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1、Availableonlineatwww.sciencedirect.comInternationalJournalofProjectManagement28(2010)68–78www.elsevier.com/locate/ijpromanAnalysisofcostandscheduleperformanceofinternationaldevelopmentprojectsa,*bKamrulAhsan,IndraGunawanaDepartmentofManagement,FacultyofBusin
2、ess,AucklandUniversityofTechnology,PrivateBag92006,Auckland1142,NewZealandbDepartmentofMechanicalandManufacturingEngineering,AucklandUniversityofTechnology,PrivateBag92006,Auckland1142,NewZealandReceived19June2008;receivedinrevisedform20January2009;accepted1
3、0March2009AbstractThisstudyfocusesoncostandscheduleissuesofinternationaldevelopment(ID)projects.ThroughempiricalanalysisweexamineIDprojectcostandscheduleperformanceandthemainreasonsforpoorprojectoutcome.Welookat100projectsthataresponsoredbytheAsianDevelopmen
4、tBankandhostedbyseveralAsiancountries.Thestudyidentifiesthatmostlateprojectsexperiencecostunderrun–anunusualcostandschedulevariationrelationinprojects.Furtherweidentifytherootcausesofprojectdelayandcostunderrun.ResearchfindingswillbenefitIDprojectprofessionals,
5、organizationsandtheIDprojectbodyofknowledge.Thestudycanbeextendedtoanalyseotherdevelopingcountryprojectssponsoredbydifferentdonors.Ó2009ElsevierLtdandIPMA.Allrightsreserved.Keywords:Internationaldevelopmentproject;Projectperformanceanalysis;Costandschedule;Ca
6、usesofdelay1.Introductioncernedwithsoftissueslikesocialorhumandevelopment[1,p.364].ThesoftobjectivesofIDprojectsareusuallymuchPublicsectordevelopmentprojectsorprogramsspecifi-lessvisibleandmeasurablecomparedtoindustrialorcom-callydesignedforeconomicandsocialn
7、eedsofdevelopingmercialprojects.TheintangibilityofIDprojectobjectivescountries,usuallyfinancedbyadonorareknownasinter-anddeliverablesraiseaspecialchallengeinmanagingandnationaldevelopment(ID)projects.Theseprojectsareevaluatingprojectsthatrequireadaptationofth
8、eexistingeitherimplementedbyrecipientgovernmentsunderabilat-projectmanagementbodyofknowledge[2,p.74].eralagreementwiththedonorcountry,orthroughanOneimportantcharacteristicofmostIDprojectsisthe‘i
