THE EFFECT OF PROJECT MANAGEMENT PRACTICES

ON PROJECT PERFORMANCE: THE CASE OF ADAMA

CITY ROAD CONSTRUCTION PROJECTS

HARAMBEE UNIVERSITY

FACULTY OF BUSINESS AND ECONOMICS

MPM PROGRAM

BY: AMANUEL GETACHEW

THESIS SUBMITTED TO HARAMBEE UNIVERSITY DEPARTMENT

OF PROJECT MANAGEMENT IN FULFILLMENT OF MASTER’S IN
PROJECT MANAGEMENT

ADVISOR: EJARRA B. (PhD)

AUGUST, 2023

ADAMA, ETHIOPIA
 DECLARATION
I hereby declare that this thesis entitled “The Effect of Project Management Practices on
Project Performance (in the case of road construction projects in Adama, Oromia, Ethiopia)"
has been carried out by Amanuel Getachew under the guidance and supervision of Ejarra
Batu (PhD). Therefore, this thesis is original and has not been submitted for the award of any
degree or diploma to any university or institution.

Name of Author: Date Signature

Amanuel Getachew ____________________ ____________________

 Advisor’s Approval Sheet
This is to certify that this thesis prepared by Amanuel Getachew entitled with “The Effect of
Project Management Practices on Project Performance in the case of Road Construction
Projects in Adama, Oromia, Ethiopia” which is submitted in fulfillment of the requirements
for the degree of Masters in Project Management (MPM). Complies with the regulation of the
university and meet the accepted standard with respect to originality and quality. Therefore,
this thesis has been submitted with my confirmation as advisor for further evaluation.

Confirmed by Advisor: Date Signature

Ejarra Batu (PhD) __________________ _________________

 APPROVAL SHEET
Harambee University, Faculty of Business and Economics, Department of Masters in project
management (MPM) program, This is to certify that this thesis prepared by Amanuel
Getachew entitled with “The Effect Of Project Management Practices On Project
Performance (In The Case Of Road Construction Projects In Adama City)”which is submitted
in fulfillment of the requirements for the Degree of Masters in project Management (MPM),
complies with the regulations of the University and meets the accepted standards with respect
to originality and quality.

______________________ _______________________ __________________

Name of external examiner Signature Date

______________________ _______________________ __________________

Name of internal examiner Signature Date

_____________________ _______________________ __________________

SGS Approval Signature Date

Final approval and acceptance of the thesis is contingent up on the submission of school of
graduate studies (SGS) through the school of graduate committee (SGC/DGC) of the
candidate.

Stamp of SGS Date _____________

 Acknowledgment
My first and Greatest Glorious thank is for Almighty God in the Name of Jesus that has
helped and who give me the commitment and tolerance to pass various obstacles and come
up to the accomplishment of this thesis. Thank God for the wisdom and perseverance that he
has bestowed upon me during this thesis, and indeed, throughout my life: “I can do
everything through him who gives me strength,”
I would also like to thank Harambe University College of Business and Management,
Department of project management (MPM) program Instructors and convey my sincere
gratitude to my advisor Ejarra Batu (PhD) for his usual assistance and follow ups towards the
successful completion of the research.
Finally, my special appreciation goes to my beloved family, for their encouraging throughout
during my studies without which it would have been difficult to succeed.
 Table of Contents
DECLARATION ........................................................................................................................ i
Advisor’s Approval Sheet ..........................................................................................................ii
APPROVAL SHEET ............................................................................................................... iii
Acknowledgment ...................................................................................................................... iv
Table of Contents ..................................................................... Error! Bookmark not defined.
List of Tables ......................................................................................................................... viii
List of Figures ........................................................................................................................... ix
List of Abbreviations and Acronyms ......................................................................................... x
Abstract ..................................................................................................................................... xi
CHAPTER ONE ........................................................................................................................ 1
INTRODUCTION ..................................................................................................................... 1
1.1. Background of the study ................................................................................................. 1
1.2. Statement of the problem ................................................................................................ 4
1.3. Objective of the Study ..................................................................................................... 5
1.3.1 General Objective ...................................................................................................... 5
1.3.2 Specific Objectives .................................................................................................... 5
1.4. Significance of this Study ............................................................................................... 5
1.5. Scope of the study ........................................................................................................... 6
1.6. Definition of Key Terms ................................................................................................. 7
1.7. Organization of the study ................................................................................................ 7
CHAPTER TWO ....................................................................................................................... 8
REVIEW OF RELATED LITERATURES. .............................................................................. 8
Introduction ............................................................................................................................ 8
2.1. Theoretical Framework of the Study ............................................................................... 8
2.1.1. Performance Measurement ....................................................................................... 8
2.1.2. Project ....................................................................................................................... 9
2.1.3. Project Management ............................................................................................... 10
 2.1.4 Project Management Process Groups ...................................................................... 11
2.1.5. Project management process groups....................................................................... 12
2.2. Project management Study Areas ................................................................................. 17
2.2.1. Project Scope Management .................................................................................... 17
2.2.2. Project time management ....................................................................................... 17
2.2.3. Project Cost Management ....................................................................................... 18
2.2.4. Project Quality Management .................................................................................. 18
2.2.5. Project Human Resource Management .................................................................. 18
2.2.6. Project Communications Management ................................................................... 18
2.2.7. Project Risk Management ....................................................................................... 19
2.2.8. Project Procurement Management.......................................................................... 19
2.2.9. Project Integration Management ............................................................................ 19
2.2.10. Project Stakeholder Management ......................................................................... 20
2.3. Empirical Review .......................................................................................................... 20
2.3.1 Project Performance ................................................................................................ 21
2.3.2. Project Management and Project performance....................................................... 22
2.4 Research Gap.................................................................................................................. 24
2.5 Conceptual framework ................................................................................................... 24
2.5.1. Theoretical frame work .......................................................................................... 24
2.5.2. Conceptual frame work .......................................................................................... 24
2.6. Research Hypothesis ..................................................................................................... 25
CHAPTER THREE ................................................................................................................. 26
RESEARCH DESIGN AND METHODOLOGY ................................................................... 26
Introduction .......................................................................................................................... 26
3.1. Description of the Study Area ....................................................................................... 26
3.2. Research Approach ....................................................................................................... 27
3.3. Research design ............................................................................................................. 27
3.4. Data sources and data type ............................................................................................ 27
3.5. Sampling Design ........................................................................................................... 28
3.5.1. Target population.................................................................................................... 28
3.5.2. Sample size ............................................................................................................. 28
3.5.3. Sampling Techniques ............................................................................................. 29
3.6. Data collection tools ...................................................................................................... 29
 3.7. Data analysis ................................................................................................................. 30
3.8. Validity and reliability .................................................................................................. 31
3.8.1. Validity ................................................................................................................... 31
3.8.2 Reliability ................................................................................................................ 32
3.9. Ethical considerations ................................................................................................... 33
CHAPTER FOUR .................................................................................................................... 33
RESULTS AND DISCUSSION .............................................................................................. 33
Introduction .......................................................................................................................... 33
4.1 Results of the Study........................................................................................................ 33
4.1.1. Response rate .......................................................................................................... 33
4.1.2. Demographic information....................................................................................... 34
4.2. Descriptive Statistics of variables ................................................................................. 37
4.2.1 Project Planning....................................................................................................... 37
4.2.2 Project Implementation............................................................................................ 38
4.2.3 Project Monitoring and Control ............................................................................... 39
4.2.4. Project Performance ............................................................................................... 40
4.3. Summary of Descriptive Statistics ................................................................................ 42
4.4. Inferential Statistics ....................................................................................................... 43
4.4.1. Correlation .............................................................................................................. 43
4.4.2 Multiple linear Regression Assumptions ................................................................. 45
4.5 Multiple Linear Regression Analysis ............................................................................. 48
4.5.1 ANOVA test ............................................................................................................ 50
4.5.2 Multiple Regression Results .................................................................................... 50
4.5.3 Hypothesis Test Results........................................................................................... 52
CHAPTER FIVE ................................................................................................................... 53
SUMMARY OF MAJOR FINDINGS, CONCLUSIONS AND ........................................ 53
RECOMMENDATIONS ....................................................................................................... 53
5.1. Summary of Major Findings ......................................................................................... 53
5.2 Conclusions .................................................................................................................... 54
5.3. Recommendations ......................................................................................................... 55
5.4. Direction for Future Research ....................................................................................... 56
5.5. Limitations of the Study ................................................................................................ 56
References ................................................................................................................................ 57
Appendix ................................................................................................................................. 60
Questionnaire ....................................................................................................................... 60

List of Tables
Table 3.1 Proportionate sample size ....................................................................................... 29
Table 3.2 Reliability Test Table............................................................................................... 32
Table 4.1 Sex of respondents ................................................................................................... 34
Table 4.2 Age of respondents .................................................................................................. 34
Table 4. 3 education status of respondents .............................................................................. 35
Table 4.4 position of the respondents ...................................................................................... 36
Table 4.5 Perception of Respondents on project planning ...................................................... 37
Table 4.6 Perception of Respondents on project implementation ........................................... 38
Table 4.7 Perception of Respondents on project monitoring and control................................ 39
Table 4.8 Perception of Respondents on project performance ................................................ 41
Table 4.9 descriptive statistics of variables ............................................................................ 42
Table 4.10 Strength of Correlation of Coefficient .................................................................. 43
Table 4.11 correlation analysis results .................................................................................... 44
Table 4.12: Multi Co-Linearity Test Result ............................................................................ 45
Table 4.13 Results of regression analysis summary ................................................................ 49
Table 4.14 ANOVA test result................................................................................................. 50
Table 4. 15 Estimated regression coefficients ......................................................................... 51
 List of Figures
Figure 2. 1 conceptual frame work .......................................................................................... 25
Figure 4. 1 Experience of respondents…………………………………………………………………………………………….37
Figure 4. 2 linearity test ........................................................................................................... 47
Figure 4. 3 normality test ......................................................................................................... 47
Figure 4. 4 Homoscedasticity test ............................................................................................ 48
 List of Abbreviations and Acronyms
APM Association of project management
CSF Critical Success Factors
ECDSWC Ethiopian Construction Design and Supervision works corporation
ERA Ethiopian road authority
ETCA Ethiopian transport construction authority
EVA Earned Value Analysis
ICT Information Communication Technology
ISO International organization for standardization
IHA Imperial highway authority
IPMA international project management association
PMI project management institute
PMBOK Project Management Body of Knowledge
 Abstract

Applying best project management practices was critical to an organization's performance.

Therefore, the objective of this study was to evaluate the impact of project management practices on
project performance in the case of road construction projects in Adama City. The researcher used a
quantitative approach and a descriptive and explanatory research designs were used. Primary data
source was used from employees working on road construction projects. The target population is all
employees working on the road projects, two asphalt roads and five gravel roads in Adama city. The
total target population was the entire population of the seven projects, i.e., 525 employees. The
sample size was 186 from the seven projects. The researcher used stratified sampling technique to
categorize the employees in their construction companies and then selected the respondents from each
stratum through simple random sampling. The data collected through the questionnaire was analyzed
using SPSS software 26. The collected data were analyzed using descriptive statistics that included
frequency, mean, standard deviation, and percentage. Inferential statistics was used to explain the
effect of independent variables, project planning, implementation, monitoring & control on the
dependent variable (project performance), and multiple linear regression analysis was used to
understand the cause-effect relationship between dependent and independent variables. Accordingly,
the descriptive results of the study showed an agreement level of project management practices in
road construction projects. The correlation result (R=0.88) shows that project management practices
has a strong positive significant relationship with the performance of road construction projects in
Adama City. In addition, the study found that the level of implementation is higher (β=0.575), than
monitoring and control practices (β=0.343), and project planning has the lowest level of practice
(β=0.145) according to the results, project management practices has a positive and statistically
significant effect on the performance of the road construction projects in Adama city. In addition, the
study found that the level of planning activities is low. Therefore, the study recommends that the
organization should pay more attention to project planning and strengthen project implementation
and project monitoring and control through continuous evaluation.

Key words: project, project management practices, project performance.

