ADDIS ABABA UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

SCHOOL OF COMMERCE

Assessment of the Identified Critical Success Factors in

Real Estate Projects: a case of the selected real estate
company projects

BY: ARSEMA EYASSU

A Research Project Submitted to Addis Ababa University School of

commerce in Partial Fulfilment of the Requirements for the Award of
Master of Arts Degree in Project Management

ADVISOR: SOLOMON MARKOS (PHD)

ADDIS ABABA, ETHIOPIA

JUNE, 2020
 Assessment of the Identified Critical
Success Factors in Real Estate Projects: a
case of the selected real estate company
projects
 DECLARATION
I, Arsema Eyassu, declare that this research project entitled, “Assessment of the Identified
Critical success factors in Real Estate projects” is my original work and has never been
submitted to this university or any other university for the purpose of earning any degree.
This research was made for the partial fulfilment of M.A in Project Management.

Signature: __________________________ Date: __________________

 Statement of Certification

This is to certify that Arsema Eyassu has carried out this project work entitled: “Assessment
of the Identified Critical Success Factors in Real Estate Projects: a case of selected real estate
company project” under my supervision. This work is original in nature and it is sufficient for
submission as the partial fulfilment for the award degree in Masters of art in project
management.

________________________ _______________ _______________

Advisor Signature Date
 Addis Ababa University
School of Graduate Studies

Approval Sheet

This is to Certify that the thesis prepared by Arsema Eyassu, entitled: ‘Assessment of the
Identified Critical Success Factors in Real Estate: a case of selected real estate company
projects’ submitted in partial fulfilment of the requirements for the degree of Degree of
Master of Arts in Project Management complies with the regulations of the University and
meets the accepted standards with respect to originality and quality.

Signed by the Examining Committee:

Internal Examiner: _________________ Signature: ______________ Date:

External Examiner: _________________ Signature: ______________ Date:

Advisor: ___________________ Signature: __________________ Date:

____________________________________________________________________
Chair of Department or Graduate Program Coordinator
 ACKNOWLEDGEMENTS
First and for most, I would like to thank the almighty God. I feel indebted to the team of
people who contributed towards the successful completion of this project. My sincere
appreciation goes to my advisor Dr. Solomon Markos for his support and well-timed
comments throughout the study period. I want to thank my Dad for his support and
encouragement throughout the study period.

I am also thankful to the real estate companies for their consent and cooperation throughout
the making of the research. I am specifically thankful to Ato Kassu Tefera, Ato Hiwot Belay,
and Ms. Tsion for assisting me in distributing the questionnaires and collecting them from
their respective real estates.
 Abstract
Major critical success factors in the real estate construction industry are inputs which will
lead directly or indirectly to project success. The real estate sector has been one of the
fastest-growing segments of the Ethiopian economy and the rapidly changing real estate
landscape in Addis Ababa is one of the more noticeable aspects of the growth recently
experienced in Ethiopia. This paper is aimed to identify and study the critical success factors
which lead to the success of a project and show the extent of the relationship between CSFs
and project performance. The study has used Saqib. M et al's (2008) seven critical success
factors of construction projects, namely Project Management related critical success factors,
Procurement System-related critical success factors, Clients related critical success factors,
Design Team related critical success factors, Contractor related critical success factors,
Project Manager related critical success factors, and Environment related critical success
factors, as independent variables where project success is measured in terms of time, cost,
and quality which are used as dependent variables. A conceptual framework was also
developed using the identified variables for project success. A descriptive research design
was used to assess the critical success factors in the selected real estate development
projects. Primary and secondary data were also used for the achievement of the study.
Primary data was collected using a questionnaire. A total of 37 out of 42 questionnaires were
filled by different members of the projects from both Noah and Sunrise real estate companies.
Descriptive statistics were used to analyse and interpret the data found from the respondents.
Correlation technique was also used to indicate the relationship between the independent and
dependent variables. The findings show that the assessment of the practice level of the
identified factors within the real estate companies resulted in a high level of mean score
values. Moreover, a moderate but positive relationship was observed between project
manager related success factors, project management related success factors, clients related
success factors, and environment-related success factors with project success.
Communication system, a timely decision by the owner, and project manager’s competence
are some of the factors found to be highly practiced and managed within the companies. Yet
some items were given lower ratings as well. Developing an appropriate organizational
structure and training the HR in the skill demanded by the project, project design complexity,
and delays in producing design documents were among the factors to be rated lower than the
rest of the items. Developing a suitable structure which follows the company's strategy and
objectives, hire and train the human resources to the required skill demanded by the project
so that employees improve their performance, and carefully monitoring, having regular
meetings with the design team, and also having a full commitment to the project by both
parties were recommended to improve the weak areas that are displayed in the study for
better performance.

Key Words: Critical Success Factors of projects, project success, Real estates in Ethiopia
 Table of Contents

List of Tables ...................................................................................................................... III

List of Figures ..................................................................................................................... IV
CHAPTER ONE: INTRODUCTION .................................................................................... 1
1.1 Back ground of the study ................................................................................................. 1
1.2 Background of the Organization ...................................................................................... 3
1.3 Statement of the Problem ................................................................................................ 4
1.4 Research Questions ......................................................................................................... 5
1.5 Research Objectives ........................................................................................................ 5
1.5.1 General Objective .................................................................................................... 5
1.5.2 Specific Objectives .................................................................................................. 5
1.6 Significance of the study ................................................................................................. 5
1.7 Scope of the study ........................................................................................................... 6
1.8 Limitations of the study ................................................................................................... 6
1.9 Definition of Terms ......................................................................................................... 7
1.10 Organization of the study............................................................................................... 8
CHAPTER TWO: LITERATURE REVIEW......................................................................... 9
2.1 Introduction ..................................................................................................................... 9
2.2 Theoretical Literature ...................................................................................................... 9
2.2.1 Project .................................................................................................................... 9
2.2.2 Project Management ............................................................................................. 11
2.2.3 Project management processes groups .................................................................. 12
2.2.4 Project management in the construction projects ................................................... 14
2.2.5 Real Estate Industry in Ethiopia ............................................................................ 16
2.2.6 Project success and project management success .................................................. 18
2.2.7 Critical Success Factors in Projects ....................................................................... 20
2.2.8 Relationship between Critical Success Factors and Project Success ...................... 25
2.2.9 Critical success factors in real estate projects ........................................................ 26
2.3 Empirical Literature ...................................................................................................... 27
2.4 Research Gaps ............................................................................................................... 29
2.5 Conceptual Framework ................................................................................................. 30
CHAPTER THREE: RESEARCH METHODOLOGY........................................................ 31
3.1 Research approach and design ....................................................................................... 31
3.2 Data type, source and methods of data collection ........................................................... 31
3.3 Target population .......................................................................................................... 32
3.4 Data analysis and presentation ....................................................................................... 32
3.5 Scale Reliability and Validity ........................................................................................ 32
3.6 Ethical Considerations ................................................................................................... 33
CHAPTER FOUR: RESULTS AND DISCUSSION ........................................................... 35
4.1 Respondents General Information .................................................................................. 35
4.2 Success Factors Ranking ............................................................................................... 36
4.3 Descriptive analysis of Critical Success Factors............................................................. 37
4.3.1 Project Management Related Critical Success Factors ........................................... 38
4.3.2 Procurement System Related Critical Success Factors ........................................... 39
4.3.3 Clients Related Critical Success Factors ................................................................ 40
4.3.4 Design Team Related Critical Success Factors ....................................................... 42
4.3.5 Contractor Related Critical Success Factors ........................................................... 43
4.3.6 Project Manager Related Critical Success Factors .................................................. 43
4.3.7 Environment Related Critical Success Factors ....................................................... 45
4.4 Project Success .............................................................................................................. 47
4.5 Relationship between CSFs and Project success ............................................................ 48
CHAPTER FIVE: SUMMARY, CONCLUSION, AND RECOMMENDATION ................ 51
5.1 Summary ....................................................................................................................... 51
5.2 Conclusion .................................................................................................................... 52
5.3 Recommendation........................................................................................................... 53
Reference ............................................................................................................................ 55
Appendix ............................................................................................................................ 62
 List of Tables
Table 2.1 Project critical success factors in a projects life cycle…………………………….23

Table 2.2 Summary of literature reviews on critical success factors (CSFs)………………...24

Table 3.1 Reliability statistic…………………………………………………………………33

Table 4.1 Respondents general information………………………………………………….35

Table 4.2 Success factors ranking……………………………………………………………37

Table 4.3 Interpretation of mean score values…………………………………………….....38

Table 4.4 Project management related success factors……………………………………....38

Table 4.5 Procurement system related success factors……………………………………….40

Table 4.6 Clients related success factors……………………………………………………..40

Table 4.7 Design team related success factors……………………………………………….42

Table 4.8 Contractor related success factors…………………………………………………43

Table 4.9 Project manager related success factors…………………………………………...44

Table 4.10 Environment related success factors………………………………………..……45

Table 4.11 Summary of critical success factors……………………………………...………46

Table 4.12 Project success assessment……………………………………………………….47

Table 4.13 Interpretation for correlation values…………………………………….………..49

Table 4.14 Correlation analysis………………………………………………………………49

III
 List of Figures
Figure 2.1 Graphical Visualization of the Success………….………………………………..20

Figure 2.2 Conceptual Framework That Shows the Relationship between Critical Success
Factors and Project Success………………………………………………………………….30

Figure 4.1 Values of the Correlation Coefficient…………………………………………….48

IV
CHAPTER ONE: INTRODUCTION
1.1 Back ground of the study

Ethiopia has been one of the fastest-growing economies in Africa in the last two decades in
all economic sectors. Among the many areas, the construction industry is one of the sectors
that has shown countless progress. It is the second largest industry next to the agricultural
sector in terms of employment: with more than two million people currently working in this
sector. The government has been pumping millions of dollars into the housing construction
sector which has been a reward for both local and foreign building contractors (World atlas,
2017).
The development of the construction industry is a key indicator of economic performance in
developing countries. The development industry provides a significant amount of the gross
domestic product (GDP) of the countries and employs a substantial proportion of the working
population (Megha & Rajiv, 2013).
Numerous projects have turned around Ethiopia’s economic decline, particularly within the
city of the capital of Ethiopia. Currently, due to high demands in the construction sub-sectors,
Addis Ababa's construction has grown and it has influenced other regional cities, making
investors take more steps and actions in expanding their business throughout the country.
Furthermore, this has helped Ethiopia to be a major contributor to Africa's economic
evolution (Alliance experts, 2017).

Real Estate and Construction are two of the eighteen sectors according to which Ethiopia‘s
national income (GDP) statistics are reported. These two sectors together accounted for 14.9
percent of GDP in the year 2008/09, with a real estate covering 9.1 percent and construction
covering 5.8 percent. According to GDP sector data, the real estate and construction sector
grew, in real terms, by an annual average of 14.1 and 10.4 percent per year respectively in the
past five years to 2008/09, which is somewhat above the average annual growth rate of real
GDP during this period (Access capital, 2010).

As has been cited earlier, the real estate sector has been one of the fastest-growing segments
of the Ethiopian economy. Indeed, Ethiopia wouldn't have registered double-digit economic
growth within the past years had it not been for the expansion of this sector and also the
closely affiliated construction sector.

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Real estate development (property development) involves purchasing a tract of land,
determining the marketing of the project, developing the building program and design,
obtaining the necessary public approvals and financing, building the structure, then leasing,
managing, and ultimately selling it (Prathamesh. P and Satankar, 2015).

It is a business process, including activities that range from the renovation and re-lease of
existing constructions to the purchase of raw land and the sale of developed land or parcels to
others (Wikipedia, 2020).

