Project Management

Project Management Practice and Challenges
Comparative Case Study for Public Agency and

Private Firm
By: Melkamu Gamene
Addis Ababa University School of Commerce

Graduate Program in Project Management
June, 2020
Project Management Practice and Challenges
Comparative Case Study for Public Agency and
Private Firm
By: Melkamu Gamene
Advisor: Wubishet Bekalu (PhD)
A Project Work submitted to Addis Ababa University

School of Commerce Department of Project
Management in partial fulfillment of Master of Arts
degree in Project Management
ADDIS ABABA
June, 2020
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ACKNOWLEDGMENTS
I am very grateful to my advisor, Wubishet Bekalu (PhD), for his constructive comments and
advices in shaping this project work. I am also tremendously grateful to the staff of INSA,
Deliver ICT and Development Bank of Ethiopia who were part in the DBE project for their
cooperation in providing all the necessary data for this study.
My sincere thanks also go to my dearest wife Dr. Kidist Lemma for her unconditional and caring
support throughout this study.
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ABSTRACT
The purpose of this study is to assess the public agency (Information Network and Security
Agency) and private firm (Deliver ICT and Telecommunication Technology PLC) project
management practice in line with the ten knowledge areas of the PMBOK and also see the
similarities and differences of project management practice of the two organization in
Development Bank of Ethiopia Network Infrastructure and Security project. Thus, to attain these
objectives and reach to conclusion, descriptive research design and quantitative analysis
technique was employed. A total of 49 structured questionnaires were distributed. All the
questionnaires were filled and returned. Overall mean value and percentage from each factor in
specific project management knowledge area is used to analyze the similarities and differences in
practicing project management techniques in the two organization. The findings show that among
the ten-knowledge area, the public agency who managed the project first phase, managed to
practice four of them. These are project scope, cost, procurement and resource management. For
the second phase of the project, the private firm practiced project scope, schedule, cost, resource,
procurement, stakeholder and integration management. The two organizations have a relative
similarity in terms of practicing project scope, cost, resource management in a positive way. On
the other hand, from poor project management practice perspective they have relative similarities
in terms of project quality, communications and risk management. The private firm excel that of
public agency in practicing project integration management. Additionally, the private firm applied
the practice of stakeholder management and project schedule management and this was not the
case for the public agency. Majority of the presumed challenges by the study for the DBE project
were not great obstacles as response from the responder shows that most of factors were less
challenging. Overall, the private firm practiced most of the factors in project management
knowledge area in phase 2 project than phase 1 project by public agency. INSA need to use formal
procedure to develop project management plan that holistically define, prepare, and coordinate
all the plan components from all the knowledge area. Both INSA and Deliver ICT need to give
more emphasis to the practice of project risk management, project quality management and
project communication management by allocating proper resource and teams on the ground.
Key Words: Project management, project management practices, Project management challenges
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Table of Contents
ACKNOWLEDGMENTS ........................................................................................................................... iii
ABSTRACT................................................................................................................................................... iv
List of Tables ............................................................................................................................................... vii
List of Figures ............................................................................................................................................. viii
ACRONYMS .................................................................................................................................................. ix
CHAPTER ONE ............................................................................................................................................... 1
1. INTRODUCTION ......................................................................................................................................... 1
1.1 Background of the Study ...................................................................................................................... 1
1.2 Statement of the Problem ..................................................................................................................... 2
1.3 Research Questions ............................................................................................................................... 4
1.4 Research Objective ............................................................................................................................... 4
1.4.1 Specific Objectives ......................................................................................................................... 4
1.5 Significance of the Study ...................................................................................................................... 5
1.6 Scope of the Study ................................................................................................................................. 5
CHAPTER TWO .......................................................................................................................................... 6
2. LITERATURE REVIEW ......................................................................................................................... 6
2.1 Introduction ........................................................................................................................................... 6
2.2 Project Landscape ................................................................................................................................. 6
2.3 Project Management ............................................................................................................................. 8
2.4 Project Life Cycle and Process Group in Project Management ....................................................... 9
2.4.1 Project Life Cycle ........................................................................................................................... 9
2.4.2 Process Group in Project Management ..................................................................................... 10
2.5 Project Management Practice ............................................................................................................ 13
2.6 Challenges in Practicing Project Management in IT Projects ........................................................ 20
2.7 Conceptual Framework ...................................................................................................................... 21
CHAPTER THREE .................................................................................................................................... 22
3. RESEARCH METHODOLOGY ............................................................................................................ 22
3.1 Project Area and Time Period ........................................................................................................... 22
3.2 Research Design .................................................................................................................................. 22
3.3 Source of Data ..................................................................................................................................... 23
3.4 Study Population ................................................................................................................................. 23
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3.5 Data Collections .................................................................................................................................. 23
3.6 Data Analysis and Presentation ......................................................................................................... 23
3.7 Validity and Reliability....................................................................................................................... 24
3.8 Ethical Consideration ......................................................................................................................... 25
CHAPTER FOUR ....................................................................................................................................... 26
4. DATA PRESENTATION AND ANALYSIS ........................................................................................ 26
4.1 Introduction ......................................................................................................................................... 26
4.2 Demographic Profile ........................................................................................................................... 26
4.3 Project Management Practice Assessment for DBE Network Infrastructure and Security
Project by using Project Management Knowledge areas. ..................................................................... 28
4.3.1 Assessment of Projects Scope Management Practice ............................................................... 28
4.3.2 Assessment of Project Schedule Management........................................................................... 30
4.3.3 Assessment of Project Cost Management .................................................................................. 32
4.3.4 Assessment of Project Quality Management ............................................................................. 34
4.3.5 Assessment of Project Resource Management .......................................................................... 35
4.3.6 Assessment of Project Communication Management .............................................................. 36
4.3.7 Assessment of Project Risk Management .................................................................................. 38
4.3.8 Assessment of Project Procurement Management.................................................................... 39
4.3.9 Assessment of Project Stakeholders Management .................................................................... 40
4.3.10 Assessment of Project Integration Management ..................................................................... 42
4.3.11 DBE Project Implementation Challenges ................................................................................ 44
CHAPTER FIVE ........................................................................................................................................ 46
5. SUMMARY, CONCLUSIONS AND RECOMMENDATION ............................................................. 46
5.1 Summary of Findings ......................................................................................................................... 46
5.2 Conclusions .......................................................................................................................................... 47
5.3 Recommendation................................................................................................................................. 48
References ................................................................................................................................................... 50
APPENDIX: ................................................................................................................................................... 53
APPENDIX A: Questionnaire ........................................................................................................................ 53
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List of Tables
Table 3.1 Coefficient alpha reliability result by using Cronbach‘s alpha method ............... 24
Table 4.1. Demographic characteristics of respondents .......................................................... 27
Table 4.2: Project Scope Management Practice....................................................................... 29
Table 4.3: Project Schedule Management Practice ................................................................. 31
Table 4.4: Project Cost Management Practice ......................................................................... 33
Table 4.5: Project Quality Management Practice .................................................................... 34
Table 4.6: Project Resource Management Practice ................................................................. 35
Table 4.7: Project Communication Management Practice ..................................................... 37
Table 4.8: Project Risk Management Practice ......................................................................... 38
Table 4.9: Project Procurement Practice.................................................................................. 39
Table 4.10: Project Stakeholders Practice ................................................................................ 41
Table 4.11: Project Integration Practice ................................................................................... 43
Table 4.12: DBE Project Implementation challenges .............................................................. 45
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List of Figures
Figure 2.1: Five phases of project life cycle……………………………………….9
Figure 2.2: Project Management Process Groups………………………………….10
Figure 2.3: Process Groups Interact in a Project with time………………………...13
Figure 2.4: Conceptual Frame work for studying project management practice…...21
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ACRONYMS
ANSI: American National Standard
CPM: Critical Path Method
DBE: Development Bank of Ethiopia
ICT: Information Communication Technology
INSA: Information Network Security Agency
PMBOK: Project Management Book of Knowledge
PMI: Project Management Institute
PMLC: Project Management Life Cycle
TPM: Traditional Project Management
UNIDO: United Nations Industrial Development Organization
VPN: Virtual Private Network
WBS: Work Break down Structure
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CHAPTER ONE
1. INTRODUCTION
1.1 Background of the Study
A project can be defined as the achievement of a specific objective, which comprises a sequence
of activities that consume resources. It has to be finished within a set of adherence specification,
having definite start and end dates. Thus, project is concerned with defining and selecting a task
which will be an advantage to the company. This advantage can be monetary, advertising or
technical, that will tend to be of a long-term, oriented towards the anticipated end of life of the
project (Munns and Bjeirmi, 1996).
Projects add a very big values to economic development of a company and a country at large.
Many of the organizations applied project management techniques as a method of bridging the gap
between fiasco and triumph in the execution of projects. Project management entails the process
of regulating the attainment of the project objectives. Exploiting the prevailing organizational
structures and resources, project management seeks to manage on-time delivery, within-cost
disbursements and fitting performance standards. The work done in managing a project embraces
identifying the requirement of work, creating the scope, assigning the resources required, planning
the implementation of the work, monitoring the development of the work and fine-tuning
deviations from the plan.
A project life cycle, which include starting the project, organizing and preparing for the project,
implementing the project work and finally ending the project, provides the basic framework for
managing a project. Predictive life cycle is an example, in which project scope, time and cost are
identified in early phase of the project and that made it plan driven technique. A project life cycle
can be separated by distinct phases, for example, concept development phase, design phase, build
phase, testing phase and commissioning phase. These phases are distinct as each are having a
variety of attributes unique to specific phase (PMI, 2017).
Project management processes are activities used to manage a project life cycle. Each of the
process has an output that can be used either as input to another process or a product for a phase
cycle or the whole project.
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As a profession project management has knowledge area that includes recognized and good
practices that are broadly pragmatic and also are innovative practices that are evolving in the
profession. Project management Institute (PMI) compiled these practice in to project management
body of knowledge called PMBOK. Thus, PMI identified 10 knowledge areas and each are
interrelated plus each knowledge area is branded by its information chucks. (PMI, 2017).
PMBOK divides process in to five process groups also called as Project Management Process
Group and defined as a rational grouping of project management processes to attain a definite
project objective. These process groups are initiating, planning, executing, monitoring and
controlling, and closing. The logical ordering of these processes is a function of the characteristics
of the project and it is also called project management life cycle (PMLC). Plan driven project
management approaches, also called traditional project management, manage a project having
clear goal and solution with a PMLC process. The customer has plainly stated the goal, and the
project crew has put forward how they will reach to that goal. So, little change is expected
(Wysocki, 2017).
This day, in private firm and public agency project management become a method that is used to
transform idea to fruitful result (Marle & Vidal, 2016). However, project implementation in private
firm and public agency different from one another due to organizational structure, legal regulation,
stakeholder management, procurement management and others. (Stanisław Gasik, 2016).
Comparison of public and private sector project management techniques in IT projects, for design
and build contractor, whom use plan driven PMLC and found that the public sector lean behind
private sector in terms of budget, time and even failing to produce functional requirements by their
clients (Rosacker, 2010).Further study, also showed that private sectors deal with competition,
whereas public sector has little pressure. The accountability in private sector is immediate to the
shareholders, the top management and even to the client whereas public sector managers are
responsible to a broader group of constituents. It is the aim of this study, to see this scenario in
Ethiopia context, if there is any.
1.2 Statement of the Problem
Project management and its practices are category of the broader framework of the project. Project
management has a big role in achieving project success but that role is disregarded by many other
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factors which are not under the authority of the project manager. Thus, deviation from the original
plan is expected; to stay within the objective of the project a proper management technique is
required and to align the missed objective revert action is needed (Munns and Bjeirmi, 1996).
Effective or proper project management makes available a robust and viable advantage in project
timely delivery, in providing service to the scope, and it avoid additional cost (Kerzner, 2017).
Development bank of Ethiopia (DBE) is established to promote the national development agenda
through development finance. This highly valued objective can best be served through continuous
capacity building with many types of projects. Network Infrastructure and Security project is one
of the projects initiated to ease doing business to the bank, to be competent among other, to secure
information transfer and storage of the bank, to give proper service to customer, and mostly to
assist the bank mission in adding values to the national development agenda.
Method of procurement has process by which designers, deployers, and consultants provide
services for design and deployment to deliver a complete project to the client. A design and build
project are a type of procurement method where all services including design and construction are
provided by same contractor (Chan and Yu 2005). Development bank of Ethiopia selected INSA
as design and build contractor for Network Infrastructure and Security phase I project. For the
phase II, DBE assigned a private firm named Deliver ICT and Telecommunication Technology
PLC as design and build contractor.
It was found that, in general public sector project management is more complex than private sector
method of project management and specifically among ten project management knowledge areas
defined by PMBOK the stakeholder management, procurement management, and communication
management take large stake on the complexity during execution cycle of the project for the public
sector. For the DBE Network Infrastructure and Security project public and private sector managed
the project in phase. (Stanisław Gasik, 2016)
Many of the studies conducted in Ethiopia for an IT project management practice can be
categorized as either to public sector project management or private firm project management
practice. Like for (Medhen, 2019), (Misgana, 2019), (Merima, 2019) try to see practice and
challenges of public agency IT project management. On the other hand, (Meskerem, 2019),
(Betsega, 2018) and (Abinet, 2018) studied project management practice of private firm related to
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IT projects. So, this study is different in a sense that it tries to compare private and public sector
design and build IT project contractor practice in managing a project.
Hence, this study aims in assessing and comparing project management practice of Deliver ICT
and Telecommunication Technology PLC, a private firm and Information Network Security
Agency, public agency as a design and build contractor in Development Bank of Ethiopia Network
Infrastructure and Security project with respect to the ten project management knowledge areas
defined by PMBOK.
1.3 Research Questions
• How does the two organizations manage the project in-line with project management
knowledge areas?
• What are the similarities and differences in project management practices in the two
organizations?
• What are the challenges and capabilities in the two organizations in respect to project
implementation?
1.4 Research Objective
The general objective of this research is to uncover and see the similarities and differences of
project management practice of public agency (INSA) and private firm (Deliver ICT and
Telecommunication Technology PLC), in IT project, specifically in Development Bank of
Ethiopia Network Infrastructure and Security project.
1.4.1 Specific Objectives

