Project Management Essentials in developing/Emerging markets Author: Ivo Arrey Mbongaya African Centre for Community and Development Workshop: Business and Development Ideas for Startups, SMEs, NGOs, graduates, women and the general public. Organized by African Centre for Community and Development. 5th to 7th of March, 2019 Limbe, Cameroon.

1. Project Management Essentials in
developing/Emerging markets
Author: Ivo Arrey Mbongaya
African Centre for Community and Development
Workshop: Business and Development Ideas for Startups, SMEs, NGOs,
graduates, women and the general public.
Organized by African Centre for Community and Development.
5th to 7th of March, 2019
Limbe, Cameroon.

2. Presentation Focus
• This presentation seeks to justify the need to embrace and enforce project
management tools in order to sustain and replicate projects and businesses within
the contexts of developing and emerging markets.
• It sees project management as that unifying factor that can bring diverse
instruments together in order to arrive at a strategic and positive outcome or
result depending on the goal of the intervention or business.
• It also sees project management as an evolving science with multiple links to other
disciplines hence a trans-boundary tool that can be invaluable to shaping the
business and development climate in developing and emerging markets. In this
light , attention was given to the fact that project management despite its
somewhat rigidity in application, is a science sometimes practiced by accident or
as an incident of operations that are not necessarily within the realms of project
management.
• The presentation thus sees in the contexts of Africa, Asia or Latin America, that
essentials of project management are invaluable in designing and sustaining
projects and businesses today and this trend is bound to accelerate judging from
the rapid population increase and the needs within developing and emerging
countries. To understand this , a better understanding of projects and
emerging/developing markets is needed.

3. Understanding what is a project…
• In the context of this presentation the Project Management Institutes
definition of a project as “ a temporary endeavor undertaken to create a
unique product, service or result” has been adopted. This has arguably no
violent contradictions of project definition according to Wikipedia which
goes thus “Project management is the practice of initiating, planning,
executing, controlling, and closing the work of a team to achieve specific
goals and meet specific success criteria at the specified time”.
• One can safely say both definitions are united by the words “temporary
endeavor”, “specified time” as well as “unique product” and “specific
success criteria”. Therefore projects go hand in hand with available
resources which are generally scarce and in full recognition of external
environments and forces which can be technological, cultural, political,
social, economical or even natural. They go with the realities and needs or
objectives/goals of an intervention hence have a context with which they
operate within emerging and developing markets.
• This can be fully understood with an elucidation of key pillars of the
architecture of developing and emerging markets.

4. Defining Emerging and Developing
Markets/countries
• According to Wikipedia ““A developing country (or a low and middle income country (LMIC), less developed
country, less economically developed country (LEDC), or underdeveloped country) is a country with a less
developed industrial base and a low Human Development Index (HDI) relative to other countries. However, this
definition is not universally agreed upon. There is also no clear agreement on which countries fit this
category. A nation's GDP per capita compared with other nations can also be a reference point…”.
• Meanwhile an emerging market or country still based on Wikipedia “ is a country that has some characteristics
of a developed market, but does not satisfy standards to be termed a developed market.[ This includes
countries that may become developed markets in the future or were in the past. The term "frontier market" is
used for developing countries with smaller, riskier, or more illiquid capital markets than "emerging".[The
economies of China and India are considered to be the largest emerging markets.[According to The Economist,
many people find the term outdated, but no new term has gained traction.”
• It is clear that from both definitions these markets are mediated by scarcity of resource s, high levels of needs,
growth tools, governances, economic devices etcetera that constantly interplay explicitly and implicitly with
each other hence warrant effective project management devices to arrive at positive outcomes within
organizations, communities, projects or businesses.
• Also by the very nature of these markets there is ample evidence to justify that the degree of needs far
outweighs the project management capacities locally hence justifying the need to vulgarize and valorise project
management across diverse sectors and sub-populations as well as to triangulate data for replication which is
vital in creating an enabling environment for sustained growth and development or for investing. See Project
Management for Development in Africa: Why Projects Are Failing and What Can Be Done About It . Article in
Project Management Journal 43(4) · DOI: 10.1002/pmj.21281