The ever-changing real estate construction in and around Addis Ababa is one among the more
visible aspects of the growth recently experienced in Ethiopia. The types of construction
range from large residential extensions growing at the city borders to building new office
complexes and government-built condominiums being constructed in the city locations.
Despite all this new construction activity, Addis Ababa, like most developing country
capitals, holds large shanty areas and slum-like settlements scattered across the city. But still,
the sub-set of city dwellers that are now part of the formal real estate market has expanded
from a small base and are likely to do so for the foreseeable future (Access Capital, 2010).

Many real estate construction enterprises in all countries encounter many difficulties and
challenges. However, the issues facing the construction industry in developing countries are
significantly more fundamental, more serious, and more complex. In developing countries,
these difficulties and challenges sit alongside the overall situation of socio-economic stress,
chronic resource shortages and general inability to deal with the major success factors (Ofori,
2013).

According to Meredith and Mantel (2000), the factors considered critical for the success of a
project are different for different types of projects and industries while emphasizing that these
factors have a very important influence on the success of the project and therefore the
organization.

The real estate–development decisions generally consider only the financial aspects of the
projects while other factors also contribute to the successful completion of projects. So in that
notice, the study tries to identify those key areas, also known as critical success factors that
are important for the effective completion of real estate projects.

2
1.2 Background of the Organization
Residential homes and neighbourhoods built by real estate developers are now becoming
increasingly common ever since the first large-scale development was initiated by the pioneer
in this sector, namely Ayat Real Estate. At present, the dominant real estate developers for
residential villa homes include Ayat Real Estate, Sunshine Real Estate, Ambassador Real
Estate, Trancon Real Estate, Gift Real Estate, Enyi Real Estate, Country Club Developers,
Flintstones Homes, and Zenebe Frew Real Estate to name a few (Access Capital, 2010).
Among the many real estate companies, Sun Rise and Noah Real Estate are used for this
study.

Sunrise real estate is a local venture established in 2004, for the sole purpose of investing in
property development. Besides real estate development, the group runs a Grade 1
construction firm, engages in import and equipment rental services and embarks on
diversifying into the hospitality industry through constructing four and five star designated
hotel facilities that will franchise globally reputed brand. The company has so far constructed
ten spectacular G+2 luxury villas for sale and rental purposes in Nifas Silk sub-city.
Moreover, the sunrise neighbourhood of summit comprises 34 units of G+1 luxury
townhouses that are made available for rental purposes. The study will focus on their new
residential apartments, summit site, which is still under construction and its hope to be
finished this year. Construction of the total eight blocks of B+G+6 (Type 1), G+6 (Type 2),
and G+9 (Type 3) apartment building have been factored as part of the ongoing phase of
developing the Summit neighbourhood whose entire superstructure has been substantially
completed. Each of the apartments spans a 650-meter squares plot of land (a total of 48,000
Sq.m) and the buildings accommodate 284 housing units excluding the dedicated commercial
service centers located in their basement.

Noah Real Estate PLC was established in 2013 and has since delivered 5 residential and 4
commercial mid to large scale projects, with additional 7 projects under development at
various sites in Addis Ababa. Among those projects, the study will focus on the Goro site
with 3 project types, namely: Noah Garden Phase I, having a plot area of 9,000Sq.m,
developing a G+4, 200 residential apartments, Noah Garden Phase II, planning to build 1,400
residential apartments on 24,000Sq.m area, and Noah Terrace apartment that is developing
360 residential apartments on 15,00Sq.m, all having a construction period of two years.

3
The final objective of every business is to attain success. However, variation is observed in
the definition of success depending on the external factors and company strategies. Because
the construction industry is project-based, the success of construction firms are concluded by
project success to a large extent (Prathamesh. P and Satankar, 2015).

1.3 Statement of the Problem

It has been stated above that the construction industry has been one of the largest job creators
and extremely competitive sector in Ethiopia. However, the progress of the sector seems to be
declining from time to time. It has become common to observe stand-still roads,
condominiums, and real estate projects in and around all cities of the regions of the country.
These failures are directly or indirectly related to failure to identify success factors. Thus, the
high number of project failures suggests the existence of underlying major critical success
factors that have not been identified (Garbharran. H et al, 2012).

Kerzner (2009) suggests that an organization’s goals may not be achieved if attention is not
paid to critical aspects like project complexity, requests for changes in scope, financial
planning, project risks, technological changes, and organizational restructuring, to name a
few. To Barcaui and Quelhas (2004), all of these factors place project management in a
strategic position within organizations because the efficient implementation of projects may
be the path by which organizations can reach their strategic goals and obtain the most
effective possible results.

Mamaru et al (2017) also assert that Ethiopia is one of the developing countries which cannot
achieve its construction project goals due to a lack of adherence to different major success
factors. As critical success factors create an enabling environment for the project to survive in
the first place, they are also key areas where things must go right for the business to succeed.
Even knowing that certain tasks would positively leverage others for the overall execution of
the project, it's quite overwhelming getting the project team to focus on these key areas in a
project (Rockart, 1979).

Similar kinds of problems have been encountered on the selected real estate projects. Those
were schedule slippage because of a design issue that has been adjusted after the desi gn was
already finished and also regarding the material delay, the political aspect of the country
which makes it impossible to import raw material, lack of experienced human resource both

4
on the technical and non-technical aspect of the project especially in the management aspect
and competency of project managers.

In this context, the objective of this paper is to identify the critical success factors and
understand the correlation between those factors as cited in academic papers, and its impact
on the success of a project. To meet this goal, the concept of success is analysed, and the
critical factors are then defined and identified through the application of a questionnaire to
specialists from the selected real estate projects.

1.4 Research Questions

1. What are the critical success factors in the real estate development projects?
2. At what level are the identified success factors being practiced?
3. How do the identified critical success factors related to project success?

1.5 Research Objectives

1.5.1 General Objective

The general objective of the study is to assess the critical success factors in real estate
projects in the selected real estate development firms.

1.5.2 Specific Objectives

o To identify the critical success factors for real estate construction projects.
o To show the level at which they are practicing those success factors.
o To show the relationship between the identified critical success factors and project
success.

1.6 Significance of the study

Knowing Critical success factors is a valuable supplement for the successful completion of
any project, it increases the likelihood of project success. So the result of the research will
create awareness among the top management and project owners of what kind of activities
can contribute to project success and how they can handle their project more effectively to
increases the rate of project success. The study will also inform real estate project owners
about which criteria are being practiced at their project company.

5
The results of this research will add to the scarcely available information about critical
success factors and establish a basis for future researchers who would like to pursue a study
in the area of key performance indicators and project success.

1.7 Scope of the study

The scope of the study emphasized on assessing the critical success factors in real estate
projects regarding the selected real estate companies. Those real estate companies are located
and operate in Addis Ababa city. Critical success factors were adopted from a study by
Saqib.M et al (2008): project management factors, procurement-related factors, client-related
factors, design team-related factors, contractor-related factors, project manager related
factors, and environment-related factors. Project success was measured in terms of time, cost
and quality specification. The real estate companies were chosen deliberately by the
researcher for they are convenient in both geographic location and availability of data. A
quantitative approach was used where data was gathered in the form of questionnaires from
the selected real estate companies.

1.8 Limitations of the study

The scope of the study is limited to only two real estate companies from among many real
estate companies found in Addis Ababa because some real estate companies were reluctant to
provide the necessary data to fill out questionnaires. This makes it difficult to generalize the
result of this study to every real estate project in the city. Therefore, there is a need for a more
detailed study in the area for a better understanding of critical success factors in the real
estate sector. Moreover, due to the current pandemic (Covid-19) in the country, it was hard to
get a larger population because most employees were forced to stay at home from their work.
The other point that can be taken as a limitation is the study being purely based on the
perception of project team members and therefore it did not view from the buyer’s
perspective. Thus it is recommended that other researchers undertake such studies examining
the same variables using more real estate companies from both perspectives.

6
1.9 Definition of Terms
Project Success- is the completion of a project within the allocated time, within the budgeted
cost, at the proper performance or specification level, with acceptance by the customer/user,
with minimum or mutually agreed upon scope changes, and without disturbing the main
workflow of the organization (Kerzner, 2009).

Critical Success Factors- are those inputs to the management system that leads directly or
indirectly to the success of the project or business; increasing the likelihood of success
(Mamaru et al, 2017).

Project Management related Success Factors- are the practices experienced in the
companies and actions used by project managers and team members to plan and execute their
construction projects to maximize the project’s chances of success (Saqib. M et al, 2008).

Procurement System relates Success Factors- focus on the procurement system used by
companies and factors that define the scope of procurement as the framework within which
construction is brought about, acquired, or obtained (Saqib. M et al, 2008).

Clients/Owners related Success Factors- are one party from different parties that are
involved in building construction projects, which are mostly the source of the budget for a
project. These are factors concerned with client characteristics, client type, and experience
(Saqib. M et al, 2008).

Design Team related Success Factors- focuses on factors consisted of design team
experience, delays, and complexity. Those parties play a vital role in the project as their work
involves from inception to completion on a project (Saqib. M et al, 2008).

Contractor related Success Factors- are one of the main parties in any construction
industry. Those factors focused on variables including contractor experience, contractor’s
cash flow and the effectiveness of cost control system, site management, supervision and
involvement of subcontracting, and speed of information flow (Saqib. M et al, 2008).

Project Manager related Success Factors- focuses on factors consisting of the skills and
characteristics of the project managers, their commitment, competence, experience, and
authority (Saqib. M et al, 2008).

Environment-related Success Factors- are all external influences on the construction

process, including social, political, and technical systems (Saqib. M et al, 2008).

7
Real Estate- is a business process, encompassing activities that range from buying the land
and coordinating the building of properties from scratch or renovation of existing buildings to
the sale of developed land to others (Wikipedia, 2020).

1.10 Organization of the study

The research is organized into five chapters. The first chapter is the introduction section
containing the background of the study and the organizations under study, statement of the
problem, research questions, and research objectives, significance of the study, the scope of
the study, limitation of the study, and definition of terms. The second chapter is the literature
review, dealing with the kinds of literature related to the study. A conceptual framework is
also developed. The third chapter is the research methodology, containing the research
approach and design, data type, source and methods of data collection, the target population,
data analysis and presentation, scale reliability and validity, and ethical considerations. In the
fourth chapter, which is data analysis and interpretation, the data gathered will be analysed,
and the findings of the study will be discussed and interpreted. Chapter five or the last
chapter is the summary, conclusion & recommendation which will conclude, summarize, and
make recommendations for further research based on results found.

8
CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction

In this section of the paper, literature on project, project management, construction projects,
and the real estate industry in Ethiopia, and critical success factors in construction and real
estate projects are reviewed. Literature related to project success are also reviewed to give the
best theoretical aspect for this report. Finally, a conceptual framework for the study was
developed.

2.2 Theoretical Literature

2.2.1 Project

Despite the existence of various definitions of what a project is, all of them describe similar
project characteristics: defined start and end; specific purpose or objectives; a series of
complex or interrelated activities; a limited set of resources (Steiner, 1969).

The Project Management Institute (2013) defines a project as a temporary endeavour

undertaken to create a unique product or service. The temporary nature of projects indicates
that a project has a particular beginning and end. The end is reached when the project’s
objectives are achieved or because its objectives cannot be met, or when the demand for the
project no longer exists.

The outcome of the project may be tangible or intangible. Although repetitive elements may
be present in some project deliverables and activities, this repetition does not change the
fundamental, unique characteristics of the project work. For instance, office buildings are
often constructed with the same or similar materials and by the same or different teams.
However, each building project remains unique with a specific location, different designs,
different circumstances, and situations (PMI, 2013).

