The project management practices used in development projects: reflections from Tonga.

Abstract

The study explores the project management practices and examines the use of project management framework in development projects in Tonga. This study draws on the experience of Tongan public servants, project stakeholders and donor representatives to reveal the nature of project management practices. It argues that these project management practices must be informed by the cultural values and traditions of the social context. Through the use of two methodological approaches, talanoa and convergent interviews, data was gathered from project staff, civil servants and donor agency representatives in three countries, Tonga, Fiji and New Zealand. The kakala framework was used as a binding mechanism for this study that facilitated a more dynamic and representative approach to research. It was used to view and interpret the research process through a Tongan cultural lens. Furthermore, it is used as a framework to provide culturally authentic nuances for understanding and conceptualizing the PLC framework from a Tongan perspective. The findings show a fragmented understanding and application of project management practices in development projects. At the macro level, there are issues with synthesizing systems to coordinate projects. Moreover, structural differences in project management frameworks inhibited practices within the three main stages of the project cycle, namely, planning, implementation, and evaluation. At the micro level, there were project management practices absent in the specific project stages. Furthermore, it was found that the practices used failed to acknowledge the cultural traditions and ways of knowing of Tongan participants. The contributions of this research and their implications apply to the areas of project management theory, development policy and research design. I argue that there is a need to shift the project management paradigm and have it be informed by the worldviews and ideologies of recipient countries. I suggest a merging of hard and soft project models – a middle ground that appreciates technical tools and frameworks and is adapted to fit the philosophical assumptions of the individuals enacting the project management practices.