Evidence-Based Scope for Reducing ‘Fire-Fighting’ in Project Management: The Global South Experience

Obuks A. Ejohwomu, Samuel Adeniyi Adekunle () and Clinton O. Aigbavboa
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Obuks A. Ejohwomu: Aerospace and Civil Engineering, the University of Manchester
Samuel Adeniyi Adekunle: University of Johannesburg
Clinton O. Aigbavboa: University of Johannesburg

A chapter in Proceedings of the 24th International Symposium on Advancement of Construction Management and Real Estate, 2021, pp 967-977 from Springer

Abstract: Abstract Fire-fighting is a challenge faced by most project managers globally. However, most research efforts on the deepening of our understanding of project management problems have been limited to the global north, which makes it ineffective to generalize prescribed solutions. Adopting a cross-section survey strategy this study analysed instruments from 38 participants with largely project management designation from different industries in Africa and Asia. The data obtained established some similarities and differences between project management problems in the north and south. The project management practice in the global south is plagued by organizational and external factors as against the global north which is plagued majorly by organizational factors. One key implication of the finding is the need to pay more attention to the contextual project attributes like location and culture in the management of projects.

Keywords: Project management problems; Project governance; Global south; Project management fire fighting (search for similar items in EconPapers)
Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-981-15-8892-1_68

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DOI: 10.1007/978-981-15-8892-1_68

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