Firaol Degaga Megenasa Assesment of Project Time, Risk and Quality

LUNAR INTERNATIONAL COLLEGE
SCHOOL OF BUSINESS AND ECONOMICS
ASSESMENT OF PROJECT TIME, RISK AND QUALITY MANAGEMNT PRACTICES

IN ARMAUER HANSEN RESEARCH INSTITUTE PROJETS
By:
FIRAOL DEGAGA MEGENASA
ADVISOR: WONDWOSSEN GETANEH (PHD)
A thesis submitted to the school of business and economics in partial fulfillment for the
requirements for the award of masters of Science degree in project management of lunar
international college
May, 2022 Addis Ababa, Ethiopia

Declaration
I, Firaol Degaga Megenasa [GSR\0848\12] the under signed, do here by declare that this Thesis is
my original work and that it has not been submitted partially; or in full, by any other person for an
award of degree in any other College/University/Institution.
Submitted by:
Full Name: Firaol Degaga Megenasa
Date: 16/May/2022
Signature:
Approved by:
This Thesis has been submitted for examination with my approval.
Name of Advisor: Wondowossen Getahun (PHD)
Signature: ____________ Date: _____________ _
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Approval
The undersigned certify that they have read and here by recommend to Lunar International College
to accept the Thesis submitted by Firaol Degaga Megenasa and entitled “ASSESSMENT OF
PROJECT TIME , RISK AND QUALITY MANAGEMENT PRACTICES IN ARMAUER
HANSEN RESEARCH INSTITUTE PROJECTS” in partial fulfillment of the requirements for
the award of a Master’s Degree in Project Management .
Submitted by:
Full Name: Firaol Degaga Megenasa
Date: 16/May/2022 Signature:
Approved by:
Name of Advisor: Wondowossen Getahun (PHD) Signature: __________ Date: _______
Internal examiner: Solomon Kibret (PHD) Signature: __________ Date: __________
External examiner: Getamesay Bekele (PHD) Signature: _______ Date: __________
Head of Department: __________ Signature__________ Date: __________
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Acknowledgement
First, I would like to express my utmost gratitude to Lunar International College for providing
me the opportunity to pursue this program as a partial fulfilment of the requirement for the
Master of Project Management.
Throughout the writing of this Thesis, I have received a great deal of support and assistance. I
would first like to thank my Thesis advisor, Dr Wondowossen Getahun, whose valuable comments
and mentorship the entire study to reach its current state. Thank you for being understanding and
supportive. I would like to acknowledge human resource management department and the deputy
director of Armauer Hansen Research Institute for their willingness to give me information/data
and support, which help me for my study. Special thanks also go to all the survey participants,
research project staffs of Armauer Hansen Research Institute in my research to the successful
completion of this project who have sacrificed their valuable time in filling the questionnaires and
provided me with the vital information needed to complete this study.
I would like to thank all my friends and workmates at Armauer Hansen Research Institute for their
endless support and friendship throughout my studies during questionnaire distribution, data
collection and entry. Not forgetting all other staffs of Armauer Hansen Research Institute who
have supported me, but I have not mentioned their names here.
Please accept my sincere apology and thank you.
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Abstract
Project time, risk and quality management are critical components of the project management.
Organizations that undertake projects in any sectors should consider proper planning,
implementation and regular checking of these factors to facilitate improved productivity and
achieve project objectives. This study aimed to assess project time, risk and quality management
practices in Armauer Hansen Research Institute projects. The study employed a mixed type of
research approach. The main data collection tools were a 5-point Likert Scale type of closed ended
structured and open-ended qualitative questionnaire. Primary data was obtained from research
project employees. Out of distributed 183 questionnaires, 170 questionnaires were returned and
hence 92.9% response rate. Descriptive analyses and Content analyses methods were used to
analyze the results from the 5-point Likert Scale type of closed ended structured and open-ended
qualitative questionnaire respectively. The main findings of this study revealed that research
projects in AHRI are not completed on time and there is lack of employees’ commitment in meeting
timeliness. The most reported critical challenges of risk management practices for the research
projects’ performances in AHRI are lack of employees motivations (retention strategies) which
resulted high employees turnover, bureaucratic administrative systems, resource constraints
(skilled human power, lab reagents, kits, logistics and funds/budgets), political instability, poor
procurement systems, custom clearance delaying and import permit restrictions, unavailability of
locally available equipment and reagents supply, COVID-19 Pandemic impacts (affects project
schedules & budgets), lack of well experienced project managers.The researcher recommends
improvements of effective procurement systems, employee motivations/retentions, sound risk
management practices, top management of the institution should provide sufficient supports and
resources for project implementations to realize project success as a team.
Key Words: Research project, Project time management, Project risk management, Project quality
management and Research Institute
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Table of Contents
Declaration ............................................................................................................. i
Approval................................................................................................................ii
Acknowledgement .............................................................................................. iii
Abstract ................................................................................................................ iv
Table of Contents .................................................................................................. v
List of Tables ......................................................................................................vii
List of Figures ................................................................................................... viii
List of Abbreviations ........................................................................................... ix
Chapter One Introduction .............................................................................. 1
1.1 Background Information ............................................................................. 1
1.2 Statement of the problem............................................................................. 2
1.3 Research objective .......................................................................................... 3
1.3.1 General objective ...................................................................................... 3
1.3.2 Specific objectives .................................................................................... 3
1.4 Research questions .......................................................................................... 3
1.5 Significance of the study ................................................................................. 4
1.6 Scope of the study ........................................................................................... 4
1.7 Limitations of the study .................................................................................. 4
1.8 Organization of the paper................................................................................ 5
Chapter Two Literature Review..................................................................... 6
2.1 Definitions for key terms ................................................................................ 6
2.1.1 Project .......................................................................................................... 6
2.1.2 Project management ..................................................................................... 6
2.1.3 Project management knowledge areas ......................................................... 6
2.2 Theoretical literatures ..................................................................................... 7
2.2.1 Project time management ............................................................................. 7
2.2.2 Project risk management .............................................................................. 7
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2.2.2.1 Project risks ............................................................................................... 7
2.2.3 Project quality management ......................................................................... 8
2.2.2.3.1 What is quality control? ......................................................................... 8
2.2.2.3.2 What is quality assurance? ..................................................................... 8
2.2.2.3.3 Quality management system .................................................................. 8
2.3 Empirical Literatures....................................................................................... 9
2.3 Conceptual Framework ................................................................................. 10
Chapter Three Research Methodology ....................................................... 12
3.1 Background of the organization (study area) ................................................ 12
3.2 Research Design ............................................................................................ 12
3.3 Research Approach ....................................................................................... 12
3.4 Study population ........................................................................................... 13
3.5 Sample Size and Sampling Procedure .......................................................... 13
3.6 Data Sources and Types ................................................................................ 15
3.7 Methods of data collection ............................................................................ 15
3.8 Methods of data analysis ............................................................................... 15
3.9 Validity and Reliability ................................................................................. 16
3.10 Ethical Consideration .................................................................................. 17
Chapter Four Presentation, Analysis and Interpretation of Results ......... 18
4.1 Introduction ................................................................................................... 18
4.2 Response Rate ............................................................................................... 18
4.3 General Demographic Profile/Characteristics of Respondents .................... 18
4.4 Descriptive Statistics ..................................................................................... 25
4.4.1 Project Schedule/Time Management ......................................................... 25
4.4.2 Project Risk Management .......................................................................... 29
4.4.3 Project Quality Management ..................................................................... 32
4.5 Open-ended survey question responses ........................................................ 35
Chapter Five Summary of Findings, Conclusions and Recommendations40
5.1 Introduction ................................................................................................... 40
5.2 Results/Findings ............................................................................................ 40
vi
5.3 Conclusions ................................................................................................... 44
5. 4 Recommendations ........................................................................................ 45
References ........................................................................................................... 49
Annex: Survey Questionnaire ............................................................................. 52
List of Tables
Table 2.1: Sampling procedures ................................................................................................... 14
Table 2.2: Reliability statics ......................................................................................................... 16
Table 2.3: Response rate of respondents....................................................................................... 18

Table 2.4: Job title of respondents ................................................................................................ 21
Table 2.5: Certified or trained PM? .............................................................................................. 24
Table 2.6: PM Experiences (in years) ........................................................................................... 24
Table 2.7: There is a good practice of project time management in AHRI research projects ...... 25
Table 2.8: There is clear written plan for research project timeframe/schedulE in AHRI ........... 26
Table 2.9: Project Schedules are developed properly in AHRI research projects ........................ 27
Table 2.10: Research projects in AHRI are completed on time (meeting timeline goals) .......... 27
Table 2.11: Research project teams are committed in meeting the deadlines (delivery on time) in
AHRI ............................................................................................................................................. 28
Table 2.12: There is a good practice of risk prioritization according to their threats in AHRI
research projects............................................................................................................................ 29
Table 2.13: There is effective and timely risk communication to the relevant stakeholders in
AHRI research projects ................................................................................................................. 29
Table 2.14: The is a good practice of project risks management (negative risks) according to their
importance in AHRI research projects .......................................................................................... 30
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Table 2.15: There is continuous risk assessment to identify the probability of occurrence and
their severity in AHRI research projects ....................................................................................... 31
Table 2.16: Research projects have detail risk management plan in AHRI ................................. 31
Table 2.17: There is a good practice of detail quality management plan in AHRI research
projects .......................................................................................................................................... 32
Table 2.18: There is high level of quality control in each AHRI research projects ..................... 33
Table 2.19: There is high performance of quality assurances in each AHRI research projects ... 33
Table 2.20: Research projects are completed by meeting quality specification goals .................. 34
Table 2.21: Research project teams in ahri receive continuous trainings on quality control,
quality assurances and standard operating procedures (SOPs) ..................................................... 34
Table 2.22:Open-ended question 12: What do you think are the most critical determinant factors
for the research project success in AHRI? .................................................................................... 35
Table 2.23: Open-ended question13: in your opinion, how do you describe the performance of
the research project you are currently working on? ...................................................................... 36
Table 2.24: Open-ended question 14: what are the critical problems in your current research
project in AHRI? ........................................................................................................................... 36
Table 2.25: Open-ended question 15: in your opinion, what are the causes of those problems in
Q14? .............................................................................................................................................. 37
Table 2.26: Open-ended question16: What are the effects of those problems on q14 in your
current research project in AHRI? ................................................................................................ 38
List of Figures
Figure 3.1: Conceptual Framework .............................................................................................. 11
Figure 3.2: Gender of respondents ................................................................................................ 19
Figure 3.3: Age group of respondents........................................................................................... 20
Figure 3.4: Total work experiences .............................................................................................. 22
Figure 3.5: Education Levels ........................................................................................................ 23
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List of Abbreviations
AHRI Armauer Hansen Research Institute
NCD Non-Communicable Disease
MOH Ministry of Health of Ethiopia
SDG Sustainable Development Goal
PMBOK Project Management Body of Knowledge
ALERT All Africa Leprosy Rehabilitation and Training Hospital
NGO Non-Governmental Organization
WHO World Health Organization
EPHI Ethiopian Public Health Institute
EDCTP European and Developing Countries Clinical Trials Partnership
R&D Research & Development
PM Project Management
QMS Quality Management System
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Chapter One Introduction
1.1 Background Information

