Required changes to the project management cycle to facilitate participatory rural development

Abstract

The project management cycle is traditionally utilized in identifying, planning and implementing rural development projects in developing countries. This cycle does not allow for the participation of extension workers and farmers in the decision-making process involved. Typically, their participation is confined to the implementation phase of this cycle. The authors regard it as a ‘top down’ approach to rural development.

Key weaknesses of the project management cycle are highlighted by the process involved in establishing an Arabica coffee project in Northern Thailand. This project illustrates the dysfunctional impact of planning a project upon assumptions, rather than upon field data, farmer consultation and an assessment of farmer needs particularly during the planning phase of the project.

The rolling planning process developed by IFAD and currently used in the Thai-German Highland Development Project is considered more compatible than the project management cycle for applying participatory rural development. This process enables the incorporation of a ‘bottom up’ extension programme planning and implementation methodology. This methodology includes problem census, problem-solving and consensus budget meetings with farmers and requires measurement of resource utilization on farms and by farming households. Since this extension methodology is farmer-centred the authors consider that farmer participation increases in the decision-making at the planning as well as implementation phases of a project. Through increased participation comes farmer commitment and the rapid adoption of relevant new technology.