An ongoing work effort is generally a repetitive process that follows an organization’s

existing procedures. In contrast, due to the unique nature of projects, there may be
uncertainties or differences in the products, services, or results that the project creates. Project
activities can be new to members of a project team, which may necessitate more dedicated
planning than other routine work (Ibid).

9
A project, as defined by Wysocki, Beck, and Crane (2000), is a sequence of unique, complex,
and connected activities having one goal or purpose that has got to be completed by a specific
time, within budget, and according to specification. This can be distinguished from a routine
set of activities or daily operations which are intended to be a continuous process without a
planned end. Projects are also characterized by general attributes such as the purpose, life
cycle, uniqueness, interdependencies, and conflict (Meredith J. R & Mantel Jr., 2000).

Merna and Al-Thani (2008) also defined a project as a unique investment of resources to
achieve specific objectives, such as the production of goods or services, to make a profit, or
to provide a service for a community. A key characteristic of projects is the role played by a
key actor named as the project manager. While the project manager is necessary to the
process of project management, s/he is only as good as the project team s/he leads. Thus, it
might be an underestimation to advocate that the success or otherwise of a project depends
solely on the project manager.

Wysocki. R. K. (2014) said in his book, to place projects into perspective, you need a
definition: a common starting point. Only too often, people call any work they have to do a
“project.” Projects have a very specific definition. If a set of tasks or work to be done does
not meet the strict definition, then it cannot be called a project. He continues, to be called a
project, an undertaking must meet a specific set of conditions. If an undertaking meets those
conditions, then it must follow the prescribed project management methodology defined by
the organization. He also states Projects arise out of unmet needs. Those needs might be to
find a solution to a critical business problem that has evaded any prior attempts at finding a
solution or those needs might be to take advantage of an untapped business opportunity.

Some scholars considered that oftentimes project involves large, expensive, unique, complex,
and high-risk ventures which are required to be completed within a particular date (time),
involving money (cost), deliverable values (quality), and some expected outcomes (Atkinson,
R, 1999). It can be understood from existing studies that each project must have well-defined
objectives and adequate resources to accomplish the tasks. Meanwhile, Olsen, P. R (1971)
also states that a project is also a combination of human and non-human resources pulled
together during a temporary organization to achieve a specified purpose.

In this context, a project generally combines a start and end date; constituted of specific goal
or target; involves series of complex activities; denotes that plans could deviate if not manage
properly, and all tasks must be completed within budget and time.

10
2.2.2 Project Management

According to Atkinson (1999), there have been many attempts to define project management.
Olsen (1971), has written an article on to what extent project management actually can be
defined. A definition from the 1950s is that project management is to use a set of tools and
techniques to direct the usage of different resources to accomplish a unique, complex, and
one-time task within constraints of time, cost, and quality.

The UK Association of project management in 1995 (as cited by Atkinson, 1999), states
project management as planning, organizing, monitoring and controlling all parts of a project
and that all involved in the project are motivated to achieve the project goals safely and
within the stated time, cost and performance. The Project Manager is the one responsible for
its team achieving this (Atkinson. R 1999).

Many companies misunderstand the project management concepts and consider project
management as more behavioural than a quantitative subject. However, Kerzner (2009)
argues Project management can mean different things to different people and that through all
these definitions, the suggestions of project management being successful according to the
criteria of cost, time, and quality remains.

The growth and acceptance of project management have changed significantly over the past
forty years, and these changes are expected to continue well, especially in the area of
multinational project management. The growth of project management can be traced through
topics such as roles and responsibilities, organizational structures, a delegation of authority
and decision-making, and especially corporate profitability (Kerzner, 2009).

He continues, Project management can be defined as the process of achieving project

objectives through the traditional organizational structure and over the specialties of the
individuals concerned. Project management is applicable for any ad hoc, unique, one-time
undertaking concerned with a specific end objective.

The Project Management Institute (2013) formally defines project management as the
utilization of skills, knowledge, tools, and techniques to project activities to meet the project
requirements. The specific project features and characteristics can influence the constraints
on which the project management team needs to focus.

11
The relationship among these factors is such that if anyone factor changes, at least one other
factor is probably going to be affected. As an example, if the schedule is shortened, often the
budget needs to be increased to add additional resources to complete the same amount of
work in less time. If a budget increase is not possible, the scope or targeted quality may be
reduced to deliver the project’s result in less time within the same budget amount (PMI,
2013).

Due to the potential for change, the development of the project management plan is an
iterative activity and is progressively elaborated throughout the project’s life cycle.
Progressive elaboration involves continuously improving and detailing a plan as more
detailed and specific information and more accurate estimates become available (Ibid).

2.2.3 Project management processes groups

The PMBOK® Guide (2013) defines a process as a set of interrelated actions and activities
conducted to create a pre-specified product, service, or result. Each process is characterized
by its inputs, the tools and techniques that can be applied, and the resulting outputs.

The project processes are implemented by the project team together with stakeholder
interaction. Project managers and their teams should carefully address each process and its
inputs and outputs and determine which apply to the project they are working on. The
PMBOK® Guide (2013) may be used as a resource in managing a project while regarding the
overall approach and methodology to be followed for the project.

Project management, as an integrative effort, requires each project and product process to be
appropriately aligned and connected with the other processes to facilitate coordination.
Actions taken during one process typically affect that process and other related processes. For
example, a scope change typically affects project cost, but it may not affect the
communications management plan or level of risk. These process interactions usually require
trade-offs among project requirements and objectives, and the specific performance trade-offs
will vary from project to project. Successful project management includes actively managing
these interactions to meet sponsor, customer, and other stakeholder requirements. In some
circumstances, a process or set of processes will need to be iterated several times to achieve
the required outcome (Ibid).

12
It describes the nature of project management processes in terms of the integration between
the processes, their interactions, and the purposes they serve. Project management processes
are grouped into five categories known as Project Management Process Groups (or Process
Groups):

 Project initiation: consists of those processes performed to define a new project or a

new phase of an existing project by obtaining authorization to start the project or
phase. It helps set the vision of the project—what is needed to be accomplished. The
key purpose of this Process Group is to align the stakeholders’ expectations with the
project’s goal, give them clarity about the scope and objectives and show how their
participation in the project and its associated phases can ensure that their expectations
are achieved.
 Project planning: Consists of those processes required to establish the scope of the
project, refine the objectives, and define the course of action necessary to achieve the
objectives that the project was initiated to achieve. The Planning processes develop
the project management plan and the project documents that will be used to carry out
the project. The key benefit of this Process Group is to describe the strategy and
tactics as well as the course of action or path to complete the project or phase.
 Project execution: consists of those processes performed to complete the work defined
in the project management plan to satisfy the project specifications. This Process
Group involves managing stakeholder expectations, coordinating people and
resources, as well as integrating and performing the activities of the project following
the project management plan. A large portion of the project’s budget will be expended
in performing the executing Process Group processes.
 Project monitoring and control: Those processes required to track, review, and
regulate the progress and performance of the project; identify any areas in which
changes to the plan are required, and initiate the corresponding changes. The key
benefit of this Process Group is that project performance is measured and analysed at
regular intervals, appropriate events, or exception conditions to identify variances
from the project management plan. This continuous monitoring provides the project
team insight into the health of the project and identifies any areas requiring additional
attention.

13
  Project closure: This Process Group verifies and formally establishes the project or
project phase is complete within all of the Process Groups. This Process Group also
officially establishes the premature closure of the project.

The project management processes are linked by specific inputs and outputs where the result
or outcome of one process becomes the input to another process but not necessarily in the
same Process Group.

Much of the knowledge needed to manage projects is unique to project management but the
major ten knowledge areas of project management, as described in the PMBOK® Guide
(2013), are: Project Scope Management, Project Time Management, Project Cost
Management, Project Quality Management, Project Integration Management, Project Human
Resource Management, Project Communications Management, Project Risk Management,
Project Procurement Management, and Project Stakeholder Management. These ten
Knowledge Areas are used on most projects most of the time.

2.2.4 Project management in the construction projects

Hendrickson and Au (1989) pointed out that the management of a construction project
requires an understanding of modern management as well as comprehension of the design
and construction process. Project management, specifically in construction contains a set of
objectives that may be accomplished by implementing a series of operations subject to
resource constraints.

The construction industry is dynamic in nature due to increasing uncertainties in technology,

budgets, and development processes. Nowadays, building projects are becoming much more
complex and difficult and require careful integrated process management tools and
techniques (AACA 2008, cited by Mamaru et al, 2017).

The construction industry is a sector of the economy that is responsible for planning, design,
construction, maintenance, and eventual demolition of buildings and works. It is an important
sector of the economy which has multiple backward and forward linkages with other sectors
implying it significantly contributes to other socio-economic developments (Pakseresht. A &
Asgari, G, 2012).

14
Construction projects are completed as a result of a combination of many events, interactions,
and plans, over the life of a building, with changing participants and processes in a constantly
changing environment (Sanvido, et al 1992).

An experimentation of the recent literature indicates that construction projects are frequently
completed with large cost overruns, extended schedules, and quality concerns. Delay is
defined as the time overruns either beyond the completion date specified in the contract or
beyond the date that the parties agreed upon delivery of the project. A delay in the
construction may cause losses, or negatively affect some or all of the project parties. The
efforts of delay may include time overrun, cost overrun, disputes, arbitration, litigation, and
total abandonment (Babu. N.J, 2015).

The construction industry in Ethiopia is the fastest-growing economy among African

countries. The country has shown remarkable growth over the past ten years. The average
annual growth is 10.9%. This figure is double the Sub Sahara Africa and triple of the world
average growths indicating that Ethiopia is one of the fastest economic growths in the world.
Though the construction sector is given high renown, several defects are being noted in the
sectors that need immediate action and serious management (Mamaru et al, 2017).

Construction project management is the process of managing construction projects. But when
talking about managing a construction project in comparison to other types of projects, the
distinction is mostly that construction is mission-based. That means that the project’s
organization ends with the end of the project build. Just like any other project, construction
project management has phases, from design to planning to schedule to the build itself. Each
of these phases is complicated enough by themselves, but in congress with the whole project,
they grow exponentially more complex (Santos. J, 2019).

Construction project management can interact with a variety of different disciplines in the
lifetime of a project, from architecture to engineering to public works to city planning.
Though the relevant processes, technology or institutional arrangements may differ, the
management of projects has much in common with the management of projects in other
specialty or technology areas such as aerospace, pharmaceutical or the energy developments
(Ibid).

15
2.2.5 Real Estate Industry in Ethiopia
The real estate sector has been one of the fastest-growing segments of the Ethiopian
economy. Indeed, Ethiopia wouldn't have registered double-digit economic growth within the
past years had it not been for the expansion of this sector and also the closely associated
construction sector (Access Capital, 2010).

Despite being one of the fastest-growing countries, housing remains a major problem in
Ethiopia. Although private investors have considerably enhanced development, particularly
in the more developed cited like Addis Ababa, this still has not assisted as a resolution to
address the challenges to the high number of Ethiopians who do not own a home (Fortune,
2017).

Demand for residential houses in Addis Ababa has continued to rise over the past few years.
More Ethiopians are relocating to town putting pressure on the government to satisfy the
housing demands. Nevertheless, the private sector has stepped in to provide for some of the
demand, especially demand for high-end residential houses. The private sector has been
undergoing impressive steady growth as more and more prosperous Ethiopians demand for
high-end houses (Ethiopian home, 2018).

Ethiopia’s construction sector is one of the significant economic pillars in the country.
Information acquired from the Ministry of Construction indicated that the real estate and
other construction contributed 12.5 percent in Gross Domestic Product. With increased public
demand for residence, the government has been engaged in addressing such issues by
employing several condominium house schemes which have primarily benefited middle and
low-income earners in the country. The government has constructed a hundred thousand
houses with necessary facilities in the capital. These houses are cost-effective, and the
government has successfully maximized benefitting the urban poor, civil servants, and
women and private real estate developers have also played a significant role in the sector
alongside the government. With favourable housing policies, the private real estate sector has
thrived, offering housing facilities to middle and high-income earners and other high-end
facilities (Ibid).

