Exploring the Risks of Project Failure in Africa: Contextualizing Certain Cases in Chad

Many development projects in Africa have failed, either partially or completely. Most often, these failures have been understood and interpreted by researchers and development players in terms of a global and striking concept, as phenomena of blockage and/or attachment to secular traditions" of African populations, Assogba (2005) [8]. Applying the principle of pernicious effects with a weberian interactional model (Zidane and Olsson 2017), we realize that project achievements are best understood and interpreted as the product of specific social behavior change. In terms of practical utility, the present study suggests that an interactionist approach to the process of carrying out development projects in Africa would undoubtedly reduce the number of failures or negative effects. Most, almost all development or resilience projects don`t do well in Africa (Montes-Guerra et al, 2015) [5], and particularly in Chad. Yet there is a chance that these projects will succeed if certain aspects of the project management concept are respected. Studies have shown that it is clear that development actors have put much more emphasis on a "management" angle to the detriment of the "development/impact" angle, yet the overall success of a project is both "management success" and "development success". It should also be noted that project failures are not confined to Africa - other countries also experience failures - but in Africa, it's a question of the behavior of donors and project implementers.