 CHAPTER ONE
INTRODUCTION
1.1. Background of the study
The construction industry plays an important role in a nations’ social, economic, and political
development. This industry involved in many types of civil work physical infrastructures
such as buildings, communication and energy related construction work, water supply and
sewerage civil works are some of the major projects (program) in the construction industry.
Construction is not only the major sector of the economy but also, it is the one that accounts
from 12% to 25% of the GNP of both developed and developing countries. It consumes the
higher percentage of the annual budget of the country; specifically in Ethiopia, it covers
about 40%-58% of the annual budget. The construction industry is also the main source of
vacancies especially for those developing countries where the industry is labour intensive.
This industry, which is the backbone of the social, economic and political development of a
country deals with scares resources as other industries. Therefore, any industry with a limited
resource needs a proper management. More over the construction industry is full of
uncertainty and no two projects of this industry are alike. These futures make the industry
unique (Wubishet, 2004).
According to (Haseeb, 2011) in developing countries such as Ethiopia, a road transport
industry plays an immense role in fueling the process of economic development by providing
a market access incentive for agricultural goods, production outputs in a regular consumption
decision. Road infrastructure‘s role in expansion of education, social and health facilities,
trade facilities and providing access to employment is tremendous.
Road construction is a key economic sector and is a driving factor of a national economy of
countries. The construction industry is a significant contributor of economic and social
development in developed and developing countries. This construction industry tends to
fluctuate with the general economy, and it has quick response to the changes in the economy
(Abdullah, 2013).
In the context of Ethiopia’s geography, pattern of settlement and economic activity, transport
plays a vital role in facilitating economic development. Recognizing the importance of the
road transport in supporting social and economic growth and its role as a catalyst to meet
poverty reduction targets, the Government of Ethiopia has place increased emphasis on
improvement of the quality and extent of road infrastructure in the country. Following these
basic points, to address constraints in the road sector, related to restricted road network
coverage and poor condition, the Government formulated the Road Sector Development
Program in 1997. The program was initiated with an objective of improving transport
efficiency and rural accessibility among others has been in implementation since then through
four phases until 2015 and fifth phase underway at country wide.
Historic chronicles of the 17th and 18th centuries show that there were a number of small
roads trails and foot paths, in addition to the traditional shoulder porter age, animals like
mules, donkeys and horses and camels were used as a means of transportation in Ethiopia.
In the 18th century, especially during the reign of Emperor Tewodros, although the
technology was primitive it was believed that planned road construction efforts were made. It
is also believed that Emperor Yohannes IV, who succeeded Tewodros, was engaged in road
building. However due to the danger of invasion by Egyptians, Derbush and Turkish the
Emperor was not able to achieve his desires. It was prior to the second Italian occupation i.e.,
between the years 1896 and 1936 that a great success was made in road construction.
Emperor Menilik was said to be a successful road builder participating himself in the
construction. In 1903 the road from Eritrea to Addis Ababa and the road from Addis to Addis
Alem were built. In addition, it was during this time that the first Asphalt roads appeared in
Addis. During the 5 years of Italian occupation about 6000km road were built by them,
approximately 2500 km of them were given a single asphalt surface treatment, drainage
structures were usually of stone masonry and at least three tunnels were built (Hussein,
2021).

From the time the Italian packed off to home to the eventual creation of the Imperial
Highway Authority (1941 to 1951) road construction or maintenance activity was almost
subsided for a stagnation period of one decade because of lack of funds, equipment and
expertise. Following the eviction of the Italian occupiers, the Imperial Ethiopian Government
was convinced that a Road Agency solely responsible for rehabilitating/restoring and
expanding the road network throughout the country had to be established. Accordingly, the
Imperial Highway Authority (IHA) was established under proclamation No. 115/1951 as a
semi-autonomous agency with specific duties to plan, design, construct, and maintain roads.
Responsibilities for construction and maintenance of roads remained under a single
autonomous authority for 26 years (1951-1977). The Ministry of Transport and
Communication turned out to be the supervising authority of ERA. The Ethiopian Roads
Authority has been re-established under proclamation 133/1978 incorporating, among others,
the Rural Roads Department in addition to the Highway Department. In 1980, the Military
Government that took power in 1974 reformed the agency into the Ethiopian Transport
Construction Authority (ETCA) by proclamation No. 189/1980 and became answerable to the
newly formed Ministry of Construction. The proclamation enlarged responsibility of the
Authority by expanding its task to incorporate the construction of Airports, Seaports,
Railways, and Municipal Roads.
The accomplishment of project through the application and integration of the project
management process of initiation, planning, executing, monitoring, controlling and closing, is
known as project management. Project management integrates these functions progressively
through the project life cycle with the aim of satisfying the stakeholders and constituents
according to the project’s established requirements. Stakeholders are those who have a direct
stake in the project while the project’s constituents are those who may be impacted by the
consequences of the project. Project success is typically generated when the stakeholders and
constituents express their collective satisfaction according to the degree of their involvement.
Project management also includes planning, organizing, directing and controlling activity in
addition to motivating what are usually the most expensive resources on the project.
However, this conventional approach to project management seems not to be a sufficient
condition for project success. This perhaps is a result of the increasing complexity of project,
large capital investment, widely dispersed project participants, stringent quality standard,
escalating cost, environment shocks, increasing stakeholders’ power and advancement in
ICT. The foregoing challenges presented have the capacity to influence project success in
different ways. However, the ability to absorb the shocks thus created may depend largely on
project management strategies. In the view of Harvey (1999), a very good project
management framework should take cognizance of cultural, structural, practical and personal
elements. it should reflect good orientation, unique activity and a particular evaluation
mechanism to measure output/performance.
The first expressway in Ethiopia and East Africa, it is also the first toll road in the nation. The
expressway connects the capital city Addis Ababa to Adama. This is a significant contributor
of economic and social development in developed and developing countries. There were
seven projects in Adama road construction bureau which this research try to address them.
1.2. Statement of the problem
Application of best project management practices is of critical importance for organizations’
operations. The project management practices are a practical and resourceful method for
achieving a goal that is better than the other methods, processes, and techniques (Fraz, 2016).
There is no single method or organizational structure that can be used to manage projects to
success. Different organizations handle functional projects differently. Some have
fragmented and decentralized groups with multiple titles indicating that they are projects,
while others might have large aggregations of project management professionals in a
centralized support organization (Discenza & Forman, 2007)
Projects have been realized since ancient times, it leads to the assumption that its theories
have matured into solid practices. (Koskela & Howell, 2002) argued that as of yet, there is no
measurable value added by implementing best practices of project management based on the
notion that contemporary concept of project management lacks theoretical foundation and is
based on a narrow and implicit theory that requires further development and enrichment.
Traditional project management, however, causes self-inflicted problems impacting project
performance negatively or worse, causing projects to fail. Recent studies point towards the
lack of clear definitions of project management and project success. Despite the vast array of
project management literature available, the complex question about the contribution of
project management toward project performance and success remains unanswered. To some
extent, the corner stones of project performance achieve general agreement, whereas others
have massive disagreements. Apparently, scholars, researchers and practitioners fail to agree
on the influence of project management on project success and a lot of ground is yet to be
explored. The delay of completion of road construction projects is a worldwide problem
(Haseeb & Xinhai, 2011).
So Adama road authority was experienced a cost overrun and also delay in both asphalt and
gravel road projects therefore stress in project management practices has its own role to
complete projects within budget, on time with predetermined quality and scope or to achieve
successful project completion project performance.
According (Kappelman, 2006) says that the high rate of failed/incomplete or abandoned
projects negatively impacts government/organizational performance, costing tax payer
billions of money losses. Construction projects are famous for failing to complete in time
being over budgeted, late and saddled with scope creep, as well as for poor communication
protocols and inadequate controls around possibility change management this particularly
distinct in not-for-profit organizations (Guerin, 2012). Well-timed completion of construction
project is important if the project purposes and accomplishment is to be achieved. A project
that is completed in time exhibits overall efficiency of project planning, management and
implementation and effective tracking project progress. When the project is not completed
according to the initial time plan, a delay occurs. A postponement is a situation whereby an
act or event that extents the time required to perform the tasks under the contract
(Sambasivan, 2007). It is the postponement of time from the original estimated completion
time which might be caused by the contractor, owner or consultant as well as external factors
(Koushki & Kartam, 2004).
Generally, the authors’ focus on the impact of project management tools and techniques on
project completion, secondly, other author’s focus on the impact of project managers’
competence to successful project completion and thirdly some authors focus on project
management practices on organizations performance by using descriptive statistics only. This
study was focus on the effect of project management practices on project performance. Based
on secondary data sources from adama road construction bureau, adama road authority faced
a challenge in delay of projects, cost overruns, and quality problems so the aim of this study
were to evaluate how project management practices were influence the performance of road
construction projects in Adama city.
1.3. Objective of the Study
1.3.1 General Objective
The general objective of this study is to unearth the effect of project management practices on
the project performance in the case of road construction projects in Adama city.

1.3.2 Specific Objectives

Specifically, the study aims to attain the following specific objectives:
 To examine the effect of project planning on the project performance
 To explore the effect of project implementation on the project performance
 To identify the effect of project monitoring and control on the project performance

1.4. Significance of this Study

The study was deals with the effect of project management practices to identify its effect on
project performance. It helps the management of the road construction bureau to concentrate
on variables that have significant influence on the project performance.
Therefore, this study had important implications, as it could help Adama construction bureau
to practice well designed and monitored project management practices based on need analysis
in order to enhance quality of road construction performance and successful completion. It
will help the government not to spent extra money because of the delay of the projects and
also it will help the community by delivering the service on time when it is needed. In
addition, the outcome of this study will serve as an input for further research on the area. It
will also predict that the study makes a contribution to the body of knowledge related to the
effect of project management practices and its effect on project performance with particular
emphasis in Adama construction bureau. The findings of the study will further add value by
proposing ways and inputs of mitigation measures for the management of Adama city road
authority to take corrective actions and make informed decisions to facilitate the successful
execution of the project.
The findings of this study may be used as reference by all parties involved in road
construction projects which include project team, clients (Government), contractors and
consultants. It helps in application of theoretical skills to road authority to address practical
problems in the road sector and properly manage road construction projects to complete
initially specified schedule and budget. The study will also have valuable significance to
students, researchers, and scholars who are interested in proceeding to further studies on the
subject matter by proving useful literature.

1.5. Scope of the study

The research concentrates on the examining the performance of road projects the case of
Adama city road authority seven road construction projects. Several factors cause for the
problem that can decrease performance of construction projects, but in the case of research it
had chosen to focus on only how planning, implementation and monitoring and control
involvement factors for the performance of road construction projects. It does not include
other variables beyond the above three factors. It was limited to road construction projects.
Adama city road construction projects were the context of this study. The study was focus on
the road construction projects which are ongoing projects on 2015 E.C. This study was
mainly focus on the effect of project management practices (project planning, project
implementation and project monitoring) on the project performance of road construction
projects. Both asphalt and gravel road construction projects were addressed by the study.
The study was focused on seven projects, two asphalt, asphalt road from Wako Gutu round
about to sheria court lot-1 and asphalt road from express way to Etur Textile lot-2, and five
gravel roads, Wonji gravel from Etur to Awash River, gravel road from kella to Assela road,
gravel road from Jemal ware house to 40-meter, gravel road from moenco bridge to 40 meter
and Gravel Road from express way to boku spring. The study was used descriptive and
inferential statistics by using quantitative research approach and primary data source was
gathered through a questionnaire.

1.6. Definition of Key Terms

Project is a temporary endeavour undertaken to create a unique product, service, or result.
The temporary nature of the projects indicates that a project has a definite beginning and
end.so road construction is a part of project which needs start and end time, budget and
quality assurance, (PMI, 2013).
Project management is the application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements, (PMI, 2013). Road construction has a project team
we should have to manage the team to meet the project general and specific objectives
Project performance in project management, to measure the performance of the project
means you have delivered what you agreed on in the scope of the project, within budget, and
on time. On top of that, you have to make sure you're meeting all acceptance criteria,
satisfying the stakeholders, and fulfilling project objectives (PMI, 2013).

1.7. Organization of the study

This study was organized in five chapters. Chapter one provides a background of the study,
statement of the problem, research objectives, and research questions that the study looks
forward to answer, purpose of the study, and significance of the study and scope of the study.
It also provides definitions of significant terms used in the study and organizational of the
study. Chapter two outlines the various schools of thought literature review on factors
influencing performance of road construction projects. Chapter three outlines the research
design and methodology that was used for purposes of completing the study. It also describes
research design, target population, sample, sampling procedure and data collection
instruments, pilot testing of the instruments, data collection procedures and data analysis
techniques, ethical considerations and operational definition of the variables. Chapter four
covers data analysis and presentation of results, while chapter five presented the summary of
major findings, discussions of the findings, conclusions and recommendations of the study
 CHAPTER TWO
REVIEW OF RELATED LITERATURES.

Introduction
This chapter presents a comprehensive review of relevant literature in an attempt to position
the study in an appropriate theoretical framework. It reviews theoretical, conceptual, and
empirical literature related to the study it comprises theories related to factor of project
management practices that affect the performance of projects, such as planning,
implementation and monitoring and control and it further discuses findings of related
researches.

