The 2030 Agenda on Sustainable Development advocates for innovation for inclusive development. It is a fundamental issue to make progress within South African and globally. When one considers how to improve on the lack of success we have had so far, there are many areas of possible focus. This study looks at the management of innovation for inclusive development projects. These projects are complex. They harness science, technology and innovation to achieve a more inclusive and sustainable society. Their execution remains challenging despite models and tools to manage project complexity. The study focusses on how complexity exerts an influence on the management of these projects. It concurs with the literature that time, cost, and scope are inadequate measures on their own to assess complex project management performance. It seeks relevant measures of performance that can expand the triple constraint model to deal with complexity. To build a theory on the issues of concern, I use the lens of a project as a complex and adaptive temporary organisation. My qualitative study focuses on five projects within the Department of Science and Innovation in South Africa. It collects data from project management personnel, users and sponsors involved in these projects. The informants assist me in understanding the practise and processes of project management organisation and subsequent performance management. The study collects secondary data from various archival records. It uses the Gioia approach to analyse and interpret the data systematically and rigorously. The study contributes to complex project management theory, an evolving field. It expands existing knowledge by demonstrating how complexity influences the organisation of project management. It highlights how the plurality of stakeholders influences the definition and prioritisation of project goals. The prioritisation informs the allocation of resources, a task that is laden with conflict. The stakeholders establish a temporary organisation. The organisation has a unique identity, defined by the collective values of the stakeholders. Its governance is flexible, inclusive and responsive and embraces Ubuntu. Flexibility enhances its response to fluid and unpredictable changes in its context. The study underscores that learning is critical to the continuous improvement of the management of these projects. The stakeholders must recognise different ways of knowing to learn from each other. The findings stress technology appropriateness and its influence on organising project management. Technology itself might be exclusionary and marginalise other stakeholders within the temporary organisation. It shows the link between project management organisation and performance measurement. It highlights how complexity influences the selection of measures of performance. It proposes a four-dimensional model to expand the triple constraint measures. The dimensions are process, scope, context and good governance. The findings recommend further research to 2 understand how complexity influences the management of innovation for inclusive development projects.

Thesis (Ph. D.)--University of Missouri-Columbia, 2002. / Typescript. Vita. Includes bibliographical references (leaves 97-102). Also available on the Internet.

Thesis (Ph. D.)--University of Missouri-Columbia, 2002. / Typescript. Vita. Includes bibliographical references (leaves 97-102). Also available on the Internet.

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Under the current results-driven development agenda, sound evaluation, and a corresponding evaluation toolkit, need to be in place to examine whether and to what extent development interventions have achieved their targeted objectives and results, and to generate lessons for further development learning and improvement. My review of the literature shows that innovative and appropriate evaluation approaches are needed to address key challenges in evaluation such as the tension between learning and accountability objectives, the need to unpack the mechanisms linking outputs and outcomes or goal, and to add an actor perspective. Irrespective of project type, the Logical Framework Approach (LFA) is often a standard requirement of major official donor agencies on projects they fund, so as to fulfil bureaucratic imperatives. However, it is often considered inadequate in addressing key challenges in development evaluation. Given the dominant status of the LFA with such strong support from donors, it is helpful to seek a ‘middle way': a combination of the LFA with other approaches in order to address some of its inadequacies, while satisfying donor agencies' requirements. A synthesis of the LFA and Outcome Mapping (OM) is one such option. This thesis explores the practical value and usefulness of a synthesis model empirically. Applying the model in two case study aid projects, I found that it serves well as a theory-based evaluation tool with a double-stranded (actor strand and results chain) theory of change. The model helps reconcile learning and accountability and add explanatory power and an explicit actor perspective. It also helps establish causation and enable attribution claims at various results levels with its different elements. The model has some limitations but my results suggest it can be usefully adopted. The choice of its application depends on project evaluation context and purpose in specific cases.

Thesis (Ph. D.)--University of Texas at Austin, 2002. / Vita. Includes bibliographical references. Available also from UMI Company.

Thesis (Doctorat de 3éme cycle)--Université Francois Rabelais, 1986. / Title varies slightly for vols. 3-4. Includes bibliographical references (v. 3, leaves 504-660).

Thesis (Ph. D.)--University of Wisconsin-Madison, 1984. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 203-211).

Thesis (Ph. D.)--University of Massachusetts at Amherst, 1989. / Typescript. Includes bibliographical references (leaves 441-465).