5. Key Features of Developing and Emerging
Markets…
• Low levels of access to financing..
• Low levels of training in specialized fields including project management
• High levels of poverty
• Low levels of infrastructural development
• High aid dependency levels
• Emerging middle class with spending power
• Conflicts in understanding and implementing interventions. For example between projects and programmes or
between time bound projects and processes.
• 21st century and the emergence of start ups, incubators /accelerators as key elements of the investment arena.
• High levels of wastes or duplication
• Powerful line ministries and issues of governances
• High needs for partnerships
• High needs in areas of industrialization
• High levels of natural resources and corresponding threats of conflicts
• High levels of growth in some countries and in some sectors.
• High management gaps in both private and public sector interventions and institutions
• High population growth rates
• Need for the triangulation of data and local situational intelligence.
• Vertical and horizontal inequalities

6. Key Elements of Project Management
Project
Ideation
Project
design
Project
financing
Project
Implementation
Monitoring
and
Evaluation
Project
Revision and
New Projects

7. Why do we need project management essentials in
developing/emerging markets? A look into the anatomy/definitions of
developing /Emerging Markets.
• To design interventions that will meet financing criteria , will be sustainable or guarantee return on investments (ROI). This will
improve the financing landscape, create employment and sustain growth.
• To curb duplication of projects in resource scarce countries prone to conflicts , inequalities and poverty. Despite the fact that aid has
been linked to strategic interests of donor countries, it is also considered as tax payers’ money hence must be accounted for. (See
Duplication of effort across Development Projects in Nigeria: An example using the Master Health Facility List. Published online
2018 Sep 21. doi: 10.5210/ojphi.v10i2.9104 )
• To better implementation of development and other projects especially where skilled labour and technological knowhow is limited or
lacking. This however does not negate the need to include local skilled resources in the delivery of projects.
• To curb aid dependency that many see as an unending cycle and encourage new instruments like impact investing, ESG, corporate
social responsibility or SDGs frameworks. Aid dependency theory argues that stakeholders design projects that end up being
programmes or processes in order to be financed continually. While this is not always true especially in areas where needs are many,
it is arguably necessary to differentiate between a project and programme or process on design so as to avoid the subtle and explicit
interferences of these instruments on project result. It takes project management expertise to do this hence the need for the device
in the implementation of businesses and projects in developing and emerging markets.
• To design businesses and projects from informed data or situational intelligence. Pre-feasibility/feasibility studies, conceptual and
geographical boundaries and environmental dynamics are all needed in designing and sustaining projects in developing and
emerging countries. While innovative solutions have been registered without this premise in some areas, it is invaluable to use local
needs, data on technological and other gaps in designing businesses and projects. This helps to reduce fiduciary and other risks and it
is only sound knowledge /practices of project management that can ensure this. Here it must be noted that project management
knowledge is considered as a group of theories and a set of practices.
• To better delivery of projects and businesses as emerging and developing markets are affected by policy decisions from powerful line
ministries usually disconnected from sectors and also affected by bureaucracies and the absence of transparency.. In this light
monitoring and evaluation tools like error reporting, field or stakeholder analyses can help in recalibrating projects/businesses or in
creating start ups or incubators.