• To assess the two organizations’ project management practice in-line with the ten project
management knowledge areas defined by PMBOK for the DBE Network Infrastructure
and Security project.
• To identify the similarities and differences in project management practices in the two
organizations.
• To pinpoint challenges and capabilities in the two organizations in respect to project
management practice.
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1.5 Significance of the Study
Private firm and public agency have always got ways of doing things which is different from one
another. This is also visible in managing a project as well. This paper tries to uncover the practice
of such organizations in doing project in respect to the scientifically recommended best practice
method, i.e. PMBOK. Thus, the result from this study can be used by the two organizations and as
well as others with similar setup in fine tuning their practice to catch the positive scene from the
two organizations and in line with PMBOK. Project sponsors and business analyst can also use the
result as an input in selecting contractor (private or public) for doing an IT project. Since the study
only identifies the challenges further study in academics can also be made in mitigation methods
for the challenges in future.
1.6 Scope of the Study
INSA, the selected public agency and Deliver ICT and Telecommunication PLC the private firm
undertake many projects. However, the scope of this study is limited only to the development bank
of Ethiopia Network Infrastructure and Security project, which is done in phase by both
organizations. The study is also limited only in assessing and comparing practices related to project
management in reference to PMBOK for this specific project.
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CHAPTER TWO
2. LITERATURE REVIEW
2.1 Introduction
This chapter will present literature review which will help in outlining the methodology. Key
project management practice indicator for project management will be identified.
2.2 Project Landscape
Projects are the results of needs which are not fulfilled by previous endeavor. These needs might
be explained in terms of solution to critical business or societal problem or to harness untapped
business opportunity (Wysocki, 2017). And mostly it is the project identification phase that
changes these idea in to a project by validating the business reason to proceed for the candidate
project within limited means and unlimited ends (Charles and Tryon, 2015). Many people use the
term project for any endeavor they set to do. However, the term project has got a specific definition.
Different authors and professional organization like PMI set an evolving definition to project. PMI
define a project as a fixed time exertion commenced to create an inimitable product to be produced,
service to be performed, or result to be confirmed (PMI., 2017). Also, (Wysocki, 2017) define a
project as an inimitable, multifaceted, and related sequence of activities that have one aim or goal
and that must be done by a specific duration, within budget, and bestowing to specification. An
example for the unique product project can be developing of a new website for tracking and
mapping COVID-19 infection across the globe, or creating a new ways of meeting demand for
energy to a given community. Improving a process for an organization to shorten the bureaucracy
is an example for unique service to be delivered. PMI definition for project stress that a project is
“temporary endeavor” and that is to mean that even if the deliverables from a project can last
century the project period that create the deliverable has a definite start and end point. A project
starts with an official document called project charter that can be developed by project sponsor
and has a preliminary cost, scope and time frame for the project. Which also imply that a project
is not an operation. The best-case scenario to end a project time is by fulfilling the objectives and
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for the worst a project time can be reached to end due to many reasons that cause a change to the
goal of the project. As example, a project can be terminated for financial exhaustion (PMI., 2017).
Mostly project success is measured against three interdependent parameters; time, cost and quality
stated on the inception of the project and are also called the Iron Triangle success criteria.
However, with time other success factor such as stakeholder benefits are added as project success
criterion (Roger Atkinson, 1999). Further success criteria such as acceptance by the customer/user,
agreement on scope change among stakeholders and keeping corporate culture while doing a
project are also illustrated by (Kerzner, 2017).
It is worth to note that project, program and portfolio are different but hierarchically interrelated
concept. It can be said that a collection of projects related in some form can be called as a program.
These projects are set to attain a set of goals for an organization and managed by same program.
On the other hand, portfolio can be stated as a group of projects, programs and also operations
managed to get the organization strategic objectives (PMI., 2017). Mostly, projects and programs
with in a portfolio are independent, the only common link they have might be belonging to same
organization (Wysocki, 2017).
Top management in an organization use information system (IS) projects as an instrument to

sustain the IT strategy. The success of an IS project can be quantified by the value added to the
organization. Value can be calculated by deducting cost from benefit gained from the IS project
(Marnewick, 2017). IS project success rate has been studied by many and study show that the IS
project are failing. The reason mentioned in the academia are first the concerned office and
professionals do not care about the results, second people do not conceive the complexity of the
IS projects and thirdly the parameters used to measure the IS projects are incorrect (Lovelock,
2017). There are different types of IS project. Infrastructure, customization, integration, full system
implementation and upgrade are the list. IS infrastructure project such as hardware implementation
is least complex and in contrary full system implementation such as replacing the legacy system
by new one is the most complex as it encompasses infrastructure implementation, customizations
and integration in it (Marnewick, 2017). The are many ways to implement IS projects and these
methods are represented by project management life cycle (PMLC) models. PMLC has two
categories for IS related projects, traditional PMLC and agile PMLC.
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Traditional project management (TPM) are also called happy path. This is so, because the project
manager knows what to do, how to do, when to do and how to track the project from the inception
date. TPM further classified in to predictive and incremental type. With predictive life cycle also
called waterfall all the process is implemented in an orderly manner and there is no going back.
Whereas for the incremental TPM the final output is produced with successive iterations and each
iteration add a function to previous (Wysocki, 2017).
Agile PMLC projects are change driven as try to determine a solution for a given problem, i.e.
scope. By starting from minimum requirement agile PMLC try to find solution in iterative and
incremental way. Agile PMLC give decision power to the team rather than usual hierarchical
manager and that make it self-organized method (Marnewick, 2017), (PMI., 2017).
2.3 Project Management
Before a project management alighted as a profession, line managers in parallel with their
functional requirements were responsible in managing a project informally. Necessity in the
industry by the executive for managing a complex project using a single contact person, i.e. Project
manager, started enriching the growth of project management profession. Kerzner, illustrated the
life-cycle of a company that goes through in implementing a project management. It starts with
embryonic phase where the company recognize the need, then lead to acceptance by executive,
then the line management acceptance is followed by growth phase in which proper project
management methodology is selected plus scope is defined and finally to maturity phase. It is in
maturity phase that proper planning for cost, schedule, execution and controlling of the project is
done. (Kerzner, 2017)
Mishra define a project management as a preparing, creating, monitoring and controlling of all
facets of a project and building impetus of all stakeholders to attain project aims within a
demarcated time, cost and performance (Mishra, 2005). In similar way, (Kerzner, 2017), defined
project management as the method for preparing, creating, guiding, and regulating company
resources for a relatively shorter period to a project that has been created to attain specific goals
and objectives. On the other hand, (Wysocki, 2017), put a Project management as a set of utensils,
models, and procedures intended to react to the six queries given below: What business condition
is being solved by this project? What does the business want to do? What will you do? How will
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you do it? How will you know you did it? and How well did you do? One can see from these
definitions, that a project management involves logically linked processes and PMI PMBOK
grouped these processes in to five process groups. These are initiating, planning, executing,
monitoring and controlling and closing process group.
2.4 Project Life Cycle and Process Group in Project Management
2.4.1 Project Life Cycle

Project Life cycle defines the beginning and ending of project. That means a project can only have
one phase or many, and it vary from industry to industry. Baum, of the world bank identified five
phases to project life cycle. These are identification (finding the project), preparation/analysis
(Does it have merit?), appraisal (critical review, independent), implementation (getting it started)
and evaluation (success or failure) phase. (Baum, 1982). On the other hand, W. Behrens of UNIDO
created a three-phase project life cycle. (W. Behrens, 1991). These are the pre – investment
(Feasibility study, Project appraisal and Investment decision), the investment (also called
implementation phase), and the operational phase (initial period after start-up. The output from a
phase is/are deliverable like for example a proposal from the preparation phase, a schedule, a
design, or a budget during implementation phase. These phases can be conducted in iteration or in
parallel.
Figure 2.1: Five phases of project life cycle (Baum, 1978)
So, process groups such as initiating, planning, executing, monitoring and controlling are used in
order to execute a given project life cycle. It is also conceivable that the whole process groups may
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well be done within a phase. As projects are divided into different phases, such as
conceptualization phase, viability analysis, plan, build, or make assessment, etc., the entire process
groups would be recurring in any of the phase though out the project time. However, if the project
in the organization is single phased, then there is no way to repeat the process groups.
2.4.2 Process Group in Project Management

