Can a Process Approach Improve ICT4D Project Success?

Abstract

In studying ICT4D one may develop a sense of scepticism towards the topic, fuelled by high failure rates that have plagued ICT4D practice and the subsequent lack of developmental impacts that such failure implies. It seems that if the impacts of ICT4D are to be realised, changes must be made to the way it is approached and delivered.

Simultaneously, in studying development, one may notice the process approach as a significant alternative to traditional, top-down management; and notice a connection between elements of the process approach and reactions to failure highlighted in the ICT4D literature. This paper thus sets out to answer the question: "Can a process approach increase the likelihood of success in ICT4D projects?"

Through analytical study of four successful ICT4D projects, it finds the presence of the five key elements of a process approach: beneficiary participation; flexible, phased implementation; learning from experience; institutional support; and programme management. Pushing the use of a process approach further, we find that "success" and "failure" should not be used as single, cross-sectional, final judgements. Instead, they should be seen as multiple, contingent and passing; and as a basis for learning.

From this perspective, ICT4D projects should look for successes – solution relevance, opportunities for capacity-building, and sustainability. Those can be delivered by taking a dynamic, holistic view – summarised in the ICT4D Process Approach Wheel – that frames ICT4D management as an ongoing interconnection of the five process elements.

The paper ends with some specific recommendations for ICT4D project practice.