The Project Management Paradox: Reconciling Internal Monitoring Excellence with External Donor and Political Pressures in Sierra Leone

Abstract

In the international development sector, project success is often viewed through the lens of technical efficiency. However, in resource-constrained environments like Sierra Leone, project managers face a “paradox” where high internal managerial competence is often undermined by external systemic pressures. This study utilizes data from 200 stakeholders in Nongowa Chiefdom to evaluate the interplay between leadership, Monitoring and Evaluation (M&E) systems, and external influences. Findings indicate that while M&E is ranked as the #1 determinant of success, its effectiveness is hampered by donor reporting burdens and elite capture. Surprisingly, the study finds that high political interference correlates with high project effectiveness, suggesting that political “buy-in” is a functional necessity in the local governance landscape.