A process is a set of related endeavor and activities to produce a product, service or some kind of
result. Each of the process in a project has inputs, tools and techniques which will lead to an output
and each of the project are linked via their outputs, that means an output from one process can be
used as an input for the other. The process in a project can be applied once, done periodically as
required or performed during all the project time (Ajit and Rajwinder, 2017). PMI PMBOK
grouped these processes in project management in to five process groups with the aim of achieving
project objective logically. These are initiating, planning, executing, monitoring and controlling
and closing process group. The interaction between processes seems discrete. However, in reality
many of the process overlap and interact. And for the process group monitoring and controlling
process groups intermingle with other process groups relative to time as depicted in the figure
(PMI, 2013).
Figure 2.2: Project Management Process Groups (PMI, 2013)
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Initiating
According to PMI PMBOK, 9th edition, initiating process group are a distinct process done to ratify
a novel project or a new phase of a prevailing project by attaining endorsement to start the project
or phase and most of the time initiating work is done by the sponsors. There are two main
processes: developing project charter, and identifying stakeholders. Project charter development
lead to defining initial scope, finance committed to the project, assigning project manager, making
senior manager to accept the project. Whereas, identifying stakeholders process identifies
individuals or organizations that could affect the project or be affected by the project and this will
be used by the project manager to give appropriate attention to the identified stakeholders (Hayes,
2000), (PMI, 2017).
Planning
Planning process group creates a workable scheme that details the scope, polish the objectives and
produce an action plan to be undertaken with sufficient detail to be executed later without hitches
and problems (Ricardo, 2008). There are many plans to be made in this process group. Scope
management plan, schedule management plan, cost management plan can be examples. All the
planning document mentioned and others are integrated in to one planning document named
project management plan. Project management plan guide the team in its execution, monitoring,
and control of the project. Planning process is an ongoing process that lives for entire project period
by integrating additional and significant changes from execution and monitoring (PMI, 2017).
(Heerkens, 2002) elaborated a project planning by associating it with doing the right project with
doing it right. Planning process is important and enormous in two aspects; the first is strategic that
means it involves principles and philosophies and the second is tactical, in a sense that it requires
step-by-step process of creating detailed project plan revolving around cost, time and scope. Here,
the cost refers to how much money is going to be spent and how it is going to be budgeted over
time. Whereas, the time refer to how long it will take to do the project and also the activities within
the project. And the scope dimension refers what is going to be done. Shehu and Akintoye studied
success factor for project and found that among the success factors which is critical for project
success effective project planning is listed at the top. (shehu and Akintoye, 2009). Also, strong
association between project success and project planning is pinpointed by (serrador 2012) in
literature survey made for project success factor.
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Executing
This process group enrolls the project management plan to the ground. The work performed in
execution are managing teams and resources, managing stakeholder assumptions, plus integrating
and executing the tasks of the project in-line with the project management plan (PMI, 2012). As
most of the procurement and implementation is done in execution stage a large some of the
project’s budget is expended in this process group. Most of the project duration is also swallowed
by executing the project. It is highly recommended that project manager utilizes organizational
and communication skills to lead and manage the project while executing it. (PMI, 2017).
Monitoring and Controlling
Processes in monitoring and controlling group mainly concerned with following up, reviewing the
flow and generating performance report on the project. This process group also identifies if a
change is required and initiate it if needed (ajit and Rajwinder, 2017). The world bank on its
publication, (Gertler, Martinez and Patrick, 2011) define monitoring is a continuous endeavor of
collection & analysis of information to see progress against set project plans and check compliance
against the established standard in view to first documenting processes, results & experiences,
second identifying periodically the achievements of project objectives and signaling early-warning
on target-deviations, third making steering decisions to quickly initiate corrective measures and
adjustments, and finally ensuring the necessary resources for these measures are available.
Closing
This process group closes the project or a phase formally. It is in closing process group that a
formal acceptance and approval is obtained from the concerned stake holders. The documentation
archive, the final project report, made during closing session is used in upcoming project as
organizational process assets. Post-implementation audit is also part of the closing process group
(Wysocki, 2017).
Even if the process groups discussed above seems like distinct and separate, in reality overlapping
occur throughout project period. Mind that the output of a process from one process group can be
an input to a different process in different process group. That is why overlapping in a process
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group in time is unavoidable. The figure below depicts the overlap in time for the different process
group discussed above.
Figure 2.3 : Process Groups Interact in a Project with time (PMI, 2013)
2.5 Project Management Practice
Best practice is a verified and demonstrated process that brings a quantifiable improvement in
productivity and/or effectiveness. Project management has grown over time to a sophisticated and
multifaceted process. To deal with this, standards have been developed by organizations and
project management associations in the globe to achieve a better implementation of project
management activity. In project management best practice can emanate from guidelines or
international standards. PMI's project Management Body of Knowledge PMBOK, PRINCE2
(Projects IN Controlled Environments), P2M (Project & Program Management), PCM (Project
Cycle Management) and ANSI (American national standard) can be a good example (ILIEŞ,
CRIŞAN and MUREŞAN, 2010). Same article further discusses, applying those guidelines and
standards in managing project give an advantage in transferring required knowledge to the project
organization, harmonize the divergent jargon in project communication landscape, bring an
advantage in saving time and money.
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Project managers have the responsibility of identifying specific project management techniques
that are appropriate and applicable in specific situations by using parameters such as, knowledge
of stakeholders involved in the project, ability to implement the method efficiently in the
organization, whether the organization can benefit from this methodology/practice. There is list of
project management practices developed by professional communities by producing, discussing,
cumulating and condensing it to "Body of knowledge". Project Management Body of Knowledge
and PRINCE2 - Projects IN Controlled Environments are a de facto example. From the outpost
PMBOK guideline can be practiced in all types of organizations, from all the globe in contrary
with its competitor PCM guidelines. Also, PMBOK which is prepared by the Project Management
Institute describes the knowledge and practice that is approved and exclusive to the field of project
management (Wideman, 1998). In this study, however, to assess current capability, to diagnose
strengths and weaknesses of the chosen project, the ten Project Management Knowledge areas of
PMI will be used as a benchmark practice (Nino G., 2013), (ILIEŞ, CRIŞAN and MUREŞAN,
2010), (Zarina and Muhammad, 2012).
PMBOK categorize processes, discussed in previous section of this paper, in to ten knowledge
areas. A specific knowledge area is described by its knowledge prerequisite and defined in terms
of its processes, practices, inputs, outputs, tools, and techniques. Thus, the ten-knowledge area
identified in PMI PMBOK are project integration management, project scope management, project
schedule management, project cost management, project quality management, project resource
management, project communications management, project risk management, project
procurement management and project stakeholder management (PMI, 2017).
Project Scope Management
The ultimate goal of project scope management is to plan and regulate the works to be undertaken
by the project. This means, by keeping the initial outline from the project charter only the work
required is defined and controlled (Ricardo, 2008). There are six processes in scope management
knowledge area. Among these the first four process areas, plan scope management, collect
requirements, define scope and create work break down structure (WBS) belong to the planning
process group and the rest, validate scope and control scope, are in monitoring and controlling
process group (PMI, 2017). With collect requirement process requirements of the stakeholder’s
need is determined and documented in requirements traceability matrix and serve as a basis for
14
project and product scope definition. Define scope process produce project scope statement that
detail the product and the project scope, result boundaries, criteria to accept and reject. Project
scope statement is used in creating WBS and project schedule. Work break down (WBS) is
graphical subdivision of the deliverables in to lesser and manageable groups. The output from
WBS process is the scope baseline, also called approved version of scope statement. Plan scope
management process produce a plan that detail how a specific project scope will be defined,
authenticated, and measured. Plus, the scope management plan used as a reference in how to
manage the scope in project life cycle. Validating scope is a formal procedure of accepting a
deliverable by the user/customer. It worth to mention that for the waterfall life cycle model scope
baseline is produced once and changed only in formal request. Whereas for the agile case, the
scope is produced for each iteration as deliverable keep changing/adding for each cycle.
Project Schedule Management
One of the many tasks of a project manager is to ensure stakeholders that the planned project end
date can be achieved and finding ways to accomplish this. This requires a proper time management
knowledge (Rita, 2018). There are six processes in project schedule management knowledge area
and all are included in planning process group except for control schedule. Processes done during
planning are plan schedule management, define activities, sequence activities, estimate activities,
estimate activities durations and develop schedule. Define activities process list the activity to be
executed in order to produce a deliverable and help in estimating time and resource required for a
given work packages. Sequence activities process describes the rational order of work to be
performed to get supreme efficiency when taking all the given constrictions into attention.
Estimate activity durations process is used to estimate the time required to each of the activities
which is a base for project schedule. Develop schedule process generate schedule model which is
complete and show the beginning and end of dates of all activities in the project. Schedule
management plan which is a composition of the above plans provide a guidance and direction on
how to manage the schedule. Control schedule process, on the other hand, monitor current
condition of activities and used to detect deviation from schedule baseline. It is the project schedule
that gives a detail image on how and when the deliverable from the project will be produced
according to the scope. It is also used in managing stakeholders' expectations and as a performance
15
measurement tool. Scheduling method can be pseudo static like that of critical path method (CPM)
or dynamic that can be changed with time (agile) (PMI, 2017).
Project Cost Management
PMI define a project cost management as a practice that incorporate processes that plan cost,
estimate cost, allocate budget, finance the project and control the cost with aim of finishing the
project achieving the planned budget (PMI, 2013). There are four processes in project cost
management knowledge area and all are included in planning process group except for control
costs. Processes under planning process groups are plan cost management, estimate costs and
determine budget. R.E.Westney, defined a cost estimate as an assessment of all the costs of the
activities of a project in line with agreed scope (R.E.Westney, 1997). It is also said that cost
estimation is an art as it utilizes a skill and a science for using scientific methods, for example
parametric modeling, to estimate costs. Mostly the estimate related to cost is done at the activity
level and aggregated upwards. All in all, estimate cost process provide a complete but an
approximate cost required for each activity in the project. On the other hand, Budget produce a
cost baseline, which is the sum lump of all activities cost and used to measure a performance of
the project in terms of cost (Rita, 2018), (PMI, 2013).
Project Quality Management
Lack of attention to quality, i.e. the extent the project meets the requirements in a project, can lead
to rework or shortcomings in deliverable. That means to configure what is lost time and resource
has to be incurred. So, Project quality management deal with continuous improvements on
company quality policy in planning, managing and controlling project quality. The processes
involved in project quality management are Plan Quality Management (identifying quality
requirements and document it), Perform Quality Assurance (audit quality if proper quality standard
is undertaken by the project) and control Quality (monitor quality and make the necessary
recommendation).
Project Resource Management
Project resource whether it be team resource (human resource) or physical resource such as
machinery, facilities, raw materials etc... should be managed properly. And this is where project
16
resource management concept is relevant and it ensures that the proper resource is available at the
required time. There are six processes in project resource management that span across three
process groups. The first two (plan resource management and estimate activity resources) are
contained in planning process group. The second group (acquire resources, develop team and
manage team) are in executing process group. The sixth process, control resources, is under control
process group. Resources for each activity is estimated by estimate activity resources process and
with acquire resources process the estimated resource such as team members, facilities and
equipment are attained to finish the project. with team development process versioned in creating
a team having the following characteristics relevant shared purpose, consistent membership,
complementary skills, mutually accountable, and common performance goals. To do so team
creation pass through the following team development stages: forming, storming, norming,
performing and adjourning. With manage team process team performance is monitored and
feedback is given to the team/or member so that project performance is optimized.
Project Communications Management
Communication in project require the transfer of an information and should be understood by both
the sender a receiver. Communication can be used as a management tool. Missing a piece, but
important information, in project can have a significant influence on project objectives. Actually,
project manager spends most of their time in communicating. The communication might be formal
or informal, vertical or horizontal, written or oral, internal or external. In any way the
communication in the project should be effective to the right format and time also it should be
efficient in communicating only what is needed (Robbins and Judge, 2016), (PMI, 2017).
Project Risk Management
Risk can be defined as a measure of uncertainty (positive or negative) and its consequence for not
attaining the defined project objectives. The unknown future brings either positive risk also called
opportunity or the other way round (risk). Risk management is a method of developing a plan for
risks, classifying risks, scrutinizing risks, developing response tactic to the risks, monitoring risks
and controlling risks. Risk management is the responsibility of not just the project manager but
also of the team, team should also develop risk management culture in the project. Those measures
will make risk management proactive rather than reactive (Kerzner, 2017). Risk in project can
17
occur due to occurrence of one of the following conditions: Inconsistency in estimates (time, cost
and quality), uncertainty about the source of estimates, uncertainty about design and logistics,
uncertainty about objectives and priorities and uncertainty about fundamental relationships
between project parties. Identified risks are labeled in risk register, for the identified risks
qualitative and quantitative analysis made to prioritize risks with possibility of occurrence and
influence as a parameter then a response plan is generated to the risks in risk register. So, risk
response plan such as escalating, exploiting and accepting risks play greater role in addressing
overall project risk and individual risks and It is important that organization that do project should
develop people (team) to think and plan for risk (PMI, 2017).
Project Procurement Management
Procurement is an activity undertaken to obtain a product or service from the supplier to where it
is required and it comprises purchasing, contracting and logistics activities (Arjan J., 1996). Project
procurement is a process of acquiring goods and services to a project, so this require a project
manager to help in creating, reading and handling contract for the project (Rita, 2018). Project
procurement management incorporate all the required steps (plan procurements, conduct
procurements, administer procurements and close procurements) in acquiring a product or service
from an entity outside project team. Contract management and control of change which is
mandatory in developing and administering contracts is also included. For smaller company,
project manager can take purchasing authority in negotiating and signing the contracts directly.
Whereas, for corporates there will be a separate department that take care of procurement and
contracting work. So, twilight in project procurement management is to keep supply continuity,
managing the process of procurement efficiently and effectively and developing supply base
management (Kerzner, 2017), (PMI, 2017).
Project Stakeholder Management
Like of the conductor in the orchestra that does not play any of the music instruments, mostly
project manager does not do all the job either. Rather project manager facilitates, motivates,
coordinates and integrate the project team. To do so, stakeholder management skill is very
important. Any organization or a person having an interest with low or high impact and would be
impacted by the project favorably or unfavorably is termed as a stakeholder. It is the project
18
manager that interfaces across the stakeholder and balance their interests in line with project
objectives as each of the stakeholder has power from low-to- high in diverting project objectives.
Project stakeholder management include identify stakeholders, plan stakeholder engagement,
manage stakeholder engagement, monitor stakeholder engagement process. Manage stakeholder
engagement process by making continuous communication increase the possibility of project
triumph by unleashing stakeholders support and lessening stakeholders’ fatigue to the project.
(Kerzner, 2017), (PMI, 2017), (Albert Lester, 2014), (Rita, 2018).
Project Integration Management
An organization assign a project manager to organize and assimilate all the pieces of the project
in a unified whole so that the products or services from the project is delivered with in a cost, time
allocated and with specified quality. That means, the project manager does the integrating activities
essential to develop project plan, accomplish plan and make the necessary change to the plan
thought the project cycle. This all require project integration management knowledge area practice.
The processes in project integration management includes developing project charter, developing
project management plan, directing and managing project work, managing project knowledge,
monitoring and regulating project work, executing integrated change control and finalizing the
project. Project integration management work is the responsibility of the project manager and it is
not for the specialist. Project charter authorizes the project formally by identifying its objectives
and assign a project manager, if it was not done before. Project management plan is a single but
cohesive and integrated plan that is used as a map in guiding the project in its life cycle. Directing
and executing the work identified in the project management plan and acting on the accepted
changes to attain the project’s objectives is done by direct and manage project work process.
Whereas, monitor and control project process follow, assess, and report overall advancement by
the project to meet the performance indicator identified in the project management plan.
Acceptance of deliverable and finalizing all the activities of the project is done in close project
process (Kerzner, 2017), (PMI, 2017), (Rita, 2018).
19
2.6 Challenges in Practicing Project Management in IT Projects
Information technology (IT) project management practice challenges are not perfectly similar to
all other project’s challenges. As every industry has it is own challenges IT projects have their own
challenges. (DORAISWAMY, 2012) in the book entitled "50 Top IT Project Management
Challenges", identified 50 challenges related to any IT project. However, this study mainly
concerned with IT infrastructure projects. So only applicable challenges to the specific project are
selected. Different articles tuned these challenges and expressed the challenges as a parameter of
failure to a project. The lists are Lack of strategy and planning, Insufficient user involvement, Lack
of oversight by strategic core, Inadequately experienced project managers, Lack of competent
staff, Lack of project communication, Minimization and compromise of scope, Lack of clear
statement of requirements, Poor estimates, Unrealistic expectations, Lack of project “ownership”
by team, Reluctance of organizational personnel. (Brandon, 2006), (Khaled Almgren, 2014) and
(Kerzner, 2017)
20
2.7 Conceptual Framework
Based on the reviewed literature a conceptual framework is developed and it is depicted in figure
below.
Deliver ICT and Telecommunication Technology PLC INSA
Project Integration
Project Integration
Management
Management
Deliver ICT &