Real-estate represents a significant portion of most people's wealth, and this is especially true
for many homeowners. Private real estate began to thrive in Ethiopia during the late 1990s
and early 2000s when real estate companies built homes around the outskirts of Addis Ababa.

16
Real Estates deliver a large number of modern villas and condominium apartments. The size
and scale of the real estate market make it an attractive and profitable sector for many
investors. But there are still some factors that affect the real estate market like (Noah Real
Estate, 2018):

Demographics: These statistics are an often overlooked but significant factor that affects
how real estate is priced and what types of properties are in demand. Major shifts in the
demographics of a nation can have a large impact on real estate trends for several decades.

Interest Rates: Interest rates also have a major impact on the real estate markets. If you're
considering buying a home with a mortgage it is beneficial to research interest rates using a
mortgage calculator. Changes in interest rates can greatly influence a person's ability to
purchase a residential property. That is because the lower interest rates go, the lower the cost
to obtain a mortgage to buy a home will be, which creates a higher demand for real estate,
which again pushes prices up.

The Economy: This is generally measured by economic indicators such as the GDP,
employment data, manufacturing activity, the prices of goods, etc. Broadly speaking, when
the economy is sluggish, so is real estate.

Government Policies/Subsidies: Legislation is also another factor that can have a sizable
impact on property demand and prices. Tax credits, deductions, and subsidies are some of the
ways the government can temporarily boost demand for real estate for as long as they are in
place. Being aware of current government incentives can help you determine changes in
supply and demand and identify potentially false trends.

Although some of these above-mentioned factors suggest a clear-cut relationship between the
factor and the market, in practice, the results can be very different. However, understanding
the key factors that drive the real estate market is essential to performing a comprehensive
evaluation of a potential investment.

17
2.2.6 Project success and project management success
According to the PMBOK (2013), project success is measured by product and project quality,
timeliness, budget compliance, and degree of customer satisfaction. Since projects are
temporary in nature, the success of the project should be measured in terms of completing the
project within the constraints of scope, time, cost, quality, and resources, as approved
between the project managers and senior management.

Although project success is a core project management concept, some literature shows that
there is no standardized definition of “project success” (Frever et al., 2018). As Prabhakar
(2008) states, there is a wide divergence of options in this field; the only agreement seems to
be the disagreement on what constitutes ‘project success.

As success on a project means meeting certain expectations for a given participant, whether
it’s the owner, planner, engineer, contractor or operator, these expectations may be different
for each participant and the study of project success and major success factors is often
considered as one of the essential ways to improve the effectiveness of project delivery
(Alias, Z. et al, 2014).

According to Kerzner (2009), the definition of project success has been modified to include
completion within the allocated time, within the budgeted cost, at the proper performance or
specification level, with acceptance by the customer/user, with minimum or mutually agreed
upon scope changes, without disturbing the main workflow of the organization, and without
changing the corporate culture.

Very few projects are completed within the original scope of the project. Scope changes are
inevitable and have the potential to destroy not only the morale of a project but the entire
project. Scope changes must be held to a minimum and those that are required must be
approved by both the project manager and the customer/user. Project managers must be
willing to manage and make concessions/trade-offs, if necessary so that the company’s main
workflow is not altered. Most project managers view themselves as self-employed
entrepreneurs after project go-ahead and would like to divorce their project from the
operations of the parent organization. This is not always possible. The project manager must
be willing to manage within the guidelines, policies, procedures, rules, and directives of the
parent organization (Ibid).

18
The successes of a project, as well as factors that affect this success, are considered in several
ways by different project management scholars. There are no unified definitions of these
concepts although there is a consensus about the importance of this aspect for the project
management practice (Mamaru et al, 2017).

Early studies in the mid-1900s linked project management and project success to the triple
objectives of Time, Cost, and Quality (Wan. A et al, 2006). But it is important to distinguish
project success and project management success. De Wit (1988) seems to be among the first
to note that project success is measured against the overall objectives of the project and
project management success is measured against the traditional measures of performance
against cost, time, and quality.

Baccarini (1999) also pointed out that project success is divided into product success that
deals with goal and purpose, and project management success that deals with outputs and
inputs. Munns and Bjeirmi (1996) stated that the difference between the success of the
project management and the success of a project is due to the difference between project
management success which is short-term objectives, and project success which is long-term
objectives. Frever et al. (2018) also state that projects can succeed or fail independently of the
project management process.

On the other hand, other researchers, such as Pinto and Slevin (1987), Belassi and Tukel
(1996), and Lim and Mohamed (1999) do not distinguish between project management
success and project success concepts, and consider project management success as being a
part of and contributing to ‘project success’. Sebestyen (2017) has recently claimed that
successful project management leads to a successful project.

Kerzner (2009) states that despite the very few projects that are ever completed without trade-
offs or scope changes in time, cost, and quality, success can still be achieved. As a result, he
illustrates that success can be defined as a cube where the singular point of time, cost, and
quality is a point within the cube. Moreover, he states that there are primary and secondary
definitions of success.

19
 Fig 2.1: Graphical visualization of the success

Source: Kerzner (2009, Page 62)

Silva et al. (2016) indicate that human factors significantly affect the perception of success in
every particular case. Mueller (2007) suggests that projects differ in the type, content,
complexity, and industry; hence, the criteria to measure success would vary between projects
and from industry to industry.

As a final note, it should be understood that simply because a project is a success does not
mean that the company as a whole is successful in its project management endeavours.
Excellence in project management is defined as a continuous stream of successfully managed
projects. Any project can be driven to success through formal authority and strong executive
meddling. But for a continuous stream of successful projects to occur, there must exist a
strong corporate commitment to project management, and this commitment must be visible
(Kerzner, 2009).

2.2.7 Critical Success Factors in Projects

Daniel. R (1961), as cited by Korovin. A (2019), is the first researcher who presented the
concept of “success factor” in management literature. In his study, he focused on industry-
related success factors that were relevant to any company in a particular industry. However,
only in 1979, Rockart refined Success factors into Critical success factors. He stated that
organizations in the same industry might exhibit different CSFs due to differences in
geographic locations, environmental and strategic situations. Although many researchers
have been trying to investigate CSFs for almost 60 years, the CSFs definitions still differ

20
from each other and there is no agreement between researchers regarding CSFs (Korovin. A,
2019).

Firstly, Rockart (1979) defined critical success factors as “the areas in which satisfactory
results will ensure successful competitive performance for the individual, department or
organization”. In subsequent studies Lim and Mohamed (1999) state that critical success
factors are the set of circumstances or influences that contribute to the outcomes of the
project. Baccarini and Collins (2003) (cited by Frefer. A et al, 2018) consider project critical
success factors as “important influences that contribute to project success”.

Baccarini (2009) states that to increase the chances of project success, the organization needs
to have an understanding of what the critical success factors are for every particular case or
project, systematically and quantitatively assess these critical factors, anticipating possible
effects, and then choose appropriate methods of dealing with them.

Project participants or parties tend to see project success differently. Therefore, each party
may allocate different success factors depending on the project phase, meaning the factors
considered critical for the success of a project will be different for different types of projects
and industries while emphasizing that these factors have an important influence on the
success of the project and the organization (Pinto and Slevin, 1987).

As it is stated by Khang and Moe (2008), factors identified in the literature are mostly
focused on the overall success of the project and failed to explicitly list the factors relevant
for the different life-cycle phases of the project.

Frese and Sauter (2003) stated good planning, clear responsibility and accountability,
schedule control as well as project leadership and governance, and communications are key
areas of successful projects. This means a clear project plan, a plan for risk management, and
the commitment and support from stakeholders are the critical success factors for project
management.

However, despite growing lists of CSF, projects recognized by success are still rare.
According to Zwikael and Globerson (2006), CSFs are general and do not contain sufficiently
specific knowledge to support better decision making by the project manager.

From a Project Management perspective, critical success factors are variables, conditions, or
characteristics that can have a significant impact on the success of the project when properly
sustained, maintained or managed (Milosevic and Patanakul, 2005). Different studies have

21
identified different CSFs and a lack of consensus among researchers on the criteria for
judging project success and the factors that influence that success. Besides, several studies
addressing CSFs have observed the impact of context on which factors are considered most
critical as well as whether certain CSFs are indeed related to success (Fortune and White,
2006).

Cooke-Davies (2002), identified 12 factors that are, in one way or another, critical to project
success and those factors correlate to on time and cost performance:

1. Adequacy of company-wide education on the concepts of risk management.

2. Maturity of an organisation’s processes for assigning ownership of risks
3. Adequacy with which a visible risk register is maintained.
4. Adequacy of an up-to-date risk management plan.
5. Adequacy of documentation of organisational responsibilities on the project.
6. Keep project (or project stage duration) as far below 3 years as possible (1 year is
better).
7. Allow changes to scope only through a mature scope change control process.
8. Maintain the integrity of the performance measurement baseline.
9. The existence of an effective benefits delivery and management process that involves
the mutual co-operation of project management and line management functions.
10. Portfolio and programme management practices that allow the enterprise to resource
fully a suite of projects that are thoughtfully and dynamically matched to the
corporate strategy and business objectives.
11. A suite of project, programme and portfolio metrics that provides direct ‘‘line of
sight’’ feedback on current project performance, and anticipated future success, so
that project, portfolio and corporate decisions can be aligned.
12. An effective means of ‘‘learning from experience’’ on projects, that combines explicit
knowledge with tacit knowledge in a way that encourages people to learn and to
embed that learning into continuous improvement of project management processes
and practices.

Khang and Moe (2008) expand this further by recommending the sets of critical success
factors for the various phases of the project life cycle as indicated in Table 2.1.

22
 Table 2.1: Project Critical Success Factors in a Projects Life-Cycle

Phase Success Factors

Clear understanding of project environment
Conceptualizing Effectiveness of consultation with stakeholders
Competency of project team
Alignment with development priorities
Planning Adequate resource support
Effectiveness of consultation with stakeholders
Competency of project team
Compatibility of regulations for project management
Implementation Effectiveness of consultation with stakeholders
Consistency of support for stakeholders
Competency of project team
Adequacy of project closure activities
Closing Effectiveness of consultation with stakeholders
Competency of project team

Source: Khang, D. B., Moe, T. L (2008), cited by Daniel. F, 2013

Despite the various definitions of what constitutes project success and failure factors,
concluding reasons for success or failure is as complex as project management itself. It is
worth noting from the definitions of critical success factors given by various authors that the
proverbial project management “iron triangle” is not the only benchmark for measuring
success or failure of projects. Fortune and White (2006) reviewed 63 publications that focus
on critical success factors (CSF) and surmise that there is only limited agreement among
authors on the factors that influence project success. They list the three most cited factors as
the importance of a project receiving support from senior management; having clear and
realistic objectives; and producing an efficient plan.

23
 Table 2.2: Summary of literature reviews on critical success factors (CSFs)

Authors
Pinto Kerzner Yeo Boyd Andersen Hyvari Turner Khang Frese
Critical Success & (1992, (2002) (2001) et al, (2006) & & &
Factors Slevin 2001, (2002) Muller Moe Sauter
(1987 2003) (2005, (2008) (2003)
, 2007)
1989)
Clear Project Management √ √ √ √ √
objectives
Top Management Support √ √ √ √ √ √ √
Information/Communication √ √ √ √ √
Client Involvement √ √ √ √ √ √
Competent Project Team √ √ √ √
Authority of the Project √ √
Manager/Leader
Realistic Cost and Time √ √ √ √
Estimates
Adequate Project Control √ √ √
Problem Solving Abilities √ √
Project Performance and √ √
Quality
Adequate Resources √ √ √ √ √
Planning/controlling √ √ √ √ √ √ √
Monitor performance and √ √ √ √
feedback
Project mission/common √ √ √
goals
Project ownership √ √ √ √ √

Source: Critical Success Factors identified across publications, cited by Daniel. F, 2013

Adnan et al (2014) argued that for the achievement of organizational goals and objectives a
manager must consider the critical success factors in his/her decision. The main purpose of
using these factors helps the managers to do effective planning the organization and also a
useful tool for effective communication among the managers.

