The discipline of project management has got into new areas over time, but core problems like delay and cost overrun continue to be there. In the international development projects like those related to poverty alleviation, managing projects is much more complex. This article tries to understand the project management practices followed in the implementation of international development projects. Based on the comparative study of four projects—Participatory Approach to Human and Land Development (PAHAL, Rajasthan), Drought Prone Area Programme (DPAP) watershed projects, Rajasthan District Poverty Initiative Project (DPIP, Rajasthan) and Sujala (Karnataka)—the article finds various problems ranging from interorganizational conflicts, lack of interdepartmental coordination, fund-crunch, frequent changes in implementation guidelines, etc. Delay in progress was invariably found and progress was made through diluting quality. The main reason behind this was the dynamic nature of interventions and rigid project design. By adding a flexible organizational design for managing international development projects, rather than focusing on cost-effective economic structure, the performance can be improved.
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