Project time, risk and quality management are critical components of the project management.
Organizations that undertake projects in any sectors should consider proper planning,
implementation and regular checking of these factors to facilitate improved productivity and
achieve project objectives (PMBOK Guide, 2017).
Study conducted by Saviour, Xu and Samuel, (2017) showed that completion of project on time
is one of the main factors for project performances. A study conducted in South Africa by Mkhize
(2019) on R&D Projects showed that access to funding sources, competent project manager with
delegated authority and strong leadership skills, adequate and skilled project resources, executive
management support, supportive project sponsor, clear project goals & objectives, clear
communication channels, clear acceptance criteria, ongoing training and development of project
resources were those factors which contributed for R&D project success in South Africa
A study conducted in Ethiopia showed that risk identification, risk analysis, risk ranking, risk
response and monitoring tools and techniques have significant influence on the project success
(Million, 2018). The findings of study conducted by Tsegaye (2018) in Ethiopia also identified
effective communication with all stakeholders, proper needs assessment, clear understanding of
project environment, team/manger competencies, adequate resources and monitoring and
evaluation, which are considered project risks. A cross-sectional quantitative study conducted by
Kenan (2020) stated that time and quality are factors affecting project implementations.
The purpose of this study was therefore to assess the practices of project time, risk and quality
management in case of research projects in AHRI and hence help the respective stakeholders to
formulate the best strategies to improve gaps and challenges in relation to project time, risk and
quality management. AHRI has been conducting different clinical researches and trials projects,
which are crucial for developments of new drugs, diagnostic tools, and techniques in the areas of
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Tuberculosis, Leprosy, Malaria, HIV, COVID-19, and other infectious and NCD for improving
public health in collaboration with many international and national organizations (AHRI, 2021).
Currently there are over 100 research projects ongoing and of which Mycobacterial diseases
research (Tuberculosis related research projects) have been taking a big share of research projects
at AHRI (Abebe, 2018). Most of the research projects have been funded by Sida and Norad, as
well as MOH as the main source of funders. According to Annual-Report (2017) as biomedical
research arm of the MOH, the focus of AHRI research and innovations are guided by the priorities
of the Ministry and health Sustainable Development Goals (SDGs).
1.2 Statement of the problem
In AHRI, research project activities have been interrupted to complete on time due to unexpected
major problems such as limited laboratory space for equipment’s and freezers, malfunction of
Nitrogen plant and delayed procurement system (Abebe, 2018). On 30th of January 2020, the
Emergency Committee of the WHO has declared COVID-19 outbreak as “extraordinary event”
(WHO Emergencies Coronavirus Emergency Committee Second Meeting, 2020). This means
that the situation faced is unexpected and serious; hence, the pandemic also has been a risk, which
affected research projects since its outbreak worldwide because of the lockdowns and travel
restrictions.
In Ethiopia, a five-month national state of emergency declared on 08 April 2020 at which time
most institutions shifted their services and priories to COVID-19 testing and were made available
to provide clinical care and quarantine services. AHRI was one of those institutions, shifted its
priorities temporarily and has been receiving large number of samples from EPHI and conducting
testing services for COVID-19 during the national state of emergency.
The findings of study conducted in Malaysian by Esa et al., (2020) showed that COVID-19
pandemic has been a safety concern causing widespread global disruption; hence, a number of
active projects failed to deliver on time and budget as planned and further affected human and
other project resources (scarcities). A study conducted by Mohammed et al., (2020) in Ethiopia
showed that, the measures taken to combat COVID-19 affected many research project activities.
It interrupted data collections at study sites and many researchers shifted their activities to
COVID-19, including their scientific laboratories. According to this study findings research
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funding agencies such as EDCTP declined to approve cost extension for TB research projects and
TB research project was for example one of the affected research projects because of COVID-19
pandemic in Ethiopia.
In AHRI, there has been no studies conducted so far specifically on the practices of project time,
risk and quality management in the case of research projects; hence this research will contribute
to the research gaps as well as identifying challenges on project time, risk and quality management
practices in case of research projects. The investigator of this study mainly focused on the major
three independent variables such as project time/schedule, risk and quality management practices
in the case of research projects in AHRI due to feasibility reasons.
1.3 Research objective
1.3.1 General objective
The general objective of the research is to assess time, risk and quality management practices in
in AHRI research projects.
1.3.2 Specific objectives
The specific objectives of the study are:
1) To assess the practice of project time management in AHRI research projects.

2) To examine the practice of project risk management in AHRI research projects.
3) To assess the practice of project quality management in AHRI research projects.
4) To assess the most common research projects’ challenges perceived by the project coordinators
in AHRI.
1.4 Research questions
1. What are the practices of project time management in AHRI research projects?
2. What are the practices of project risk management in AHRI research projects?
3. What are the practices of project quality management in AHRI research projects?
4. What are the most common challenges perceived by the project coordinators facing research
projects in AHRI?
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1.5 Significance of the study
AHRI is one of the research institutions in Ethiopia with the focus on conducting biomedical
researches. The study results will have enormous benefits for the decision makers in AHRI, top
management and Scientific Advisory Board members to have insights on the practices of project
time, risk and quality management in the case of research projects in the institution. This study
helps to make informed decisions, performance evaluations purposes, design and implement
strategies to improve identified gaps. The research further helps institutional top management to
give emphasis to those identified gaps in relation to project time, risk and quality management;
hence, this study will contribute to improve the application of project management tools,
techniques and knowledge areas to the existing research projects to increase customer satisfactions
and achieve project objectives.
1.6 Scope of the study
This study was conducted in AHRI located next to ALERT, Addis Ababa, Ethiopia. The study will
benefit the institution by providing insights and identify gaps/challenges on the practices of project
time, risk and quality management in case of research projects. This study covered a period of 6
months from November 23, 2021 to April 24, 2022. The general study population of this study
were all project employees currently working in different research projects across all different
directorates of the institution who have sufficient years of experiences in research projects with
BA degree and above both males and females. This study delimited other administrative
employees who have no direct project related responsibilities in the Institution. In addition, project
staffs who were on leave and maternity excluded during data collection periods. The investigator
of this study mainly focused on the major three independent variables such as project
time/schedule, risk and quality management due to feasibility reasons.
1.7 Limitations of the study
This study mainly focused on the major three independent variables such as project time/schedule,
risk and quality management due to feasibility issues. Thus, only these major three determinants
independent variables were investigated in this study. Most of the project employees in AHRI were
too busy to sit and complete the questionnaire during data collection periods.
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1.8 Organization of the paper
This thesis paper has been organized into five chapters.
1. Chapter one: Introduction, which further has sub-topics such as background of the study,
statement of the problem, research objectives, and research questions, significance of the
study, scope and potential limitations of the study.
2. Chapter two: Literature review, which also includes conceptual literatures on the major
independent variables the researcher, will investigate in the selected organization,
operational definitions for variables.
3. Chapter three: Research methodology and procedures employed in the study including study
area, study population, research design, research approach, data type and sources, methods
of data collection, sample size and sampling techniques, method of data analysis.
4. Chapter four: Data presentation, analysis, discussion and interpretation of results.
5. Chapter five: Summary of major findings, conclusions and recommendations. Finally there
are additional topics in this paper contains work plan (time schedule & budget), reference
lists and appendix at the end.
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Chapter Two Literature Review
This chapter includes concepts or operational definitions for key terms, theoretical literatures, and
important empirical literatures.
2.1 Definitions for key terms
Key terms: project, project management and project management knowledge areas
2.1.1 Project
Project is a series of interrelated activities and have specific objective to achieve intended to create
unique product or services within defined start and end date (Kerzner and Harold, 2017).
According to PMBOK Guide 6th ed (2017), project is also defined as “project is a temporary
endeavor undertaken to create a unique product, service, or result.”
2.1.2 Project management

