ABSTRACT
This case simulation describes the relationships between the field workers of a development project in Pakistan and their supervisory managers in the local USAID mission and their firm’s home offices in Washington. The case has three purposes. First it intends to demonstrate the political and technical issues of managing a project, the objective of which was to monitor and evaluate other projects. Monitoring and evaluation of projects by USAID, World Bank and other donors is a large and important area of practice. Second, the case provides important issues for discussion in the area of development business: bidding, winning and executing projects in increasingly high-risk countries and regions of the world. Third, the case intends to generate discussion of the rewards and risks of different management options to mitigate personnel, security and political problems that arose during the execution of the project. It should be considered as an educational tool providing an incomplete set of facts to force decisive actions. In that context, it is a case study of issues and problems that are likely to be found on a prototypical development project in a fragile state.
