<p>International aids, which target socio-development in developing and/or underdeveloped countries, are generally undertaken through projects. These projects, which are named as international development projects (IDPs), are financed mainly by multilateral and bilateral development agencies. However, management of these projects, which have less tangible objectives and deliverables, differ drastically from traditional industrial-commercial project types, that have more tangible objectives and deliverables. Moreover, the intensive investments on IDPs have not yielded the expected progress yet. Therefore, ensuring a successful IDP management through the satisfaction of factors that are critical for project success becomes crucial for both sponsoring bodies and receiving countries. Nevertheless, the current literature provides only a limited number of studies, such as studies conducted by Diallo and Thuiller (2004; 2005), Do and Tun (2008), on this subject area. Then, this study following previous studies by Diallo and Thuiller (2004; 2005), Do and Tun (2008), aims to contribute to this gap in the literature through investigating critical success factors (CSFs) for implementation phase of international development projects (IDPs) in Kazakhstan. Not only the applicability of Do and Tun’s (2008) CSFs for IDP implementation phase to IDPs being implemented in Kazakhstan are tested but also a new set of CSFs is generated for the implementation phase of IDPs being implemented in Kazakhstan.</p>

International aids, which target socio-development in developing and/or underdeveloped countries, are generally undertaken through projects. These projects, which are named as international development projects (IDPs), are financed mainly by multilateral and bilateral development agencies. However, management of these projects, which have less tangible objectives and deliverables, differ drastically from traditional industrial-commercial project types, that have more tangible objectives and deliverables. Moreover, the intensive investments on IDPs have not yielded the expected progress yet. Therefore, ensuring a successful IDP management through the satisfaction of factors that are critical for project success becomes crucial for both sponsoring bodies and receiving countries. Nevertheless, the current literature provides only a limited number of studies, such as studies conducted by Diallo and Thuiller (2004; 2005), Do and Tun (2008), on this subject area. Then, this study following previous studies by Diallo and Thuiller (2004; 2005), Do and Tun (2008), aims to contribute to this gap in the literature through investigating critical success factors (CSFs) for implementation phase of international development projects (IDPs) in Kazakhstan. Not only the applicability of Do and Tun’s (2008) CSFs for IDP implementation phase to IDPs being implemented in Kazakhstan are tested but also a new set of CSFs is generated for the implementation phase of IDPs being implemented in Kazakhstan.

Purpose: This research intends to shed a light in the practice of project portfolio management in the non-traditional – although project oriented – aid sector. The research aim is to study the decision-making structures supporting the prioritization of projectsand/or programmes in multilateral organizations, which play a determinant role in the development aid sector. Research Methodology: Through an in-depth and-holistic case study, the empiricalresearch investigated how the UN coordination practitioners perceived the role of thecontext in the implementation of the Delivery as One Approach, which comprehends aset of standards and procedures (SOPs) supporting the management of multiple UN entities at the country level, to enhance effectiveness, efficiency, coherence and impact. A total of 9 semi-structured interviews were conducted with current and former employees in the UN resident coordination office in a range of countries in Africa, LatinAmerica and the Middle East. From the collection of qualitative data, the researchers wereable to grasp the nuances of the data set through the elaboration of templates, which based the further discussion and conclusions of the work. Research Findings: The empirical findings confirmed the relevance of a number of constructs identified in the theoretical framework, defining how the context influences the decision making that takes place in the prioritization of programmes in the development aid sector. Specifically, the results highlight the relevance of the governancestructure, the bounded rationality of decision makers, specific characteristics of the decision, country peculiarities, and the different sources of uncertainty. Moreover, the relationships between these factors were highlighted through a relationship network diagram that clearly identifies the complex interrelations between these factors and theirsub-themes. Research Delimitations and Limitations: The delimitations in this study are characterized as the choices made by the researchers on the parameters considered and mentioned, setting the boundaries for the investigation. From a methodological standpoint, by using the single case study method, the findings and conclusion of the present research applies majorly to the organization studied. Originality / Value: This research advances the portfolio management literature on the field of international development aid and expands the understanding of how the aspects of this unique environment influences the decision making of assigning priorities to projects and programmes. Furthermore, the research draws attention to the different sources of uncertainties originating from the context, inherent of these types oforganizations.

This research studies the competencies of International Development (ID) project managers from their perspectives, taking into consideration the contextual factors and the challenges that they face when managing ID projects. The study adopts a constructionist ontological viewpoint and an interpretivist epistemological philosophical assumption. The nature of the research is exploratory with an inductive approach, using qualitative research method. The data was collected through semi-structured interviews with experienced project managers in International Development projects. Template analysis strategy was used to analyse the data. The findings show that contextual factors have a significant influence on the challenges that ID project managers face when managing projects. Contextual factors are operating environment, large network of stakeholders and intangible goals of ID projects. Five challenges were identified as the results of the context, namely stakeholder management challenge, beneficiary needs analysis challenge, the challenge of balancing strategic and operational views, capacity building and training challenge and sustainable funding challenge. To overcome these challenges, seven ID project manager competencies were identified management skills, personal qualities, interpersonal skills, stakeholder engagement skills, capacity building skills, and change management skills. These competencies are found to be interrelated and complementary. While the role and responsibilities of ID project managers were also uncovered during the research, the findings on contextual factors, challenges and competencies help to better understand the ID project manager role and responsibilities. This study makes the contributions from both theoretical and practical point of view. With regards to theoretical contribution, our findings expanded on ID project manager competencies as well as relating them to the context and challenges in ID projects. The role and responsibilities of ID project manager is another theoretical contribution in this study. From a practical point of view, this thesis’s findings would be useful for various organizations who deliver ID projects, particularly human resources management. In addition, it can act as knowledge sharing with ID project managers and help in designing and enhancing educational programmes in ID project management. Overall, this could result in better delivery and overcoming the challenges of International Development projects.