Project management is planning, monitoring, and controlling of all aspects of project to achieve
the project objectives within agreed criteria of time, cost and performance (Lester, 2017). It‘s a
process of managing resources in such a way that a project is completed within defined scope,
quality, time, and cost constraints (PMBOK Guide 6th ed, 2017). Project management is 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 47 logically grouped project management processes, which are categorized into
five Process Groups. These five Process Groups are initiating, planning, executing, monitoring
and controlling, and closing. Project management has been also defined as ‘the overall planning,
coordination and control of a project from initiation through closeout in order to meet customer’s
expectations to complete project within timeframe, authorized budget and quality standards’
(Chartered Institute of Building, 1995).
2.1.3 Project management knowledge areas
According to PMBOK Guide 6th ed (2017), the 10 project management knowledge areas includes:
scope, quality, time, cost, risk, Procurement, communication, resources, stakeholders &
Project Integration.
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2.2 Theoretical literatures
2.2.1 Project time management
Wysocki (2011) defined project time management as one of the ten knowledge areas of project
management and specifies a timeframe or deadline date within which the project must be
completed. Project schedule is often constrained for some reason: it affects availability and
assignment/allocation of resources, to plan another project’s timeframe, trying to fit the work
between two fixed points in time (Joseph, 2016). According to the PMBOK Guide 6th ed (2017),
the most important determinants of project success are: time/schedule, risks, quality, resources,
scope and cost/budget that should be documented and agreed upon by the stakeholders and project
manager. Projects are dynamic system that influenced by the interdependent constraints; time,
quality, cost, scope, resources which a change in one constraint cause a change in another to keep
the project in equilibrium (Wysocki, 2011).
2.2.2 Project risk management

It is one of the ten knowledge areas of project management and it includes the processes of
conducting risk management planning, identification, analysis, response planning, and controlling
risk on a project (PMBOK 5th Edition, 2013). According to Dennis (2017), project risk management
is concerned with attempting to identify all the foreseeable risks, assessing the chance and severity
of those risks, and then deciding what might be done to reduce their possible impact on the project
or avoid them altogether. Erick (2011) has defined risk, as “a combination of the probability of
defined threat or opportunity (likelihood) and the magnitude of the consequences of the occurrence
(impact).Project risks are uncertain events or conditions that, if they occur have negative or
positive effects on a project objectives (Larry, 2002).
2.2.2.1 Project risks
Project risk management function is tied with the remaining nine PMBOK management functions.
These includes Scope, Communications, Procurement, Human resources, Integration, Quality,
Cost, Time, and Stakeholders.
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2.2.3 Project quality management
PMBOK Guide 6th ed (2017) has defined project quality management as the process for
incorporating the organizational quality policy regarding planning, managing, and controlling
project and product quality requirements in order to meet stakeholders’ objectives. Project quality
management also support continuous process improvement activities as undertaken on behalf of
the performing organization. Project quality management applies to all projects regardless of the
nature of their deliverables. Failure to meet the quality requirements can have serious negative
consequences for any or all of the project’s stakeholders.
2.2.2.3.1 What is quality control?

Quality control is the process of monitoring and recording results of executing the quality
management activities in order to assess performance and ensure the project outputs are complete,
correct, and meet customer expectations (PMBOK Guide 6th ed, 2017).
2.2.2.3.2 What is quality assurance?
Quality assurance involves following and meeting standards to assure stakeholders that the final
product will meet their needs, expectations, and requirements (PMBOK Guide 6th ed, 2017).
2.2.2.3.3 Quality management system

Quality management system is an integrated framework through which organizations can
systematically plan and achieve their quality objectives (Meeker-O’Connell, et. al, 2015).
According to this study findings elements of a clinical QMS are: procedural documents (standard
operating procedures), organizational commitment to quality (clear and concise procedural
documents),trainings on procedural documents (standard operating procedures), resources, roles,
and responsibilities, risk management, efficient and sustainable framework for identifying and
managing quality issues, knowledge management (sharing and transfer of knowledge in real-time),
measuring quality to promote consistency, and periodically review Clinical QMS. Causes of
quality deviations in research projects are: lack of clear quality specification goals, lack of
continuous supervision and monitoring, lack of proper quality planning, lack of trainings/capacity
buildings, Poor communications between teams and other stakeholders
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2.3 Empirical Literatures
The findings of a quantitative study survey conducted by Kennedy (2020) in United States showed
that all project risk monitoring and control practices including risk reassessment, risk audits,
contingency reserves analysis, and risk status meetings, were significantly and positively related
to project performances in construction projects.
On the other hand, a survey finding conducted in Saudi Arabia by Al-Shaady and Ahmed (2018)
reported that the most important factors for project success listed in their significance order as
Time (65%), Quality (60%), Cost (55%), Scope (15%) and Risk management (10%).
Based on the results of cross-sectional conducted in Ghana by Saviour, Xu and Samuel, (2017)
which employed self-administered questionnaire for quantitative primary data showed that,
completion of projects on schedule as an important for project success in construction industry.
Respondents ranked as 64% strongly agreed, 36% agreed, zero disagreed; zero neutral and zero
strongly disagreed for the projects being completed within predetermined timeframe. Another
descriptive survey, quantitative study conducted in Kenya by Samuel (2014) finding’s indicated
that there is significant positive relationship between independent variables such as top
management support, stakeholders influence, information technology, organization structure for
successful completion of power projects in Kenya Power and lighting company.
In Ethiopia a descriptive survey study conducted in railway construction project by Alemu (2016)
revealed that the following as critical project success factors: project leadership/administrative
effectiveness, project team effectiveness, contractors’ competencies, project cost management,
project time management, project quality management, project risk management, project
communication management and project stakeholders participation. The 5-point Likert scale rating
of 1-5 points were used and accordingly descriptive statistics analysis showed that project time
management ranked as 79% and whereas project quality and risk management were ranked as 73%
project success.
Another cross-sectional study conducted by Kenan (2020) further supported previous studies that;
time and quality are factors of project success, which is in line with similar literatures conducted
so far. From previous studies, we can conclude that there is a research gaps in research projects to
assess project time, risk and quality management practices particularly in research Institute like
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AHRI in Ethiopia and if existing studies conducted so far in Ethiopia mainly focused on
construction industries.
A study conducted by Suprin, et al., (2019) showed that effective quality risk management is basic
to ensure the protection of human subjects and credibility of clinical trial outcomes in drug
development projects. This study also revealed that quality risk management framework in clinical
development involves risk identification, risk evaluation, risk communication, risk control, risk
documentation, risk reporting and periodic risk review.
2.3 Conceptual Framework
Based on to the overall reviewing of theoretical literatures and empirical studies, the investigator
proposed the following conceptual framework that was adapted from the study above empirical
literatures and the variables are derived from them the theoretical as well.
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FIGURE 3.1: CONCEPTUAL FRAMEWORK
Plan schedule
Develop schedule
Good project time
Control schedule management
Risk planning
Risk assessment
Sound project risk

Risk communication
management
Risk
analysis/prioritization
Risk response
QM Process QM factors QM challenges
 Qualified &
experienced team  Lack of top
 Quality Planning
 Quality of material & management support
 Quality Assurance
equipment  Lack of continuous
 Quality
Chapter Control
Three  Communication supervisions
 Top management  Lack of trainings
support
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Chapter Three Research Methodology
3.1 Background of the organization (study area)
The study area AHRI is located next to All Africa Leprosy Rehabilitation and Training Hospital
(ALERT), Addis Ababa, Ethiopia. AHRI was founded in 1970 through the initiative of the
Norwegian and Swedish Save the Children organizations seconded by the MOH. The Institute
got its name from the Norwegian physician, Gerhard Henrik Armauer Hansen, who first described
the leprosy bacillus (Mycobacterium leprae). AHRI was established as a biomedical research
institute located next to ALERT. The Institute joined the MOH in 2004. AHRI has been in a strong
partnership with universities across the country in Ethiopia and international partner universities
through supporting young researchers who advance their career with opportunities of exposure to
the best laboratory facilities and a nice mentorship by senior scientists; hence, 13 PHD students
were supported by AHRI in 2017 (Taye ,2017). The institute provided research support to 51
PHD and 16 MSc postgraduate students from local and international partner universities in 2018
(Abebe, 2018).
3.2 Research Design
Research design is the arrangement of conditions for collection and analysis of data in a manner
that aims to combine relevance to the research purpose with economy in procedure (Selltiz et al.,
1962). To successfully achieve the research objectives and answer the stated research questions,
the researcher used cross-sectional and descriptive study design.
3.3 Research Approach
In order to assess project time, risk and quality management practices in the case of research
projects in AHRI; the investigator used mixed type of research approach (qualitative &
quantitative). Mixed research approach is used for the need of triangulation.
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3.4 Study population
Target population of the study was all project employees/staffs who working in AHRI in ongoing
research projects. The target population was selected based on the criteria of sufficient years of
experiences in research projects, education level such as BA degree and above, and their
position/roles in the ongoing research projects to study determinants affecting research project
success in AHRI. However, the study was conducted on all research project staffs and in all
departments or directorates, which found in the institution. Accordingly project employees who
have direct engagement in research projects in the Institution such as Principal investigators,
Project research coordinators, Project research teams/researchers, Data quality managers, Finance
officers, Human resources managers/Officers and Procurement officers were participated in the
study.
3.5 Sample Size and Sampling Procedure
As of December 2021, AHRI has 338 project staffs. The sample size was calculated using the
formula derived by Yamane, (1967:886) with the assumptions of; 5% margin of error (e) at 95%
confidence level, the sample size was 183.
Where n =sample size, N =population size, e =0.05,level of precision given that 95% confidence
level and P = ±5% are assumed.
Since the population was heterogeneous, stratified random sampling technique was used to draw
the required samples from the study population. The strata was formed based on the research team
categories or departments in AHRI. The total sample size was proportionally allocated to all the
departments based on the number of staffs in each stratum, there after each project team members
was selected using simple random sampling technique from each departments.
13
TABLE 2.1: SAMPLING PROCEDURES
Department names No. of project staffs Proportionate sample
Principal Investigators 28 15
Project Coordinators 18 10
Project Researchers 243 131
Human Resources Management 14 8
Finance & Procurement 16 9
Data Quality Manager 19 10
Total 338 183
Source: Own survey result, (2022)
Accordingly, the sample size from each department was calculated as follow:
i. Sample for Principal Investigators , n1 = 28x183= 15
338
ii. Sample for Project Coordinators n2 = 18x183= 10