Generally, critical success factors are a set of project variables or factors that are strongly
correlated to project success, and whose maximization or minimization, depending on
whether they are favourable or unfavourable, will lead to project success.

24
2.2.8 Relationship between Critical Success Factors and Project Success
From a Project Management perspective, critical success factors are variables or conditions
that can have a significant impact on the success of the project when properly managed while
project success is the ability of the process to meet the technical goals of the project while not
deviating from the three constraints of scope, time and cost (Milosevic and Patanakul, 2005).

Project success is measured based on project management performance. A project is

acknowledged successful if it is completed within budget and on schedule within a pre-
specified scope, and if it meets users’ expectations, quality requisites, and technical
specifications. Also, the performance of the project as an objective measure of project targets
including completion of the project on schedule, within budget, in good quality, and with
fullest customer satisfaction. Time, cost, and quality are the basis of project performance, but
also they are not enough for a fair view of project success (Prathamesh. P. & Satankar, 2015).

Rockart (1982) mentioned that a company and its industry should identify its critical success
factors to assure future success as they are, for any business, the limited number of areas in
which results will ensure the competitive performance of the organization.

The study of project success and critical success factors is a means of understanding and
thereby improving the effectiveness of construction projects. Effective and efficient
management of critical success factors is the basic requirement of project success. Many
kinds of research have been conducted on the Critical Factors influencing Project Success
and they show that both critical success factors and project success have a very close and
significant relationship with each other (Babu. N.J, 2015).

Determining critical success factors will give an organization a competitive edge and is the
ultimate result of success in fulfilling the responsibility of project management companies.
This will give rise to satisfied investors, professional bodies which will make the project
management company prosper (Alias. A et al, 2014).

Generally, critical success factors are a set of project variables or factors that are strongly
correlated to project success, and whose maximization or minimization, depending on
whether they are favourable or unfavourable, will lead to project success. They are the few
key areas where things must go right for the business to flourish. If results in these areas are
not sufficient, the organization’s efforts for the period will be less than desired (Rockart,
1982).

25
2.2.9 Critical success factors in real estate projects
Management activities in a construction projects can be better understood by exploring the
critical success factors for improving the performance of their building projects. Success in
building construction projects might have numerous limitations (factors of failure) and
drivers which can lead to the successful delivery of a project (factors of success) at the same
time (Chan, et al, 2004).

Researchers in the project management field has been working on the identification of project
success factors. Moreover, this area of interest continues to interest both academician and
practitioners to study factors which lead to project success despite the number of studies that
already have been done (Muhwezi, J. A., 2014).

There are many demeanours of construction project success. Several assessment methods,
techniques, and frameworks have been proposed by researchers to assess the performance of
projects and to describe the relationship between success and various criteria (Prathamesh. P
and Satankar, 2015).

Construction project success is measured based on project management performance. A

project is acknowledged successful if it is completed within budget and on schedule within a
pre-specified scope, and if it meets users’ expectations, quality requisites, and technical
specifications. Also, the performance of the project as an objective measure of project targets
including completion of the project on schedule, within budget, in good quality, and with
fullest customer satisfaction. Time, cost, and quality are the basis of project performance, but
also they are not enough for a fair view of project success. Also, there are several criteria
including completing the project on budget and schedule, quality of workmanship, client and
project manager’s satisfaction, transfer of technology, environment friendliness, and health
and safety (Ibid).

Baccarini and Collins (2003) describe critical success factors in such words that they are a
combination of important variables that have great positive impacts on the outcomes of the
project. Amade (2015) stated that in Nigeria and the rest of the world, organizations met with
complexities and problems to meet their due dates in construction projects. The failure of
some frequent public sector projects caused a nightmare for all the stakeholders involved in
the construction industry (Baccarini, 2009). Manufacturing and construction industries both
are widely having projects, but manufacturing industry projects are highly exercised as

26
compare to the construction projects. Thus, it is important to recognize all those factors that
lead the projects to be succeeded.

Real estate development involves purchasing a tract of land, determining the marketing of the
project, developing the building program and design, obtaining the necessary public
approvals and financing, building the structure, then leasing, managing, and ultimately selling
it. The real estate–development decisions generally consider only the financial aspects of the
projects (Prathamesh. P and Satankar, 2015).

Considering the high number of activities involved, measuring real estate project success is
not a simple task. The success of real estate projects has not been widely investigated except
for a small group of studies. Also choosing the right business metrics and monitoring them
through effective records identifies and amplifies the competitive value that corporate real
estate creates. Despite the studies focusing on the risk factors and several success criteria for
different stages of real estate projects such as initiation, planning, execution, sale, and use,
there has not yet been a complete model to assess real estate project success; however,
systematic evaluation of real estate project success requires a framework that should
incorporate both financial and nonfinancial aspects (Ibid).

2.3 Empirical Literature

Various attempts were made by different researchers to determine CSFs in real estate
construction. Several variables influencing project success have been proposed. Some
variables are common to more than one list, but there is no general agreement on the
variables (Babu. N. J, 2015). Cooke-Davies (2002) stated that the development of critical
success factors is related to answers questions like what factors lead to project management
success and what factors lead to a successful project.

As stated by Frefer (2018), recently there is an increasing number of researchers on critical

success factors. Pinto (1986) identified ten critical success factors related to successful
implementation. Kerzner (1987) identified six critical success factors for successful projects.
Pinto and Prescott (1988) studied ten critical success factors at each of the four stages of the
project lifecycle. Belassi and Tukel (1996) identified critical success factors and they grouped
these factors into four areas: factors related to the project, project manager and the team
members, the organization, and the external environment.

27
There are a number of studies on success factors in the construction industry. Adnan et al.
(2014) identified six factors that considered critical for construction project success and
found out that there is a set of different critical success factors for the different objectives
which are time, cost, and quality.

Babu. N.J, (2015) conducted a research on factors affecting success of construction project
were he identified 60 factors affecting success and grouped them into 10, which are cost,
time, quality, productivity, clients-satisfaction, regular & community satisfaction, people,
health & safety, innovation & learning, and environment factors based on the literature
review. After being rated by construction project professionals, he concluded the main factors
affecting the success of construction projects were escalation of material prices (Cost
factors), availability of resources as planned through project duration and average delay
because of closures leading to materials shortage (Time factors), availability of personnel
with a high experience and qualifications, and quality of equipment and raw materials in
project (Quality factors), and leadership skills for project managers (Client satisfaction
factors).

Ramakrishna et al, 2012 started investigating critical success factors in real estate projects in
the Indian context through an extensive review of prior research and they identified and
broadly classified the success factors as client objectives, client core competency, project
environment, project leader’s performance, and project management actions. Among the
factors, construction quality under client objectives was underlined as important factor
attached to project success as observed from high rankings and stronger association between
consultant and contractor, followed by core competence measures.

Saqib. M et al (2008) identifies 77 major success factors construction projects and

categorized those under seven main categories that are used in this study. These include
project management factors, procurement-related factors, client-related factors, Design team-
related factors, contractor-related factors, project manager-related factors, and environment-
related factors. He concluded, from among the factors, Clients-related factors, project
manager related factors, procurement related factors, design-team related factor, and project
management factors were identified as critical to the success of projects.

28
2.4 Research Gaps
As there are a lot of knowledge gaps in the study area of critical success factors particularly
regarding real estate projects, much has not been done in this field of study especially in our
country. Therefore, this study tries to fill out these gaps to some extent. This research differs
in terms of its research area, methods used, and analysis from the literature reviewed. The
results will add to the scarcely available data about critical success factors and establish a
basis for future researchers who would like to pursue a study in the area of success factors in
Ethiopia.

29
2.5 Conceptual Framework
Based on the literature reviewed, a conceptual framework for this study was developed and is
shown in Figure 2.2, the major objective of the study is to analyse the relationship between
Critical success factors and Project success.

Figure 2.2 Conceptual framework that shows the relationship between Critical Success
Factors and Project Success.

INDEPENDENT VARIABLE DEPENDENT VARIABLE

Project Management Factors

Time

Procurement-related Factors Cost

Quality

Client-related Factors

Project Success
Design team-related Factors

Contractor-related Factors

Project Manager-related Factors

Environmental-related Factors

Source: Developed based on literature review

30
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Research approach and design

Based on the type of data, research can either be designed as a quantitative or qualitative
approach. The quantitative approach involves the generation of data in a quantitative manner
which can be subjected to rigorous quantitative analysis. A qualitative approach to research is
concerned with the subjective assessment of opinions, attitudes, and behaviour (Kothari,
2004). This research employs a quantitative approach with the use of questionnaires collected
from the project stuff. Quantitative analysis techniques helping us to explore, present,
describe and examine relationships and trends within our data (Saunders et al, 2009).
Questionnaires are found to be effective due to the relative easiness of obtaining standard
data appropriate for achieving the objectives of this study. Questionnaires were framed for
the survey based on the identified success factors.

Research projects are undertaken for different purposes. These can be categorized as
exploratory, descriptive, and explanatory. For this study, a descriptive research design was
used to assess the critical success factors in the selected real estate development projects.
Studies that are concerned with describing the characteristics of a particular individual,
situation, or group may be termed as descriptive research. This design is also concerned with
whether certain variables are associated (Kothari, 2004). So the study aims to assess the
connection of those critical success factors with project success.

3.2 Data type, source and methods of data collection

The study used both primary and secondary data sources to gather information about this area
of research. Primary data is obtained from project managers and team members who are
selected from the real estate companies and was collected by using a questionnaire that was
structured by using the identified success factors; project management factors, procurement-
related factors, client-related factors, design team-related factors, contractor-related factors,
project manager related factors, and environment-related factors. The preference for a
questionnaire was based on the fact that respondents were able to complete it without help,
anonymously, and it will be cheaper and quicker than other methods while reaching out to
larger sample (Robson, 2002). Secondary data was assembled by referring to different books,
researches, and articles.

31
3.3 Target population
As the purpose of this study is to assess the critical success factors in selected real estate
projects, the target population of the study is project managers, site managers, and project
team members participating in and carrying out the projects at the time of the study. A
population is defined as the total collection of elements about which we wish to make some
inferences (Stillwell and Clarke, 2011). The number of project team members including the
project manager is 30 at Noah real estate Goro site and 12 at sunrise Real estate; which
makes the population a total of 42. A census survey was employed as the target population
size is limited. Those real estates are selected deliberately by the researcher using non-
probability purposive sampling for they are convenient for the researcher in both geographic
location and availability of data. Purposive or judgmental sampling enables the researcher to
use his/her judgment to select cases that will best answer the research questions (Saunders et
al. 2009).

3.4 Data analysis and presentation

Data collected from respondents through the questionnaire was analysed and presented in line
with the study objectives using quantitative descriptive statistics such as mean, standard
deviation, percentages, and tables with the help of IBM SPSS software. Inferential statistics
such as Correlation techniques was used to indicate the strength of relationship between the
independent and dependent variables.

3.5 Scale Reliability and Validity

To check the accuracy and applicability of research, a multi-item measurement scale needs to
be evaluated, in terms of Validity and Reliability.