Telecommunication INSA Project
Technology PLC Project Management Practice
Managementv Practice in DBE project
v using
in DBE project using PMBOK
PMBOK
Project Resource
Project Resource
Management
Management
Similarities and Differences
Deliver ICT & Telecommunication Technology PLC Project

INSA Project Management Practice challenges in DBE Project:
Management Practice challenges in DBE Project:
• Lack of strategy and planning
• Lack of strategy and planning
• Insufficient user involvement
• Insufficient user involvement
• Lack of oversight by strategic core
• Lack of oversight by strategic core
• Inadequately experienced project managers
• Inadequately experienced project managers
• Lack of competent staff
• Lack of competent staff
• Lack of project communication
• Lack of project communication
• Minimization and compromise of scope
• Minimization and compromise of scope
• Lack of clear statement of requirements
• Lack of clear statement of requirements
• Poor estimates
• Poor estimates
• Unrealistic expectations
• Unrealistic expectations
• Lack of project ownership by team
• Lack of project ownership by team
• Reluctance of organizational personnel
• Reluctance of organizational personnel
Source: own computation, 2020
Figure 2.4: Conceptual Frame work for studying project management practice in implementing
DBE Network Infrastructure and Security Project, by Deliver ICT & Telecommunication PLC and
that of INSA. Source: Developed by the author based on literature review.
21
CHAPTER THREE
3. RESEARCH METHODOLOGY
3.1 Project Area and Time Period
The study was conducted in two organizations, Deliver ICT & Telecommunications Technology
PLC and INSA. The first organization is a private firm and the second is public agency. They both
managed a project for Development Bank of Ethiopia in a phase with in the same industry,
Particularly IT network and security. INSA is a security agency that employs thousands of people
and of those, only Secure Information Systems Development Directorate and Sourcing and Facility
Division were part of this project. While Deliver ICT & Telecommunications Technology PLC is
a project based private technology firm and all of the staffs were participated in this project.
This study assessed a project which was done for development bank in two phases. The first phase
was done by INSA where the second phase was done by Deliver ICT & Telecommunications
Technology PLC. The initial phase was undertaken to modernize the IT infrastructure of the bank
and to interconnect all the branches using VPN technology. It was planned to be accomplished in
20 months. For the second phase, the objective was to enhance the IT network security of the bank
and also to integrate value added service to the bank IT infrastructure platform and it was planned
for 9 months.
3.2 Research Design
The objective of the study was to determine the practice of project management principles at
Deliver ICT & Telecommunications Technology PLC and INSA in reference to the ten knowledge
areas categorized by PMBOK. It also aimed to determine the differences and similarities of the
practice in the two organizations. Thus, to attain these objective, descriptive research type was
employed and to this effect, cross-sectional quantitative study design is used to analyze the data.
22
3.3 Source of Data
In this study primary and secondary source of data is used. Primary data is collected from project
managers and team members (support staffs, technical experts and others) both in Deliver ICT &
Telecommunications Technology PLC and INSA. Secondary data is collected from policy and
project documents as well.
3.4 Study Population
The study targeted team members of the two projects in Deliver ICT & Telecommunications
Technology PLC and INSA. Data is collected using structured questionnaire from project
managers, employees and support staff. Census method of data collection is used as the team
members are small and to have in-depth understanding of the issue.
3.5 Data Collections
Primary data, by using structured questionnaire, were collected from members of the projects at
the two organizations. The questionnaire assesses the ten knowledge areas of project management
practice and its challenges on the two projects by benchmarking knowledge areas in PMBOK. This
data was also supplemented with review of project plan and report.
3.6 Data Analysis and Presentation
The data is cleaned, entered and analyzed using SPSS version 20.0. Practice of project
management knowledge areas was collected using ‘Likert scale’, which uses replies ranging from
‘strongly agree’ to ‘strongly disagree’. The overall mean value and percentage from each factor
in specific project management knowledge area is used to analyze the similarities and differences
in practicing project management techniques in the two organization.
Results of the study is displayed using numbers, percentage, graphs, tables and charts.
23
3.7 Validity and Reliability
Most of the time the quality of a research is measured by using reliability and validity tool.
Reliability discusses how consistently is a given tool used measure something. If the tool generates
same result consistently for different measurement under the same technique under the same
circumstances, the measurement is considered reliable (Bhattacherjee, 2012).
Validity denotes how correctly a technique measures what it is planned to measure. A research
with having a good validity has an output that corresponds the real properties and characteristics
of the population under study. On the hand, according Field, to valid the instrument must first be
reliable (Field, 2013).
So, to measure reliability, the researcher used the most applied reliability measurement technique
called Cronbach‘s alpha method. According to Sekaran (2003) and (Uma & Bougie, 2016), for
reliability measurement using Cronbach‘s alpha method a value less than 0.6 taken as poor, those
in the 0.7 range to be acceptable and those over 0.8 are good. The reliability coefficient closer to
1 is better. The reliability of the questionnaire for this study paradigms is depicted in table 3.1 and
it indicates that the proposed concepts have a relatively good reliability, having a Cronbach’s alpha
value ranging from 0.622– 0.967, which is considered as satisfactory.
Table 3.1 Coefficient alpha reliability result by using Cronbach‘s alpha method
Cronbach’s No. of
No. Variables
Alpha Items
1 Project Integration Management Practice 0.752 5
2 Project Scope Management Practice 0.863 5
3 Project Schedule Management Practice 0.785 5
4 Project Cost Management Practice 0.622 4
5 Project Quality Management Practice 0.858 4
6 Project Resource Management Practice 0.810 4
7 Project Communication Management Practice 0.785 4
8 Project Risk Management Practice 0.967 4
9 Project Procurement Management Practice 0.830 5
10 Project Stakeholders Management Practice 0.713 5
24
3.8 Ethical Consideration
To ensure ethical quality of the study privacy and confidentiality of the study participants is kept
and will be kept for future as well. Prior to the collection of the study data, consent is obtained
from study participants. Study participants were not required to mention their names and
participation in the study and it was done on volunteer basis. Once the data is entered and analyzed,
the data is destroyed and that means the information collected will not be linked to the study
participants in any way.
25
CHAPTER FOUR
4. DATA PRESENTATION AND ANALYSIS
4.1 Introduction
In this chapter data collected in the field for Development Bank of Ethiopia Network Infrastructure
and Security Project is presented. It also deals with analysis and interpretation of the data collected.
This study is concerned with project done in two phases by two contractors for one organization.
Thus, the study participants were from three organization (two contractors and one client). The
contractors are INSA and Deliver ICT and Telecommunication Technology PLC. Whereas the
client is Development Bank of Ethiopia. With respect to the data collection method a total of 49
structured questionnaires were distributed. Thus, 7 questioners from DBE team plus 25 questioners
from INSA team, total of 32 questioner were distributed to study INSA project management
practice. Whereas 7 questioners from DBE team plus 10 questioners from Deliver ICT team, total
of 17 questioners were distributed to study Deliver ICT project management practice. The
questionnaires were developed in five scales ranging from five to one; where 5 represents strongly
agree, 4 agree, 3 neutral, 2 disagree, and 1 strongly disagrees. All the questionnaires were filled
and collected. All the data gathered were organized, tabulated and analyzed using SPSS 20.0
software to get a good insight to the result. By adopting an eminent Scott criterion, a mean value
is used to analyze the data represented by the Likert type scale of 1(Strongly Disagree),
2(Disagree), 3(Neutral), 4(Agree), and 5(Strongly Agree). Thus, in line with Scott criteria, a mean
up to 2.8 is considered as disagree, from 2.9 to 3.2 mean value is considered to be neutral and
mean above 3.2 is considered as an agree value (Scott, 1999).
4.2 Demographic Profile
Table 4.1 presents respondent’s profile for the case of INSA and Deliver ICT. It presents the
gender, age, Job category, educational status and work experience of respondent for DBE Network
Infrastructure and Security Project by INSA and Deliver ICT.
26
For INSA case among 32 respondent 28 were male. That means only 12.5 % of the respondents
were female. Age group between 30 and 40 takes 62.5 % of the respondent and respondents
experience above 10 years cumulated to 87.5 %. This may infer that middle aged and well
experienced employee were part in the project. Even if all respondent acquires a minimum of
BA/BSc degree none of them were from project management educational background.
For the Deliver ICT case, 23.53 % of the respondents were female. Which is as twice as that of
INSA. In terms of age group, among the respondents 75% of them are 30 and above years old.
With regards to education, 3 of them have Diploma, 12 of them has degree and the remaining two
has MSc. One of the respondents is PMP certified as well.
Table 4.1. Demographic characteristics of respondents

