Projectization

Over-projectization of the national budget, combined with weak aid management capacities undermine comprehensive policy implementation, weakens coordination and increases costs of delivery.

Projectization means that all 'staff and office costs asociated with implementing a project are charged to projects through a time-allocation concept' (IOM, 2010b). Thus, unlike other IGOs, IOM cannot balance activities flexibly within a large regular budget. In practice, projectization implies that IOM is conducting those and only those activities that will definitely be financed by guaranteed project contributions from concrete donors.

Critics of aid suggest that projectization of aid, conducive to targeting specific diseases, remains a problem to long-term institutional and organizational development, especially in the areas of health and education.

However, in construction projects partial projectization is most common. In the partial projectization structure functions of critical importance to the project (e.g. engineering and construction) are assigned to the project management team.

On the basis of this criterion, five new product development (npd) structures have been identified by Larson and Gobeli (1985, 1988), ranging from functional (lowest degree of projectization), to project team (highest degree of projectization).

In Peters' view, projectization revolves around corporate changes to turn traditional profit center organizations into temporary projects with dedicated teams, appointed project leaders, and fixed deadlines.

Corporations have differing levels of projectization; that is, the extent to which their business is based on projects and the degree the project way of working pervades practice within the corporation.