How Localisation Can Shape Better Project Management in the Context of Africa

by Moses Wanami

When one looks at project management parameters (Scope, budget, quality, and timelines) and principles, all that strikes thereabout is that it is a concept synonymous with the advent of colonialism and at best foreign concept that requires one to study through formal education. The aspect of Project management is not such a foreign concept, what is foreign here is the linguistic operationalization which ought to be demystified.

In the African context, a lot of social, political, and economic interventions during pre-colonialism are cited in the African folklore, traditional practices like marriage, circumcision, burying, migration, coronation of leaders, dowry and just to mention a few were momentous events (projects). These projects involved planning, and execution within set timelines, scope, budget, and quality. It is rare and unheard of such vices and mega multi-practices like mediocre quality, lack of accountability, corruption, shoddy work, or dissatisfaction by stakeholders. 

With this in mind, what went wrong with the status of project management? It is common to hear such vices as injuring the vulnerable and taking advantage of beneficiaries i.e., rape and sodomizing children, women, and girls who are beneficiaries especially those put under common structures like children’s homes. All these vices were quite taboo and rarely witnessed. Therefore, how can Africa localize project management to shape better management?

The importance of localization of projects cannot be overemphasized, the benefits outweigh the reverse thoughts. Localization in essence is not just about translating terms/concepts into local languages, but in real perspective is how to incorporate the African value system into the project management which in turn will increase the reach, effectiveness, and accountability. 

The continued undermining of local approaches to project management and execution is the worst tragedy and a demonstration of insensitivity displayed by elites and foreign backups. How can we domesticate all aspects of project management?

Cultural Sensitivity

In traditional African society, events and projects were executed under strict traditional guidelines. It was not limited to emergencies or certain seasons, there were clear structures i.e., who should be in charge, what resources should be applied, and where the authority is supposed to be drawn from. Society has well-planned personnel to conduct the project based on age factors and status in society. What was the purpose of these structures? This underscores the importance of buy-in, acceptance, and unequivocal support. It also promoted accountability at best.

Therefore, a localized project in this essence will be promoted under societal values, partnerships, funding for sustainability, and capacity strengthening through an inherent succession model that is firmly entrenched, coordination and complementarity, process/policy influence, leadership, and participation. 

Design, Implementation, and Impact.

Localising a project means that the project will adapt local pathways i.e., people-centered design, mapped to local ecosystems, seasons, thought processes, norms, values, and political blessings. Events and projects that are executed traditionally are well respected and sacred. It is believed that community members understand their problems very well, and they have an inherent ability to think through sustainable solutions. Therefore, the technical persons for any given project should be local experts, they ought to be involved in the scoping study, and ideation, with the view of generating bespoke interventions. 

Governance.

The very key principle in the implementation of a project. Therefore, the localization of projects implies adopting local governance structures that are firmly restrictive but ruthlessly productive. Bearing in mind that the traditional value system does not permit or allow mediocrity, corruption, selfish tendencies, or personal aggrandisement, then obviously the local governance structures will guarantee inherent accountability, quality, respect, justice, fairness, equality, equity, and most importantly satisfaction of beneficiaries and other stakeholders seamlessly. 

Project’s Constraints.

Scope: – In most typical scenarios, going by modern scientific methods of project management; the scope of a given project is subject to resources, geographical elements, etc. When localised, the scope of the project will be holistically implemented and mostly not conform to modern restrictions. This will ensure end-to-end accomplishment while aligning with the needs of the affected person or living a mark. 

Budget: – The beauty of localised projects is that it has community blessings, therefore, pooling resources is natural, voluntary, cohesive, participatory, fair, and sustainable. The community structures are wittingly aligned, future-oriented, and accountable.

Timelines: – A local intervention is designed and executed in a way that is robust and exhaustive. A community-led project is aligned with the seasons appropriately, well-crafted, and adheres to risk measures with instincts. 

Quality: – The community value system is handed down with far long ramifications on quality assurance. This has been a generational heritage primed on specific elders/people, therefore by localising a project, there are factual instinctive quality factors governed by norms, instinct, value systems, and cultural reward systems. With such in place, it is quite sensible that there are community transferable parameters that will guarantee quality, enhance safety, and connect patterns that are tightly aligned with community systems. 

Behaviour, and Communication Change (BCC)

The greatest hindrance that bedevils most projects is behaviour and communication change. It is not always easy to adopt foreign concepts, lifestyles, and ways of doing things. We can attest that a lot of resources have been channelled into the development and delivery of this component. When one carries on a cost-benefit analysis, it will point to the fact that the simplest approach is not to intervene in a way to change the mindset, but rather apply fewer resources in the localization process. There is evidence to the fact that localisation has been fruitful, cost-effective and precisely compared to a full throng BCC intervention. In conclusion, a well-known singer, Charlie Chaplin sang a song with poetic words – you often do not see my tears and that it does not mean that I do not cry, but I made a solemn decision to cry during the rainy season. Indeed, if stakeholders could focus on transforming project management by not only translating into local languages but also adapting local value systems, then the many challenges we have witnessed for decades could hardly be heard of in the 21st century.