART FIVE: THE WIDER HORIZON AND THE WAY AHEAD The Wider Horizon and the Way Ahead A Look at Tomorrow's Evaluation World

157 citations

Journal Article•DOI•
Project management topic coverage in journals

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G. Themistocleous, Stephen Wearne1•
University of Manchester1
01 Feb 2000-International Journal of Project Management
TL;DR: In this article, the authors present an analysis of the relative frequency of attention to ''Body of Knowledge'' topics of project management in the papers published in the International Journal of Project Management from 1984 to 1998.

124 citations

Book•
Managing organisations in Africa

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Peter Blunt, Merrick L. Jones
01 Sep 1992
TL;DR: In this paper, Blunt et al. present a Veroffentlichung wie die von Blunt und Jones with grosem Interesse rechnen. But, aufbau leistungsfahiger Organisationen im afrikanischen Entwicklungskontext zukommt, is unbestritten.
Abstract: Die zentrale Bedeutung, die dem Aufbau leistungsfahiger Organisationen im afrikanischen Entwicklungskontext zukommt, ist unbestritten. Internationale Entwicklungsagenturen sehen in der Starkung einheimischer Organisationskapazitaten einen Schlusselfaktor in der Bewaltigung der Entwicklungsprobleme des Kontinents. Vor diesem Hintergrund kann eine Veroffentlichung wie die von Blunt und Jones mit grosem Interesse rechnen. Dabei nehmen sich die Autoren vor, das vorhandene empirische Wissen uber Organisationen in Afrika mit bestehenden Ansatzen der Organisationsforschung und der praktischen Managementlehre zu integrieren. Die Autoren umreisen nicht, was sie unter "Organisationen" im afrikanischen Kontext verste-

118 citations

Related Papers (5)
Success criteria and factors for international development projects: A life‐cycle‐based framework

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01 Mar 2008-Project Management Journal
Do Ba Khang, Tun Lin Moe
Critical success factors for World Bank projects: An empirical investigation

[...]

01 Jan 2012-International Journal of Project Management
Lavagnon A. Ika, Amadou Diallo, Denis Thuillier
The “real” success factors on projects

[...]

01 Apr 2002-International Journal of Project Management
Terry Cooke-Davies
The Logical Framework Method for Defining Project Success

[...]

01 Dec 1999-Project Management Journal
David Baccarini
Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria

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01 Dec 1999-International Journal of Project Management
Roger Atkinson