Validity implies the degree to which the research instrument measures what it is designed to
measure and whether or not it provides adequate coverage of research objectives. In other
words, it means the accuracy of a test. It is concerned with whether the findings are really
about what they appear to be about (Saunders et al., 2009). Expert opinions from the
supervisor and literature searches were done to help to establish validity. To collect reliable
data; the researcher used the questionnaires under the guidance of the study advisor.

Reliability refers to the extent to which your data collection techniques or analysis procedures
will yield consistent findings (Saunders et al., 2009). It refers to the degree to which

32
measurement produces consistent outcomes. The reliability of the collected data has been
tested using Cronbach‘s Alpha. Howard. M (2018) stated that Cronbach's alpha ranges from 0
to 1 in which values closer to 1 indicate a greater internal consistency of the variables in the
scale. In other words, higher coefficient alpha values show greater scale reliability.
Additionally, George and Mallery (2003) suggest a Cronbach’s alpha value higher than 0.7 is
considered to be reliable. The reliability gets stronger as it goes higher than 0.7 and poorer as
it gets lower than 0.7. However, Pallant .J (2007) noted that if the items are less than ten on a
scale, it’s difficult to get a high alpha. Therefore the researcher should be looking for
something that is above 0.5.

Table 3.1: Reliability statistic

Variables Number of Cronbach’s

Items alpha
Project Management related Critical Success Factor 18 0.935
Procurement System related Critical Success Factor 3 0.536
Clients related Critical Success Factor 17 0.851
Design team related Critical Success Factor 5 0.904
Contractor related Critical Success Factor 7 0.834
Project Manager related Critical Success Factor 15 0.871
Environment related Critical Success Factor 11 0.716

Source: Researcher's Survey

The Cronbach’s alpha coefficient in the above table shows that all the results, except the
procurement system-related factors, are found to be greater than 0.7 which yielded good
reliability. Although the procurement system-related factor resulted below 0.7, it is due to the
fewer number of items. Therefore it can be concluded that all factors used indicate good
internal consistency of the items in the scale.

3.6 Ethical Considerations

According to Saunders et al. (2009), Ethics refers to the appropriateness of your behaviour in
relation to the rights of those who become the subject of your work or are affected by it.
Research ethics relates to questions about how the researcher formulate and clarify the

33
research topic, design the research and gain access, collect data, process and store the data,
analyse data and write up the research findings morally and responsibly. This means that the
researcher will have to ensure that the way the research is designed is both methodologically
sound and morally defensible to all those who are involved.

All respondents were informed of the purpose of the research and how the information
gathered is to be used before the study began. The purpose of the research study was
explained to respondents to gain their full consent to use the information obtained. The
respondents were also familiarized that the collected data will be treated with absolute
confidentiality.

34
CHAPTER FOUR: RESULTS AND DISCUSSION
This chapter presents the result obtained from data analysis, interpretations, and discussions
of findings. The study results are analysed and interpreted in line with the objective which
was to identify the critical success factors and determine the relationship between critical
success factors and project success. A total of 42 questionnaires were given out to all project
teams and 37 were returned which makes the response rate 88.09 %.

4.1 Respondents General Information

Among the total 37 respondents of the questionnaire, 22 (59.5 %) were male while 15
(40.5%) of them were female. The age pattern of respondents shows that the majority of the
respondents lays within 26-35 which accounts for 70.3% of total respondents, followed by
46-55 with 13.5%, below 25 with 10.8%, and 36-45 with 5.4%. This implies that majority of
the respondents are within the age of the youth, though there was distribution in all age
categories. Education Status of respondents also indicates that 33 (89.2%) of the respondents
are undergraduate degree holders while the remaining 4 (10.8%) are 2 nd / Postgraduate degree
holders.

In terms of job position, 3 (8.1%) of the respondents are Projects managers while the rest 27
(73%), 3 (8.1%), 2 (5.4%), and 2 (5.4%) are engineers, contractors, consultants, and other
project support staff respectively. Years of experience of respondents also indicate that 15
(4.5%) of them have experience below 2 years, 14 (37.8%) between 3-5 years, and 8 (21.6%)
of them with more than 5 years of experience.

Table 4.1: Respondents General Information

Category Frequency Percentage

Male 22 59.5%

Gender Female 15 40.5%

Under 25 4 10.8%
26-35 26 70.3%

Age 36-45 2 5.4%

46-55 5 13.5%
Above 55 - -

35
 Diploma - -

Educational 1st Degree 33 89.2%

Status 2nd Degree/Postgraduate 4 10.8%

Other - -
Project Manager 3 8.1%
Engineer 27 73%

Job Position Forman - -

Contractor 3 8.1%
Consultant 2 5.4%
Client/Owner - -
Other Project Support 2 5.4%
Stuff Members
Below 2 Years 15 40.5%

Years of 3-5 Years 14 37.8%

Experience More than 5 Years 8 21.6%

Source: Researcher’s Survey, 2020

4.2 Success Factors Ranking

The second part of the questionnaire was given for the respondents to prioritize which factors
they consider to be most important for the successful completion of a real estate project
among the seven identified success factors.

Clients related critical success factors are rated as the most important success factors for real
estate construction projects by 12 (32.4%) respondents. Project management related critical
success factors are ranked as the second most important critical success factor by 6 (16.2%)
respondents while Project manager, Environment, Contractor, Design-team, and Procurement
related critical success factors are ranked third, fourth, fifth, sixth and seventh respectively as
shown in table 4.2 below.

36
 Table 4.2: Success Factors Ranking

Factors Frequency Percentage Rank

Clients Related Critical Success Factors 12 32.4% 1

Project Management Related Critical
6 16.2% 2
Success Factors
Project Manager Related Critical 3
Success Factors 5 13.5%

Environment Related Critical Success 4

Factors 5 13.5%

Contractor Related Critical Success 5

4 10.8%
Factors
Design-team Related Critical Success 6
Factors 3 8.1%

Procurement Related Critical Success 7

2 5.4%
Factors
Source: Researcher’s Survey, 2020

4.3 Descriptive analysis of Critical Success Factors

According to the first objective, critical success factors were identified and a set of questions
were presented for the respondents to rate those factors that they considered to be important
for the successful completion of real estate construction projects on a scale of 1 to 5 ranging
as 1 = strongly disagree, 2 = disagree, 3= neutral, 4 = agree and 5= strongly agree. A five-
point Likert scale was used to interpret the respondent’s responses.

The mean and standard deviation were used to analyse the data from the responses received
as shown in the following tables. As adopted from Watiki. C (2014), factors with a mean
between 0.5 and 1.5 will not be considered as influencing/contributing factors, and those
factors with a mean greater than 1.5 but less than 2.5 were considered as less influencing
factors. Factors with a mean greater than 2.5 but less than 3.5 were considered neutral, factors
with a mean greater than 3.5 but less than 4.5 were considered as high influencing factors,
and factors with a mean value greater than 4.5 would be termed as extremely influencing
factors for project success as the questionnaire is presented on a five-level Likert scale.

37
 Table 4.3: Interpretation of mean score values

Range of mean values Interpretation

0.5 - 1.5 Inconsiderable
1.5 - 2.5 Low
2.5 – 3.5 Neutral/Moderate
3.5 – 4.5 High
4.5 – 5.00 Extreme

Source: Watiki. C (2014),

4.3.1 Project Management Related Critical Success Factors

The study wanted to find out the extent to which project management related factors are
performed in the selected real estate companies. Respondents were asked to rate the items
under this factor based on their perception of the company’s performance.

Table 4.4: Project management related success factors

No Factors Mean Std. Deviation

1 Communication system 4.57 0.765
2 Control mechanism 4.43 0.647
3 Feedback capabilities 3.95 1.026
4 Troubleshooting 4.08 0.795
5 Planning effort 4.41 0.762
6 Coordination effectiveness 3.95 1.290
7 Decision making effectiveness 3.62 1.552
8 Project monitoring 4.16 0.764
9 Developing an appropriate organization structure 2.92 1.460
10 Implementing an effective safety program 3.16 1.444
11 Implementing effective quality assurance program 3.62 1.361
12 Control of sub-contractors’ work 4.03 1.013
13 Prior project management experience 3.73 1.326
14 Risk identification and allocation 3.41 1.322

38
 15 Formal dispute resolution process 3.32 1.180
16 Motivation/ Incentives 3.65 1.207
17 Constructability program 3.76 0.955
18 Training the HR in the skill demanded by project 3.03 1.236
Cumulative (Average) 3.77 .792

Source: Researcher’s Survey, 2020

From the respondents’ summary in table 4.4, there was no score between 0.5-1.5 and 1.5-2.5.
Therefore, all the factors mentioned above are practiced within the companies to some extent.
The responses indicated an average mean value of 3.77 with a standard deviation of 0.792
indicating the majority of the respondents agreed to the statements given showing high
practice level.

Communication system is rated as extremely high with a mean value of 4.57 and a standard
deviation of 0.765 indicating communication being effective in those companies. Control
mechanisms, feedback capabilities, troubleshooting, planning effort, coordination and
decision making effectiveness, project monitoring, implementing effective quality assurance
program, control of sub-contractors work, Prior project management experience, motivation,
and constructability program are also rated as high with mean values 4.43, 3.95, 4.08, 4.41,
3.95, 3.62, 4.16, 3.62, 4.03, 3.73, 3.65, and 3.7 respectively while the rest of the factors were
rated at a moderate level.

Even though the cumulative mean value of the factor is rated high, some items have been
rated lower than the others. Developing an appropriate organizational structure, implementing
an effective safety program, and training the HR in the skill demanded by the project were
rated low with a mean value of 2.93, 3.16 and, 3.03 respectively showing improvements are
needed in these areas.

4.3.2 Procurement System Related Critical Success Factors

The study tried to check how the Procurement system applied is being practiced within the
companies in question. The Respondents were asked to rate the items based on their
agreement to the statements. The results of their ratings are shown in the table below.

39
 Table 4.5: Procurement system related success factors

No Factors Mean Std. Deviation

1 Project delivery system (e.g. design-bid-
build, design build) 3.46 1.070

2 Project bidding method (e.g. price based

competitive bidding, negotiated bidding, 3.32 1.226
best value bidding)
3 Project contract mechanism (e.g. lump
4.05 0.970
sum, unit price, cost plus, etc.)
Cumulative (Average) 3.61 .788

Source: Researcher’s Survey, 2020

As shown in the above table, the response indicates an average mean value of 3.61 with a
standard deviation of 0.788 indicating this factor is practiced at a high level. Three items
were presented for the respondents to rate the procurement system they use whether it
influences their performance.

From the findings the majority of the respondents rated project contract mechanism higher
with a mean value of 4.05 while project delivery system and bidding method are rated at a
neutral or moderate level with a slight difference in their mean value.

4.3.3 Clients Related Critical Success Factors

The other factor that the study wanted to find out was the degree to which the client/owner of
the real estate has managed each item under the factor and their influence on the project
performance of the company. Respondents were asked to rate those items which they agree
with the statement concerning the client and about their perception of how these items are
being performed within their firms.

Table 4.6: Clients related success factors

No Factors Mean Std. Deviation

1 Influence of client/ client’s representative 4.27 0.732
2 Client’s experience 4.16 0.764

40
 3 Nature of client (privately vs. publicly
4.03 0.957
funded)
4 Size of client’s organization 3.78 1.004
5 Client’s knowledge of construction project
organization 3.89 0.966

6 Client’s confidence in construction team

4.24 0.683
7 Owner’s construction sophistication 4.14 0.631
8 Owner’s clear and precise definition of
project scope &objectives 4.16 0.866

9 Timely decision by owner/owner’s

4.27 0.732
representative
10 Owner’s risk attitude (willingness to take
4.24 0.683
risk)
11 Client’s emphasis on low construction cost 4.11 0.774
12 Client’s emphasis on high quality of
construction 4.00 0.850

13 Client’s emphasis of quick construction 4.32 0.747

14 Client’s project management 3.84 0.986
15 Client’s ability to brief 4.08 0.722
16 Client’s ability to make decision 4.11 0.809
17 Client’s ability to define roles 4.24 0.796
Cumulative (Average) 4.11 .443

Source: Researcher’s Survey, 2020

Table 4.6 illustrates the client-related factors influence on project success. The response rate
indicates an average mean value of 4.11 with a standard deviation of 0.443 indicating the
majority of the respondents agree on the influence of the clients/owners on project
performance.

