Project management case study e - Essay Example

The ministry of health and family planning began pursuing a nation with a sustainable population since the year 1990. Implementation of many projects to achieve a reduce fertility rate were carried out, the activities include inauguration of family planning day, the distribution of contraceptives, and public health awareness. The project carried out in the most expected successful way turned ineffective for fifteen years. The reason behind the explanation included, facts that Malagasy women despised the use of family planning with only two percent using the service by 2005 and in Kenya in AIDS testing initiatives (Sylvester n.d). World Bank sponsored a program where the rapid results approach implementation required undertaking by Robinson implementation strategy.

The implementation carried out to reduce rice shortage in the country; unfortunately, it spiked riots in the country. The project received less success, but after revision, through a consultation with the rapid result initiative team the government reached n amicable solution. Lalao or Norolaolao Rakotondrafara known as the director of family planning in Madagascar. Rapid result mainly initiative used in the implementation of the objective, where the san of the project remained at 60-120 days.

The projected required implementation in three phases ; phase one include the prelaunch of the project, while phase two consisted of the launching process, lastly, phase three composed of the implementation process. The ideas behind any phase designed to reduce the chances of barriers to optimal performance of the project (Nadim& Morgan, 2011). Pre-Launch, the creation of ownership and engagement According to the progress of the initiative, the citizens of Madagascar were unable to make progress but required assistance from an external source.

The reason behind the explanation was that the citizens had a gap in knowledge and techniques as a whole. The people of Madagascar stubbornness to accept change and abilities derailed of rapid result initiative. The reason behind the explanation was that the donor provided an explanation where implementation was unachievable or complex. The plan of the implementation of such projects consisted complex processes that encompassed difficult procedures that lacked implementation. The reluctance of public workers to implement the project based on lack of additional pay.

The problem of the project implementation received resistance from the managerial staff, as they required credit. The prelaunch of the project faced many controversies. Managerial staff led by Lalao, least believed in the implementation of rapid result initiative. The committee including the rapid initiative result coach and Lalao resulted in rapid result initiative implementation in Madagascar. The implementation received criticism from many, but the two worked for a mutual interactive position (Kleim & Ludin, 2012).

Launch: team commitments The implementation of raid initiative approach in Madagascar received attacks from many believing that the objectives lacked sense. The launch of the initiative had two objectives where one required achievement in less than a hundred days. The government emphasis required the support of application of country knowledge and experience as well as identification of opportunities. The government f Madagascar preferred autonomy and