338
iii. Sample for Researchers (n3) = 243x183= 131
338
iv. Sample for Human Resources Management (n4) = 14x183= 8
338
v. Sample for Finance and Procurement (n5) = 16x183= 9

338
vi. Sample for Data quality management (n6) = 19x183= 10
338
Sample size (n) =∑ni= n1+n2+n3+n4+n5+n6
= 15+10+131+8+9+10
=183+ 10% of contingency
14
3.6 Data Sources and Types
To assess the project time, risk and quality management practices in case of research projects in
AHRI, researcher gathered primary data from all project employees such as: Researchers, Project
coordinators, Data quality managers, Principal investigators, Human Resources officers, Finance
Officers and Procurement Officers who were working in ongoing research projects. Concerning
source of data, primary data was used in this study.The primary data were gathered by using
adopted questionnaire from different studies and modified by the researcher in order to relate it
with the specific objectives of the research. The researcher decided to use questionnaire because,
it will help in gathering basic data from large number of respondents with less time and low costs.
3.7 Methods of data collection
Self-administered five point Likert scale structured close-ended questionnaire was used to assess
and examine project time, risk and quality management in AHRI. Some additional open-ended
qualitative data was collected from 10 project coordinators who were randomly selected from
ongoing research projects such as TBGEN, TBRU (looking for biomarker), Pathological (Cancer)
Project, Extra-Pulmonary TB Project in Ethiopia, Clinical Research Network Project, Sero Select
TB, PEPALEP Project, COVID-19 and Stream Projects in the Institution. Questionnaire was
adopted from similar studies and modified by the researcher in order to relate it with the specific
objectives of the research. Level of agreements were measured among project employees in the
Institution across all project departments using adopted questionnaire from (Kenan, 2020).
Respondents were requested to rate each of the independent variables using a Likert scale of
‘Strongly Agree=5’, ‘Agree=4’, ‘Neutral=3’, Disagree=2’, ‘Strongly Disagree=1’.
3.8 Methods of data analysis
To fulfil the stated objectives of the study, descriptive data analysis method was applied by data
encoding, editing, entering responses from questionnaires through the SPSS version 20,
presentation via tabulation and analysis was done by using descriptive statistics such as
frequencies, percentage, mean, standard deviation. The highly rated/ranked independent variables
such as project time/schedule, risk and quality management from the low and average were
identified. Results summarized by frequencies and percentage, presentation by tables, charts and
graphs were done. Descriptive statistics for the control variables such as, gender, age group, level
15
of education, job title/position of work, total work experiences in research projects in AHRI, years
of work experiences in the context of research project management/coordination and training
status on the topic of project management were conducted.
Content analysis is a scientific technique used to analyze data for making replicable and valid
results from texts to the contexts of their use by their categorical distinction or classification (their
membership) in a category-by their having something in common (Krippendorff,2004). Open-
ended qualitative data was analyzed using content analysis method in that data transcriptions into
Excel, coding, counting and summary were done to triangulate data collected 5 point Likert-scale
structured close-ended questionnaire.
3.9 Validity and Reliability
Validity defined as the extent to which data collection method or methods accurately measure what
they intended to measure. To ensure the validity of the study, data was collected from the reliable
sources, i.e. research project employees’ respondents who have sufficient experiences in AHRI
research projects. Furthermore, advisor and other colleagues to determine its clarity examined the
study. The reliability of the research instrument (structured questionnaire) was also measured by
using Cronbach’s alpha coefficient and the result has showed a scale with coefficient alpha (.834)
for (17) items of questions, which is considered to have good reliability.
TABLE 2.2: RELIABILITY STATICS
Cronbach's N of Items
Alpha
.834 17
(Source: Own survey, (2022), SPSS output)
16
3.10 Ethical Consideration
Research, as a scientific process and activity, has its own basic ethical conducts that should not be
compromised at all levels. Therefore, with respect to this study, ethical issues were considered
such as; the researcher has respected and complied with existing ethical principles to make the
research credible and acceptable by the academic communities and users of the result. The
investigator provided information on the purpose of the study to all respondents before data
collection. The Confidentiality of employees of AHRI were maintained in that their personal
identifiers such as names, phone number and signature were not recorded on the data-extraction
forms but checked before data entry to ensure that no duplication occurred and identification
number (code) assigned to each participants. Participation in the study was fully voluntarily. The
investigator submitted research the ethical application letter to the research ethics committees of
the AHRI for approval for the purpose of study subject protection, autonomy and integrity of the
data. The data were gathered from the appropriate and relevant sources.
17
Chapter Four Presentation, Analysis and Interpretation of Results
4.1 Introduction
This chapter is about data presentations, analysis and interpretations of results/findings. It includes
a response rate and demographic profile of respondents.
4.2 Response Rate

As indicated in the chapter three, the target population of the study was the selected research
project staffs of AHRI and the sample size of this study was computed as 183.
TABLE 2.3: RESPONSE RATE OF RESPONDENTS
Description Respondents/Employees
Sample selected 183
Questionnaires distributed 183
Questionnaires returned 170
Response rate (%) 92.9%
Usable responses 170
Source: Own survey, (2022)
Out of distributed 183 questionnaires, 170 questionnaires were returned which displayed 92.9%
response rate as indicated on the above table 2.4.
4.3 General Demographic Profile/Characteristics of Respondents
The demographic characteristics of the respondents include gender, age, and level of educational,
work experiences, job title/position of work, project management/coordination experiences and
project management training status in selected AHRI research projects. Before analyzing data, the
background information on the research project staffs at different level has been shown throughout
the following tables and figures.
18
FIGURE 3.2: GENDER OF RESPONDENTS
As shown on the above figure 3.3 (pie chart), 54.71% (n=93) of the respondents who participated
in the study were males and 45.3% (n=77) were females. This shows that male respondents slightly
higher than that of female respondents from the target population. It is also possible to conclude
that the outcomes of the research fairly represented the employees’ view in terms of gender
distribution, as the proportion of gender distribution difference was not that much significant.
19
FIGURE 3.3: AGE GROUP OF RESPONDENTS
From the above figure 3.4 (bar chart ) ,the sample population was largely dominated by
respondents who are at the age group of 36-55 years (Middle-aged adults) covering 52.4% (n=89)
followed by age group of 18-35 years (Young adults) covering 46.5% (n=79) of total number of
respondents while older adults (above 55) covers the least 1.2% (n=2).
20
TABLE 2.4: JOB TITLE OF RESPONDENTS
Job title Frequency Percentage (%)
Researcher 127 74.7
Project Coordinator 10 5.9
Principal Investigator (Project 12 7.1
Lead)
Data Manager 9 5.3
Finance Officer 4 2.4
Human Resources 5 2.9
Officer/Manager
Procurement Officer 3 1.8
Total 170 100.0
According to table 2.4 above the job title/position of work in the institution, majority of
respondents 74.7% (n=127) were researchers followed by project lead/principal investigators 7.1%
(n=12) and Project coordinators 5.9% (n=10).
21
FIGURE 3.4: TOTAL WORK EXPERIENCES
As we can see from figure 3.5 above, 62.4% (n=106) of respondents have the total work
experiences in the research project (s) in AHRI below 5 years while 28.8% (n=49) of them having
6-10 years of experiences whereas 5.3% (n=9) have 11-15 years of work experiences and the least
3.5% (n=6) of the respondents have above 16 years. This implies that employees who have been
working less than 5 years and have few of years of experiences dominated the institution. It is
possible to conclude that majority of the employees were not stable (high turnover).We can also
conclude that majority of the respondents are not well experienced or have no adequate experiences
in research projects in AHRI while this could have impacts on project completion on time.
22
FIGURE 3.5: EDUCATION LEVELS
Regarding the education level of respondents figure 3.6 above (bar chart), 47.6% (n=81) of the
respondents were degree holders followed by 47.1% (n=80), 5.3% (n=9) were master and PHD
holders respectively. It is possible to say that almost all respondents were capable of understanding
and answering the questions on the questionnaires.
23
TABLE 2.5: CERTIFIED OR TRAINED PM?
Status Frequency Percentage (%)
Trained Project Manger 17 10.0
Certified Project Manager 5 2.9
Neither certified nor trained 145 85.3
Total 170 100.0
From demographic profile characteristics stated on the table 2.5, we can also observe that with
regard to project management trainings or certifications, the majority of the respondents 85.3%
(n=145) were nether certified nor trained while 10% (n=17) of the respondents were trained project
managers. The term “neither certified nor trained” indicate for any project manager with working
experience in project management without undergoing any training or possessed any project
management related certification by any official project management institute. This shows that
AHRI as a research institution, which has been running a number of, projects (research) has not
been providing many attentions to the capacity buildings or trainings in terms of project
management to the ongoing research project employees.
TABLE 2.6: PM EXPERIENCES (IN YEARS)

Years Frequency Percentage (%)
None/Zero years 101 59.4
Below 5 years 49 28.8
5-10 years 13 7.6
11-15 years 5 2.9
More than 15 years 2 1.2
Total 170 100.0
With regard to research project management or coordination experiences in AHRI (table 2.6
above), 59.4% (n=101) has none or zero year of project management or coordination experiences
24
while 28.8% (n=49) of respondents have below 5 years followed by 7.6% (n=13) respondents who
have 5-10 years experiences. This implies that there is a gap (well-experienced human resources
constraints) in AHRI in terms of project management/coordination among employees. According
to findings of study conducted by Tsegaye (2018) in Ethiopia, lack of well skilled (experienced)
project manager is one of the factors that influence the project performances. Another study
conducted in South Africa by Mkhize (2019) also showed that the availability of competent project
manager with delegated authority and strong leadership skills is a factor for R&D project
performances.
4.4 Descriptive Statistics