Respondent Total
No. Characteristics Frequency Percent frequency Percent
The Case of INSA
M 28 87.5
1 Gender F 4 12.5 32 100
Below 30 6 18.75
31-40 20 62.5
2 Age group 41-50 6 18.75 32 100
Project manager 2 6.25
Project
Coordinator 2 6.25
Job Project Member 20 62.5
3 category Support Staff 8 25 32 100
Educational BA/BSc 30 93.75

4 Status MA/MSc 2 6.25 32 100
0-5 years 2 6.25
6-10 years 2 6.25
Work 11-15 years 20 62.5
5 Experience Above 15 years 8 25 32 100
The Case of Deliver ICT and Telecommunication Technology PLC
M 13 76.47
1 Gender F 4 23.53 17 100
Below 30 4 23.53
2 Age group 31-40 12 70.59 17 100
27
41-50 1 5.88
Project manager 2 11.80
Project
Coordinator 1 5.88
Job Project Member 10 58.82

3 category Support Staff 4 23.50 17 100
Diploma/TVT 3 17.60
Educational BA/BSc 12 70.59
4 Status MA/MSc 2 11.80 17 100
0-5 years 4 23.53
6-10 years 8 47.06
Work 11-15 years 2 11.76
5 Experience Above 15 years 3 17.65 17 100
4.3 Project Management Practice Assessment for DBE Network
Infrastructure and Security Project by using Project Management
Knowledge areas.
Network Infrastructure and Security Project of DBE had two phases. Phase 1 is done by INSA and
phase 2 by Deliver ICT and Telecommunication PLC. The main part of the questionnaire builds
upon the key project management practice identified from PMBOK 10 different but integrated
knowledge areas. For both organizations, after data is collected assessment is made for project
management practice by analyzing the mean score of each question under the 10 knowledge areas
of PMBOK. By adopting an eminent Scott criterion, a mean value is used to analyze the data
represented by the Likert type scale of 1(Strongly Disagree), 2(Disagree), 3(Neutral), 4(Agree),
and 5(Strongly Agree). Thus, in line with Scott criteria, a mean up to 2.8 is considered as disagree,
from 2.9 to 3.2 mean value is considered to be neutral and mean above 3.2 is considered as an
agree value (Scott, 1999).
4.3.1 Assessment of Projects Scope Management Practice

Identifying project scope right from the beginning is mandatory to bring satisfaction of
stakeholders with the deliverables and avoid misunderstanding about the specific features of the
28
Table 4.2: Project Scope Management Practice
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
agree
Total
mean
Factors
N % N % N % N % N % N %
Requirements of Phase-1
the stakeholder’s 0 0 4 12.5 2 6.3 18 56.3 8 25 32 100 3.94
need was
Phase-2
determined and
documented
0 0 0 0 0 0 12 70.6 5 29.4 17 100 4.29
Project scope
Phase-1
statement that
details project 0 0 4 12.5 6 18.8 20 62.5 2 6.3 32 100 3.63
scope, boundaries,
acceptance
criteria and
Phase-2 Phase-1 Phase-2 Phase-1 Phase-2 Phase-1 Phase-2
project exclusions
were defined. 0 0 0 0 2 11.8 10 58.8 5 29.4 17 100 4.18
Work Break
Down (scope 0 0 2 6.3 12 37.5 16 50 2 6.3 32 100 3.56
baseline) was
created
0 0 0 0 1 5.9 11 64.7 5 29.4 17 100 4.24
A plan that detail
how the project
scope will be 2 6.3 10 31.3 12 37.5 6 18.8 2 6.3 32 100 2.88
defined, validated,
and controlled
was generated 0 0 1 5.9 3 17.6 11 64.7 2 11.8 17 100 3.82
Scope validation
(by the customer 2 6.3 2 6.3 8 25 18 56.3 2 6.3 32 100 3.5
or the user) were
done for each
deliverable
0 0 0 0 5 29.4 9 52.9 3 17.6 17 100 3.88
Average Phase-1
3.50
Average Phase-2
4.08
29
deliverables. Table 4.2 depicts the project scope management practice response for DBE project.
For the phase 1 project managed by INSA the mean score ranges from 3.5 to 3.94. Whereas for
the phase 2 project managed by Deliver ICT the mean score for the scope management ranges
from 3.82 to 4.29.
For the phase 1 project, for the respondents asked if a plan that detail how the project scope will
be defined, validated, and controlled the mean result is 2.88. This imply that there was a difficulty
in generating a consolidated scope plan. However, a mean amount of 3.94 is registered for the
factor if the requirements of the stakeholder’s need were determined and documented. This is
adequately high and imply that requirements of the stakeholder’s need were determined and
documented. Furthermore, relatively same result is found in creating project scope statement, work
break down structure and scope validation.
For the phase 2 project, the real properties and characteristics of the population under study. For
all the questions asked in scope management practice, a minimum of 3.82 mean value is registered
for all the factors. Thus, it can be said that respondents agreed that factors that lead to scope
management were practiced in the project.
The average mean value for the phase 1 project is 3.5 and for that of phase 2 is 4.02. Thus, it highly
reasonable to say that project scope management was practiced by both INSA and Deliver ICT in
DBE project.
4.3.2 Assessment of Project Schedule Management

One of the 10 knowledge areas in the PMBOK is project schedule management. In here, for the
phase 1 project respondents reply with the mean range from 2.44 to 3.69 for the four-question
asked related to project time management. And for the phase 2 project respondents reply with a
mean range from 3.94 to 4.47.
For the phase 1 project, for the respondents asked if list of activities to be executed were defined
is resulted with a mean value of 3.69, for the question if activities were sequenced a mean value
of 3.5 is calculated and also for the question if proper time is estimated, the answer was 56.3 %
yes with a mean value of 3.31. However, with a question related to planning, which asked whether
30
Table 4.3: Project Schedule Management Practice
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
agree
Total
mean
Factors
N % N % N % N % N % N %
0 0 4 12.5 2 6.3 26 81.3 0 0 32 100 3.69
Phase-1
List of activities
to be executed 0 0 0 0 0 0 10 58.8 7 41.2 17 100 4.41
Phase-2
were defined
0 0 6 18.8 4 12.5 22 68.8 0 0 32 100 3.5

Phase-2 Phase-1 Phase-2 Phase-1 Phase-2 Phase-1 Phase-2 Phase-1
Activities were
sequenced 0 0 0 0 0 0 9 52.9 8 47.1 17 100 4.47
0 0 8 25 6 18.8 18 56.3 0 0 32 100 3.31

Time required for
each of activities
0 0 1 5.9 1 5.9 9 52.9 6 35.3 17 100 4.18
were estimated
3 9.45 12 37.5 2 6.3 15 46.8 0 0 32 100 3
Schedule
management plan 0 0 1 5.9 2 11.8 9 52.9 5 29.4 17 100 4.06
was developed
8 25 10 31.3 6 18.8 8 25 0 0 32 100 2.44
Changes to the
project schedule 3 17.6 3 17.6 4 23.5 6 35.3 1 5.9 17 100 3.94
was controlled
Average Phase-1 3.188

Average Phase-2
4.212
31
schedule management plan was developed or not, result in a mean value of 3 which refer to neutral.
Which is similar with above, i.e. scope management plan, there was a problem of making a proper
plan document as well. In addition, a mean value of 2.44 (disagree) is calculated which account
only 25 % of respondents agreed that changes to the project schedule was controlled. This might
lead to lag in project time. The average mean for project schedule management in phase 1 project
is 3.18 (neutral) and it would be very difficult to say that this knowledge area is practiced at INSA
in phase 1 project.
For the phase 2 project case, as depicted in table 4.3, except for the question related to changes to
the project schedule was controlled, all the other project time management factors has an agreed
mean score of more than 3.0 and with overall mean of 4.21. Which put, Deliver ICT in better place
in terms of project time management except for controlling project schedule control which is
similar INSA in phase 1.
4.3.3 Assessment of Project Cost Management