2.1. Theoretical Framework of the Study

2.1.1. Performance Measurement

According to Mbugua et al. (1999), performance indicators specify the measurable evidence
necessary to prove that a planned effort has achieved the desired result. In other words, when
indicators can be measured with some degree of precision and without ambiguity, they are
called measures. However, when it is not possible to obtain a precise measurement, it is usual
to refer to performance indicators. Performance measures are the numerical or quantitative
indicators (Sinclair & Zairi, 1995). On the other hand, performance measurement is a
systematic way of evaluating the inputs and outputs in manufacturing operations or
construction activity and acts as a tool for continuous improvements (Sinclair & Zairi, 1995).
According to (Mbugua et al. 1999) in response to calls for continuous improvement in
performance, many performance measurements have emerged in management literature.
Some examples include: the financial measures (Brown & Yadeta, 2016) Factors Affecting
the Performance of Construction Project under Oromia Industry and Urban Development
Bureau, Ethiopia (Page 1-74) 21 and (Lavenrick 1994 & Kaka et al., 1995), project
performance measures (Belassi &Tukel, 1996) and industry measures (Latham, 1994 & Egan,
1998). (Construction Productivity Network, 1998 & Construction Industry Board, 1998); as
cited in (Mbugua et al., 1999). According to Cordero (1990) classifies performance
measurement based on the method of measurement and area of measurement. The methods of
measurement of performance can be in terms of the technical performance, the commercial
performance and the overall performance. The areas of measurement are at the planning &
design level, the marketing level and manufacturing level etc., and for the overall
performance are at the level of a firm or strategic business unit.
In the fast-paced, deadline-driven world we live in today, time is often cited as a crucial
benchmark for assessing the performance of projects, (Farhad & Eizakshiri et al., 2015).
Construction time often serves as a benchmark for assessing the performance of a project and
the efficiency of a project management as the main objective of the project management
principle is to complete the project on time, within its budget, and according to the required
quality/specifications. Timely completion was one indicator for successful project. Time is
money; delay in a certain construction project affects time and thus money, which is the
lifeblood of any economy, (Remon Aziz et al, 2016). The timely completion of road
construction projects is considered one of the most important factors referring to the project
success, as well as the quality and the safety.

2.1.2. Project
According to (Robert, 2014) Project is a sequence of unique, complex, and connected
activities that have one goal or purpose and that must be completed by a specific time, within
budget, and according to specification. A business-focused definition of a project by the same
author (Robert, 2014) is a sequence of finite dependent activities whose successful
completion results in the delivery of the expected business value that validated doing the
project.
According to (Gary, 2003) also defines a project as a temporary endeavour undertaken to
achieve a particular aim. A project is essentially the response to a need, the solution to a
problem. Further, it is a solution that promises an advantage which is usually a financial
advantage. For most ventures, the basic aim is either to make money or save money. It is an
investment plan to build and/or grow such facilities to improve the development of products
and/or services in a society for a certain period of time. Juran, the quality guru, also defines a
project as a problem scheduled for solution.
A project is a group of tasks, performed in a definable time period, in order to meet a specific
set of objectives. As project has the following characteristic, it is likely to be a one-time
programme, it has a life cycle with a specific start and end data, it has budget and likely to
require the use of multiple resources, most of which may be scarce and have to be shared
among others. It may require the establishment of a special organization or the crossing of
traditional organizational boundaries (Harvey, 1999).
According to (Akarakiri, 2007) defines project as any scheme, or part of a scheme for
investing recourse which can reasonably be analyzed and evaluated as independent unit.
According to (Spinner, 1997) also defines project as series of task or activities that have
several distinguishing characteristics. Such as: Having specific starting and ending data,
Achieving a specified result on product, well defined objectives, A unique, non-repetitive
endeavour. PMBOK guide, a project is defined as “a temporary endeavour undertaken to
create a unique product or service”. A project has been defined as “a complex, non-routine,
one-time effort limited by time, budget, resources, and performance specifications design to
meet customer needs” (Gray & Larson, 2008).
According to (Wysocki, 2014) a project is defined as a sequence of unique, complex, and
connected activities that have one goal or purpose and that must be completed by a specific
time, within budget, and according to specification.
According to (PMI, 2005) examined the various elements of projects as identified by the
following set of definitions: Projects are complex, one-time processes. A project arises for a
specific purpose or to meet a stated goal. They are complex because they typically require the
co-ordinate inputs of numerous members of the organization, project members may be from
different departments or another organizational unit or from one functional area. On the other
hand, some projects such as new product introductions, work best with representatives from
many functions, including marketing, engineering, production and design. Because a project
is intended to fulfil a stated goal, it is temporary. It exists only until its goal has been met, and
at that point, it is dissolved. Projects are limited by budget, schedule and resources.

2.1.3. Project Management

Most authors agree that project management is about achieving time, cost, and quality targets
within the context of customer requirements by using project resources. As described by the
PMBOK project management is defined as "the application of knowledge, skills, tools, and
techniques to project activities to meet the project requirements. Project management is
accomplished through the appropriate application and integration of the project management
processes identified for the project. Project management enables organizations to execute
projects effectively and efficiently." (PMI, 2017)

Project management incorporates classical management functions like planning, organizing,

directing, and controlling. Therefore, project management is the practice of planning,
organizing, directing, and managing company Resources for a relatively short objective that
has been established to achieve specific goals and objectives. Moreover, project management
makes use of the systems approach to management by having functional personnel assigned
to a particular project (Kerzner, 2011).
Project management is nowadays one of the vital skill sets demanded by organizations
around the world. Because according to PMI, 20 percent of the world's GDP, or more than
$12 trillion, would be exhausted on projects each year in the decade 2010-2020. As
mentioned by the Society of Human Resources in the coming years, many skilled project
management practitioners will be leaving the workforce due to a trend that will have a
significant strategic impact on over 60% of the organizations worldwide (Zandhuis &
Stellingwerf, 2013).
Project management is the application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements (PMI, 2013). According to (Kerzner, (2009)
Project management is the planning, organizing, directing, and controlling of company
resources for a relatively short-term objective that has been established to complete specific
goals and objectives. Furthermore, project management utilizes the systems approach to
management by having functional personnel (the vertical hierarchy) assigned to a specific
project (the horizontal hierarchy) Successful project management can then be defined as
having achieved the project objectives within time, cost, desired performance while utilizing
the assigned resources effectively and efficiently.

2.1.4 Project Management Process Groups

The Project Management Institute (PMI), based in the USA, has created the oldest and the
most often used body of knowledge of project management (PMBOK). It is continuously
updated, and in its sixth edition, it has identified ten knowledge areas with 49 processes and
five process groups. The Association of Project Management (APM) from the UK launched
its body of knowledge in 1988 which was quite different from PMI's. It includes project
management topics (such as planning and control techniques), but also broader issues in
which the project is being managed, such as social and environmental, as well as subject-
specific areas. The PMBOK (body of knowledge), in its fifth edition, identified seven
knowledge areas further divided into 40 elements or processes. The other standard is the
International Project Management Association (IPMA) registered as an international
organization in Switzerland in 1998. The IPMA developed an IPMA Competence Baseline
(ICB) in 1999, and the ICB contains forty-two elements, providing twenty-eight essential and
fourteen additional aspects of knowledge and experiences of project management. Another
standard is the ISO 21500 guidance on project management prepared by the ISO
(International organization of standardization). The ISO 21500 guideline is a reference from
other project management standards, methods, and best practices, such as PMBOK, Agile and
ICB, and it brings the best project management practices together. The ISO standard contains
10 Subject groups (knowledge areas) and 39 project management processes. Other than the
practices mentioned above, there are also prince2, agile, Japan's P2M, etc. Although there are
different project management practices to choose from, this study will be bench-marking the
PMI (project management body of knowledge) and the ISO 21500 (guidance on project
management). The PMBOK Guide includes knowledge and practices that apply to most
projects most of the time (which could apply to all subject areas). The ISO brings the best
project management practices together and companies in Ethiopia have previous experience
with ISO (PMI, 2017).

2.1.5. Project management process groups

A project has a set of objectives, a start and end, and a budget. The purpose of project
management is to achieve the project objectives on time and within budget. In reality, project
Management is an ongoing task of balancing the scope against time, cost, quality, and any
other constraints placed on the project. A guide to the PMBOK provides best-practice
approach to tackling project management challenges across the industry at all professional
levels (PMI, 2013).
The five PMBOK process groups outline the necessary competencies that must be achieved
in order to secure the most effective use of project resources. The project management
processes, according to PMBOK, can be organized into five groups (PMI, 2013). The five
process groups that are identified by the PMI are explained below.
2.1.5.1. Project Initiating Process Group
In the initiating process group, a particular need is identified and transformed into a
structured issue to be solved. In this process group, the project's mission and purpose are
defined, and the best strategies are identified and selected (Vargas, 2008). The Initiating
Process Group consists of those processes executed to define an original project or a new
phase of an existing project by attaining permission to start the project or phase. The purpose
of the initiating process group is to align the stakeholders' expectations and the project
intention, notify stakeholders of the scope and objectives, and converse how their
participation in the project and its connected phases can help to ensure their expectations are
achieved. Within the initiating process group, different activities are accomplished; for
example, the project manager is assigned, the initial scope of the project is defined, initial
financial resources are committed, stakeholders are identified, and the project charter is
prepared and approved. After the project charter is approved, the project manager is
authorized to apply organizational resources to project activities.
According to the PMI, there are two essential processes identified under the initiating process
group. The first process is developing a project charter. A project charter is a document that
officially authorizes the existence of a project and allows the project manager to apply
organizational resources to project activities. In this process, business documents, agreements,
environmental factors and corporate process assets might be used as an input to develop the
project charter. This process's significant benefits are that it provides a direct connection
between the project and the strategic objectives of the organization, creates a formal record of
the project, and proves the organizational commitment to the project.
The primary benefit of this process is that it enables the project team to identify the
appropriate focus for engagement of each stakeholder or group of stakeholders. Information
from processes in the initiating process group is re-examined to determine if the information
is still valid after all the activities under the initiating process group are done. In order to keep
the project focused on the business need that it is undertaken to address; the initiating
processes are revisited at the start of each phase. During this stage, the project charter,
documents, and success criteria are verified. Also, the influence, drivers, expectations, and
objectives of the project stakeholders are reviewed. During the initiation phase, it is good to
involve every group influenced by the project because involving the sponsors, customers, and
other stakeholder’s helps to create a shared understanding of success criteria. This also
increases the likelihood of deliverable acceptance when the project is complete and
Consistent stakeholder satisfaction (PMI, 2017).

2.1.5.2. Project Planning Process Group

During the planning process group everything that will be performed by the project is
detailed, with schedules, inter-dependencies among activities, allocation of the resources
involved, cost reviews, etc., so, at the end of this phase, the project will be adequately
detailed to be executed without complexity and obstacles.
In this phase, communication, quality, risk, procurement, and human resources plans are also
developed (Vargas, 2008). The Planning Process Group includes all activities related to
responding to two questions: “What will you do?” and “How will you do it?” as stated by
(Robert, 2014).
Planning process group are processes necessary to create the scope of the project, improve
the objectives, and define the course of action essential to achieve the goals that the project
was undertaken to achieve. The processes in the Planning Process Group make up the parts of
the project management plan and the documents applied to carry out the project. As discussed
by the PMBOK, there are 24 processes in the planning process group.
The planning process group contains eight processes for preparing project plans for different
components of the project. These plan documents are scope management plan, schedule
management plan, cost management plan, quality management plan, communication
management plan, risk management plan, procurement management plan and stakeholder
management plan. The processes for developing these plan documents help for providing
guidance and direction on how the different components of the project will be managed
throughout the project (PMI, 2017).
In this process group, we define all of the work of the project by using three processes
namely: define the scope, collect requirement and create work breakdown structure (WBS)
(Robert, 2014). Collect Requirements is the process of unearthing, documenting, and
managing stakeholder requirements and desires to meet objectives. It is used to provide the
basis for defining the product scope and project scope. Define scope is another process; it is
the process of developing a detailed description of the project and product. The purpose of
this process is that it explains the product, service, or result margins and acceptance criteria.
Creating a WBS (Work Breakdown Structure) is the process of subdividing project outputs
and project work into small, more convenient components and this process presents a
framework of what must be delivered (PMI, 2017).
During this stage, the activities of the project are defined and sequenced and how long it will
take to complete the work is estimated, and next to the initial project schedule is developed
(Robert, 2014). Define Activities is the method of identifying and documenting particular
actions to be performed to create the project deliverable. The purpose of this process is that it
provides a foundation for estimating, scheduling, executing, monitoring, and controlling the
project work by decomposing work packages into schedule activities. Sequence Activities
process identifies and documents the relationships among the project activities. The primary
benefit of this process is that it defines the logical sequence of work to obtain the highest
efficiency given all project constraints.
The planning process must seek input and encourage involvement from relevant stakeholders
so that the demands and requests by stakeholders are addressed as early as possible in the
planning processes. The importance of iterations in the Planning Process Group is based on
that many risks often are more accessible to identify after most of the planning has been made.
Depending on the characteristics of the new identified risks or opportunities, the project team
might have to review the plan concerning cost, resources or schedule (Gupta, Aha, Nau, &
Munoz-Avila, 2008).

2.1.5.3. Project Executing Process Group

In the executing process group, everything planned is carried out, and any error encountered
in the previous phases will manifest during this phase. A large part of the project’s estimate
and effort is consumed in this phase (Vargas, 2008). The executing stage is also called the
launching Process Group; it includes all processes related to recruiting and organizing the
team and establishing the team operating rules. These processes are preliminary for executing
the project & also comprise all of the processes associated with getting the project work
launched (Robert, 2014). The executing process group includes those processes implemented
to accomplish the work specified in the project plan to meet the project requirements. A large
portion of the project budget, resources, and time are exhausted in performing the Executing
Process Group processes. The significant benefit of this Process Group is that the work
needed to meet the project requirements and objectives is performed according to plan.
The processes in the executing process group may cause change requests. If approved, the
change requests may trigger one or more planning processes that may result in a modified
management plan, project documents, and possibly new baselines (PMI, 2017).