This part explains the results of descriptive analysis based on variables included in the
questionnaires. The study mainly focused on the three independent variables: Project
schedule/time, risk and quality management. As stated in chapter 3 a Five point Likert scale
(Strongly Agree, Agree, Neutral, Disagree, and Strongly Disagree) was used to measure the
respondents’ level of agreements (perceptions) to each independent variables in case of research
projects in AHRI. For the variables, the highest value that describes a higher level of agreement
on the independent variables in the organization is 5 whereas the lowest value to describe lower
level of agreement is 1. The mid-point of the scale is 3, which indicate neutrality (intent neither to
agree nor to disagree.
4.4.1 Project Schedule/Time Management
TABLE 2.7: THERE IS A GOOD PRACTICE OF PROJECT TIME MANAGEMENT IN AHRI

RESEARCH PROJECTS
Likert scales Frequency Percent
Strongly Disagree 17 10.0
Disagree 43 25.3
Neutral 30 17.6
Agree 69 40.6
Strongly Agree 11 6.5
Total 170 100.0
25
The above table 2.7 presents 40.6% (n=69) respondents agreed (has positive opinion) that there is
a good practice of project time management in AHRI research projects while 25.3% (n=43)
disagreed (has negative opinion), the remaining 17.6% (n=30) uncertain (neutral opinion), 10%
(n=17) strongly disagreed and 6.5% (n=11) strongly agreed. The level of agreements (perceptions)
among respondents towards good practice of project time management in AHRI was rated (ranked)
as highest. This implies that the majority of the respondents agreed that there is a good project
time/schedule management practices in AHRI research projects.
TABLE 2.8: THERE IS CLEAR WRITTEN PLAN FOR RESEARCH PROJECT

TIMEFRAME/SCHEDULE IN AHRI
Disagree 8 4.7
Neutral 36 21.2
Agree 88 51.8
Total 170 100.0
From the above table 2.8 it is clear 51.8% (n=88) of respondents agreed and 20% (n=34) strongly
agreed that there is clear written plan for research project timeframe/schedule in AHRI. While
21.2% (n=36) of respondents were uncertain (neutral) and 2.4% (n=4) disagreed. From this we can
say that the availability of clear timeframe/schedule for research project ranked highest level of
agreement (respondents have positive perceptions). This shows that the majority of the respondents
agreed that there is clear timeframe/schedule for research projects in AHRI.
26
TABLE 2.9: PROJECT SCHEDULES ARE DEVELOPED PROPERLY IN AHRI RESEARCH
PROJECTS
Disagree 19 11.2
Neutral 44 25.9
Agree 72 42.4
Total 170 100.0
According to Table 2.9, project schedules are developed properly in AHRI research projects
ranked highest level of agreement by 42.4% (n=72), while 25.9% (n=44) were uncertain (neutral
opinion) and 1.8% (n=3) disagreed (least negative perception). This shows that the majority of the
respondents (agreed or have positive perception) in that project schedules are developed properly
in AHRI.
TABLE 2.10: RESEARCH PROJECTS IN AHRI ARE COMPLETED ON TIME (MEETING

TIMELINE GOALS)

Disagree 47 27.6
Neutral 37 21.8
Agree 25 14.7
Total 170 100.0
Results from the above table 2.10, showed that majority of the respondents 30.6% (n=52) strongly
disagreed (has negative opinion) followed by 27.6 % (n=47) disagreed (has negative opinion)
while 21.8% (n=37) uncertain (neutral opinion that research projects in AHRI are completed on
time (meeting timeline goals). This implies that there is highest level of negative perception
27
(agreement) among respondents that research projects are not completed on time or according to
the pre-planned schedule although there is a detail written project time/schedule plan and schedule
development practices in the institution.
TABLE 2.11: RESEARCH PROJECT TEAMS ARE COMMITTED IN MEETING THE

DEADLINES (DELIVERY ON TIME) IN AHRI

Disagree 56 32.9
Neutral 31 18.2
Agree 42 24.7
Total 170 100.0
According to the result table 2.11 shown on the above, 32.9% (n=56) of the respondents disagreed
(has negative perception) in that research project teams are committed in meeting the deadlines
(delivery on time) in AHRI while 24.7% (n=42) respondents agreed (has positive perception) to
say that research project teams are committed in meeting the deadlines. In the meantime 18.2%
(n=31) of respondents neutral (uncertain opinion) project teams has commitment in meeting the
deadlines (delivery on time) in AHRI. This implies that the majority of the respondents do not
believe that project employees have no commitment in delivery on time. Hence, there is a gap in
meeting the timeliness due to lack of employees’ commitment in AHRI research projects.
28
4.4.2 Project Risk Management
TABLE 2.12: THERE IS A GOOD PRACTICE OF RISK PRIORITIZATION (ANALYSIS)
ACCORDING TO THEIR THREATS IN AHRI RESEARCH PROJECTS
Disagree 28 16.5
Neutral 72 42.4
Agree 50 29.4
Total 170 100.0
As shown on the results indicated on the above (table 2.12), 42.4% (n=72) of the respondents has
neutral perception (uncertain opinion) whether there is a good practice of risk prioritization
(analysis) according to their threats in AHRI research projects is in place while 29.4% (n=50) of
the respondents agreed (positive perception). The remaining 4.7% (n=8) of the respondents
disagreed. This shows that majority of the respondents has uncertain perception (unsure) if there
is good practice of risk prioritization (analysis) according to their threats in AHRI research projects
followed by respondents who have positive perception (high level of agreements). This implies
that there is a communication (information gaps) in terms of risk prioritization (analysis) in AHRI
research projects.
TABLE 2.13: THERE IS EFFECTIVE AND TIMELY RISK COMMUNICATION TO THE

RELEVANT STAKEHOLDERS IN AHRI RESEARCH PROJECTS

Disagree 18 10.6
Neutral 21 12.4
Agree 77 45.3
Total 170 100.0
29
As indicated on the above (table 2.13), 45.3% (n=77) of the respondents agreed (positive
perception) and 25.3% (n=43) of the respondents strongly agreed (positive perception) that there
is effective and timely risk communication to the relevant stakeholders in AHRI research projects.
While 12.4% (n=21) of respondents has neutral (uncertain opinion) and the least 6.5% (n=11) of
the respondents strongly disagreed (has negative perception). From this, we can say that the
majority of the respondents have positive opinion/perception that risk is communicated effectively
and timely to the relevant project stakeholders in AHRI research projects.
TABLE 2.14: THE IS A GOOD PRACTICE OF PROJECT RISKS MANAGEMENT

(NEGATIVE RISKS) ACCORDING TO THEIR IMPORTANCE IN AHRI RESEARCH
PROJECTS
Disagree 36 21.2
Neutral 57 33.5
Agree 50 29.4
Total 170 100.0
The findings from the above table 2.14 indicated that 33.5% (n=57) of the respondents has neutral
comments (uncertain perception) on whether there is a good practice of project risks management
(negative risks), according to their importance in AHRI research projects while 29.4% (n=50) of
the respondents agreed (positive opinion) and 21.2% (n=36) of the respondents disagreed. This
implies that the majority of the respondents uncertain (unsure) if there is a good practice of risk
management) in AHRI research projects followed by high number of respondents who have
positive perception. This showed that there is communication gaps in terms of risk management
practices in AHRI research projects.
30
TABLE 2.15: THERE IS CONTINUOUS RISK ASSESSMENT TO IDENTIFY THE
PROBABILITY OF OCCURRENCE AND THEIR SEVERITY IN AHRI RESEARCH
PROJECTS
Disagree 40 23.5
Neutral 56 32.9
Agree 41 24.1
Total 170 100.0
The report from the above table 2.15, showed that 32.9% (n=56) of the respondents has nothing to
comment (has neutral opinion) on whether there is continuous risk assessment is carried out to
identify the probability of occurrence and their severity in AHRI research projects while 24.1%
(n=41) of the respondents agreed (positive things to say) and 23.5% (n=40) disagreed. This
indicated that the majority of respondents are unsure (uncertain perception) if continuous risk
assessment is carried out to identify the probability of occurrence and their severity in AHRI
research projects. This also implies there is a communication gaps in AHRI research projects in
terms of risk assessment practices.
TABLE 2.16: RESEARCH PROJECTS HAVE DETAIL RISK MANAGEMENT PLAN IN

AHRI
Disagree 36 21.2
Neutral 83 48.8
Agree 29 17.1
Total 170 100.0
31
This study result finding (table 2.16), stated that 48.8% (n=83) has neutral comment (uncertain
opinion) while 21.2% (n=36) of the respondents disagreed (negative perceptions) and 17.1%
(n=29) of the respondents agreed (positive perceptions) that research projects have detail risk
management plan in AHRI. This implies that majority of the respondents unsure (uncertain
perception) if there is detail risk management plan in AHRI. Hence, there is a communication gaps
in terms of risk management plan.
4.4.3 Project Quality Management
TABLE 2.17: THERE IS A GOOD PRACTICE OF DETAIL QUALITY MANAGEMENT

PLAN IN AHRI RESEARCH PROJECTS
Strongly Disagree - -
Disagree 14 8.2
Neutral 38 22.4
Agree 67 39.4
Total 170 100.0
From the study result (the above table 2.17), 39.4% (n=67) of the respondents agreed, 30.0%
(n=51) strongly agreed and 22.4% (n=38) neutral on whether there is a practice of detail quality
management plan in AHRI research projects. This finding implies that the majority of the
respondents have positive perception (highest level of agreements) on the availability of detail
quality management plan in AHRI research projects.
32
TABLE 2.18: THERE IS HIGH LEVEL OF QUALITY CONTROL IN EACH AHRI
RESEARCH PROJECTS
Disagree 14 8.2
Neutral 25 14.7
Agree 47 27.6
Total 170 100.0
The above finding (table 2.18) showed that, 47.6% (n=81) of the respondents strongly agreed,
27.6% (n=47) of the respondents agreed, 14.7% (n=25) of the respondents neutral and 8.2% (n=14)
disagreed. The study result implies the majority of the respondents have highest level of agreement
(positive perception) that there is high level of quality control in each AHRI research projects.
TABLE 2.19: THERE IS HIGH PERFORMANCE OF QUALITY ASSURANCES IN EACH