For the phase 1 project respondents reply with the mean range from 3 to 3.69 and with average
mean of 3.3 for the four-question asked related to project cost management. And for the phase 2
project respondents reply with a mean range from 2.88 to 3.94 and with average mean of 3.6.
INSA practice in estimating cost based on agreed scope is significantly positive as 62.5 % of
respondents agreed and plus 6.3 % of them strongly agreed with a mean value of 3.69. Regarding
budget creation more than half of the respondents agreed that cost baseline was determined.
However, in generating cost management plan and controlling change in budget was not practiced
well as only 31.3 % and 43.8% of the respondents agreed, respectively, plus this result in a mean
value of 3.0 for both factors. Generally, from the responder reply, project cost management
resulted in average mean value of a 3.3 and it would be reasonable to say that this knowledge area
is practiced in phase 1 of the project.
For the second phase project, Deliver ICT practice regarding cost estimation in-line with agreed
scope has a mean value of 3.94 and creating baseline budget has a mean value of 3.94, which has
significant difference with that of INSA in a positive way. However, most of respondents for phase
2 project by Deliver ICT disagree in similar way with phase 1 project by INSA for the question
32
asked, if cost management plan were made and if change in project budget was controlled. Thus,
with the overall mean of 3.6, it can be said that Deliver ICT practice cost management adequately.
Table 4.4: Project Cost Management Practice
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
agree
Total
mean
Factors
N % N % N % N % N % N %
Phase-1
Cost estimate in- 0 0 2 6.3 8 25 20 62.5 2 6.3 32 100 3.69

line with agreed
Phase-2
scope were made
0 0 0 0 3 17.6 12 70.6 2 11.8 17 100 3.94

Phase-1 Phase-2 Phase-1
A budget, which
is used as cost 2 6.3 4 12.5 8 25 16 50 2 6.5 32 100 3.38
baseline, was
determined
0 0 0 0 3 17.6 12 70.6 2 11.8 17 100 3.94
A cost
management
plan that detail 0 0 10 31.3 12 37.5 10 31.3 0 0 32 100 3
how the project
budget is
estimated and
Phase-2 Phase-1 Phase-2
controlled was
generated 0 0 2 11.8 5 29.4 7 41.2 3 17.6 17 100 3.65
Change in 4 12.5 6 18.8 8 25 14 43.8 0 0 32 100 3

project budget
was controlled
2 11.8 4 23.5 5 29.4 6 35.3 0 0 17 100 2.88
Average Phase-2
3.60
33
4.3.4 Assessment of Project Quality Management
The average mean range for the project quality management for the phase 1 project is in range
from 2.25 to 2.56 which imply that most of the responders disagree that quality management is not
addressed.
Table 4.5: Project Quality Management Practice
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
agree
Total
mean
Factors
N % N % N % N % N % N %
Phase-1
Quality
standards of the 4 12.5 16 50 2 6.3 10 31.3 0 0 32 100 2.56
project were
Phase-2
identified
0 0 5 29.4 4 23.5 6 35.3 2 11.8 17 100 3.29

Phase-2 Phase-1 Phase-2 Phase-1 Phase-2 Phase-1
Quality
standards of the 6 18.8 18 56.3 4 12.5 4 12.5 0 0 32 100 2.19
project were
reviewed
0 0 5 29.4 9 52.9 2 11.8 1 5.9 17 100 2.94
Project
performance 6 18.8 14 43.8 4 12.5 8 25 0 0 32 100 2.44
were evaluated
on regular basis
0 0 7 41.2 5 29.4 5 29.4 0 0 17 100 2.88
Results were
monitored to
check if they 6 18.8 18 56.3 2 6.3 6 18.8 0 0 32 100 2.25
comply with the
quality standards
identified 0 0 9 52.9 3 17.6 5 29.4 0 0 17 100 2.76
Average Phase-1
2.36
34
Specifically, for the phase 1 project, among the responders asked if quality standards were
identified, 12.5 % of them strongly disagree and 50% of disagree with a mean value of 2.56. Also,
for making review of quality standards 18.8% strongly disagree and 56.3 % disagree with a mean
value of 2.19. Finally, with regards to measuring project performance most of the respondents
disagree. Thus, the average mean, which is 2.36 significantly imply that quality management
practice were not implemented well in phase 1 project.
Similar trend is shown from phase 2 perspective. Similar factors were raised for Deliver ICT
quality management: if quality standards of the project were identified, reviewed, performance
were evaluated regularly and result were monitored. The mean response was 3.29, 2.94, 2.88 and
2.76 respectively. In addition, the average mean is 2.97. This is still in neutral range and cannot
imply that project quality management were practiced in phase 2 project as well.
4.3.5 Assessment of Project Resource Management

For the question if acquiring project resources were made on time has a mean of 2.44 which is in
disagree range. Whereas for the questions whether resource was estimated, project team were made
on time and in addition if managing and controlling of the team were made properly, the
respondents’ answer is 81.3 %, 75 % and 68.8 % respectively. Also, the average mean for this
project management practice is 3.63. So, phase 1 project respondents’ response imply that there
was significant implication that project resource management is well practiced.
Table 4.6: Project Resource Management Practice

Disagree
Disagree
Strongly
Strongly
Neutral
Agree
agree
Total
mean
Factors
N % N % N % N % N % N %
Phase-1
Resources for 0 0 2 6.3 2 6.3 26 81.3 2 6.3 32 100 3.88

each activity was
Phase-2
estimated
0 0 0 0 2 11.8 14 82.4 1 5.9 17 100 6.88

Phase-1
Acquiring
project resources
8 25 12 37.5 2 6.3 10 31.3 0 0 32 100 2.44
35
Phase-2 Phase-1 Phase-2 Phase-1 Phase-2
were made on
time
0 0 7 41.2 3 17.6 6 35.3 1 5.9 17 100 3.06
Project team was 0 0 0 0 2 6.3 24 75 6 18.8 32 100 4.13

developed
0 0 1 5.9 0 0 12 70.6 4 23.5 17 100 4.12
Project team was 0 0 0 0 4 12.5 22 68.8 6 18.8 32 100 4.06

managed and
controlled
0 0 3 17.6 0 0 13 76.5 1 5.9 17 100 6.06
Average Phase-1
3.63
Average Phase-2
5.03
The result in phase 2 project regarding project resource management is similar to that of phase 1
in putting both project in agreement range. However, with average mean of 5.3, phase 2 project is
bigger than that of phase 1 which is 3.6. Further, it can be said that, result in the table is a strong
indication that project resource management was practiced both in phase 1 and phase 2 of DBE
project.
4.3.6 Assessment of Project Communication Management

Table 4.7 depicted below shows the communication management practice response for the phase
1 and phase 2 project of DBE. For the phase 1 among the questions asked to the responders only
two of the factors, making the required information available to project stakeholders were made
on time and making the required information available on time has a mean value in agreed range.
The rest of the questions: if collecting and disseminating performance information were made on
time and also if communication between stakeholders were controlled has the response mean of 3
and 3.13 respectively. In addition, the average mean value is 3.20 which is in the margin for
agreement range. Thus, from the response it is difficult to say that project communication is
practiced.
36
Table 4.7: Project Communication Management Practice
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
agree
Total
mean
Factors
N % N % N % N % N % N %
The information Phase-1

and
communication 0 0 6 18.8 10 31.3 14 43.8 2 6.3 32 100 3.38
needed for the
Phase-2
project were
determined
0 0 3 17.6 3 17.6 10 58.8 1 5.9 17 100 3.53
Making the
Phase-1
required
information 0 0 8 25 6 18.8 18 56.3 0 0 32 100 3.31
available to
project
stakeholders
Phase-2 Phase-1 Phase-2 Phase-1 Phase-2
were made on
time 2 11.8 5 29.4 4 23.5 5 29.4 1 5.9 17 100 2.88
Collecting and
disseminating 0 0 12 37.5 8 25 12 37.5 0 0 32 100 3
performance
information were
made on time 2 11.8 4 23.5 3 17.6 7 41.2 1 5.9 17 100 3.06
Communication
between 2 6.3 6 18.8 10 31.3 14 43.8 0 0 32 100 3.13
stakeholders
were controlled
2 11.8 8 47.1 2 11.8 5 29.4 0 0 17 100 2.59
Average Phase-2
3.01
For the second phase of the project done by Deliver ICT, the response rate shows that it is even
worse in terms of project communication management. For example, among the responders asked
for the question if collecting and disseminating performance information were made on time and
also if communication between stakeholders were controlled only 29% agreed with a mean value
37
of 3.0 and 3.59 respectively. Furthermore, the average mean value is 3.01 which is less than that
of phase 1 project and it falls in the range of neutral.
4.3.7 Assessment of Project Risk Management

Table 4.8 depicts below shows that for the phase 1 project, factors of risk management mean score
range between 2.31 up to 2.44, which shows that the listed factors are not practiced.
Table 4.8: Project Risk Management Practice

Disagree
Disagree
Strongly
Strongly
Neutral
Agree
agree
Total
mean
Factors
N % N % N % N % N % N %
Phase-1
Risks were
identified and 6 18.8 12 37.5 8 25 6 18.8 0 0 32 100 2.44
labeled in risk
Phase-2
register
2 11.8 3 17.6 4 23.5 8 47.1 0 0 17 100 3.06

For the identified

risks response 6 18.8 18 56.3 2 6.3 6 18.8 0 0 32 100 2.25
tactics were
developed
2 11.8 3 17.6 4 23.5 8 47.1 0 0 17 100 3.06
The identified
risks were 6 18.8 14 43.8 6 18.8 4 12.5 2 6 32 100 2.44
monitored and
controlled
2 11.8 3 17.6 6 35.3 6 35.3 0 0 17 100 2.94
Proactive risk 6 18.8 16 50 6 18.8 2 6.3 2 6.3 32 100 2.31

responses were
made
2 11.8 5 29.4 6 35.3 4 23.5 0 0 17 100 2.71
Average Phase-1
2.36
38
For phase 1 the mean of the respondents for the factors risk identification, response tactics
development, monitoring and controlling of the risk and risk responses is 2.44, 2.25, 2.44 and 2.31,
respectively. This is a strong indication that phase 1 of the projects did not practiced a risk
management.
For the phase 2 project managed by Deliver ICT the trend is similar, only with slight difference,
as the mean score range is between 2.71 to 3.06. And it is below average. Which imply that listed
factors are not practiced.
4.3.8 Assessment of Project Procurement Management

Table 4.9 depicted the project procurement management practice response for DBE project. For
the phase 1 project managed by INSA the mean score ranges from 2.25 to 3.56 with the average
mean of 3.26. Which shows that the listed factors such as procurement management plan was
defined, appropriate quotations, bid, offers or proposal were obtained, potential sources were
identified and procurements were conducted as planned are practiced. However, for the question
if contract was completed and settled properly the reply was 62.5 disagree and 12.5 strongly
disagree with mean value of 2.88. From the reply, it can be said that, contract management were
poor.
Table 4.9: Project Procurement Practice