8. Why do we need project management essentials in
developing/emerging markets? A look into the anatomy/definitions of
developing /Emerging Markets.
• To build a healthy workforce that can work in the increasingly lucrative developing and emerging economies.
Project management is vital in doing businesses , in working in projects and in transitioning from informal to
formal economies. Africa for example is witnessing more investment flows into the continent and more project
managers will help in creating necessary enabling environment for project or business implementation.
• To help in narrowing vertical and horizontal inequalities. This is possible with designing projects that have a
measurable social impact. (See Benefits of Carrying out Social Impact Assessment or Evaluation: A Critical
Reflection. Published Online in
https://www.academia.edu/11579667/Benefits_of_Carrying_out_Social_Impact_Assessment_or_Evaluation_A_Cr
itical_Reflection ).
• Gender gaps in employment in Africa and in many Asian countries, can be curbed with participatory tools within
design and implementation of projects or businesses or even in the establishment of partnerships between
organizations. This however must not exclude understanding of local contexts or cultures or the built in
environment. This calls also for flexibility which it must be stated does not mutate the time-bound nature of
classical projects into processes.
• Cost benefit analyses are better understood and implemented with knowledge in project planning and
management. Lack of such knowledge has frequently led to over costing or under costing of operations hence
project or business failures. See Ahsan, K. & Gunawan, I. (2010). Analysis of cost and schedule performance of
international developmental projects. International Journal of Project Management, Vol. 28, No. 1; pg. 68–78 .
• Project management essentials will help to better understanding of stakeholders, power relations etcetera and
spur collaboration and partnerships. Arguably partnerships and the cooperative agenda is stunting in many parts
of the developing and emerging world because of a culture of “do it all alone” which in many ways is exacerbated
by lack of financing and suspicion or poor laws and governances which do not allow for legal guarantees on
property and personal rights during and after business or project interventions. See Stakeholder power analysis
Published Online in http://www.policy-
powertools.org/Tools/Understanding/docs/stakeholder_power_tool_english.pdf

9. How can project management essentials be a major
feature in the life of developing and emerging
markets?
Project
Management
Essentials
Impact
Investing
Financing
SMES and
NGOs
Making Project
Management
Essentials
Affordable
Business to
Business
partnerships.
North/South
Cooperation
Good
governances
Vocational
training
Diagram ©2019 Ivo Arrey
Mbongaya. All rights reserved.

10. How can project management essentials be a
major feature in the life of developing and
emerging markets?
• Through the financing and development of vocational training centres and universities that integrate project management as a core
pillar of their training. More people will thus qualify in the long run in related fields.
• Via the financing of non-governmental organizations and SMEs to integrate project management as a core aspect of in-house
human resource development. With project failures and low institutional capacities in these markets, NGOs /SMEs etc are
struggling to execute some projects.
• Via capacity building in project management. This can be an essential element of North/South cooperation or of national
government policies that should ensure that project management frameworks are integrated in the operations of ministries and
sectors. This will not only create liaisons between sectors, it will cut bureaucracies and unaccountability as projects will be easily
monitored and evaluated, replicated or discarded.
• Via business to business collaborations and partnerships that result in harmonized core project management principles and
essentials in the operations of the partnerships or collaborative instrument.
• By making project management affordable to ordinary people. Many of whom are living below 2.5 US dollars a day and cannot
afford the sums that are needed for training stakeholders in project management essentials. This may call for public subsidization
of certain programmes or the introduction of project management as a course in High School or GCE Advanced Levels. This will act
as a push factor in the later adoption of project management as a career option by youths.
• Via impact investments into the educational sector in places like Africa with high levels of youth unemployment and a rapid growing
economy. More trained work force betters business delivery.
• By documenting all project management practices or theories locally and internationally into data banks that can be accessed
electronically and that can be used remotely where it is necessary in order to embed the industry locally. This also calls for investing
in ICTs and modern technologies including block chain etc that are increasingly being adopted in the delivery of certain projects.
• By reforming governances to ensure that local experts, situational intelligence and financial stakeholders work in win win ventures
for their respective gains. This entails legal guarantees on intellectual, property and personal rights of investors and all other
stakeholders functioning within ecosystems where project management and businesses are carried out. In developing and emerging
markets , it may also need democratic reforms, gender and youth inclusion in governances as well as environmental stewardship.

