Critical Success Factors
Critical Success Factors for International Projects
MASTER COURSE – “International business development“
International Project Management
Faculty of economics, Nis, Serbia
ESC, Clermont-Ferrand, France
Marko Jeremic
E-Mail: marko.jeremic@gmail.com
International Development Project environment is far more complex than domestic projects in industrialized countries. The World Bank Group 's data and other evidence suggest high incidents of challenged international development projects. There are many internal and external, visible and invisible factors that influence the environment and create a high amount of risk in accomplishing the project objectives. This essay elaborates a conceptual framework for international development project management and the characteristics of international development projects, which should be taken into consideration during the project initiation and project planning phases in order to enhance project success. The international development project environment poses special problems for the project managers due to inherent characteristics. The World Bank Group 's data (World Bank, 1999) and other evidence suggest high incidents of challenged international development projects.
Here, we identify the factors that cause completed or in progress international development projects to be challenged. The factors have been classified into ten categories based on their nature. These cover issues of:
• political,
• legal,
• cultural,
• technical,
• managerial,
• economical,
• environmental,
• social,
• corruption and
• physical.
1. Political Factor
Political factors refer to issues at the national level and regional level including inconsistency in policies, laws and regulations and political instability. From development project 's perspective, these factors contribute to an environment of uncertainty on return of capital investment. In most of the instances, the probability of occurrence of political factor
MASTER COURSE – “International business development“
International Project Management
Faculty of economics, Nis, Serbia
ESC, Clermont-Ferrand, France
Marko Jeremic
E-Mail: marko.jeremic@gmail.com
International Development Project environment is far more complex than domestic projects in industrialized countries. The World Bank Group 's data and other evidence suggest high incidents of challenged international development projects. There are many internal and external, visible and invisible factors that influence the environment and create a high amount of risk in accomplishing the project objectives. This essay elaborates a conceptual framework for international development project management and the characteristics of international development projects, which should be taken into consideration during the project initiation and project planning phases in order to enhance project success. The international development project environment poses special problems for the project managers due to inherent characteristics. The World Bank Group 's data (World Bank, 1999) and other evidence suggest high incidents of challenged international development projects.
Here, we identify the factors that cause completed or in progress international development projects to be challenged. The factors have been classified into ten categories based on their nature. These cover issues of:
• political,
• legal,
• cultural,
• technical,
• managerial,
• economical,
• environmental,
• social,
• corruption and
• physical.
1. Political Factor
Political factors refer to issues at the national level and regional level including inconsistency in policies, laws and regulations and political instability. From development project 's perspective, these factors contribute to an environment of uncertainty on return of capital investment. In most of the instances, the probability of occurrence of political factor
References: 1.The Project Management Institute Inc., A Guide to the Project Management Body of Knowledge, Third edition, 2004. 2. Kwak Y.H., Critical Succes Factors in International Development Project Management, CIB 10th International Symposium Construction Innovation and Global Competitiveness, Cincinnati, Ohio, 2002. 3. World Bank, 1999. Annual Review of Development effectiveness, 2000.