AHRI RESEARCH PROJECTS
Disagree 18 10.6
Neutral 33 19.4
Agree 91 53.5
Total 170 100.0
The result on the table 2.19 indicated that, 53.5% (n=91) of the respondents agreed, 19.4% (n=33)
of the respondents neutral, 14.7% (n=25) of the respondents strongly agreed while 10.6% (n=18)
of the respondents disagreed. This showed that there is highest level of agreements (positive
perceptions) that there is high performance of quality assurances in each AHRI research projects.
33
TABLE 2.20: RESEARCH PROJECTS ARE COMPLETED BY MEETING QUALITY
SPECIFICATION GOALS
Disagree 9 5.3
Neutral 32 18.8
Agree 99 58.2
Total 170 100.0
The above result (table 2.20) showed that, 58.2% (n=99) of the respondents agreed, 18.8% (n=32)
neutral, 16.5% (n=28) of the respondents strongly agreed and 5.3% (n=9) disagreed. This implies
majority of the respondents has highest level of agreement (positive perceptions) that research
projects are completed by meeting quality specification goals in AHRI.
TABLE 2.21: RESEARCH PROJECT TEAMS IN AHRI RECEIVE CONTINUOUS

TRAININGS ON QUALITY CONTROL, QUALITY ASSURANCES AND STANDARD
OPERATING PROCEDURES (SOPS)
Disagree 36 21.2
Neutral 19 11.2
Agree 52 30.6
Total 170 100.0
As shown on the research findings above (table 2.21) , 30.6% (n=52) of the respondents agreed,
24.7% (n=42) of the respondents strongly agreed, 21.2% (n=36) disagreed, 12.4% (n=21 and
11.2% (n=19) of the respondents neutral on the research project teams in AHRI receive continuous
trainings on quality control, quality assurances and standard operating procedures (SOPs). This
implies that the majority of the respondents have highest level of agreements (positive perceptions)
34
that there is project teams receive continuous trainings on quality control, quality assurances and
standard operating in AHRI research projects.
4.5 Open-ended survey question responses
 10 research project co-ordinators from different projects in AHRI were surveyed for open-
ended questionnaire and responded the following:
TABLE 2.22:OPEN-ENDED QUESTION 12: WHAT DO YOU THINK ARE THE MOST
CRITICAL DETERMINANT FACTORS FOR THE RESEARCH PROJECT SUCCESS IN
AHRI?
Themes (Categories) Frequency (N)
HRM (reward, team motivation & employee retentions) 8
Effective Communications 5
Clear project goals/objectives 5
Working environment and organizational managerial system 7
Team trainings & capacity building 4
Resource constraints (skilled human, funds/budgets & logistics) 7
Procurement management 4
Teamwork 3
Use of new techniques and technologies 3
Time management 2
The open-ended survey question (response categories), showed on the above (table 2.22) indicated
that the majority of the respondents responded for the question 12 of survey questionnaire that the
most critical determinant factors for the research project success in AHRI are: human resources
management (reward, team motivation & employee retentions), working environment and
organizational managerial system, resource constraints (skilled human, funds/budgets & logistics),
effective Communications, and clear project goals/objectives, team trainings & capacity building
and procurement management were the first five determinant factors in AHRI for the research
project success.
35
TABLE 2.23: OPEN-ENDED QUESTION13: IN YOUR OPINION, HOW DO YOU DESCRIBE
THE PERFORMANCE OF THE RESEARCH PROJECT YOU ARE CURRENTLY WORKING
ON?
Very Good 4
Project schedule delaying 3
Not going well as planned 2
Good 1
Excellent 1
performance of their current research project were ranked very good (highest score, 4), project
schedule delaying (3 score), not going well as planned (2 score), good & excellent (1 score). This
implies despite the critical determinant factors, the majority of the research projects in AHRI are
performing very well although the significant number of research projects also delaying in their
schedule and not going well as planned.
TABLE 2.24: OPEN-ENDED QUESTION 14: WHAT ARE THE CRITICAL PROBLEMS IN
YOUR CURRENT RESEARCH PROJECT IN AHRI?
Lack of team commitments & motivation 6
Procurement, custom clearance delaying and import permit restrictions 3
Unrealistic project objectives 3
Political instability (civil wars) impacts in the country 4
COVID-19 Pandemic impacts 3
Resource constraints (human experts ,lab reagents ,kits and logistics) 4
High staff turnover 2
Poor communication system 1
Project late behind the schedule 2
No critical problems 1
critical problems in their current research project in AHRI are : Lack of team commitments &
motivation (scored 6), political instability (civil wars) impacts in the country and resource
constraints (human experts ,lab reagents ,kits and logistics) (scored 4), procurement, custom
36
clearance delaying and import permit restrictions problems, unrealistic project objectives and
COVID-19 Pandemic impacts (scored 3) , project late behind the schedule and high staff turnover
scored 2 were the most frequently mentioned problems by the respondents according to their ranks.
TABLE 2.25: OPEN-ENDED QUESTION 15: IN YOUR OPINION, WHAT ARE THE
CAUSES OF THOSE PROBLEMS IN Q14?
COVID-19 Pandemic (affects project schedules & budgets) 5
Poor institutional administration system (Institutional bureaucracy) 10
Unavailability of locally available and purchased equipment and reagents 3
Poor communication system (inter and intra teams) 3
Weak financial systems 2
Lack of staff motivation strategies (refreshments, retention etc.) 6
Poor estimation of project budgets 2
Lack of application of project management skills, new technologies 5
(automation & software)
causes of those problems in Q14 are: poor institutional administration system (Institutional
bureaucracy) ranked 10, lack of staff motivation strategies (refreshments, retention etc.) ranked 6,
COVID-19 Pandemic (affects project schedules & budgets) and lack of application of project
management skills, new technologies (automation & software) ranked 5, unavailability of locally
available and purchased equipment and reagents ranked and poor communication system (inter
and intra teams) ranked 3 and finally poor estimation of project budgets and weak financial systems
ranked 2 were those causes for those critical problems according to their degrees (scores) mention
on question 14 by the respondents.
37
TABLE 2.26: OPEN-ENDED QUESTION16: WHAT ARE THE EFFECTS OF THOSE
PROBLEMS ON Q14 IN YOUR CURRENT RESEARCH PROJECT IN AHRI?
Project schedule delaying 10
Unable to achieve project goals/objectives (project failure) 9
Employee burnout 3
Budget constraints (No Cost Extension) 3
Lack of organizational reputations (trust from customers/funders) 2
effects of those problems on Q14 in their current research projects in AHRI are: Project schedule
delaying scored 10, unable to achieve project goals/objectives (project failure) scored 9, budget
constraints (No Cost Extension) and employee burnout scored 3 and fail to maintain organizational
reputations (trust from customers/funders) scored 2 were those effects could happen to their
research projects and also the institution which frequently mentioned by the survey participants.
TABLE 2.27: OPEN-ENDED QUESTION17: WHAT POSSIBLE RECOMMENDATIONS

YOU THINK HELPFUL TO IMPROVE PROJECT PERFORMANCE IN A SUSTAINABLE
MANNER AND COMPLETE YOUR RESEARCH PROJECT SUCCESSFULLY IN AHRI?

Team motivations (rewards, incentives and design retention strategies ) 4
Staff continuous trainings, capacity buildings on the use of new technologies 5
(software) and project management
Designing realistic goals 3
Transparent communications (Regular team meetings) 2
Healthy partnership with teams, top managers ,institution, funders and other 2
stakeholders
Improve efficiency of procurement system 2
Effective and efficient use of available resources 3
Timeliness (effective time management) 3
Good planning and estimation of project budgets 3
that the majority of the respondents responded for the question 17 of survey questionnaire that
38
possible recommendations they proposed helpful to improve project performance in a sustainable
manner and complete your research project successfully in AHRI according to their frequently
mentioned scores were: Staff continuous trainings, capacity buildings on the use of new
technologies (software) and project management (scored 5),Team motivations (rewards, incentives
and design retention strategies ) scored 4 ,Designing realistic goals, Effective and efficient use of
available resources ,Timeliness (effective time management and Good planning and estimation of
project budgets (scored 3),Transparent communications (Regular team meetings), Healthy
partnership with teams, top managers ,institution, funders and other stakeholders and Improve
efficiency of procurement system (scored 2),
39
Chapter Five Summary of Findings, Conclusions and Recommendations
5.1 Introduction
This chapter presents the summary of the research findings, conclusion and recommendations.
This study used both cross-sectional and descriptive study design. Mixed type of research approach
used to collect primary data from project employees of AHRI. Self-administered five-point Likert
scale close-ended structured and open-ended unstructured questionnaire was used. For most of
the sections, survey participants were invited to score their responses using a Likert-style rating
scale, with a score of 1 to 5. Additional open-ended qualitative data was collected from 10 project
coordinators from different AHRI research projects. Out of distributed 183 questionnaires, 170
questionnaires returned and 92.9% was a response rate.
5.2 Results/Findings
The purpose of this study was to assess and investigate time, risk and quality management practices
in case of research projects in AHRI .Descriptive statistics were used to analyze quantitative Likert
scale in that the data presented and analyzed by percentage, mean and frequency. Content analyses
method was employed for qualitative open-ended data collected from selected project coordinators
in AHRI research projects.
Project Time Management
From Likert scale analyses results, time management practice in AHRI research projects:
 There is highest level of agreements among respondents that research projects are not
completed on time (fail to meet timeline goal or delaying).
 It is also identified that the majority of the respondents do not believe that project employees
have commitment in delivery on time. Hence, there is a gap in meeting the timeliness due to
lack of employees’ commitment in AHRI research projects.
40
Project Risk Management
From Likert scale analyses results, risk management practice in AHRI research projects:
1. Majority of the respondents has uncertain perception (unsure) if there is good practice of risk
prioritization (analysis) according to their threats in AHRI research projects followed by
respondents who have positive perception (high level of agreements). This implies that there
is a communication (information gaps) in terms of risk prioritization (analysis) in AHRI
research projects.
2. Majority of the respondents uncertain (unsure) if there is a good practice of risk management)
in AHRI research projects followed by high number of respondents who have positive
perception. This showed that there is communication gaps in terms of risk management
practices in AHRI research projects.
3. It is indicated that the majority of respondents are unsure (uncertain perception) if continuous
risk assessment is carried out to identify the probability of occurrence and their severity in
AHRI research projects. This also implies there is a communication gaps in AHRI research
projects in terms of risk assessment practices.
4. Majority of the respondents unsure (uncertain perception) if there is detail risk management
plan in AHRI. Hence, there is a communication gaps in terms of risk management plan
Project Quality Management
From Likert scale analyses results, quality management practice in AHRI research projects:
1. Majority of the respondents have positive perception (highest level of agreements) on the
availability of detail quality management plan in AHRI research projects.
2. Majority of the respondents have highest level of agreement (positive perception) that there
is high level of quality control in each AHRI research projects.
3. There is highest level of agreements (positive perceptions) that there is high performance
of quality assurances in each AHRI research projects.
4. Majority of the respondents has highest level of agreement (positive perceptions) that
research projects are completed by meeting quality specification goals in AHRI.
41
5. Majority of the respondents have highest level of agreements (positive perceptions) that
there is project teams receive continuous trainings on quality control, quality assurances
and standard operating in AHRI research projects.
N.B: From these we concluded that there is no gaps identified regarding quality management
practices in AHRI research projects because from the liker scale results all quality management
practices had positive feedbacks (perceptions) to their impacts according survey respondents.
Major findings of open-ended survey responses

