"Process" approaches to economic and social development appear to be more flexible and offer greater prospects of success than traditional "project" methods. Addressing questions raised by the different natures of the two approaches, this book examines development projects through experience in water-resources development in India and in organizational learning by a Bangladeshi NGO. Inter-agency contexts are discussed in the setting of an aquaculture project in Bangladesh and in the setting of agriculture and natural-resources development in Rajasthan, India. Finally, the role of process monitoring is explained in the context of policy reform, with illustrations from forestry in India and land reform in Russia.