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Project facilitation as an active response to tensions in international development programmes

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dc.contributor.author Lannon, John
dc.contributor.author Walsh, John N.
dc.date.accessioned 2021-04-13T10:47:00Z
dc.date.available 2021-04-13T10:47:00Z
dc.date.issued 2020
dc.identifier.citation Lannon J. & J.N. Walsh (2020) 'Project Facilitation as an active response to tensions in international development programmes'. International Journal Of Project Management, 38 (8):486-499. en_US
dc.identifier.uri http://hdl.handle.net/10344/9993
dc.description peer-reviewed en_US
dc.description.abstract This paper examines the tension within international development programmes between traditional task-oriented approaches to development and the wider view of programmes as sites for adaptability and learning. It characterises it as a set of inter-related tensions between recursive and adaptive tendencies that exist at individual actor, programme and institutional levels. Drawing on a multiple interpretive case study of partnership based programmes between an international non-government organisation and local partners in three countries, it looks at how these tensions play out in practice. Based on the findings, it proposes an active response to the tensions called project facilitation. This is an adaptive and co-created process that incorporates local experience and practice based knowledge to achieve strategic goals, while utilising recognised project management practices to achieve agreed outcomes. By adopting active responses to the tensions that exist within programmes it offers greater potential for effective delivery of long term benefits than the more typical defensive response strategies. Project facilitation is consistent with the social constructionist view of programmes and programme management but broadens our understanding by emphasising the need to actively consider how the tensions inherent in programmes are responded to. en_US
dc.language.iso eng en_US
dc.publisher Elsevier en_US
dc.relation.ispartofseries International Journal of Project Management;38 (8), pp. 486-499
dc.subject international development en_US
dc.subject programme management en_US
dc.subject partnership en_US
dc.subject non-governmental organisations en_US
dc.subject adaptive management en_US
dc.subject tensions en_US
dc.subject project facilitation en_US
dc.title Project facilitation as an active response to tensions in international development programmes en_US
dc.type info:eu-repo/semantics/article en_US
dc.type.supercollection all_ul_research en_US
dc.type.supercollection ul_published_reviewed en_US
dc.date.updated 2021-04-12T17:13:08Z
dc.description.version PUBLISHED
dc.identifier.doi 10.1016/j.ijproman.2020.06.002
dc.contributor.sponsor IRC en_US
dc.rights.accessrights info:eu-repo/semantics/openAccess en_US
dc.internal.rssid 2989842
dc.internal.copyrightchecked Open access under a Creative Commons license https://doi.org/10.1016/j.ijproman.2020.06.002
dc.identifier.journaltitle International Journal Of Project Management
dc.description.status peer-reviewed


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