Pitfalls in an International Development (ID) Project Implementation: A Case Study in a Developing Country

作     者：Tonny Kepou 

作者机构：School of Management Shanghai University 

出 版 物：《海外英语》 (Overseas English)

年 卷 期：2011年第2X期

页      面：272-275页

学科分类：0202[经济学-应用经济学] 02[经济学] 

主　　题：international development (ID) contract documents donor agency 

摘      要：Literature review noted that donor funded projects and programs are sometimes referred to as International Development: ID projects. ID projects and programs are often being provided for the developing countries like an emerging, developing or least developed country. Such projects and programs are under public sector development specifically designed for economic and social needs of developing countries. These projects or programs are either implemented by recipient governments under a bilateral (or multilateral) agreement with the donor country or through an implementing partner of the donor, frequently a non-governmental organization or professional contractor. The operating environment and culture of the host country also make ID projects different from traditional business projects and make traditional project management tools in the developed world less appropriate (Blunt and Jones, 1992). This sometimes provides big challenges to various project teams. The paper through a Case study approach evaluates an ID Chinese Government funding construction project and its pitfalls through qualitative research approach. Qualitative data was presented and discussed to provide an insight into major challenges in the implementation of ID project of such scale.