2.1.5.4. Project monitoring and controlling process group

This process group deals with tracking and controlling everything that is being carried out by
the project to propose corrective and preventive actions in the least time possible after the
detection of an abnormality. The purpose of control is to compare the present project status
with that foreseen by planning and to take corrective actions in case of deviation (Vargas,
2008).
This process group contains those processes needed to track, evaluate, and regulate the
project's progress and performance. Besides, this process group helps to discover any parts of
the plan in which change is desired and instigate the corresponding changes. When dealing
with this process group, two concepts must be understood monitoring and controlling (PMI,
2017).
The Monitoring and Controlling Process Group comprises processes linked to answering the
vital question, "How will you know you did it?". The methods are establishing the reporting
and monitoring system for measuring project performance, monitoring identified and new
risks, processing scope change requests, reporting project status, and unearthing & solving
problems encountered (Robert, 2014).
The integrated change control process aids in allowing documented changes to be considered
within the project in an integrated manner while simultaneously treating overall project risk.
This usually occurs from changes made without consideration of the whole project plans or
goals. The change control process reviews all change requests then manages changes and
communicates the decisions. The other process is validating scope; it is the process of
formalizing acceptance of the completed project deliverable (PMI, 2017).
When the project's performance is observed and measured regularly, differences against the
project management plan are quickly identified. Identified problems or gaps in the project are
investigated and can update the project management plan. As stated by continuously
monitoring the project team expands insight into the whole project's progress, and
components that need additional attention are revealed. So, monitoring and controlling should
be done continuously within each Knowledge Area, each Process Group, each life cycle
phase, and the project as a whole to be successful (Guo-li, 2010).
2.1.5.5. Project Closing Process Group
The Closing Process Group consists of the processes performed to formally complete or
closes a project, phase, or contract. This Process Group confirms that the defined processes
are accomplished within all of the Process Groups to close the project or period, as suitable,
and formally ascertains that the project or a phase is complete (PMI, 2017).
In this process, group execution of work is evaluated through internal or external (third
parties) auditing, the books and project documents are closed, and all the failures during the
project are discussed and analyzed to prevent similar errors from occurring in new projects
(Vargas, 2008).
The closing process group answers the question, "How well did you do?" plus comprises
processes related to the project's completion. This process group consists of activities such as
obtaining client consent of matching project requirements, preparing and installing
deliverable, administering the post-implementation audit, and writing the final project report.

2.2. Project management Study Areas

Project management processes and techniques are used to coordinate resources to achieve
predictable results. The best practice is based on experience and is used to describe the
process of developing and following a standard way of doing things. In project management,
best practice is a general term that includes: guidelines and international standards. Both
standards and guidelines are looking to improve project management (Liviu et al. 2010). The
PMBOK identifies ten project management knowledge areas that describe knowledge and
practice in terms of its specific processes (Duncan, 1996) is described below.

2.2.1. Project Scope Management

It is the criteria (measure) for project success (time, cost and deliverable) must be determined
and agreed upon with all stakeholders at the beginning of the project. According to
(Schwalbe, 2009) this process is the first step in project scope management in which the
project's size, complexity, importance, and other factors will affect how much effort is spent
on scope planning and the main output is a project scope management plan and the tools and
techniques are template forms, standards as well as expert judgment.

2.2.2. Project time management

It is an integrated project schedule (plan) that identifies activity sequences, activity duration,
and resource requirements. The processes required to ensure the timely completion of the
project by identifying and documenting the specific activities (work to be done) to produce
the project deliverable (outcomes).
Project time management includes the processes required to manage the timely completion of
the project (kerzner, 2017). Time management also will help by comparing the time planned
for such activity and the time actually spent implementing it (Kerzner, 2006).

2.2.3. Project Cost Management

According to (kerzner, 2017), Project cost management includes three major functions called
cost estimating, budgeting and cost control. Project management practice depends a lot on
forecasting in planning for the projects and the organization and a lot of project Failures
known in literature are mostly due to wrong estimate or costing problem (wang, 2016).

2.2.4. Project Quality Management

The process ensures that the project will satisfy the needs for which it was undertaken. In this
process, quality standards for the project deliverables (outputs) must be identified. Project
quality management consists of all processes and activities related to performing
organizational-related quality policies, aims and objectives as well as responsibilities
(kerzner, 2017).

2.2.5. Project Human Resource Management

According to human resource management expert, (Ivancevic, 2010), Human resource
management is defined as the process of linking the human resource function with the
strategic objectives of the organization in order to improve performance. Human resource
Management is required to make the most effective use of people involved with the project.
The major sub processes under project human resource management identified are
organizational planning which helps in identifying, documenting and assigning project roles,
responsibilities and reporting relationships. Networking is useful in understanding skills of
individuals and political and interpersonal factors within the organization.

2.2.6. Project Communications Management

The process is required to ensure the timely and appropriate generation, collection,
dissemination, storage, and ultimate disposition of project knowledge. A communications
plan must be developed which identifies the information and communication needs of the
role-players.
According to PMI in PMBOK guide, there are four major processes under this knowledge
area. The first is communications planning which helps in determining the information and
communications needs of the stakeholders who needs what information, when they need it
and how would give to them.
Then it is information distribution which supports making all needed information available to
project stakeholders in a timely manner. The third is performance reporting which helps in
collecting and disseminating performance information which includes status reporting,
progress measurement, and forecasting.
Finally, administrative closure comes so as to generate, gather and disseminate information to
formalize phase or project completion and to ensure optimal information flow for effective
stakeholder expectation management (PMI, 2013).

2.2.7. Project Risk Management

According to (Kerzner, 2009), states that risk management is the act or practice of dealing
with risk. It includes planning of risk, identifying risks, analyzing risks, developing risk
response strategies and monitoring and controlling risks to determine how they have changed.
Risk management is one aspect of sound project management and seeks to increase the
probability of project success. It is concerned with identifying, analyzing, and responding to
project risk. Early warning signs of problems (risks) in the project must be responded to in
good time.

2.2.8. Project Procurement Management

Project procurement management includes the processes necessary to purchase or acquire
products, services, or results needed from outside the project team (kerzner, 2017). And
(babatunde, 2012), identified critical success factors related to procurement management
through survey questionnaires; these are competitive procurement process, thorough and
realistic assessment of the cost and benefits, and transparency in the procurement process.

2.2.9. Project Integration Management

According to (Anton, 2013), Project integration management involves the processes and
activities within the project management process groups to identify, define, combine, unify,
And coordinate the different processes and project management activities. In all areas of a
project, Project Integration Management is all about maintaining stability, such as time,
scope, cost, quality, human resources, communication, risk, procurement, stakeholders, and
others.

2.2.10. Project Stakeholder Management

According to (Duncan, 1996), defines project stakeholders as “individuals and organizations
who are actively involved in the project, or whose interests may be positively or negatively
affected as a result of project execution or successful project completion”. The process
includes Identify stakeholders, Plan stakeholder management, Manage stakeholders
Engagement, and Control stakeholders’ engagement.
2.3. Empirical Review
There are some researches worked related with this study. However, the researcher tried to
see few of them which are more related to the topic. The titles with their objectives and major
findings are discussed below to have an insight into these studies.
The research work done by (Bisrat, 2020), with a title of Assessment of project management
practices a case of Ethiopian Construction Design and Supervision works corporation. The
main objective of this study is to assess the current project management practice in Ethiopian
construction design and supervision Works Corporation The paper adopted qualitative
research strategy and used self-administered questionnaire to collect data from the customer,
Descriptive statistics like frequency, mean and standard deviation analysis techniques were
applied to analyses back- ground information of respondents, respondents‟
The researcher concluded that the study discovered that the level of project management
practice in ECDSWC in terms of performing the activities under each process group to be
moderate. Also, the result of this research and information obtained from the literature
reviewed showed that there is a gap within the project management practices of ECDSWC.
So, to fill the gaps within the practice, the researcher recommends that activities related to
risk, procurement, communication, cost, time, documentation and dissemination of lessons
learned to be given more considerable attention during the implementation of projects within
the organization.
Also, according to (Nitsu, 2019), conducted on the title of An Assessment of project
management practices and Service Delivery in Customers’ Satisfaction: The Case of Woreda
02 Administration Office, Nifas Silk Lafeto Sub-city of Addis Ababa. The main objective of
the study was to assess the service delivery affect in customer satisfaction and project
management practices in the case of Wereda 02 Administrative office, Nifas Silk Lafto sub
city of Addis Ababa with a special emphasis given to the vital events registration office of the
administrative office.
Research conducted by (Tigist, 2020), conducted on the topic of an assessment on Project
Management Practices: a case study on Japanese Social Development Trust Fund Grant
Project In the study both qualitative and quantitative descriptions were applied on the data
gathered to analysis the information obtained by taking a detailed analysis of the situation.
The study reaches on the conclusion of the project management knowledge areas; Project
scope, time, quality, cost, risk and integration management were not effectively practiced in
the project.
According to (Wubishet, 2006), added, the main problems of Ethiopia’s construction projects
are intervention of owners or stakeholders with traditional approach to project design,
planning without the consent of required professional and not using applicable guidelines of
project management.
According to the study conducted by (Akewushola, 2012), finds out that if these project
management practices are well managed, there is a very high possibility of having a viable
project that will guarantee a sound business success. Which include work scope, time,
resources, costs, quality, communication, risk, and contracts procurement (wysocki, 2003),
finds out that there are five constraints operate on every project; these are scope, quality,
time, cost and resource.
Finally, it has been understood that, the practice of project management knowledge areas in
line with project process groups would have helped the project to be more effective.

2.3.1 Project Performance

The purpose of performance measurement is to help organizations understand how decision-
making processes or practices led to success or failure in the past and how that understanding
can lead to future improvements. (Tangen, 2004) obtained that performance measurement is a
complex issue that normally incorporates at least three different disciplines: economics,
management and accounting. Measurement of performance has garnered significant interest
recently among both academics and practitioners. (Lehtonen, 2001) stated that performance
measurement systems are imminent in the construction firms. (Karim & Marosszeky, 1999)
stated that performance measurement systems have been one of the primary tools used by the
manufacturing sector for business process re-engineering in order to monitor the outcomes
and effectiveness of implementation. (Navon, 2005) defined performance measurement as a
comparison between the desired and the actual performances. He also stated that performance
measurement is needed not only to control current projects but also to update 9 the historic
database. Such updates enable better planning of future projects in terms of costs, schedules,
labour allocation, etc.
According to (Verma, 1995) writes that communication, teamwork, and leadership are vital
components of effective management of project human resources and are necessary to
accomplish project objectives successfully.
According to (Cleland, 1986) suggested that "project success is meaningful only if considered
from two vantage points: the degree to which the project's technical performance objective
was attained on time and within budget; the contribution that the project made to the strategic
mission of the enterprise. (Freeman & Beale, 1992) provided an interesting example of the
different points of view of people: "An architect may consider success in terms of aesthetic
appearance, an engineer in terms of technical competence, an accountant in terms of dollars
spent under budget, a human resources manager in terms of employee satisfaction, and chief
executive officers rate their success in the stock market."
2.3.2. Project Management and Project performance
According to (Atkinson, 1999) reported that project management has cost quality, and time as
its critical factor. This earlier reviewed literature limited their critical success factors to cost,
quality and time. This is a major short coming of the research and as such the submission
there can’t be generalized. An inclusion of business success and client acceptability to the
model will make it to be better encompassing.
According to (Turner & Muller, 2005) in their study postulate that impact of project leader
and his/her leadership style is the major determinant of project success; in their research they
belief people ignore the impact of the project manager, and his or her leadership style and
competence, on project success. This Research work limited critical success factor to project
manager competency. This is a major short coming of the research and there off can’t be
generalized an inclusion of technical success and client acceptability to the model will make
it to be more encompassing.
According to (Baker et al. 1983) use a sample of 650 completed aerospace, construction with
data provided primarily by project managers on the factors contributing to project success.
The major short coming of this research is limiting the study to aerospace construction alone
without considering other construction areas such as Road construction. Evidently, this
finding contradicts with the observations of (Dvir et al. 1998 & Liu, 1999), as they argue that
individual projects may have individual success factors.
According to Assem Al-Hajj and Mario M. Zraunig, (2018) Project success is influenced by
many different factors, outside the control of project management. This research analyses the
data of project practitioners, scattered over ten nations. The collected data suggests that the
majority of successful projects implement, but do not fully utilize contemporary project
management tools and techniques to their capabilities. The influence of project management
tools and techniques on project success depends on the practitioners’ training, the timing and
level of implementation achieved, whereas the human factor plays an essential part for
achieving project success. This research concludes that project management success
represents one of two essential ingredients for achieving project success, therefore, positively
influencing project success.
According to (Judges & Muller, 2005) in their article mentioned that in order to define what
success means in a project context is like gaining consensus from a group of people on the
definition of "good art." Project success is a topic that is frequently discussed and yet rarely
agreed upon (Baccarini, 1999). On were limited to the implementation phase of the project
life cycle to definitions that reflect an appreciation of success over the entire project and
product life cycle (Judges, & Muller, 2005).
A study carried out in South Africa by (Walliman, 2011) assessed the influence of
procurement on the performance of construction projects. A sample size of 72 companies
participated in the study. The study assessed whether appropriate procurement procedures
between contracting parties are very adequate to stimulate organizational success (IMF,
2018).
According to (Amanuel, 2021), assessment of project management practices in civil society
organizations: in the case of plan international ethiopia Addis Ababa regional office, the
findings of the research showed a moderate level of project management practice within the
organization. Also, the study revealed that the levels of initiation and execution practice are
higher than the other process groups in the organization while the project closure process
group has the lowest practice level according to the project management practice level
standards. Furthermore, the study identified that the level of practice of activities related to
risk, procurement, project control, cost, and time is low. Thus, the study recommends that the
organization should give more emphasis or considerable attention to processes related to
project control, risk, procurement, cost, and time, during the implementation of each process
group in order to strengthen the practice of project management in Plan international
Ethiopia.

