Evaluation of implementation phase of rural development projects: A case study from Gujarat, India

Abstract

For their successful implementation, rural development projects need sufficient care with regard to the various organisational options at a fairly early stage in the project cycle. In particular, when there is no previous experience in handling a project—such as a watershed management project requiring a multidisciplinary team for its implementation—a great deal of planning is called for in assembling the team. It is also necessary to spell out the various tasks assigned to each member of the team and to fill key positions with adequately skilled persons. Furthermore, at the higher executive levels, what is critically needed is a reactive capacity to meet unexpected problems and take unplanned action. In addition, the principle of management-by-exception is much more valid in the implementation of rural projects, since critical linkages with external agencies are not always easily made and support from internal staff belonging to various disciplines is not often readily forthcoming. In these circumstances, the chief manager has to look to those areas which are deviating from the normal—or desired—course and take timely and corrective managerial action.