11. Conclusion
• Project management essentials are vital in the contexts of developing and
emerging countries. It is vital to differentiate projects from programmes or
processes as it is useful to avoid unnecessary duplication of projects which lead to
wastes in markets that have little access to many resources or are prone to
conflicts. Project management is necessary to reduce vertical and horizontal
equalities as it can help shape more inclusive design of businesses and
projects/policies in developing countries. With new models like ESG or impact
investing or with the increase in cash flows towards Africa and other parts of the
emerging /developing markets, project management will offer the necessary tools
for implementation, monitoring, evaluation and sustaining industries, sectors
etcetera and in guaranteeing return on investments. This will work well with better
governances, partnerships, research and investments in vocational training,
information and communication technologies as well as in local situational
intelligence. This means working with local and international stakeholders for the
delivery of projects and businesses that will impact. This is possible and strategic in
order to spur growth in the global economy, increase employment possibilities for
youths and other sub-populations including women, fight global inequality and the
accompanying threats as well as for better delivery of businesses in developing
and emerging markets and the globe.

12. Bibliography
• AusAid. 2000. The logical framework approach: stakeholder analysis. AusAid - The Australian
Government’s Overseas Aid Program. www.ausaid.gov.au/ausguide/ausguidelines/1-2-6.html
• Ahsan, K. & Gunawan, I. (2010). Analysis of cost and schedule performance of international
developmental projects. International Journal of Project Management, Vol. 28, No. 1; pg. 68–78
• Access to Finance Sub-Saharan Africa . Published online in
https://www.ifc.org/wps/wcm/connect/e8ea2e004149f9f48008a39e78015671/For+Print+E+FY13+
highlights.pdf?MOD=AJPERES
• Asare, B A. 2017 Project Management for Developing Countries: Back to Basics Dama International
Journal of Researchers (DIJR), ISSN: 2343-6743, ISI Impact Factor: 0.878 Vol 2, Issue 4, April, 2017,
Pages 05 - 09, Available @ www.damaacademia.com
• Bendell, J. 2000. Terms for Endearment: Business, NGOs and Sustainable Development, Greenleaf
Publishing, Sheffield
• Gow and Morss, 1988 The Notorious Nine: Critical Problems in Project Implementation. World
Development. Vol. 16, No. 12, pp. 1399-1418,
• Rondinelli, D. A. (1976). Why development projects fail: problems of project management in
developing countries. Project Management Quarterly, 7(1), 10–15.
• ESG and impact investing: an emerging business driver . Published online in
https://www.ey.com/Publication/vwLUAssets/EY-ESG-and-impact-investing-an-emerging-business-
driver/%24FILE/EY-ESG-and-impact-investing-an-emerging-business-driver.pdf

13. Bibliography
• Special Issue : Why Do Projects Fail in Africa?.Article in Journal of African Business 15(3):151-
155 ·DOI: 10.1080/15228916.2014.956635 .
• Kaliba, C., Muya, M. & Mumba, K. (2009). Cost escalation and schedule delays in road construction
projects in Zambia. International Journal of Project Management, Vol.27, No. 5; pg.522–531
• Projects and project management in emerging economies. Published Online in
https://www.ipma.world/projects-and-project-management-in-emerging-economies/
• Rohantha et al, 2007. Managing Large Projects in Emerging Markets VIKALPA • VOLUME 32 • NO 3.
Published Online in https://journals.sagepub.com/doi/pdf/10.1177/0256090920070307
• Okoro. C. 2016 Diverse Talent: Enhancing Gender Participation in Project Management. Procedia -
Social and Behavioral Sciences Volume 226, Pages 170-175
• Educational issues and business opportunities in Africa with Arrey Mbongaya Ivo Published Online
in https://www.youtube.com/watch?v=6lLdwwViz3s
• How Africa can maintain the flow of investments with Arrey Mbongaya Ivo
• Invest in Africa 2015. Published Online in
http://www.un.org/en/africa/osaa/pdf/pubs/2015investinafrica.pdf

14. Author (Ivo Arrey Mbongaya)

15. ©2019 African Centre for Community and Development. All Rights Reserved.