2.4 Research Gap

Based on secondary data sources Adama road authority was experienced a cost overrun, poor
quality and also delay in both asphalt and gravel road projects therefore stress in project
management practices has its own role to complete projects within budget, on time with
predetermined quality and scope or to achieve successful project completion with the
expected project performance through the life cycle of the project.

Generally, the authors’ focus on the impact of project management tools and techniques on
project completion, secondly, other author’s focus on the impact of project managers’
competence to successful project completion and thirdly some authors focus on project
management practices on organizations performance by using descriptive statistics only. This
study was focus on the effect of project management practices on project performance. Based
on secondary data sources from adama road construction bureau, adama road authority faced
a challenge in delay of projects, cost overruns, and quality problems so the aim of this study
were to evaluate how project management practices were influence the performance of road
construction projects in Adama city.

2.5 Conceptual framework

2.5.1. Theoretical frame work
This research has both independent and dependent variables. The independent variable is
project management practices and it is divided into three parts project planning, project
implementation and project monitoring and control and the dependent variable is project
performance and it also has seen with time and quality. So generally, this study tries to
examine the independent variable project management practice has a significant effect on the
dependent variable project performance.

2.5.2. Conceptual frame work

Independent variable
(Project management practices)
(Dependent variable)

Planning

Project
performance
 Implementation

Monitoring & control

Figure 2. 1conceptual frame work

Source: modified by the researcher and adapted from (Josephine & Joyce, 2021)

2.6. Research Hypothesis

The hypothesis was developed from the empirical review (Haseeb et al. 2011), (Wubishet, 2006),
(Amanuel, 2021), Based on reviewed literatures the research hypothesis is identified as follows.

 Ha1: project planning has a significant effect on the project performance

 Ha2: project implementation has a significant effect on the project performance
 Ha3: project monitoring and control has a significant effect on the project performance
 CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY

Introduction
This chapter describes the various methods used in the study. It includes the research design,
research approach, sample design, data type and sources, data collection instruments, data
analysis instruments, and data quality assurance. This part explains how the study was
conducted to achieve the desired objectives. It includes the research design, study area, target
population, data source and method of data collection, validity and reliability, and method of
data analysis, model specification, and finally the ethical aspects that were considered in the
study.

3.1. Description of the Study Area

The study area is located in eastern Shoa, Oromia. Adama is a large city located about 100
km southeast of Addis Ababa in the central part of Ethiopia. The city is quite large, with a
population of nearly one million people. The city is both an important transportation hub and
an educational center, as it is home to a large college. Compared to other cities in Ethiopia,
Adama is developing rapidly.
Therefore, road construction in Adama is necessary for the continuous growth and
development of the city. In 2015 E.C, seven projects were carried out by five different
construction companies, involving two asphalt roads and five gravel roads. The companies
that carried out the projects are Anwar Seid, Kidcon Engineering, Tutad Construction, GGC
and Aklesia. The companies have experience in road and building construction. The projects
commissioned by each company are: Anwar Seid Construction was contracted to build an
asphalt road from Wako Gutu to Sheria Court Lot-1, Kidcon Engineering was contracted to
build two gravel roads: the first is a gravel road from Kella to Assela Road and the second is
a gravel road from the expressway to Boku Spring, the third company, GGC, was contracted
to build an asphalt road from the expressway to Etur Textile Lot-2 and a gravel road from
Etur to Awash River. Tutad was contracted gravel road from Jemal ware house to 40 meter
and the Aklesia contracted to build a gravel road from Moenco Bridge after 40 meters. The
objective of the study achieved through the collection and analysis of appropriate data that
enabled to determine the impact of project management practices on the performance of road
construction projects in Adama, Oromia, Ethiopia.
3.2. Research Approach
There are basically three types of research approaches, qualitative, quantitative and mixed
research approach. Quantitative research engages in the systematic and scientific
investigation of quantitative properties and phenomena and other relationships. The objective
of quantitative research is to develop and employ mathematical models, theories, and
hypotheses that the natural phenomena (Abiy, 2009). In this case, the researcher employed
the quantitative research approach method for the fact that it involves the generation of data
in a quantitative form for analysis. Data were quantified and statistical methods are used in
data analysis to seek evidence about the characteristics or a relationship between variables.

3.3. Research design

Based on the research objective and hypothesis, explanatory and descriptive research design
were used to assess and determine whether project management practices have impact on the
project performance in the case of road construction projects in Adama city.
Research design is a systematic process of identifying and formulating, by setting objective
and method for collecting, editing and tabulating data to find solution. In any research
undertaking, the methodology to be followed is determined by the nature of the problem
statement or more specifically by the research objectives. As a result, either what is going on
or why it is going on will addressed. Here in this case descriptive and explanatory research
designs were used.
The main aim of explanatory research is to identify any casual links between factors or
variables that pertain to the research problem. Such research is also very structured in nature.
Explanatory research focus on answering why questions. Explanatory studies play an
instrumental role in terms of identifying reasons behind a wide range of processes, as well as,
assessing the impacts of changes on existing norms, processes etc. This type of studies is
associated with greater levels of internal validity due to systematic selection of subjects.

3.4. Data sources and data type

According to Catherine (2007), data were collected as primary, secondary or both. Primary
data are originated by the researcher for the specific purpose of addressing the problem at
hand. On the other hand, secondary data contains relevant data that has been collected for a
different purpose, but from which the conclusion is valuable for the purpose. In this study
only the primary source of data from the targeted respondents of road construction employees
in adama city.
3.5. Sampling Design
3.5.1. Target population
Population means the totality of individuals from which some sample is drawn. The target
population of this study were the project managers, project coordinators, project team
members, supervisors, consultants and contractors, who are involved directly in the road
construction projects irrespective of their experience in road construction projects in Adama.
Population of study were employees in two asphalts and five gravel road constructions which
are stated in the description of the study. It constitutes all individual in asphalt and gravel
primarily providing relevant information to the research. Thus, the target population were all
the project team in selected road construction projects in Adama. The total population of the
study were 525 people which are employees in all seven projects. The population were
consisting all levels of management from top level to operational level.

3.5.2. Sample size

The focus population was consisting of people at road projects in Adama city (two asphalt
roads and five Gravel roads) which are ongoing projects on 2015, in Adama road
construction. Malhortra and Peterson (2006) and Zikmund (2003) stated that, the larger the
sampling size of a research, the more accurate the data generated. However, due to time and
financial limitations and the nature of the population, sample determination method
developed by Kothari (2004) for this study researcher was use the following formula
(Kothari, 2004)

Where,
p = proportion of success = 75%
q = proportion of fail = 25%
n = sample size,
z = confidence level = 1.96
e = standard error = 5%

N= total population = 525

 = 186

Table 3. 1 Proportionate sample size

No of employees Proportion Sample size

Companies

Anwar Seid 124

0.2361*n 44

Aklesia 87
0.16*n 31
GGC 98
0.18*n 34

Kidcon 129
0.24*n 46

Tutad 87
0.16*n 31

Total 525 186

Source: Adama road construction bureau and documents from the company.

3.5.3. Sampling Techniques

A target population of the sampling contains different team with varying information on the
researcher topic with their nature of job, it would be better to select groups who have related
job on the subject matter. The study used stratified sampling to select proportionate sample
from each construction companies and also the study was used a simple random sampling
method to collect the data from the selected respondents.

3.6. Data collection tools

A questionnaire was developing to assess the perceptions of project managers, project
coordinators, project team members, supervisors, consultants and contractors about the effect
of project management practices on the project performance in the case of road construction
projects in adama city. The researcher used structured questionnaire and it contains close-
ended questions. It was indicating factors affecting the project performance specific to the
Adama road construction. The data collection tool is questionnaire and the researcher used
English language.
The variables in the questionnaire were adapted from the studies cited in the literature review.
It was design based on the objectives of the study, to point out the effect of project
management practices on project performance in road construction projects. To get primary
data a structured questionnaire was used by the researcher which it helped to obtain direct
information from the targeted population. The questionnaire classified in to four parts. These
are; planning, implementation and monitoring & control are independent variables and the
questionnaire were collected to measure project performance by five-point Likert response
scale developed by (Rahaib, et al, 2012) includes strongly disagree (1), disagree (2), neutral
(3), agree (4) and strongly agree (5) used in the study. A questionnaire is simply a tool for
collecting and recording information about a particular issue of interest (Adams et al., 2007).
Therefore, the study questionnaire mainly had a list of questions, clear instructions, and space
for answers or administrative details. All prepared questionnaires were related to the
objectives of the research, and they clarified the findings of the study. Planning has 13 items,
implementation has 7 items, monitoring and control has 11 items and project performance has
11 items.

3.7. Data analysis

To present the association between the variables, the collected data were analyzed using
explanatory and descriptive research method. These variables used in the form of dependent
(effect) and independent (cause) variables. Project management practices were the cause
(independent) factor and divided into three main areas planning, implementation and
monitoring and control, and it measured through questionnaire and project performance is the
effect (dependent) variable and it was measured by the questionnaire with the tolerance limit
of Adama road construction bureau.
Descriptive analysis was used to interpret a variable which deals with background or
demographic of the respondents and mean score of project management practices and project
performance. The results were presented in table, chart, frequency distribution and
percentage.
To undertake the quantitative analysis inferential statistical tools were used to present the
data. Regarding the explanatory type, the necessary inferential statistics were used, and
Pearson correlation value was used to identify the strength of the relationship between
independent and dependent variable. The quantitative data gathered through questionnaires
were coded, tabulated, organized and treated with statistical techniques for analysis and
inference. Statistical package for social science (SPSS 26) were used for data analysis. The
objective of the regression analysis is to build a regression model or a prediction equation
relating the dependent variable to one or more independent variables. The model was used to
describe, predict and control the variable of interest based on the independent variables
(Aeker et al., 2007)
Model Specification accordingly, regarding to the independent & dependent variables of the
study, the model of this study was;

Where: PP = Project Performance (Dependent variable of the study)

β0 = constant or intercept

PL= Planning (an independent Variable)

PI= Implementation (an independent Variable)

PMC= Monitoring and control (an independent Variable),

β1, β2 and β3are coefficients and i.e. εi is an error factor.
The multiple linear regression equation for this study is:
Y= β0 +β1X1 + β2X2 + β3X3 + εi

Where:
Y is the dependent variable (project performance),
β0 = regression coefficient/constant/Y-intercept,
β1, β2, and β3 are the slopes of the regression equation,
X1= planning
X2= implementation,
X3= monitoring & control,
εi is an error term at 95% confidence level.
3.8. Validity and reliability
3.8.1. Validity
Validity is the extent to which the instrument (questioner) measures what it purports to
measure. The validity of a measure refers to the extent to which the research findings
accurately represent what the measuring instrument claims to measure. Validity, often called
construct validity, refers to the extent to which a measure adequately represents the
underlying construct that it is supposed to measure. For this research purpose validity test
was checked regarding the questioner content was tested by piloting the questionnaire to my
instructors to make more accurate and meaningful results.
3.8.2 Reliability
Reliability is concerned with the findings of the research and refers to the consistency of a
measuring instrument (questionnaire). Reliability is internal consistency used to measure
consistency between different items of the same construct. Cronbach’s alpha is a reliability
measure designed by Lee Cronbach in 1951. Cronbach’s alpha is a coefficient of reliability.
It is commonly used as a measure of the internal consistency or reliability of a psychometric
test score for a sample of examines. A 95 % confidence interval was set during the planning
stage in order to achieve accepted levels of data reliability. In addition, that used statistical
package for social science (SPSS) and Excel to verify reliability of the data using Cronbach’s
test.
The reliability of the instrument was measured by using Cronbach’s alpha test. A reliability
test is performed to check the consistency and accuracy of the measurement scales.
According to William’s (1986) he suggested that the reliability coefficients of the Cronbach’s
alpha result >0.9 excellent, >0.8 good, >0.7 acceptable, < 0.6 questionable, and < 0.5 poor.
The internal consistency reliability results the study was 0.738 that is classified under
acceptable categories.

