SlideServe
Télécharger Obtenir Pro
Menu
Accueil Pro
Préférences
ApparenceLight Aide et commentaires
© SlideServe · v2026

UNDERSTANDING EXCEPTIONAL PROJECTS

brita avatar
brita
9 diapositives · 228 Views · Jul 15, 2014

This report, presented at the ARRI Learning Event in Rome, analyzes evaluations of 54 projects from 31 countries, aiming to identify factors leading to exceptional project outcomes. It highlights that since 2002, about half of projects reviewed were rated 'moderately satisfactory'. Key findings reveal that context, design, and management critically influence project success, particularly in fragile states, where good management and design significantly contribute to positive results. The study emphasizes the importance of adapting to local contexts and improving managerial quality in project implementation.

#understanding exceptional projects #understanding exceptional projects ppt #powerpoint #presentation
UNDERSTANDING EXCEPTIONAL PROJECTS - slide 1
01 / 9UNDERSTANDING EXCEPTIONAL PROJECTS
1 / 17

Télécharger la présentation

UNDERSTANDING EXCEPTIONAL PROJECTS
Une image / un lien ci-dessous est fourni (tel quel) pour télécharger la présentation

Politique de téléchargement : le contenu du site vous est fourni TEL QUEL pour votre information et votre usage personnel ; il ne peut être vendu, concédé sous licence ni partagé sur d’autres sites sans l’accord de son auteur.Le contenu vous est fourni TEL QUEL, pour votre information et votre usage personnel uniquement. Téléchargez la présentation en cliquant sur ce lien. Lors du téléchargement, si vous ne parvenez pas à télécharger une présentation, l’éditeur a peut-être supprimé le fichier de son serveur.Pendant le téléchargement, si vous ne parvenez pas à obtenir une présentation, le fichier a peut-être été supprimé par l’éditeur.

F I N

Plus de contenu associé

Transcription de la présentation

  1. UNDERSTANDING EXCEPTIONAL PROJECTS 2013 ARRI LEARNING EVENT Rome, 20 September 2013

  2. INTRODUCTION • Since 2002, around half of projects evaluated by IOE have been rated as ‘moderately satisfactory’ overall. • What factors explain the smaller proportion rated as either exceptionally good or exceptionally poor? • In particular, what explains good projects in fragile states and poor projects in middle-income countries (MICs)?

  3. METHOD • Largely based on an analysis of a purposive sample of evaluations of 54 projects in 31 countries, plus interviews. • Explanatory factors separated into 3 groups: - context (where?) - design (what?) - management (who?) • Recognise limitations of the study.

  4. Findings - CONTEXT • General country classifications (MIC, LDC, etc.) explain little. • More poor projects, and fewer good projects, in fragile and conflict-affected situations (FCS) and in countries with low country performance ratings (CPR). • Strong association between factors in difficult contexts: good projects generally had good designs and good management.

  5. Findings – DESIGN • 93% of poor projects had poor designs. Only 21% of good projects had poor designs. • Common design criticisms: - poor fit with the context. - over-complexand over-ambitious. • 5 out of 6 exceptionally good projects with poor initial designs had good quality project management.

  6. Findings - MANAGEMENT • 90% of poor projects had poor management. • Common management criticisms: - problems with project staff. - weak implementation partners. - lack of sufficient IFAD support early on. - weak monitoring and evaluation. • Quality of project management team/director strongly associated with good or poor results.

  7. CPM INTERVIEWS • Quality of project management team and quality of implementing institution is key. • Understanding and fitting projects to the context is important, especially in fragile, post-conflict and post-emergency situations. • Quality of design has improved. Management and early implementation support now needs more emphasis.

  8. SUMMARY • Context, design and management all matter. Strong association between factors in all situations. • FCS are more challenging, but can be offset by good design and management. • Project design has improved but persistent flaws are still being identified. • Quality of project management, and early implementation support, are key.

  9. ISSUES FOR DISCUSSION • Is there sufficient emphasis on the quality of project management? • Is IFAD’s policy and practice in fragile and conflict-affected situations sufficiently different? • How can the design and management capacity in middle-income countries be better accessed and deployed?