||Identifying and Prioritizing the Perceived Key Success Factors in the Success of Aid Agency Projects
||Identifying and Prioritizing the Perceived Key Success Factors in the Success of Aid Agency Projects
||Institute of International Management (IIMBA--Master)
||Randolph Keane Cua Cobankiat
Aid agency projects
Decision Making Trial and Evaluation Laboratory (DEMATEL)
Analytic Network Processing (ANP)
Key success factors
Purpose –The purpose of this study is to determine the key success factors in aid
agency projects as well as the interrelationships and influences between their criteria
in order to be able to determine the weights and recommend a set of key success
factors to prioritize. This study also seeks to provide recommendations through
several case studies to determine the efficiency of the key success factors.
Design and Methodology – This paper analyzes the pair wise influence
evaluation questionnaire as well as the strategy survey undertaken by several experts
in the non-government aid agency sector. The methodology used was a combined
DEMATEL-ANP approach in which the DEMATEL determines the influences and
interrelationships of the criteria while the ANP determined the weights as well as
evaluate the alternative strategies.
Findings– In total, this study came up with 4 dimensions with three sets of
criteria each through the support of related literature and expert interviews. These
included Top Management Support (encompassing clear policies, selecting the right
project team and coordination & human relations), Project Implementation
(encompassing clear objectives & scope, project planning and control and project risk
management), Stakeholder Client support (encompassing alignment with clients,
effective consultation with clients and stakeholders and financial support/adequate
resources) and Goal Commitment of the Project Team (encompassing communication,
monitoring & feedback, training and networking & teambuilding). Top Management
Support topped the rank among the other dimensions while clear objectives and scope,
selecting the right project team and financial support emerged as the top 3 among all
the other criteria. Each of the situational cases provided for the alternative strategies
also showed relative efficiency and consistency with the others as well as satisfying
results in which to draw a good research conclusion.
Academic Implications – Academic implications included filling the research
gaps in which many aid-related literatures fail to provide conceptual sets of critical
success factors (CSFs) and their interrelationships amongst each other with project
success in international development. This was proven to be of utmost importance in
evaluating the weights and alternative strategies which many studies failed to consider.
Practical and Social Implications– Practical implications include a set of
recommendations to aid agency project managers to undertake and prioritize in order
to better ensure project success.This research hopes to serve as reliable study, source
and recommendation for aid agencies which are undertaking various aid projects with
severe constraints such as lack of resources, experience or knowledge.
Originality, Value and Contribution – Few papers have attempted to compare
and determine the relationship and degree of influence of the key success factors of
aid agency projects. The study hopes to serve as a catalyst for more aid-related project
management literature in the future.
TABLE OF CONTENTS
TABLE OF CONTENTS V
LIST OF TABLES IX
LIST OF FIGURES XI
CHAPTER ONE INTRODUCTION 1
1.1 Research Background and Motivation. 1
1.2. Research Gaps and Their Importance. 2
1.3 Lack of Project Management Literature on General Foreign Aid Projects. 2
1.4 Complexities Facing Aid Projects. 3
1.5 Research Objectives. 4
1.6 Research Procedure. 5
1.7 Research Structure. 6
CHAPTER TWO LITERATURE REVIEW 7
2.1 Aid Agencies. 7
2.2 Aid Projects. 7
2.3 Key Success Factors. 8