Table 3. 2 Reliability Test

Variables No. items Cronbach’s Alpha Scale

Planning 13 items 0.737 1-5

Implementation 7 items 0.744 1-5

Monitoring & control 11 items 0.765 1-5

Performance 11 items 0.709 1-5

Total 42 items 0.738

Source: Own survey, 2023

3.9. Ethical considerations
The goal of ethics in this research was ensure that there is no one harmed or suffered adverse
consequence from the research activities. The research was undertaken to protect the rights of
the respondents by ensuring that none of the respondents wasn’t name during the research
data collection, respondents were selected to participate without compulsion, a respondent
informed the reason and purpose of the research, informed consent were sought from the
managers of the sample organization before the commitment of this research initiatives. So
that the research was undertake in ethically acceptable manner that no one is going to be
affected as a result of participation in this research output.
CHAPTER FOUR
RESULTS AND DISCUSSION

Introduction
This chapter presents response rate, demographic data, analysis of the data and findings or
results of the research on the effect of project management practices on road Projects
Performance in case of Adama road construction, Oromia Regional State, Ethiopia. The
Presentation, analysis and interpretation of data obtained through questionnaires are
discussed. Therefore, the analysis of the collected data are presented and interpreted under
this chapter. The data are organized and presented using different data presentation tools
including tables, bar graphs and pie charts, histogram and narrated systematically depending
on respondents’ response. The data analysis was made with the help of Statistical Package
for Social Science (SPSS). The findings of the effect of project management practices on the
performance of road construction projects has been described using descriptive statistics and
inferential statistics, whereas it includes correlation, assumption test, ANOVA and multiple
linear regression analysis.

4.1 Results of the Study

4.1.1. Response rate

The data collected through a self-administered questionnaire featured personal information of
the respondents, the identified three factors (Planning, implementation, monitoring & control),
and Project performance in the case of selected road construction projects in Adama city.
Each response is encoded and transposed on SPSS accordingly to make them suitable for data
analysis. As a result, the research hits 92.47% response rate. This response rate is good
enough and representative of the population as exceeded (Mugenda’s, 1999) requirement that
a response rate of 50% is adequate for analysis and reporting; a response rate of 60% is good
and a response rate of 70% and above is excellent. A total of 186 questionnaires were
disseminated to the targeted employees, of which 172 questionnaires were collected which
accounted for 92.47.0% of the total distributed questionnaires. Based on Mugenda’s (1999) a
response more than 70% is acceptable.

4.1.2. Demographic information

The study sought to ascertain the background information of the respondents involved in the
study. In order to provide the demographic information and composition of the population
under study, the respondents were asked about their gender, age, education level, position in
the organization, years of experience in the organization.

4.1.2.1 Sex of Respondents

The respondents were requested to indicate their sex. The findings are presented in the below
table.
Table 4.1 Sex of respondents
Gender Frequency Percentage

Male 137 73.65

Female 35 18.81

Total 172 92.47

Source: Own Survey, 2023

The above table 4.1, shows that a higher percentage of male participants (73.67%) than
female participants (18.81). The organizations should have to considered gender equality
policy and increase the number of female employees.

4.1.2.2. Age of respondents

The respondents were requested to indicate their age. The findings are presented in the below
table.
Table 4.2 Age of respondents
Age of respondents Frequency Percentage

18-25 67 36.02

26-33 52 27.95
 33-41 30 16.12

42-49 23 12.36

Above 50 - -

Total 172 92.47

Source: Own Survey, 2023

The result illustrates that 67 respondents (36.02%) are between age of 18-25, 52 respondents
(27.95%) are between the age of 26-33, 30 respondents (16.12%) are between the age of 33-
41, 23 respondents (12.36%) are between the age of 42-49 and 0 respondent (0%) above the
age of 50. As we can see from the result, the field survey included a younger audience and
that majority of the respondents were the age ranging between 18-25 were cover about
36.02% of the total population and also 27.95% of the population is between 26-33 so, this
implies there is a potential workforce to enhance the performance of the road construction
sectors by using the young generation.

4.1.2.3. Education Status

Table 4. 3 education status of respondents

Education status Frequency Percent

MA/MSc 18 30.64%
BA/BSc 51 27.14%
Diploma 57 16.12%
Grade 12 30 9.67%
Below 12 16 8.60%
Total 172 92.47%
Source: Own Survey, 2023
In the above histogram most of the respondents were holding the Diploma 57 (30.64%),
BA/BSc Degree 51 (27.14%), Grade 12 respondents were 30 (16.12%), then Master Degree
18 (9.67%) and finally below grade 12 respondents were 16 (8.60%). This shows that
majority of the respondents are educated to a level of Diploma. The Second most respondents
had Bachelor. With regard to the respondents’ educational background, it shows that
respondents are literate in order to understand and answer the research instruments correctly
and respondents with different educational background are represented in the study and also
in road construction sector the number of educated employees were increasing it has its own
effect on the performance of the projects.
4.1.2.4. Job Position in the Organization
The respondents were requested to indicate their job position. The below data Table 4.4,
showed that the questionnaire of this research was filled by 172 respondents; from the total
respondents 5 of them were project managers (2.68%), while 26 of them are project
Coordinators (15.1%) according to the samples. 101 respondents were project member with
(58.7%), 15 respondents were consultants with (8.7%) and the rest 25 respondents were
supervisors with (14.5%). Generally, most of the respondents are project team members and
the rest of them are Project managers, consultants, supervisors and coordinator. They have
direct connection or collaborated with the road construction projects in Adama city.

Table 4.4 position of the respondents

Position of respondents Frequency Percentage

Project manager 5 2.68

Project coordinator 26 13.97

Project member 101 54.30

Consultants 15 8.06

Supervisors 25 13.44

Total 172 92.47

Source: Own Survey, 2023

4.1.2.5. Year of work Experience

The respondents were requested to indicate their year of experience. The other part of the
demographics section listed below on figure 3, Indicates the overall working experiences in
any road construction industry. It shows 80 respondents were (0–5) year work experience
(46.5%), then 69 respondents (5 -10) years of work experience (40.1%). 14 Respondents
between (10- 15) years of work experience found (8.1%). The rest 9 respondents Served
More than 16 years of work experience found (5.2%). The results showed that most of the
respondent have more than Five year overall working experience (53.5%). It shows that the
participants well experienced. The experience possess by the respondents may help in
providing a better understanding of this matter and in better position in giving much precise
answer required to the questionnaires form and the road construction sector in adama city has
both well experienced and new employees. It is useful to share experience and to enhance the
ability of the work force.

Figure 4. 1 Experience of respondents

Source: Own Survey, 2023

4.2. Descriptive Statistics of variables

4.2.1 Project Planning
The study sought to determine the degree to which project planning was applied in Adama
city road construction projects. The respondents were asked to specify the degree to which
they agree with the statement in relation to project planning. Hence the results are presented
in the table below.
Table 4. 5 Perception of Respondents on project planning
Project planning questions n Mean S.D

There were preparations of a detailed project plan that

172 3.50 .976
describe how to implement the project.

The requirements needed for the project are collected. 172 3.58 .924

The scope of the project is defined thoroughly. 172 3.81 .812

All the activities of the project are defined and

172 3.60 .915
documented.

Appropriate work breakdown structure (WBS) is

172 4.03 .851
created.

A clear project organization is defined as showing how

172 3.87 .794
the project will be organized.

The resource needed for the project is estimated (The

172 3.75 .685
bill of quantity) is developed.
 The project activities are sequenced, their activity
172 3.88 .804
duration is estimated and their schedule is developed.

The total cost needed to perform the project work is

172 3.73 1.03
estimated properly.

The risks that will affect the project are identified. 172 3.78 .970

The quality targets for the project are identified. 172 4.18 .778

The procurement plan is prepared appropriately. 172 3.67 .886

There was appropriate preparation of a communication

172 3.84 .768
plan for all related parties in the project.

Overall average 172 3.78 .7863

Source: Own Survey, 2023

The result from table 4.5 specifies that the project planning practice is at attractive level with
(M=3.78, SD=0.7863). From the table above, the quality targets for the project are identified
have rated at a very high level with (M=4.18, SD=0.778). Also, appropriate work breakdown
structure (WBS) is created rated high. On the other hand, there were preparations of a
detailed project plan that describe how to implement the project had a (M=3.50, SD=0.976)
and moderate mean values or smallest value from the rest. This showed that (M>3.4) which
relied on agreement level based on Al-Sayaad et al. (2006) proposed techniques of mean
score ranges for five-point Likert scale questions. Therefore, the result revealed that planning
in road projects was attractive.

4.2.2 Project Implementation

The study wanted to find out the level to which project Execution process group was
executed in organization. By using five-point Likert scale respondents were asked to rate
each parameter under the project execution as follows: 1. strongly disagree 2. Disagree 3.
Neutral 4, Agree 5. Strongly agree. Thus, the results are presented in the table 4.6 below.
Table 4. 6 Perception of Respondents on project implementation
Project implementation questions n Mean S.D

The project work is effectively managed according to

172 3.86 .797
the project management plan.

The project team is managed in every level of the

172 3.67 .911
structure.
 The risks encountered are dealt with and treated
172 3.93 .828
according to the risk response plan.

Effective management was applied to perform good

172 3.58 .923
quality control and assurance.

The procurement is conducted and effective

172 3.80 .851
management of the bidding process.

There is Effective management of communication is

used according to the communication plan among all 172 3.59 .923
Relevant parties.

The resources needed for the project are managed

172 3.89 .970
accordingly.

Overall average 172 3.76 0.886

Source: Own Survey, 2023

As summarized in Table 4.6, the value of implementation is (M=3.76, SD=0.886) and from
the sub-questions asked under implementation, the highest mean score, (M=3.93, SD=0.828)
is obtained on “The risks encountered are dealt with and treated according to the risk
response plan. “And the lowest mean (M= 3.58, SD=0.923) is on statement “There is
Effective management of communication is used according to the communication plan
among all Relevant parties”. Generally, the overall average value of the feedback is (M=3.76,
SD=0.886). This showed that the mean value is greater than (M>3.4) which relied on
agreement level based on Al-Sayaad et al. (2006) proposed techniques of mean score ranges
for five-point Likert scale questions. This implies that employees in road projects had good
implementation experience.

4.2.3 Project Monitoring and Control

The study required to find out the extent to which project Monitoring and controlling was
implemented in Adama city road construction projects, Oromia Region, Ethiopia. The
respondents were asked to specify the extent to which they agree with the statement in
relation to project monitoring and controlling.
Table 4.7 Perception of Respondents on project monitoring and control

Project monitoring and control questions n Mean S.D

The project team monitors and controls the entire

172 4.13 .608
project work.
 There is effective integrated control of changes that
172 3.90 .684
arise during the implementation of the project.

There is effective control of changes in the scope so

172 3.69 .869
that the project is completed within the defined Scope.

The Project team has an effective control of the project

172 4.09 .689
resources

There is effective control of the project schedule so

169 3.82 1.039
that it does not exceed the time constraints.

There is appropriate control of project costs so that it

172 3.51 .958
does not exceed the cost constraints.

There is good monitoring for documented risks and

172 3.58 .930
new risks.

The project team performing quality control so that it

172 3.58 .837
does not become below the stated quality targets.

The project team Administer the procurement's

172 3.76 .993
according to the contracts.

The communication with stakeholders is Monitored

172 3.79 .938
and controlled in the project.

The project progress was reviewed frequently. 172 3.80 .761

Overall average 172 3.78 0.783

Source: Own Survey, 2023

As it can be seen in the overall average in Table 4.7, the mean value of monitoring and
control is M=3.78, SD=0.783). And from the sub-questions asked under monitoring and
control the highest mean score, was 4.13 is obtained on “The project team monitors and
controls the entire project work” which shows that majority of the respondents agree that
monitoring and control used to perform well on their job and the lowest mean was on “There
is appropriate control of project costs so that it does not exceed the cost constraints.” (M=
3.51, SD=0.958). Generally, the overall average value of monitoring and control is (M=3.78,
SD=0.783). Therefore, the result revealed that the monitoring and control in road projects
was attractive.

4.2.4. Project Performance

According to PMBOK Guide (2007), the mostly used performance measures can be grouped
in some of these general categories; effectiveness, efficiency, quality and timeliness. So, the
effectiveness examines the degree to which the process output conforms to the requirements.
The efficiency indicates the degree to which the process produces the required output at a
minimum resource cost. On the other hand, the quality aspects check on the degree to which a
product or service meets customer requirements and expectations. The timeliness aspect
measures on whether a unit of work was done correctly and on time.
Lysons and Farrington (2006) espouse the view that successful project performance is about
converting a strategic plan into action and doing what needs to be done to achieve the
targeted strategic goals and objectives. According to Brown and Hyer (2010), effective
project implementation or success can be measured on the basis of time, cost and quality
(performance), commonly known as the triple constraint. These three factors represent the
Key Performance Indicators (KPIs).Project performances hold many activities that show the
level at which project performances is implemented or not. So, the following table shows
how project performances were improved by the practice of project management.