Disagree
Disagree
Strongly
Strongly
Neutral
Agree
agree
Total
mean
Factors
N % N % N % N % N % N %
Phase-1
Procurement 2 6.3 4 12.5 6 18.8 20 62.3 0 0 32 100 3.38

management
Phase-2
plan was defined
0 0 0 0 1 5.9 14 82.4 2 11.8 17 100 4.06

Phase-2 Phase-1
Appropriate
quotations, bid,
0 0 4 12.5 6 18.8 22 68.8 0 0 32 100 3.56
offers or
proposal were
obtained
0 0 0 0 1 5.9 14 82.4 2 11.8 17 100 4.06
39
Potential sources 4 12.5 0 0 6 18.8 22 68.8 0 0 32 100 3.56
were identified
0 0 1 5.9 2 11.8 12 70.6 2 11.8 17 100 3.88
Procurements 0 0 4 12.5 6 18.8 22 68.8 0 0 32 100 3.56

were conducted
as planned
2 11.8 3 17.6 3 17.6 9 52.9 0 0 17 99.9 3.12
Contract was 4 12.5 20 62.5 4 12.5 4 12.5 0 0 32 100 2.25

completed and
settled properly
2 11.8 4 23.5 5 29.4 6 35.3 0 0 17 100 2.88
Average Phase-1
3.26
Average Phase-2
3.6
Whereas for the phase 2 project managed by Deliver ICT the mean score for the scope management
ranges from 2.88 to 4.06 with average mean of 3.6. Similar to phase 1 project, there was a difficulty
in practicing contract management as the response rate for this question were 2.5 % agreed with
mean of 2.88. On the other hand, the rest of the responses strongly indicate that procurement
management had been practiced in phase 2 of the project.
4.3.9 Assessment of Project Stakeholders Management

Table 4.10 depicted below shows that for the phase 1 and phase 2 projects factors of stakeholder’s
management mean score. For the phase 1 project managed by INSA the range is between 2.63 and
to 3.94 with average mean of 3.19, which shows that the listed factors were not practiced. It worth
to mention that INSA practiced one of the factors, which is planning stakeholder’s engagement
with response rate of 56.3 % and 18.8 % for agreed and strongly agreed reply.
On the other hand, for the phase 2 project mean range for the factors under stakeholder’s
management practice range from 2.88 to 4.06 with average mean of 3.31, which shows that the
listed factors were practiced as the average mean is above 3.2 in criteria set before.
40
Table 4.10: Project Stakeholders Practice
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
agree
Total
mean
Factors
N % N % N % N % N % N %
Phase-1
Stakeholders in 2 6.3 26 81.3 0 0 4 12.5 0 0 32 100 2.06
the project were
Phase-2
identified
0 0 0 0 1 5.9 14 82.4 2 11.8 17 100 4.06

Stakeholders
0 0 6 18.8 2 6.3 18 56.3 6 18.8 32 100 3.75
engagement
were planned
2 11.8 1 5.9 1 5.9 12 70.6 1 5.9 17 100 3.53
The
communication 0 0 16 50 4 12.5 10 31.3 2 6.3 32 100 2.94
between project
stakeholders
were effective 3 17.6 4 23.5 3 17.6 5 29.4 2 11.8 17 100 2.94
Stakeholders 2 6.3 18 56.3 2 6.3 10 31.3 0 0 32 100 2.63

engagement was
controlled
4 23.5 3 17.6 2 11.8 7 41.2 1 5.9 17 100 2.88
Project progress
was reviewed 2 6.3 18 56.3 2 6.3 8 25 2 6.3 32 100 2.69
frequently with
the customer
2 11.8 3 17.6 5 29.4 5 29.4 2 11.8 17 100 3.12
Average Phase-2
3.31
41
Even if the overall stakeholder’s management is practiced by Deliver ICT, for the two factors, i.e.
communication effectiveness among stakeholders and project progress review agreement response
rate is 41.2 %. Thus, these two factors were not practiced as much as that of identification of
stakeholders, planning and controlling stakeholder’s engagement.
Overall, we can say that, stakeholder’s management were more practiced in phase 2 of the project
than that of phase 1.
4.3.10 Assessment of Project Integration Management

Project integration management syndicate all the pieces of the project in a cohesive whole so that
the products or services from the project is delivered with in a cost, time allocated and with
specified quality. For the DBE project under study, phase 1 integration management response
shown in table 4.11 indicate that the mean ranges from 1.69 to 4.13 with the average mean of 2.73.
For the question, if there were efficient change managements, if single and cohesive project
management plan was developed, if project was closed with in pre-scheduled time, if proper
monitoring and reporting scheme were placed and practiced, most of the responders disagreed with
56.3 %, 43.8 %, 81.3 % and 56.3 %, respectively. This result, with the average mean of 2.73,
strongly indicates that there was a broad challenge in project integration management and the
practice was adequately low.
With regards to phase 2 project, the mean range is between 2.65 and 4.47 with the average mean
of 3.44 which shows, according to the criteria, that the listed factors were practiced as the average
mean is above 3.2. For the question asked if the project manager were assigned early in the project,
the response rate was 41.2 % agreed and 52.9 % strongly agreed, in total 94.1 %. In addition, for
the question if single and cohesive project management plan was developed the response was 58.8
% agreed and 17.6 % strongly agreed, in total 76.4 %. With the average mean of 3.44, it is highly
reasonable to say that project integration management was practiced in phase 2 of the project.
However, there was some challenges for other two factors, i.e. for closing the project on time and
controlling changes in the project.
42
Table 4.11: Project Integration Practice
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
agree
Total
mean
Factors
N % N % N % N % N % N %
Phase-1
Project Manager
was assigned 0 0 2 6.3 4 12.5 14 43.7 12 37.5 32 100 4.13
early in the
Phase-2
project
0 0 0 0 1 5.9 7 41.2 9 52.9 17 100 4.47

There were
5 15.6 13 40.6 8 25 6 18.8 0 0 32 100 2.44
efficient change
managements
2 11.8 3 17.6 4 23.5 8 47.1 0 0 17 100 3.06
Single and
cohesive project 2 6.3 12 37.5 6 18.8 10 31.3 2 6.3 32 100 2.94
management
plan was
developed 0 0 0 0 4 23.5 10 58.8 3 17.6 17 100 3.94
Project was
closed with in 18 56.3 8 25 4 12.4 2 6.3 0 0 32 100 1.69
pre-scheduled
time
4 23.5 4 23.5 3 17.6 6 35.3 0 0 17 100 2.65
Proper
monitoring and
reporting 6 18.8 12 37.5 8 25 6 18.8 0 0 32 100 2.44
scheme were
placed and
practiced 2 11.8 3 17.6 4 23.5 8 47.1 0 0 17 100 3.06
Average Phase-2
3.44
43
Generally, from the response, it can be said that project integration management was practiced in
Deliver ICT who managed phase 2 of the project as its average mean greater than the settled
standard and for phase 1 project, managed by INSA it would be very difficult to deduce that
project integration management was practiced. It worth to mention that both Deliver ICT and INSA
had short come in closing the project in pre-scheduled time.
4.3.11 DBE Project Implementation Challenges