 The three most reported critical factors for the research projects’ performances by the research
coordinators in AHRI are team motivation (employees’ retention strategies), working
environment and organizational managerial system, resource constraints (skilled human
power, lab reagents, kits, logistics and funds/budgets).
 Similarly, the performance of their current research projects have issues on schedule delaying
and not going well as planned.
 According to survey participants’ report the three critical problems in their current research
projects in AHRI are: lack of team commitments (high staff turnover), political instability
(civil wars) impacts in the country, procurement, and custom clearance, delaying and import
permit restrictions, unavailability of locally available equipment and reagents problems.
 This study also found that three most reported causes of those problems according to survey
participants are - poor institutional administration system (institutional bureaucracy),
COVID-19 Pandemic impacts (affects project schedules & budgets), lack of application of
project management skills, new technologies (automation & software).
 The study results revealed that the four major effects of those problems on research projects
in AHRI are-project schedule delaying, fail to achieve project goals/objectives (project
failure), employee burnout, fail to maintain organizational reputations (trust from customers,
funders and other stakeholders).
 Finally, this study identified the possible recommendations research coordinators frequently
proposed (most reported) helpful to improve project performances in a sustainable manner
and complete research projects successfully in AHRI according to their level of scores are:
 Continuous staffs trainings, capacity buildings on the use of new technologies (software)
and project management
42
 Designing team motivation strategies (rewards, incentives and retentions)
 Design realistic goals/objectives and having common visions
 Effective and efficient use of available resources
 Effective time management
 Good planning, proper estimation of project budgets including contingency reserves
 Transparent communications (regular team meetings)
 Healthy partnership with teams, top managers ,institution, funders and other stakeholders
 Improve efficiency of procurement systems
 Top management team follow up and support for research projects
Summary of key study findings
The aim of this study was to assess and investigate time, risk and quality management practices
and challenges associated with these factors in case of research projects in AHRI.
The study findings from Likert scale showed that there is gaps identified in project time/schedule
management practices in that research projects are not completed on time (fail to meet timeline
goal or delaying) and majority of the respondents do not believe that project employees have
commitment in delivery on time. Hence, there is a gap in meeting the timeliness due to lack of
employees’ commitment in AHRI research projects. From open-ended qualitative data results, the
three most reported critical factors for the research projects’ performances in AHRI are lack of
employees motivations (retention strategies) which resulted high employees turnover before
project completion, absence of conducive working environment and bureaucratic organizational
administrative system, resource constraints (skilled human power, lab reagents, kits, logistics and
funds/budgets). Similarly, open-ended qualitative result also revealed that the performance of
current research projects have issues on schedule delaying and not going well as planned which is
in line with Likert scale findings.
In terms of project risk management practices in AHRI research projects, majority of the
respondents are uncertain perception (unsure) if there is good practice of risk prioritization
(analysis), if there is a good practice of risk) in AHRI research projects, if continuous risk
43
assessment is carried out to identify the probability of occurrence and their severity and if there is
detail risk management plan in AHRI research projects. This implies that there is a communication
gaps in terms of risk management in AHRI. Open-ended qualitative survey results also showed
that the three critical problems in current AHR research projects are: lack of team commitments
(high staff turnover), political instability (civil wars) impacts in the country, poor procurement
systems, custom clearance delaying and import permit restrictions, unavailability of locally
available equipment and reagents supply. According to survey participants, this study result also
indicated that three most reported causes of critical problems stated earlier are - poor institutional
administration system (institutional bureaucracy), COVID-19 Pandemic impacts (affects project
schedules & budgets), lack of application of project management skills to the research projects in
AHRI.
5.3 Conclusions
Project management involves project planning and project implementation, organizing, directing
and controlling of the organizational resources for a defined objective and goals that has to be
completed within time, on budget and quality specification needs. Projects are to be implemented
in uncertain situations. Therefore, a continuous checking, monitoring, evaluations of performances
and taking appropriate actions are essential. The following conclusions is made from the study
findings:
 It can be concluded that a poor project risk management practices could lead to time/schedule
delay. Hence, it is essential for the organizations to introduce the ‘concept’ of risk planning,
risk assessment, risk analysis (prioritization), and management of negative risks that
threatens the ongoing research projects. However, the organizational top management need
to provide support and motivate project teams (design retention strategies) as well as ensure
good organizational administrative systems throughout project life span.
 The findings also tell one to conclude that good procurement system help the organization to
facilitate smooth running of research projects
 It can be concluded that a good time/schedule management practices avoid unnecessarily
delay of project completion onetime
 Project time/schedule management is challenged by a number of factors or other project
risks mainly; unexpected events such as COVID-19 Pandemic and political instability in the
44
country (civil wars), high employees turnover, resource constraints such as lab reagents, kits
and other logistics due to poor procurements systems, budget/fund constraints lack of project
teams motivations, institutional bureaucracies (poor administrative systems of
organization),lack of well experienced/trained project managers and fail to application of
project management tools, techniques and knowledge areas to the ongoing research projects
in AHRI.
5. 4 Recommendations
5.4.1 General Recommendations
i. It is recommended that there have to be sound project risk management practices applied to
the ongoing research projects to avoid project time/schedule delay.
ii. It is also recommended that AHRI should introduce the ‘concept’ of risk planning, risk
assessment, risk analysis (prioritization), and management of negative risks that threatens
the ongoing research projects.
iii. It is recommended that AHRI top managements need to provide support and motivate project
teams (design retention strategies) as well as ensure good organizational administrative
systems throughout project life span.
iv. It is recommended that AHRI should establish good procurement systems that help the
project teams to facilitate smooth running of research projects and timely completion of
research projects.
v. It is recommended that a good time/schedule management practices avoid unnecessarily
delay of project completion onetime. Hence, AHRI top management teams should regularly
check, follow up, monitor project timeframe and take corrective actions if deviations (delay)
occurs from preplanned project schedule for the achievement of project completion on time.
vi. It is recommended that AHRI top management and other project stakeholders should plan
for contingency reserves in case unexpected events (risks) occurs which is the lessons
learned from COVID-19 Pandemic, political instability (civil war) and economic inflations
which could affect research projects’ schedule and budget.
45
5.4.2 Specific Recommendations
 Team motivation/retention strategies
It is recommended that AHRI as an institution should design a plat form to motivate research
project employees in particular contract staffs to retain or smooth transfer of research project teams
to another project or create other means so that project employees will be motivated and committed
to complete research projects. It is recommended that AHRI also need to revise its current wages
to compensate its project employees hence this will motivate staffs to stay and reduce high turnover
rates.
 Trainings
It is recommended that AHRI as research institute, which runs a number of research projects,
should give attentions to continuous staffs’ trainings, capacity buildings on the specific topics such
as the use of new technologies (software) and project management so that the efficiency of project
management and performances will be improved.
 Design realistic goals/objectives
It is recommended that the top leadership team of AHRI should design realistic, time bound and
achievable research projects with taking into consideration of the local contexts, available
resources and knowledge so that everyone on the same page ,have common visions and committed
for the achievement the research projects.
 Effective time management