Table 4. 8 Perception of Respondents on project performance

Project performance questions n Mean SD

The service that the project will deliver is meeting the

172 3.88 .729
design specification.

Third parties affected by the project are satisfied. 172 3.83 .800

The users of the project are expected to be satisfied

172 3.79 .851
with the output of the project.

The Project is going well on the scheduled time. 172 3.68 .909

The project team members are satisfied by the progress

172 3.80 .811
of the project.

The project is going well on the budget allocated. 172 3.59 .915

The right material was used for the construction work. 172 3.93 1.003

The efficiency of the project management effort is

172 4.09 .689
going well towards the success of the project.
 Lack of original design took cost in the road project
172 4.06 .664
during construction phase.

The lack of municipality to secure the needed project

172 3.12 1.33
fund on time.

The needed resources to the project are timely fulfilled

172 3.80 .900
by the contractor.

Total 172 3.78 0.872

Source: Own Survey, 2023

As it can be seen from the results of Table 4.8, the mean value of project performance is
(M=3.77, SD=0.872) and from the sub-questions asked under employee productivity, the
highest mean score, (M=4.09, SD=0.689) is obtained on “The efficiency of the project
management effort is going well towards the success of the project. Which shows that
majority of the respondents were agrees that the efficiency of the projects going well and it
increase the performance of the project. And the lowest mean which shows the respondent
agrees that the lack of municipality to secure the needed project fund on time (M= 3.12,
SD=1.33). Generally, the overall average value of project performance is (M=3.78,
SD=0.872). This showed that the mean value is greater than (M>3.4) which relied on
agreement level based on Al-Sayaad et al. (2006) proposed techniques of mean score ranges
for five-point Likert scale questions. Therefore, the result revealed that employees in road
projects had a good performance to achieve the overall project objective.

4.3. Summary of Descriptive Statistics

As it can be seen from the results of Table 4.9, the mean value of project planning (M=3.78,
SD=0.), project implementation has a (M=3.76, SD=0.786), project monitoring and control
has a (M=3.78, SD=0.886) and project performance had a mean value (M=3.78, SD=0.783).
So the overall average mean value (M=3.77, SD=0.872), it shows the project management
practices and project performance has in good shape based on this the mean value is greater
than 3.4 which relied on agreement level based on Al-Sayaad et al. (2006) proposed
techniques of mean score ranges for five-point Likert scale questions. Therefore, the result
revealed that employees in adama road construction projects were do their best in planning,
implementation and monitoring and control to achieve a better project performance.
Table 4. 9 descriptive statistics of variables
 Descriptive statistics

Variables n Mean SD

planning average 172 3.7867 .786

implementation average 172 3.7608 .876

Monitoring and control average 172 3.7870 .783

Project performance average 172 3.7854 .872

Total 172 3.7799 0.824

Source: Own Survey, 2023

4.4. Inferential Statistics

Inferential statistics uses sample measurements of the subject and make generalization about
the larger population. It comprises correlation analysis among variables; assumption of data
test for their suitability or fitness to the intended regression analysis model (namely normality,
co-linearity, linearity and homoscedasticity); and multi-regression analysis in terms of model
summary, ANOVA test and coefficients determination are conducted to address the
objectives of this study.

4.4.1. Correlation
Table 4. 10 Strength of Correlation of Coefficient

Range of Coefficient Description of Strength

±.81 to ±1.00 Very strong
±.61 to ±.80 Strong
±.41 to ±.60 Moderate
±.21 to ±.40 Weak
±.00 to ±.20 None
Source: Bhatta (2012)
The result in Table 4.11 shows that overall dimensions of project management practices had a
positive and significant relationship with project performance. Specifically, project planning
had a positive and strong relationship with project performance (r = .615, p<0.05). Following,
project implementation also had a positive and relatively the strongest relationship (r = .802,
p<0.05) with project performance. Whereas, monitoring and control (r = .693, p<0.05) had a
positive and strong relationship with project performance so it indicates the researcher can
proceed to regression analysis.
Generally, from this analysis it can be noted that planning, project implementation and
monitoring and control has positive relationship with project performance. Therefore, they
have positively correlated and strong association among each other.

Table 4. 11 correlation analysis results

Correlations

planning implementation monitoring Performance

Pearson
1
Correlation
planning
Sig. (2-tailed)

n 172

Pearson
.471** 1
Correlation
implementatio
n Sig. (2-tailed) .000

n 172 172
 Pearson
.579** .462** 1
Correlation
monitoring
Sig. (2-tailed) .000 .000

n 172 172 172

Pearson
.615** .802** .693** 1
Correlation
performance
Sig. (2-tailed) .000 .000 .000

n 172 172 172 172

**. Correlation is significant at the 0.05 level (2-tailed).

Source: own survey data, 2023

4.4.2 Multiple linear Regression Assumptions

Multiple linear regressions are an analysis that assesses whether one or more predictive
variables (predictors) project management practices explain the dependent, performance
(criterion) variable. The regression assumptions are correlation (linear relationship), Multi co-
linearity, and multi-variety normality. Testing assumption of multiple linear regression
analysis models is very important before running regression analysis. Some tests were
conducted in order to ensure the appropriateness of data to assumptions regression analysis
results were discussed in the following subtopics.

4.4.2.1 Multi - Co linearity

Multi co-linearity refers to the situation in which the independent/predictor variables are
highly correlated. When independent variables are Multi co-linearity there is “overlap” or
sharing of predictive power. Thus, the impact of Multi co-linearity is to reduce any individual
independent variable’s predictive power by the extent to which it is associated with the other
independent variables. “Tolerance” and “variance inflation factors” (VIF) values for each
predictor are a means of checking for Multi co-linearity A tolerance value below 0.1 and a
VIF value over 10 percent indicate a Multi co-linearity problem, (Robert, 2006). In addition,
tolerance is an indicator how much of the variability of independent variable is not explained
by the other independent variable in the model and is calculated using the formula 1- R2 for
each variable.
Table 4. 12: Multi Co-Linearity Test Result
 No Variables Tolerance VIF

1 Planning .612 1.633

2 Implementation .724 1.382

3 Monitoring & control .619 1.616

Dependent Variable: project Performance

Source: own survey data, 2023

Table 4.12, shows the computation result that the value of VIF all variables were by far less
than 10 and the value of tolerance statistics being above 0.1 they were accepted entered in to
regression model for the estimation of variables. The results of the Multi co-linearity test in
Table, show that the Co-linearity statistics analysis of variance inflation factors (VIF) value
ranges from 1.382 to 1.633, and tolerance value ranging from 0.612 to 0.724 indicated that
there was no Co-linearity problem. This could be taken as a confirmation that there were no
Multi co-linearity problems to proceed with regression analysis. That means when the
independent variables in this model were highly related to one another, they would have been
basically measuring the same thing or they both convey essentially the same information.

4.4.2.2 Linearity Test

Linearity is used check whether all the estimates of regression including regression
coefficients, standard errors and tests of statistical significance are biased or not (Keith, 2006).
There is no linearity problem in the below figure 4.2, data for this study residual follow at
straight line.
Figure 4. 2 linearity test

Source: own survey, 2023

4.4.2.3 Normality Test

Normality assumption is around the mean of the residuals is zero and used to determine
whether a data set is well modeled by a normal distribution or not and also to indicate un
underlying random variable is to be normally distributed (Gujarati,2009). Researcher was
used histogram methods of testing the normality of the data. If the residuals are normally
distributed about its mean of zero, the shape of histogram should be a bell-shaped and
regression standardized residual plotted between -3.3 and 3.3. From the figure below data
normality can be indicated.

Figure4. 3 normality test

Source: own survey, 2023

4.4.2.4 Homoscedasticity
There should be homoscedasticity before running multiple regression analysis, this means
that the residuals (the differences between the values of the observed and predicted dependent
variable) are normally distributed, and that the residuals have constant variance (Burns &
Burns 2008). If the assumption of homoscedasticity is violated (i.e., there is
heteroscedasticity).
Using the plots of standardized residuals (ZRESID) against standardized predictors (ZPRED),
the researcher tried to check whether the graph looks like a random array of dots evenly
dispersed around zero because the Testing for Homoscedasticity lies with an assumption in
regression analysis that the residuals at each level of the predictor variable(s) have similar
variances. I.e., at each point along any predictor variable, the spread of residuals should be
fairly constant.
In figure 4.4, it shows that each of the four independent variables (the predictor variables)
against the expected value (straight line). The plot in figure 6, shows that how the points are
randomly and evenly dispersed throughout the plot. And, these patterns are indicatives of a
situation in which the assumption of homoscedasticity. The graph has demonstrated
homoscedasticity of the study.

Figure 4. 4 Homoscedasticity test

Source: own survey, 2023

After the model assumption was checked presentation and interpretation of the analysis
output is mandatory. The prediction or estimation of the value one variable (the dependent or
the predicted variable; called as Y from one or more independent or predictor variables
(Keith, 2006).

4.5 Multiple Linear Regression Analysis

Multiple regression estimates the coefficients of the linear equation, involving one or more
independent variables that best predict the value of the dependent variable. Regression
analysis is a statistical method to deal with the formulation of a mathematical model
depicting relationships among variables which can be used for the purpose of predicting the
values of dependent variables and given the values of the independent variables (Kothari,
2004). In this study, multiple regression analysis was conducted to identify the relationship
and examine the most dominant project management variables that influenced the overall
project performance in selected road construction projects.
Table 4. 13 Results of regression analysis summary

a. Predictors: (Constant), monitoring and control, implementation and planning

b. Dependent Variable: project performance
Source: own survey, 2023
The above Table shows that (R =0.888) which indicates there is a strong positive relationship
between project performance and independent variables that is to say; planning, project
implementation and monitoring and control.
In the model summary adjusted R square tells us the righteousness in shape of the model and
its value which is (R2 =0.788) means all independent variables are able to measure/predict
project performance at 78.8% and the rest is measured by other factors. The marginal value

Model Summary

Model R R2 Adjusted R2 Std. Error of the Estimate

1 .888 .788 .785 .209

provides the impact that unit changes in the individual independent variable have on different
levels of project performance when all other variables are held constant
4.5.1 ANOVA test
Table 4. 14 ANOVA test result
ANOVAa

Model Sum of Df Mean F Sig.

Squares Square

Regression 27.429 3 9.143 208.657 .000b

Residual 7.361 168 .044

Total 34.791 171

a. Dependent Variable: project performance

b. Predictors: (Constant), monitoring, implementation, planning

Source: Own survey, 2023

As indicated in Table 4.14, of the ANOVA test, the F-value of 208.6 is significant at p<0.001.
Therefore, it can be inferred that with 78.8% of the variance (R2=0.78), project management
is significant and the model appropriately measures the dependent variable project
performance. Referring to the beta coefficients, the regression model predicts overall project
performance and has been significantly explained by the three independent dimensions of
project management.

4.5.2 Multiple Regression Results

The last output of the multiple regression analysis represents the output for the beta
coefficients of each project management dimension. Standardized regression coefficient
(Beta) is the estimated coefficient indicating the strength of relationship between an
independent variable and dependent variable expressed on a standardized scale where higher
absolute values indicate stronger relationships (range is from -1 to 1) William and Barry,
(2010).The regression equation for this research is presented below the regression coefficient
table 4.15.
Table 4. 15 Estimated regression coefficients

Coefficients

Model Unstandardized Coefficients Standardized T Sig.

