Date of Conferral
2022
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Kenneth Gossett
Abstract
With the growing number of international development projects not meeting the triple constraint requirements every year, organizational leaders exceed their budgets and increase schedule delays. Some project managers lack strategies to minimize the negative impact of these constraints, resulting in projects that exceed their budgets and have more delays. Grounded in the theory of constraints, the purpose of this qualitative multiple-case study was to explore strategies project managers use to reduce the negative impact of the triple constraints of cost, schedule, and scope on international development projects. The participants were five project managers from five different global development companies. Data sources included semistructured interviews with participants and research articles from the Project Management Institute knowledge database. The collected data were analyzed using a five-step thematic analysis process. Three themes emerged—(a) scope management, (b) stakeholder management, and (c) project management planning—yielded six strategies for managing international development projects. The key recommendations for project managers are to manage the project scope properly, communicate with key stakeholders, and adequately plan the project and its transition. Implications for positive social change include improving project management industry practices, adapting to cultural differences, increasing business profitability, and creating a safer work environment.
Recommended Citation
Bond, Syreeta S., "International Development Project Strategies to Reduce the Negative Impact of Triple Constraints" (2022). Walden Dissertations and Doctoral Studies. 12928.
https://scholarworks.waldenu.edu/dissertations/12928