Most of the respondents agreed upon all of the items presented under the variable meaning all
the items listed under the client’s factor were indicated as the highly-rated once since the
mean of every item ranges from 3.5-4.5. This shows the consensus that the respondents hold

41
 towards the client or owner of the project has a major influence on the project and overall
performance.

4.3.4 Design Team Related Critical Success Factors

The other factor taken as critical factor for success was the contribution and experience of the
design team. The respondents were asked to specify the degree to which they agree with the
statement concerning the design team. The results of their ratings are shown in the table
below.

Table 4.7: Design team related success factors

No Factors Mean Std. Deviation

1 Design team experience 4.14 0.976
2 Project design complexity 3.19 1.411
3 Mistakes/delays in producing design documents 3.19 1.431
4 Design team’s contribution to construction
(constructability review, value engineering, etc.) 3.59 1.235

5 Adequacy of plans and specifications

3.57 1.482
Cumulative (Average) 3.54 .207

Source: Researcher’s Survey, 2020

As stated in the table, the response rate indicates an average mean value of 3.54 with a
standard deviation of 0.207 showing agreement of the respondents on the influence of the
design team on project success.

Design teams experience, team’s contribution to the construction project, and adequacy of
plans and specification are rated high with a mean value of 4.14, 3.59 and 3.57 respectively
while project design complexity and mistakes/delays in producing design documents were
given an average weight by the respondents as a moderate performance with a similar mean
value of 3.19 showing they have experienced difficulties in these areas.

42
4.3.5 Contractor Related Critical Success Factors

Contractor related success factors are proven to be one of the critical factors for the
construction project's success. Hence, project team members have been asked regarding
contractors and their response is presented in the table below.

Table 4.8: Contractor related success factors

No Factors Mean Std. Deviation

1 Contractor experience 3.54 1.483
2 Site management 4.03 0.833
3 Supervision 4.38 0.794
4 Extent (Involvement) of Subcontracting 3.57 1.168
5 Contractor’s cash flow 3.78 0.854
6 Effectiveness of cost control system 3.81 0.908
7 Speed of information flow 3.62 1.320
Cumulative (Average) 3.82 .765

Source: Researcher’s Survey, 2020

The table illustrates the contractor-related factors influence on project success. The response
rate shows an average mean value of 3.82 with a standard deviation of 0.765 indicating the
majority of the respondents agree on the influence of the contractors on project success.

Since the mean of every item listed under the contractor's success factor ranges within 3.5-
4.5, all are indicated at a high level. This indicates the existence of proper supervision, site
management and the other listed factors in the real estate development projects.

4.3.6 Project Manager Related Critical Success Factors

Another critical success factor the study sought to assess was the project manager’s
contribution to the project's effectiveness. The table below shows the project managers’
influence on the successful completion of construction projects. Respondents were asked if
the items under this critical success factor exist in their real estate construction projects. The
results are presented below.

43
 Table 4.9: Project manager related success factors

No Factors Mean Std. Deviation

1 Project Manager’s competence 4.68 0.475

2 Project Manager’s experience 4.38 0.758
3 Project Manager’s authority to take day-to-
day decisions 4.08 0.983

4 Project Manager’s authority to take

financial decision, selecting key team 3.78 1.158
members, etc.
5 Technical capability of project manager 4.57 0.765
6 Leadership skills of project manager 4.41 1.013
7 Organizing skills of project manager 4.38 0.861
8 Coordinating ability and rapport of project
3.92 1.115
manager with contractors/ subcontractors
9 Coordinating ability and rapport of project
manager with owner/ owner representatives 4.16 0.688

10 Motivating skills of project manager 4.38 0.681

11 Project manager’s commitment to meet
quality, cost &time 4.30 0.878

12 Project manager’s early & continued

4.49 0.651
involvement in project
13 Project manager’s adaptability to changes
in project plan 3.81 1.431

14 Project manager’s ability to delegate

3.68 1.334
authority
15 Construction control meetings 4.38 0.594
Cumulative (Average) 4.23 .557

Source: Researcher’s Survey, 2020

The above table shows that the project manager related success factors resulted in an overall
mean value of 4.23 with a standard deviation of 0.557 indicating a high-performance level of

44
 the project manager and respondents agreeing on the extent to which the project manager
performs and exercises all of the above-stated items.

Most of the respondents agreed upon all factors presented meaning all the items listed under
the project manager's success factor were rated as the most important once since the mean of
every item ranges within 3.5-4.5 with a slight difference in their mean value. This shows that
project managers have a major influence on the project and overall performance.

4.3.7 Environment Related Critical Success Factors

The table below shows environmental factors that are considered as external influences on
the real estate construction process. Respondents were given to rate factors that influence the
overall performance and success of projects based on their understanding and know-how.

Table 4.10: Environment related success factors

No Factors Mean Std. Deviation

1 Economic environment 4.16 0.866
2 Social environment 3.84 0.834
3 Political environment 4.08 1.010
4 Physical work environment 4.22 0.821
5 Industrial relations environment 3.86 1.134
6 Administrative approvals environment 3.92 0.829
7 Commitment of all parties to the project 3.86 1.058
8 Adequacy of funding 4.46 0.650
9 Technology availability 4.00 1.312
10 Human skill availability 4.05 0.970
11 Other factors such as fraudulent practices,
corruption, favouritism, lack of ethics 3.62 1.656

Cumulative (Average) 4.01 .535

Source: Researcher’s Survey, 2020

The response rate shows a high-level average mean value of 4.01 with a standard deviation of
0.535. This indicates almost all of the respondents agreed on the influence of external factors
on the success of a project.

45
Since the mean of every item listed under the environment-related success factor ranges
within 3.5-4.5, all were indicated as the most important. This shows external environmental
factors also have a major influence on construction project success.

Summary of the Critical Success Factors

From the discussions given under each table, we can see that almost all of the success factors
are applied in the selected real estate companies. The table below shows the cumulative mean
value of each critical success factor.

Table 4.11: Summary of critical success factors

No Factors Mean Std. Level

Deviation
1 Project Management related 3.77 .792 High
Critical Success Factor
2 Procurement System related 3.61 .788 High
Critical Success Factor
3 Clients related Critical Success 4.11 .443 High
Factor
4 Design team related Critical 3.54 .207 High
Success Factor
5 Contractor related Critical Success 3.82 .765 High
Factor
6 Project Manager related Critical 4.23 .557 High
Success Factor
7 Environment related Critical 4.01 .535 High
Success Factor
Source: Researcher’s Survey, 2020

As can be seen from the above table, all the factors that are considered as critical success
factors have a great contribution to the successful completion of a project and are being
practiced within the companies under study. From all the identified success factors, project
manager related critical success factors have the highest mean value (4.23), followed by
clients-related success factors (4.11), environment-related success factors (4.01), contractor-

46
related factors (3.82) project-management related factors (3.77), procurement system-related
factors (3.61), and design-team related factors (3.54).

Watiki. C (2014) stated that a standard deviation of more than one would mean there was no
consensus among the respondents; the higher the standard deviation, the higher the level of
dispersion among the respondent's response. Likewise, the standard deviation for all the
factors listed was less than 1. Therefore, it was concluded that there was a consensus among
the respondents.

4.4 Project Success

The project success assessment was made by the respondent’s judgment about the project
success measured by the triple constraint in project management, namely cost, time, and
quality. The respondents were requested to indicate the extent to which their current project is
going to be completed within the planned cost, time, and quality.

Table 4.12: Project Success Assessment

No Factors Mean Std. Deviation

1 The project was completed on time or 4.08 1.010

Earlier
2 The project was completed within or 4.08 1.038
below the budget
3 The project was completed within the 4.30 0.909
assigned standard quality
Cumulative (Average) 4.15 .776

Source: Researcher’s Survey, 2020

As shown in the above table, the response indicates an average mean value of 4.15 with a
standard deviation of 0.776 indicating most of the respondents agree on the completion of the
project within the stated cost, time, and quality.

From the judgments, majority of the respondents showed that the project is completed within
the assigned standard quality with a mean value of 4.30 while the projects completed within
the specified time and budget were rated with a similar mean value of 4.08. This indicates
that there is high agreeability among the real estate projects in question that the project is a

47
success. One thing to be taken as a limitation here is the study is purely based on the
perception of project team members and therefore it did not view from the buyer’s
perspective.

4.5 Relationship between CSFs and Project success

The second objective of this study was to determine the relationship between the identified
success factor and project success. To assess the strength of the relationship, the Pearson’s
product-moment correlation coefficient (PMCC) was used. Karl Pearson’s coefficient of
correlation (or simple correlation) is the most widely used method of measuring the degree of
relationship between two variables (Kothari, 2004).

A correlation coefficient enables us to quantify the strength of the linear relationship between
two ranked or numerical variables. This coefficient (usually represented by the letter r) can
take on any value between -1 and +1. A value of +1 represents a perfect positive correlation.
This means that the two variables are precisely related and that, as values of one variable
increase, the values of the other variable will increase. By contrast, a value of -1 represents a
perfect negative correlation. Again, this means that the two variables are precisely related;
however, as the values of one variable increase those of the other decrease. Correlation
coefficients between -1 and +1 represent weaker positive and negative correlations, a value of
0 meaning the variables are perfectly independent. Within business research it is extremely
unusual to obtain perfect correlations (Saunders. M et al, 2009).

Fig 4.1: Values of the correlation coefficient

Source: Saunders. M, Lewis. P, Thornhill. A (2009)

48
 Table 4.13: Interpretation for Correlation values

Correlation coefficient Interpretation

0 – 0.29 Weak

0.3 – 0.69 Moderate

0.7 – 1 Strong

Source: Saunders. M, Lewis. P, Thornhill. A (2009)

The table below illustrations the correlation coefficient between the dependent variables,
which is project success, and independent variables, project management related critical
success factors, procurement system-related critical success factors, clients related critical
success factors, design team related critical success factors, contractor related critical success
factors, project manager related critical success factors, and environment-related critical
success factors.

Table 4.14: Correlation analysis

PROJECT SUCCESS

PM RELATED FACTORS .431*

PROCURMENT RELATED FACTORS .322
CLIENTS RELATED FACTORS .414*
DESIGN TEAM RELATED FACTORS .101
CONTRACTOR RELATED FACTORS .233
P.MGR RELATED FACTORS .450**
ENVIRONMENT RELATED FACTORS .358*
**. Correlation is significant at the 0.01 level (2-tailed)
*. Correlation is significant at the 0.05 level (2-tailed)

Source: Researcher’s Survey, 2020

As shown in the table, project manager related factors have the highest positive correlation
with project success with a correlation coefficient of 0.450 and a p-value (Significance level)
0.005. The (**) highlights that the probability of this correlation coefficient occurring by

49
chance alone is less than 0.01 (1 percent). This correlation coefficient is therefore statistically
significant. From among the items under this independent variable, the project manager’s
competence, technical capacity of the project manager, and continued involvement in the
project are few of the factors that contributed to the high mean of the respondents.