Table 4.12 depicts factors that are assumed to be a challenge in rolling out the DBE Network and
Security project. The reply from the respondents were captured to reflect the challenge rate in five
levels starting from the Least, which refer the lowest challenge, to the highest challenge
represented by extreme level.
For the DBE phase 1 project managed by INSA majority of the respondents were prescribed the
following were challenges in implementing the project: lack of strategy and planning, lack of
oversight by strategic core, lack of project communication, reluctance of organizational personnel
with a percentage of 50 %, 62.6 %, 53.5 %, and 50 %, respectively.
And for the phase 2 project managed by Deliver ICT, the following were challenges as per the
responders’ reply. Lack of project communication (70 %), poor estimates (64.7 %) and unrealistic
expectations (53 %). Except for lack of project communication, according to the responders’ reply,
the challenges in phase 1 managed by INSA and phase 2 project managed by Deliver ICT are
different. Thus, for both phase 1 and phase 2 project the rest of the factors were less challenging
factor and this may infer that majority of the presumed challenges in DBE project were not great
obstacles.
44
Table 4.12: DBE Project Implementation challenges
Disagree
Disagree
Strongly
Strongly
Neutral
Agree
Phase
agree
Total
mean
Factors
N % N % N % N % N % N %
Lack of strategy I
and planning 0 0 6 18.8 10 31.3 12 37.5 4 12.5 32 100 3.44
II 9 52.9 6 35.3 1 5.9 1 5.9 0 0 17 100 3.76
Insufficient user I 8 25 14 43 6 18.8 4 12.5 0 0 32 100 2.19
involvement
II
12 70.6 4 23.5 1 5.9 0 0 0 0 17 100 4.75
Lack of I
2 6.3 4 12.5 6 18.8 6 18.8 14 43.8 32 100 3.81
oversight by
II
strategic core 8 47.1 8 47.1 1 5.9 0 0 0 0 17 100 4.02
Inadequately I
8 25 10 31.3 12 37.5 2 6.3 0 0 32 100 2.25
experienced
project II
managers 6 35.3 5 29.4 5 29.4 1 5.9 0 0 17 100 2.79
Lack of I 4 12.5 18 56.3 8 25 2 6.3 0 0 32 100 2.25
competent staff II 8 47.1 6 35.3 3 17.6 0 0 0 0 17 100 3.58
Lack of project I
4 12.5 5 15.8 6 18.8 13 40.95 4 12.5 32 100 3.25
communication
II
1 5.9 1 5.9 3 17.6 6 35.3 6 35.3 17 100 2.64
Minimization I
and compromise 6 18.8 12 37.5 6 18.8 8 25 0 0 32 100 2.50
of scope II 11 64.7 3 17.6 3 17.6 0 0 0 0 17 100 4.26
Lack of clear I
statement of 8 25 12 37.5 10 31.3 2 6.3 0 0 32 100 2.19
requirements II
12 70.6 4 23.5 1 5.9 0 0 0 0 17 100 4.75
Poor estimates I 6 18.8 14 43.8 4 12.5 8 25 0 0 32 100 2.44
II 1 5.9 1 5.9 4 23.5 11 64.7 0 0 17 100 4.26
Unrealistic I
6 18.8 8 25 8 25 10 31.3 0 0 32 100 2.69
expectations
II 2 11.8 2 11.8 4 23.5 7 41.2 2 11.8 17 100. 2.40
Lack of project I
6 18.8 6 18.8 6 18.8 14 43.8 0 0 32 100 2.88
“ownership” by
II
team 8 47.1 8 47.1 0 0 1 5.9 0 0 17 100 4.02
Reluctance of I 6 18.8 2 6.3 4 12.5 8 25 12 37.5 32 100 3.56
organizational II
personnel 10 58.8 5 29.4 2 11.8 0 0 0 0 17 100 4.02
45
CHAPTER FIVE
5. SUMMARY, CONCLUSIONS AND RECOMMENDATION
5.1 Summary of Findings
The following bulletins outlines the findings from the study:
→ From the response from the responders it can be said that project scope management was
practiced both in phase 1 and phase 2 project. However, there was a gap in producing
formal plan that detail how the project scope will be defined, validated, and controlled in
phase 1 of the project managed by INSA.
→ With regards to project schedule management, for the phase 1 project response, formal
schedule management plan was not there and also had difficulty in controlling change in
project schedule. On the other hand, for phase 2 project, except for controlling change in
project schedule, project schedule management was practiced well.
→ There was similarity in response to project cost management for both phase 1 and phase 2
project. Except for a gap in producing cost management plan that detail how the project
budget is estimated and controlled, project cost management was practiced well in both
organizations.
→ The findings of the analysis show that project resource management was practiced both in
phase 1 and phase 2 of DBE project. This is also true for project procurement practice as
well.
→ The response from the responders on the intent to know if there was project stakeholder’s
management, show that for phase 1 of the project, project stakeholder management was
not practiced. For that of phase 2 project the reply indicate that project stakeholder
management was practiced.
→ According to the response, INSA had a difficulty in project integration management
practice. This amplified in difficulty of producing single and cohesive project management
plan. on the other hand, from the response it can be said that project integration
management was practiced in Deliver ICT who managed phase 2 of the project.
46
→ From the response from the responders there was difficulty in practicing project quality
management, project communication management and project risk management both in
phase 1 project managed by INSA and phase 2 project managed by Deliver ICT.
5.2 Conclusions
As discussed in previous section, the aim of this study was to uncover and see the similarity and
the difference of the project management practice in public agency (INSA) and private firm
(Deliver ICT and Telecommunication Technology PLC), in IT project, specifically in
Development Bank of Ethiopia Network Infrastructure and Security project in line with the basic
research questions developed. Thus, after making literature review, collecting and analyzing all
the necessary data the followings conclusions are drawn from the study.
→ Among the ten-knowledge area, the public agency (INSA) who managed the project first
phase, managed to practice four of them. These are project scope management, project cost
management, project resource management. For the rest of the project management
practice, according to the analysis from the response, it is found to be below average.
→ On the other hand, for the second phase of the project managed by Deliver ICT and
Telecommunication Technology PLC, the result from the analysis indicate that project
scope management, project schedule management, project cost management, project
resource management, project procurement management, project stakeholder management
and project integration management were practiced well. However, the rest of project
management knowledge area, were not practiced as expected.
→ For both the private firm and public agency for the average mean greater than standard set
is transcribed as a good practice done on the project. However, that does not mean that it
is not requiring further improvement. This is the case as some respondents disagreed that
not all the cited factors in the specific knowledge areas are practiced in rolling out the
project.
→ The two organizations have a relative similarity in terms of practicing project scope
management, project cost management, project resource management in a positive way.
On the other hand, from poor project management practice perspective they have relative
similarities in terms of project quality management, project communications management
47
and project risk management. And which led to make unnecessary decisions that may
compromise the quality and create a delay on the project.
→ The private firm excel that of public agency in practicing project integration management.
The result from the analysis show that most of the plan document such as scope
management plan, schedule management plan and cost management plan were not
applicable in INSA. This is a strong implication that INSA had no single and cohesive
project management plan. Additionally, the private firm applied the practice of stakeholder
management, project procurement management, project schedule management and this
was not the case for the public agency.
→ The following were prescribed as challenges in implementing the phase 1 project by INSA:
lack of strategy and planning, lack of oversight by strategic core, lack of project
communication, reluctance of organizational personnel. And for the phase 2 project
managed by Deliver ICT, the following were challenges as per the responders reply. Lack
of project communication, poor estimates and unrealistic expectations. Except for lack of
project communication, according to the responders reply, the challenges in phase 1 and
phase 2 are different. Thus, for both phase 1 and phase 2 project the rest of the factors
were less challenging factor and this may indicate that majority of the presumed challenges
in DBE project were not great obstacles.
→ Overall, based on the responders reply and analysis, Deliver ICT and Telecommunication
Technology PLC practiced most of the factors in project management knowledge area in
phase 2 project than phase 1 project by INSA.
5.3 Recommendation
→ By following formal procedure INSA need to develop project management plan that
holistically define, prepare, and coordinate all the plan components from all the knowledge
area and consolidate them into an integrated project management plan. To do so the
organization should consider to have a proper project office for such a project and also
make sure proper training is delivered to the project management staffs. In addition, the
higher management should acknowledge and give an emphasis to the project management
team in terms of quantity and quality as much as that of technical team.
48
→ Both INSA and Deliver ICT need to give more emphasis to the practice of project risk
management, project quality management and project communication management by
allocating proper resource and teams on the ground. With regards to risk and quality both
organizations need to develop the culture of measuring, assessing, managing risk and
quality by the general project staff and specialist in the risk and quality management. That
way unnecessary decisions that may compromise the quality and bring possible risk is
mitigated a head. Developing the culture of proper and effective project communication
should also be developed. Project communication among the stakeholders should be
carried out using proper tool in proper time to the advantage of the project.
→ Both organizations need to build a culture in managing changes in project with proper
monitoring and reporting scheme.
49
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52
APPENDIX:
APPENDIX A: Questionnaire
Addis Ababa University

School of Commerce
Master of Project Management
Part I: Respondent profile
Direction:
✓ Put "X" mark on your choice

✓ If the alternative given does not satisfy your choice, you can write your answer in space
provided for the option
1. Gender: 1. Male [ ] 2. Female [ ]
2. Age Group:
1. Below 30 [ ] 2. 30-40 [ ] 3. 40-50 [ ] 4. above 50 [ ]
3. Job Category:
1. Project Coordinator [ ] 2. Project manager [ ]
3. Project Member [ ] 4. Support Staff [ ] 5. or other______________
4. Educational status
1. Diploma/TVT [ ] 2. BA/BSc [ ] 3. MA/MSc [ ] 4. Others__________
5. Work Experience
A. 0-5 years [] B. 6-10 years [ ]
C. 11-15 years [ ] D. More than 15 years [ ]
53
Part II
Direction: Based on your experience in Development Bank of Ethiopia Network Infrastructure

and Security Project, kindly read each of the following statements and reply by marking on the
appropriate box which best suits your view in practicing project management knowledge areas.
Neither Agree
nor Disagree
Questions
Disagree
Disagree
Strongly
Strongly
Agree
Agree
Please tick (√) on your choice box
I. Project Integration Management

Q1 Project Manager was assigned early in the project
Q2 There were efficient change managements
Q3 Single and cohesive project management plan was
developed
Q4 Project was closed with in pre-scheduled time
Q5 Proper monitoring and reporting scheme were
placed and practiced
II. Project Scope Management
Q1 Requirements of the stakeholder’s need was
determined and documented
Q2 Project scope statement that details project scope,
boundaries, acceptance criteria and project
exclusions were defined.
Q3 Work Break Down (scope baseline) was created
Q4 A plan that detail how the project scope will be
defined, validated, and controlled was generated
Q5 Scope validation (by the customer or the user) were
done for each deliverable
III. Project Schedule Management
Q1 List of activities to be executed were defined
Q2 Activities were sequenced
Q3 Time required for each of activities were estimated
Q4 Schedule management plan was developed
Q5 Changes to the project schedule was controlled
IV. Project Cost Management
Q1 Cost estimate in-line with agreed scope were made
Q2 A budget, which is used as cost baseline, was
determined
Q3 A cost management plan that detail how the project
budget is estimated and controlled was generated
54
Q4 Change in project budget was controlled
V. Project Quality Management
Q1 Quality standards of the project were identified
Q2 Quality standards of the project were reviewed
Q3 Project performance were evaluated on regular
basis
Q4 Results were monitored to check if they comply
with the quality standards identified
VI. Project Resource Management
Q1 Resources for each activity was estimated
Q2 Acquiring project resources were made on time
Q3 Project team was developed
Q4 Project team was managed and controlled
VII. Project Communication Management
Q1 The information and communication needed for the
project were determined
Q2 Making the required information available to
project stakeholders were made on time
Q3 Collecting and disseminating performance
information were made on time
Q4 Communication between stakeholders were
controlled
VIII. Project Risk Management
Q1 Risks were identified and labeled in risk register
Q2 For the identified risks response tactics were
developed
Q3 The identified risks were monitored and controlled
Q4 Proactive risk responses were made
IX. Project Procurement Management
Q1 Procurement Management plan was defined
Q2 Appropriate quotations, bid, offers or proposal
were obtained
Q3 Potential sources were identified
Q4 Procurements were conducted as planned
Q5 Contract was completed and settled properly
X. Project Stakeholders Management
Q1 Stakeholders in the project were identified
Q2 Stakeholders engagement were planned
Q3 The communication between project stakeholders
were effective
Q4 Stakeholders engagement was controlled
Q5 Project progress was reviewed frequently with the
customer
55
Part III
Direction: IT infrastructure implementation related project challenges are pinpointed and kindly
rank each of the challenges based on your experience in Development Bank of Ethiopia Network
Infrastructure and Security Project.
Questions
Extremely
Moderate
Higher
Lower
Please tick (√) on your choice box
Least
DBE Project Implementation challenges
Q1 Lack of strategy and planning
Q2 Insufficient user involvement
Q3 Lack of oversight by strategic core
Q4 Inadequately experienced project managers
Q5 Lack of competent staff
Q6 Lack of project communication
Q7 Minimization and compromise of scope
Q8 Lack of clear statement of requirements
Q9 Poor estimates
Q10 Unrealistic expectations
Q11 Lack of project “ownership” by team
Q12 Reluctance of organizational personnel
56

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Project Management Practice and Challenges

Comparative Case Study for Public Agency and

By: Melkamu Gamene

Addis Ababa University School of Commerce

By: Melkamu Gamene

Advisor: Wubishet Bekalu (PhD)

A Project Work submitted to Addis Ababa University

Figure 2.1: Five phases of project life cycle……………………………………….9

Figure 2.2: Project Management Process Groups………………………………….10

Figure 2.3: Process Groups Interact in a Project with time………………………...13

ANSI: American National Standard

CPM: Critical Path Method

DBE: Development Bank of Ethiopia

ICT: Information Communication Technology

INSA: Information Network Security Agency

PMBOK: Project Management Book of Knowledge

PMI: Project Management Institute

PMLC: Project Management Life Cycle

TPM: Traditional Project Management

UNIDO: United Nations Industrial Development Organization

VPN: Virtual Private Network

WBS: Work Break down Structure

1.1 Background of the Study

1.2 Statement of the Problem

1.3 Research Questions

1.4 Research Objective

1.4.1 Specific Objectives

1.6 Scope of the Study

2.2 Project Landscape

Top management in an organization use information system (IS) projects as an instrument to

2.3 Project Management

2.4 Project Life Cycle and Process Group in Project Management

2.4.1 Project Life Cycle

Figure 2.1: Five phases of project life cycle (Baum, 1978)

2.4.2 Process Group in Project Management

Figure 2.2: Project Management Process Groups (PMI, 2013)

Monitoring and Controlling

2.5 Project Management Practice

Project Scope Management

Project Schedule Management

Project Cost Management

Project Quality Management

Project Resource Management

Project Communications Management

Project Risk Management

Project Procurement Management

Project Stakeholder Management

Project Integration Management

Deliver ICT and Telecommunication Technology PLC INSA

Deliver ICT &

Similarities and Differences

Deliver ICT & Telecommunication Technology PLC Project

Source: own computation, 2020

3.1 Project Area and Time Period

3.2 Research Design

3.4 Study Population

3.5 Data Collections

3.6 Data Analysis and Presentation

4. DATA PRESENTATION AND ANALYSIS