Coefficients

B Std. Error Beta

(Constant) .191 .158 1.207 .229

Planning .154 .048 .145 3.203 .002

Implementation .466 .034 .575 13.791 .000

Monitoring .333 .044 .343 7.599 .000

a. Dependent Variable: project performance

Source: Own survey, 2023

Based on multiple regression analysis in Table 15, substituting the results in the equation:
This informs the predicted change or any improvement in the dependent variable for every
unit increase in the predictor, while other variables being held constant. The multiple
regression equation (Ho, 2006): By examining the unstandardized regression coefficient (ß)
for each of the predictor variables,

Y= β0 +β1X1 + β2X2 + β3X3 + εi

Project performance = 0 .191+ (0.154) planning+ (0. 466) Project implementation+ (0.333)
monitoring and control + 0.158
The regression analysis showed that each project management dimension has a positive and
significant effect on overall project performance. Project Planning dimension (β = .145) has
relatively the lowest effect followed by Project monitoring and control (β = .361). But project
implementation has relatively the highest (β = .575). The results on table 4.15, imply that all
dimensions of project management practices have significant influences on overall project
performance at a 95% confidence level (p<0.05), indicating that for employees of road
construction projects, these factors are important in assessing overall project management
practices.
4.5.3 Hypothesis Test Results
Based on the ANOVA analysis and coefficient Tables, all the three variables of project
management practices (Project planning, project implementation and project monitoring and
control) have a positive and statistically significant effect on project performance as the F-
value = 208.65 and P < 0.05. In these regards, the three proposed (alternate) hypotheses are
supported by the fact that the research used the following working hypothesis to be tested in
the analysis:
Ha1: Project planning has significant effect on project Performance.
Ha2: Project implementation has significant effect on project Performance.
Ha3: Monitoring and control has significant effect on project Performance.
This research investigates the Effect of Project Management practices on the Performance of
road construction projects in Adama City. In achieving this main objective and specific
objective the study was guided by three null hypothesis and alternate hypothesis. According
to Weiers (2008), if p value is less than the specific level of significance (α), reject the null
hypothesis; otherwise, do not reject the null hypothesis.
Therefore, the hypothesis sought to test for a significant effect of Project planning, Project
implementation and Project monitoring and control on the direct effect of project
performance.
Ha1: Project planning has significant effect on project Performance.
The first hypothesis (H1) was supported as the beta coefficient of project planning equates to
(β=0.145, p< 0.05). Therefore, the null hypothesis is rejected as p<0.05 and beta is greater
than zero, it confirmed that project planning had a positive and statistically significant effect
on project performance.
Ha2: Project implementation has significant effect on project Performance.
The second hypothesis (H2) was also supported as the beta coefficients were found to be
(β=0.575, p= 0.00<0.05). The null hypothesis is neglected as the p-value is less than 0.05 and
the confirmed project implementation has a positive and statistically significant effect on
project performance.
Ha3: Monitoring and control has significant effect on project Performance.
Finally, the third hypothesis (H3) was also supported as the beta coefficients of monitoring
and control were found to be (β=0.361 at P=< 0.05). The null hypothesis is neglected as the
p-value is less than 0.05, and then confirmed monitoring and control has a positive and
significant effect on project performance. Generally, project management practices had a
positive significant effect on the performance of road construction projects in adama city.

CHAPTER FIVE
SUMMARY OF MAJOR FINDINGS, CONCLUSIONS AND
RECOMMENDATIONS

5.1. Summary of Major Findings

The general objective of the study was to analyze the effect of project management practices
on project performance of road construction projects in Adama. In such note the major
findings of the study stated below:
The first objective of the study was to identify the cause-effect relationship between project
planning and project performance of road construction projects. The study found a positive
significant relationship between these two variables (R= 0.615, p<0.05). As per the
regression analysis result, the coefficient for project planning indicated that (β=0.145) one
unit increase in the variable, a 0.145 unit increase in project performance can be expected.
The second objective of the study was to recognize the effect of project implementation on
project performance. The study found a positive strong relationship between the two
variables (R = 0.802, p<0.05). On the other hand, the regression coefficient model’s result
indicated that every unit increase in project implementation (β=0.575) will increase 0.575
units in the project performance holding all other variables constant.
The third objective of the study was to evaluate whether project monitoring and control affect
project performance. In such the study showed a positive correlation between these two
variables of (R= 0.693) which is significant at p<0.05. As per the regression analysis result,
the coefficient for project monitoring and control indicated that (β=0.343) unit increase in the
variable, a 0.343 unit increase in project performance can be expected by holding all other
variables constant.
The descriptive statistics result, respondents were agreed on planning (M =3.78, SD = 0.786),
implementation (M =3.76, SD = 0.876), monitoring and control (M =3.78, SD = 0.783), and
project performance (M =3.78, SD = 0.872) and it shows the respondents were agree with
acceptable rate of response.
The correlation analysis result is used to understand the degree of relationship between the
planning, project implementation and project monitoring and control had significant and
positive relationship with road construction projects performance. The variables in this study
correlation coefficient among them were strong relationship with the dependent variable. The
direction of their relationship is positive sign that dictates a positive change in planning;
project implementation, project monitoring and control result in a positive change in the road
construction projects performance. Commencing this study, a strong correlation is observed
among each other.
The ANOVA table indicated that the multiple regression model itself is statistically
significant or not significant. Accordingly, it is found that the model is statistically significant
when project planning, project implementation and project monitoring and control and were
included (F=208.6, p<0.01). Therefore, the overall equation was found to be statistically
significant.
Regression analysis results indicate planning with the (β=0.145); it was followed by project
implementation at (β=0.575) and project monitoring and control with the (β=0.343) and three
of them had p<0.05. From this investigation it can be noted that planning, project
implementation and project monitoring and control had a significant and positive relationship
on the performance of road construction projects with (R= 0.88) and (R2 =0.78) of the
regression model, indicating that 78.8 percent of the variation of performance has been
explained by planning, project implementation and project monitoring and control. The
remaining 21.2 percent of variance in project performance was not accounted by the
independent variables considered in the model.
Generally, the regression result showed that project management practices have a statistically
significant positive effect on the performance of road construction projects in Adama city.

5.2 Conclusions
As indicated above the main objective of the study was to analyze the effect of project
management practices on the performance of road construction projects in Adama. For such
purpose three variables (project planning, project implementation, project monitoring and
control) were selected to identify their effect on the road construction projects performance.
The study used stratified sampling technique to select the representative of each construction
companies then 186 respondents were selected then the data was collected by simple random
sampling. The questionnaires included 42 items prepared according to the theoretical
framework presented above in a 5-point Liker scale. Finally descriptive, correlation and
regression analysis were also conducted and used to analyze the collect data.
As discussed in detail in the literature part of this study, effective project management
increases the chance of successfully completing projects within time, cost and quality
constraints. Project management also helps to achieve other project constraints such as
customer satisfaction, and providing the business value of the project based on the results of
this study.
Through the analysis, the study indicated that project managers should have to focus on the
project implementation; it can easily increase the level of project success and the
performance of the road construction projects. In fact, when looked at the variables selected,
if manager’s is good in terms clearly followed project implementation that will be assuring
the quality of the project and giving priority for assessing the project progress at activity level
and at every milestone of the project will increase the performance and the success of the
road construction projects towards the general objective of the project. Then monitoring and
controlling the road construction projects will play an important role to enhance the
performance of the projects to complete with in time, cost, quality and scope. And also, it will
increase the effective use of resources or it will increase the efficiency of the project and it
will smooth the way to achieve the project effectiveness. the last one but not the least one is
project planning, if the project team focused on project management plan it will help them by
delivering the clear picture or the way to achieve the scope, time, budget and quality of the
project. So, from the regression result, implementation was relatively better than the rest then
followed by monitoring and control and the last one is planning.

5.3. Recommendations
Based on the major findings of the study, the followings recommendations are put forward
and accomplishment of all recommendation is essential to reduce the existing difficulty.
However, some of the recommendation requires severe promise to implement in the borough.
This section stipulates the recommendations to be implemented for practice and policy so as
to ensure smooth, timely and successful completion of road construction projects. In order to
improve the project performance in the study area, the researcher forwards the following
recommendations based on the conclusion and main findings of the study as follows:
 Government policy and strategy be supposed to be provided with a platform that ensures
that they provide adequate, truthful and useful information that could inform policy
formulation to ensure smooth implementation of road construction projects.
 Project implementation was the significant factor which influences project performance.
Therefore, the companies should also continue their activity in increasing an
implementation by delivering better compensation and rewards for their employees.
 Monitoring and control was one of the factors influencing the project performance.
Therefore, the companies should also continue monitor and control their activity to aware
the concept of efficiency for their employees and work hard to enhance the effective use
of resource, effective use of budget and to finish the projects within time and scope.
Adama road construction bureau should control every level of the projects, to finish the
projects by fulfilling the iron triangle.
 Planning was one of the factors influencing the performance of road projects. Therefore,
the company should stress on planning because planning had the lowest beta value when
comparing with other variables. Planning is the baseline for both variables project
implementation and project monitoring and control, so Adama road construction bureau
and construction companies should have to improve their planning to achieve better
project performance and success.

5.4. Direction for Future Research

The current study focused on the impact of project management practices on project
performance of road construction projects in Adama city. The study focused only on Adama
road projects. Therefore, it is difficult to say the entire road construction in Oromia, Ethiopia
were good or bad performance based on this study because this study does not include all the
employees of road construction project in Oromia or in Ethiopia. So, concerning future
projects, a further study with different scopes can be done by targeting all employees and by
increasing the dependent variables into five process groups is more effective for the future
researches. The other one this study was used only quantitative approach by using primary
data sources and questionaries’ is a data collection tool. For future researches quantitative and
qualitative approach (mixed) will be preferable and also interviews for qualitative and
secondary data will be useful for triangulate the results from the questionnaires.

5.5. Limitations of the Study

There are some problems encountered while undertaking this study. I was willing to get
secondary data to triangulate the result of respondents with documents of the project but it is
hard to find secondary data and Interview is even harder. The second challenge is most
respondents do not return the questioner on time. That reduces strength of the data collected,
i.e., some companies were not willing to provide exact information on their project status.

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 Appendix

Questionnaire
HARAMBEE UNIVERSITY

SCHOOL OF POSTGRADUATE STUDIES

MPM PROGRAM

My name is Amanuel Getachew Jima; I am a Master’s student at Harambee University, School of

Postgraduate Studies. Currently, I am conducting a research study entitled as “The Impact of project
management practices on the performance of Road construction projects in Adama city”.
Accordingly, I have designed this questionnaire to collect data from employees and managers
working at road Construction projects in Adama city. The questionnaire will be used to collect the
primary data needed for a research study. Therefore, I seek your assistance to be as open, fair, and
honest in terms of responding to this questioner. The researcher assures you that no individuals will be
identified from their responses and there are no requests for confidential information in the
questionnaire. The results of the analysis will be strictly used by the researchers for study purposes
only.
Part One: Demographic Information
Put '√' for the choice questions and thank you for your cooperation.
1. Gender: Male Female

2. Age： 18-25 26-33 34-41 42-49 Above50

3. Education status: MA/MSC BA/BSC Diploma Grade 12

Below 12
4. Position in the organization: Project manager project coordinator
project member consultant Contractor supervisor

No Project Planning 5 4 3 2 1 5.
year
1 There were preparations of a detailed project plan that
s of
expe
rien
ce:
0-5
year
s

6-10
year
s

11-
15
year
s

abo
ve
16
year
s

Part two: The table that follows in the next section consist list of items, please put ‘’√’’ mark for
every statement based on your level of agreement. 5: Strongly agree 4: Agree 3: Neutral 2: Disagree
1: Strongly Disagree.
 describe how to implement the project.
2 The requirements needed for the project are collected.
3 The scope of the project is defined thoroughly.
4 All the activities of the project are defined and
documented.
5 Appropriate work breakdown structure (WBS) is
created.
6 A clear project organization is defined as showing
how the project will be organized.
7 The resource needed for the project is estimated
(The bill of quantity) is developed.
8 The project activities are sequenced, their activity
duration is estimated and their schedule is developed.
9 The total cost needed to perform the project work is
estimated properly.
10 The risks that will affect the project are identified.
11 The quality targets for the project are identified.
12 The procurement plan is prepared appropriately.
13 There was appropriate preparation of a
communication plan for all related parties in the
project.
Project Implementation 5 4 3 2 1
1 The project work is effectively managed according to
the project management plan.
2 The project team is managed in every level of the
structure.
3 The risks encountered are dealt with and treated
according to the risk response plan.
4 Effective management was applied to perform good
quality control and assurance.
5 The procurement is conducted and effective
management of the bidding process.
6 There is Effective management of communication is
used according to the communication plan among all
Relevant parties.
7 The resources needed for the project are managed
accordingly.
Project Monitoring and Control 5 4 3 2 1
1 The project team monitors and controls the entire
project work.
2 There was effective integrated control of changes that
arise during the implementation of the project.
3 There is effective control of changes in the scope so
that the project is completed within the defined Scope.
4 Project team has an effective control of the project
resources
5 There is effective control of the project schedule so
that it does not exceed the time constraints.
6 There is appropriate control of project costs so that it
does not exceed the cost constraints.
7 There is good monitoring for documented risks and
new risks.
8 The project team performing quality control so that it
does not become below the stated quality targets.
9 The project team Administer the procurement's
according to the contracts.
10 The communication with stakeholders Monitored and
controlled in the project.
11 The project progress was reviewed frequently.
 Project performance 5 4 3 2 1

1 The service that the project will deliver is meeting the Tha
design specification. nks
onc
2 Third parties affected by the project are satisfied. e
3 The users of the project are expected to be satisfied aga
in
with the output of the project. for
4 The Project is going well on the scheduled time. you
r
5 The project team members are satisfied by the
coo
progress of the project. per
6 The project is going well on the budget allocated. atio
n!!
7 The right material was used for the construction work.
8 The efficiency of the project management effort is
going well towards the success of the project.
9 Lack of original design took cost in the road project
during construction phase.
10 The lack of Municipality to secure the needed project
fund on time.
11 The needed resources to the project are timely fulfilled
by the contractor.