Project management related critical success factors also indicated a positive yet moderate
relationship with project success with a 0.431 correlation coefficient and 0.036 significance
level. The level of communication between team members and the control mechanism they
use for controlling and monitoring workers as well as the operation of the system to generate
desirable results are the major contributors to this variable.

Client related success factors are the other independent variable that showed a moderately
positive correlation with project success with a correlation coefficient value of 0.414 and
significant level 0.05. Timely decision and influence of owner or owner’s representative and
also the owner's attitude toward risk are the main contributors to its significant.

The other independent variable with a positive but moderate correlation is environment-
related success factors, with a coefficient value 0.358 and a p-value 0.029. Of the items
included in the variable, adequacy of funding contributed the highest mean followed by the
physical work environment.

However, though the correlation is positive, there is no statistically significant relationship

between procurement, design, and contractor related success factors due to their significance
level (p-value) being greater than 0.05 according to the response collected from project
participants.

Generally, the project manager’s critical success factor has the highest but moderate
correlation with project completion within time, budgeted cost, and time (project success)
following, project management, clients, and environment-related success factors. The rest
factors don’t have significant relation with success. Although it was thought that all the
identified factors will relate and contribute to the success of a project, according to the
perception of respondents, it has been concluded that not all factors play an important role
and contribute to the success of a project.

50
CHAPTER FIVE: SUMMARY, CONCLUSION, AND
RECOMMENDATION
This research aimed to identify and assess critical success factors and their influence on the
successful completion of projects in real estate companies. This chapter is the assembly of the
entire study and presents a summary of findings, conclusions are drawn, and
recommendations.

5.1 Summary

The study set out to assess critical success factors influencing the successful completion of
real estate construction projects in the selected real estate companies. Data was collected
through a structured questionnaire. Almost 90% response rate was achieved from all the
questionnaires issued to respondents. From the analysis, the following findings were arrived
at.
There were no mean scores that have the lowest or with no influence at all, meaning all the
critical success factors mentioned in the study influenced project success to some extent. This
leads up to the understanding that most of the factors are applied within the companies under
study. All the factors score a cumulative mean greater than 3.5 but less than 4.5.

The results further indicated that, from all the identified factors, project manager, clients, and
environment-related critical success factors were the top most rated factors influencing
project success. However, there was no factor with a cumulative mean greater than 4.5 which
implies that none of the factors listed above were practiced or managed to a higher limit and
therefore perceived to be extremely influencing project success. The standard deviation was
also used to analyse the responses and all the factors listed have a Std. value less than 1
meaning there was an agreement by the respondents.
Out of the seven critical success factors used for the study, four were found to be statistically
significant with p-values less than 0.05. These were Project management related critical
success factors, Clients related critical success factors, Project manager related critical
success factors, and Environment related critical success factors. Procurement, Design team,
and Contractor related critical success factors were found to be statistically insignificant since
they have p-values greater than 0.05.

Generally, the entire assessment of the practice level of the identified factors within Noah and
Sunrise real estate companies resulted in a high level of mean value score.

51
5.2 Conclusion
This study is undertaken to identify the critical success factors for real estate projects and to
determine the relationship between the identified factors and project success as part of the
objectives.
From the above findings, it was identified that all the factors fairly influence the successful
completion of projects. And of these factors, Project manager related critical success factors,
Clients related critical success factors, and Environment related critical success factors were
identified to be the top ones. This implies that all the factors were considered and that the
selected real estate companies practice the items under those factors though at different
levels.
Even though all factors were rated highly by the study participants, some items under the
factors show average to low importance to project success. Under the Project management
related critical success factors, developing an appropriate organizational structure and
training the HR in the skill demanded by the project were rated low. Hence, it can be
concluded that the companies can improve the level of project success by giving more
emphasis and focus towards improving those factors with the lowest ratings.
The impacts of each success factor on project success are also evaluated in the study and it
was concluded that project management, clients, project manager, and environment-related
critical success factors are positively and moderately correlated with project success.
To achieve project success, project manager related factors were found to be critical
contributors and resulted in a positive correlation. The project manager’s competence,
technical capability, leadership skills, actively arranging construction meeting and continues
involvement in the project were given higher emphasis as to contribute to project
performance.
Communication and controlling mechanisms, planning and monitoring effort, troubleshooting
from project management success factors, and timely decision and influence of owner or
owner’s representative and owner’s risk attitude from the client's related success factors were
some of the factors which were rated higher as to contribute to project performance.

Though there is insufficient evidence to conclude that there is a significant linear relationship
and doesn’t significantly impact project success in any direction, Procurement, Design team,
and Contractor related critical success factors are found being practiced in the real estate
companies.

52
5.3 Recommendation
To improve the practice level of those success factors within the selected real estate
companies, the study recommends the seven factors highly influencing project success to be
enhanced by the real estate’s companies to increase completed projects meaning they can
improve the level of project success by giving more emphasis and focus on improving the
factors with both highest and lowest weight.
Even though all factors were rated highly by the respondents, there were some items which
are given low ratings. Under the Project management related critical success factors,
developing an appropriate organizational structure and training the HR in the skill demanded
by the project were rated low. This indicates though project management related factors are
practiced within the real estate's, it is not being done accurately in a way that contributes to
the success of a project.
Therefore, it is recommended that real estate companies must leverage on these areas by
developing a suitable structure which follows the company's strategy and objectives to
achieve its strategic goals as well as help the team to carry out the purpose of the project and
complete them in the specified time cost and quality. This will also help the project team to
have a strong sense of identity and become more dedicated to the project, and also for the
project manager to improve his/her skills. The company should also hire and train the human
resources to the required skill demanded by the project so that employees improve their
performance, moral as well as satisfaction toward their jobs which will ultimately contribute
to the successful completion of projects.
Project design complexity and delays in producing design documents were also perceived to
be rated lower than the rest of the items in the design team-related factors. Hence, it is
recommended to emphasize on this areas by developing adequate planning at the very early
stages of the project, carefully monitoring and having regular meetings with the design team,
and also having a full commitment to the project by both parties.
The researcher recommends a further study to be carried out to determine the impact of those
critical success factors on project success since the study didn't figure the identified critical
success factors to be clear in real estate construction projects.

The study did not also find any factor that extremely influences project success. Thus future
studies should try to examine whether there exist other factors that could extremely influence
project success. The study was conducted in Addis Ababa city and is only focused on two

53
real estate companies hence its findings cannot be generalized to all real estate companies.
Thus future studies should consider examining the same variables using more real estate
companies.
The other point that can be taken as a limitation is the study is purely based on the perception
of project team members and for it did not view from the buyer’s perspective. Therefore it is
suggested that other researchers undertake such studies from both viewpoints.

54
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 Appendix

Questionnaire for Real Estate Project Teams

This questionnaire is prepared for collecting data for the study to be undertaken under the
title of “Assessment of Critical Success Factors in Real Estate Projects”. The student
researcher will appreciate it if you spend a few minutes of your time filling this questionnaire.
The questionnaire is prepared only for academic purpose and your response shall be treated
confidentially and anonymously. I thank you in advance and should you have any inquiry,
please be free to contact the researcher at the following addresses:

E-mail: [email protected]

Part I: Respondent General Information

This part is on general information about you as respondent. Please provide answers to the
following questions by ticking (√) against the most suitable alternative or giving narrative
responses in the spaces provided. Your response shall be accorded all the confidentiality it
deserves and will only be used for academic purposes.

1. Gender
Male Female
2. Age
Under 25 26-35 36-45 46-55 Above 55

3. Educational status
 Diploma
 1st Degree
 2nd Degree/ Postgraduate
 Other

4. Job Position

 Project Manager
 Engineer
 Forman

62
  Contractor
 Consultant
 Client/Owner
 Other project stuff member

5. Years of experience
 Below 2 Years 3-5 Years More than 5 Years

Part II: Success Factors and Project success

Rank the factors presented in the table based on their importance for project success.
You may leave items unranked that you believe have no importance for the successful
completion of a project.

Factors Rank

Project Management Related Critical Success Factors

Procurement System Related Critical Success Factors

Clients Related Critical Success Factors

Design Team Related Critical Success Factors

Contractor Related Critical Success Factors

Project Manager Related Success Factors

Environment Related Success Factors

63
Part II: Project success factors

Below are the identified success factors for real estate projects to assess project success
in the context of Addis Ababa City. Please show the extent to which you think each
factor influences/contributes to project success in your company using the 5 Likert scale
(1 = Strongly Disagree, 2 = Disagree, 3 = Uncertain, 4 = Agree, and 5 = Strongly Agree)

1. Project Management Related Critical Success 1 2 3 4 5

Factors
Communication system
Control mechanism
Feedback capabilities
Troubleshooting
Planning effort
Coordination effectiveness
Decision making effectiveness
Project monitoring
Developing an appropriate organization structure
Implementing an effective safety program
Implementing effective quality assurance program
Control of sub-contractors’ work
Prior project management experience
Risk identification and allocation
Formal dispute resolution process
Motivation/ Incentives
Constructability program
Training the HR in the skill demanded by project

64
 2. Procurement System Related Critical Success 1 2 3 4 5
Factors
Project delivery system (e.g. design-bid-build, design
build)
Project bidding method (e.g. price based competitive
bidding, negotiated bidding, best value bidding)
Project contract mechanism (e.g. lump sum, unit price,
cost plus, etc.)

3. Clients Related Critical Success Factors 1 2 3 4 5

Influence of client/ client’s representative
Client’s experience
Nature of client (privately vs. publicly funded)
Size of client’s organization
Client’s knowledge of construction project organization
Client’s confidence in construction team
Owner’s construction sophistication
Owner’s clear and precise definition of project scope
&objectives
Timely decision by owner/owner’s representative
Owner’s risk attitude (willingness to take risk)
Client’s emphasis on low construction cost
Client’s emphasis on high quality of construction
Client’s emphasis of quick construction
Client’s project management
Client’s ability to brief
Client’s ability to make decision
Client’s ability to define roles

65
 4. Design Team Related Critical Success 1 2 3 4 5
Factors
Design team experience
Project design complexity
Mistakes/delays in producing design documents
Design team’s contribution to construction
(constructability review, value engineering, etc.)
Adequacy of plans and specifications

5. Contractor Related Critical Success Factors 1 2 3 4 5

Contractor experience
Site management
Supervision
Extent (Involvement) of Subcontracting
Contractor’s cash flow
Effectiveness of cost control system
Speed of information flow

6. Project Manager Related Success Factors 1 2 3 4 5

Project Manager’s competence

Project Manager’s experience

Project Manager’s authority to take day-to-day decisions

Project Manager’s authority to take financial decision,

selecting key team members, etc.
Technical capability of project manager

Leadership skills of project manager

Organizing skills of project manager
Coordinating ability and rapport of project manager
with contractors/ subcontractors
Coordinating ability and rapport of project manager
with owner/ owner representatives

66
Motivating skills of project manager

Project manager’s commitment to meet cost time and

quality
Project manager’s continued involvement in project
Project manager’s adaptability to changes in project
plan
Project manager’s ability to delegate authority

Construction control meetings

7. Environment Related Success Factors 1 2 3 4 5

Economic environment
Social environment
Political environment
Physical work environment
Industrial relations environment
Administrative approvals environment
Commitment of all parties to the project
Adequacy of funding
Technology availability
Human Skill availability
Other Factors such as Corruption, lack of ethics,
fraudulent practices, favouritism,

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Part IV: Measurement of Project Success
Read the following statement and answer the questions based on your perception about
project success. Indicate the degree to which you agree or disagree with the statement
by marking one response for each item (1 = Strongly Disagree, 2 = Disagree, 3 =
Uncertain, 4 = Agree, and 5 = Strongly Agree).

Project Success 1 2 3 4 5
The project was completed on time or earlier.

The project was completed within or below

budget.
The project was completed within the
assigned standard quality.

68