2.4 Relationships between Dimensions. 14
2.4.1 Top Management Support and Project Implementation. 14
2.4.2 Top Management Support and Stakeholder Support. 15
2.4.3 Top Management Support and Commitment of the Project Team. 15
2.4.4 Project Implementation and Stakeholder Support. 16
2.4.5 Project Implementation and Commitment of the Project Team. 16
2.4.6 Stakeholder Support and the Commitment of the Project Team. 17
2.5 Top/ Senior Management Support. 18
2.5.1 Clear Policies. 19
2.5.2 Selecting the Right Project Team. 20
2.5.3 Good Coordination and Human Relations. 20
2.6 Project Implementation. 21
2.6.1 Clear Objectives and Scope. 21
2.6.2 Project Planning. 22
2.6.3 Project Risk Management. 23
2.7 Stakeholder/ Client Support. 24
2.7. Alignment with Clients. 24
2.7.2 Effective Consultation with Clients and Stakeholders. 25
2.7.3 Financial Support/ Adequate Funding/ Resources. 25
2.8 Goal Commitment of the Project Team. 26
2.8.1 Communication, Monitoring and Feedback. 26
2.8.2 Training. 27
2.8.3 Networking and Teambuilding. 28
2.9 Situation Literature Review. 29
2.9.1 Situation # 1: The Need for Social Capital 30
2.9.2 Situation # 2:.Committing to a Human Rights-BasedStrategy. 30
2.9.3 Situation # 3: Forming Partnerships with other Sectors of Society. 31
2.9.4 Situation # 4: Accountability and Code of Ethics. 31
2.9.5 Situation # 5: Project Sustainability. 32
2.9.6 Situation # 6: Effective Disaster Management Plan. 33
2.9.7 Situation # 7: Efficiency in Logistics. 34
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 35
3.1 Research Model. 35
3.2 Framework Validation. 37
3.3 DEMATEL (Decision Making Trial and Evaluation Laboratory). 38
3.4 ANP Methodology (Analytical Network Processing). 40
3.5 DEMATEL-ANP Model. 41
3.6 Questionnaire Design. 43
3.7 Sampling Plan. 52
CHAPTER FOUR RESEARCH RESULTS 55
4.1 DEMATEL Results. 55
4.2 DANP Results. 60
4.3 Strategies Applicable to the Study. 67
CHAPTER FIVE CONCLUSION AND SUGGESTIONS 69
5.1 Discussion. 69
5.1.1 Interrelationships of Criteria. 69
5.1.2 Strategic Alternatives. 71
5.2 Academic and Managerial Implications. 77
5.3 Comparison of Result with other Aid Related Literature. 81
5.4 Research Limitations. 82
5.5 Suggestions for Future Research. 83
Appendix 1: Survey 94
Appendix 2: Original Impact Matrix of each Individual Expert 119
Appendix 3: Original Individual Expert Responses for the Strategy Survey 124
LIST OF TABLES
Table 2-1 Various Key Success Factors of Project Management in the Corporate, IT and Manufacturing Sectors 9
Table 2-2 Various Key Success Factors of International Development Project 11
Table 2-3 Proposed Dimensions and Criteria for Key Success Factors in Aid Agencies 13
Table 3.1 DANP Pair-wise Influence Evaluation Questionnaire 44
Table 3.2 Situation for Analysis 49
Table 3.3 List of Experts to be Interviewed, Their Qualifications and Aid Agencies They Work for 52
Table 4-1 Sample of DEMATEL and ANP Respondents 55
Table 4-2 Average Impact Matrix – DEMATEL Survey 56
Table 4-3 Total Impact Matrix – DEMATEL Survey 57
Table 4-4 Criteria Influence – DEMATEL Survey 58
Table 4.5 Total Influence Matrix: Dimension Level 61
Table 4-6 Unweighted Super matrix of the DANP Process 61
Table 4-7 Transposed Unweighted Super Matrix of the DANP Process 62
Table 4-8 UnweightedSupermatrix: Dimension Level of the DANP Process 63
Table 4-9 First order of the Weighted Supermatrix in the DANP Process: 64
Table 4-10 Eighth order of the weighted super matrix of the DANP process: 65
Table 4-11 Final results and rankings of the DANP Process: 66
Table 4-12 Results of the Strategic Survey: 68
Table 5-1 Recommendations to Aid Agency Projects 78
LIST OF FIGURES
Figure 1-1. Research procedures 5
Figure 2-1.Relationships between the 4 dimensions of project success in aid projects 18
Figure 3-1.MCDM hierarchal framework 35
Figure 3-2. DEMATEL ANP process 43
Figure 4-1. DEMATEL Relationship Map 59
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