 It is recommended that project teams, research project coordinators and other institutional
staffs should maintain and meet the timelines (deliver on time) as time is a constraint
(determinants) for the successful completion of research projects.
 It is recommended that research projects should be completed on time as fail to complete on
time will cost more (over budget) and affect the performances and implementation of
research projects.
 It is recommended that top management team of AHRI make regular follow up, control,
evaluate research projects’ schedule, update relevant stakeholders and take corrective actions
for schedule delay.
46
 Proper estimation of project budgets
It is recommended that top leadership team of AHRI including project coordinators, board
members, principal investigators and directorate heads should give emphasis on the proper
estimation of project budgets/costs including for the contingency reserves for unexpected events
or risks for the successful implementation of research projects.
 Transparent communications
 It is recommended that regular team meetings should be planned and arranged for each
research projects’ risk or uncertainties identifications, assessment, evaluation and plan its
management for smooth running of projects.
 It is recommended that all communications platforms should be transparent and lines of
communications should be maintained for the creation of transparency and trust among all
research project team members.
 It is recommended that communications should be always two ways to be effective and
productive among team members of the same project or another in the institution.
 It is recommended that AHRI top leadership team should establish a platforms intra team or
directorates communications for experience sharing, creating conducive working
environment for its employees for the common good and achievement of organizational
vision or goals.
 Healthy partnership
It is recommended that AHRI as an institution which already has established a number of
partnerships with organizations from international, should also focus on the partnership within the
institution and other institutions in the country to be more famous locally and completive in
research sectors.
 Improve efficiency of procurement systems

 It is recommended that AHRI and all other stakeholders including government should make
ease, work on and facilitate simple and smooth procurement systems. Delay in the
procurement systems, contract, and clearance of customs and restrictions f import permits
have been serious unresolved critical problems according survey participants.
47
 It is recommended that locally available reagents and kits should be given attentions to
increase productions as international procurement systems time consuming and delay from
suppliers.
 It is recommended that AHRI should also improve its internal financial management and
control systems and ease bureaucracies for smooth running of purchase and procurement for
research projects
 It is recommended that procurement teams (departments) and finance teams should be
provided with trainings and other capacity building to use more automated system for proper
time management, wise use of resources, accountability and increases productivity by
reducing paper based systems.
5.4.3 Recommendations for futures studies

This study is relevant because it aims to assess the main independent variables such as time, risk
and quality management in AHRI research projects. Knowing those independent variables that
have higher influence on projects’ performances, supports the management process and increases
its efficiency. It is recommended that future research should be done in order to continue the study
on a higher sample, by testing the correlation or cause and effect relationships between
independent variables and dependent.
48
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51
Annex: Survey Questionnaire
Dear participants,
My name is Firaol Degaga; I am graduate student at Lunar International College. Currently, I am

working on my thesis entitled as “Assessment of project time, risk and quality management in
the case of AHRI research projects” for the partial fulfilment of the MSc degree. The purpose
of this questionnaire is to gather data for the proposed study, and hence you are kindly asked to
assist the successful completion of the study by providing the necessary information, sharing your
experiences and perception. I want to assure you that, your participation in the study is fully
voluntarily; the information you will share kept confidential and used only for educational purpose.
Your personal identifiers such as names, phone number and signature would not recorded. Here, I
would like to request you to give honest, genuine answers to all the questions and timely response
is vital for the success of the study.
The finding of this study will be presented and reported to the Lunar International College
department of project management.
My contact details are indicated below if you inquire any clarification.
Firaol Degaga
b_tame2008@yahoo.com
Phone Number: +251910836883
52
PART I: GENERAL DEMOGRAPHIC PROFILE OF RESPONDENTS
Direction: Please complete for an alternative provided next to each question by putting a tick
mark (√).
1. Gender
Male Female
2. Age Group
Code 1 2 3
Age (In years) Young adults Middle-aged adults Older adults ( older than 55 )
(18-35) (36-55)
Tick mark (√)
3. Job title/position of work in AHRI research projects

Code 1 2 3 4 5 6 7
Job title Researcher Project Principal Data Finance Human Procureme
(Assistant, Coordinator Investigator Manager Officer Resource nt Officer
Associate Manager
etc.)
Tick
mark (√)
4. Level of education
Code 1 2 3
Level Degree Masters PHD
Tick mark (√)
5. Total work experiences in AHRI research projects

Code 1 2 3 4
Total Below 5 Years 6-10 Years 11-15 Years Above 16 Years
Tick mark (√)
53
6. How many years of working experience in the context of research project
Management/Coordination in AHRI?
Code 1 2 3 4 5
Total None/0 years Below 5 5 – 10 11 – 15 More than 15
Tick mark (√)
7. Are you a certified or trained Project Manager?
Code 1 2 3
Status Certified Project Manager Trained Project Manager Neither certified nor trained
Tick mark
(√)
PART II: SURVEY ON THE ASSESMENT OF YOUR PERCEPTIONS TOWARDS THE

PRACTICES OF PROJECT TIME, RISK AND QUALITY MANAGEMNT IN AHRI
RESEARCH PROJECTS.
Direction: Please take a few minutes and indicate the extent to which you agree or disagree with
the questions in the table given below.
Strongly Agree (SA) =5; Agree (A) =4; Neutral (N) =3; Disagree (D) =2; Strongly
Disagree (SD) =1
8. Please indicate how strongly you agree or disagree with each of the following statements
about the practices of project time/schedule management in AHRI research projects.
54
S.No. Project time management 5 4 3 2 1
1 There is a good practice of project time management in
AHRI research projects
2 Research projects in AHRI has a written detail plan ( Clear

timeframe/Schedules) for the completion of the research
projects
3 Project schedules are developed properly in AHRI research

projects
4 Research projects in AHRI are completed on time (meeting

timeline goals)
5 Research project teams are committed in meeting the

deadlines (delivery on time)
about the practices of project risk management in AHRI research projects.
S.No. Project risk management 5 4 3 2 1

1 There is a good practice of risk prioritization (analysis)
according to their threats in AHRI research projects
2 Project risks are communicated effectively and timely to

the relevant project stakeholders in AHRI research
projects
3 Project risks which have negative effects are managed

properly according to their importance in AHRI research
projects
4 Risk assessment is carried out continuously to identify

the likelihood and severity of risks in AHRI research
projects
5 Research projects have detail risk management plan in

AHRI
55
about the practices of project quality management (meeting quality specifications goals) in
AHRI research projects.
S.No Project quality management 5 4 3 2 1
1 There is a good practice of detail quality management plan in

2 There is high level of quality control in each AHRI research

projects
3 There are high performances of quality assurances in each

4 Research projects are completed by meeting quality

specification goals
5 Research project teams in AHRI receive a continuous trainings

on quality control, quality assurances and standard operating
procedures (SOPs)
PART III: Open-ended questions
Direction: Please take a few minutes and answer the following questions
11. Specify type/name of research project you are currently working in AHRI
12. What do you think are the most critical factors for the research project performances in AHRI?
(Mention as much as you can)…...............................
13. In your opinion, how is the performance of the research project you are currently running in
AHRI?
14. What are the critical problems in your current research project in AHRI?
15. In your opinion, what are the causes of those problems? (Q#14)
16. The effects of those problems in your current research project in AHRI?
56
17. What possible recommendations you think helpful to solve those problems in a sustainable
manner and improve your research projects’ performances?
57

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LUNAR INTERNATIONAL COLLEGE

SCHOOL OF BUSINESS AND ECONOMICS

ASSESMENT OF PROJECT TIME, RISK AND QUALITY MANAGEMNT PRACTICES

FIRAOL DEGAGA MEGENASA

ADVISOR: WONDWOSSEN GETANEH (PHD)

May, 2022 Addis Ababa, Ethiopia

Full Name: Firaol Degaga Megenasa

This Thesis has been submitted for examination with my approval.

Name of Advisor: Wondowossen Getahun (PHD)

Signature: ____________ Date: _____________ _

Full Name: Firaol Degaga Megenasa

Date: 16/May/2022 Signature:

Name of Advisor: Wondowossen Getahun (PHD) Signature: __________ Date: _______

Internal examiner: Solomon Kibret (PHD) Signature: __________ Date: __________

External examiner: Getamesay Bekele (PHD) Signature: _______ Date: __________

Head of Department: __________ Signature__________ Date: __________

Please accept my sincere apology and thank you.

Table 2.1: Sampling procedures ................................................................................................... 14

Table 2.2: Reliability statics ......................................................................................................... 16

Table 2.3: Response rate of respondents....................................................................................... 18

Table 2.5: Certified or trained PM? .............................................................................................. 24

Table 2.6: PM Experiences (in years) ........................................................................................... 24

AHRI Armauer Hansen Research Institute

NCD Non-Communicable Disease

MOH Ministry of Health of Ethiopia

SDG Sustainable Development Goal

PMBOK Project Management Body of Knowledge

ALERT All Africa Leprosy Rehabilitation and Training Hospital

NGO Non-Governmental Organization

WHO World Health Organization

EPHI Ethiopian Public Health Institute

EDCTP European and Developing Countries Clinical Trials Partnership

R&D Research & Development

QMS Quality Management System

1.1 Background Information

1.2 Statement of the problem

1.3 Research objective

1.3.1 General objective

1.3.2 Specific objectives

The specific objectives of the study are:

1) To assess the practice of project time management in AHRI research projects.

1.4 Research questions

1.6 Scope of the study

1.7 Limitations of the study

This thesis paper has been organized into five chapters.

2.1 Definitions for key terms

2.1.2 Project management

2.1.3 Project management knowledge areas

2.2.1 Project time management

2.2.2 Project risk management

2.2.2.1 Project risks

2.2.2.3.1 What is quality control?

2.2.2.3.2 What is quality assurance?

2.2.2.3.3 Quality management system

2.3 Conceptual Framework

Sound project risk

QM Process QM factors QM challenges

3.1 Background of the organization (study area)

3.2 Research Design

3.3 Research Approach

3.5 Sample Size and Sampling Procedure

i. Sample for Principal Investigators , n1 = 28x183= 15

ii. Sample for Project Coordinators n2 = 18x183= 10

Signature: Date: _ _

Name of Advisor: Wondowossen Getahun (PHD) Signature: ____ Date: _

Internal examiner: Solomon Kibret (PHD) Signature: Date:

External examiner: Getamesay Bekele (PHD) Signature: _ Date: ____

Head of Department: Signature Date: __