ST.

MARY’S UNIVERSITY SCHOOL OF

GRADUATE STUDIES
Department of Project Management

ASSESSMENT ON PROJECT MANAGEMENT PRACTICES OF

SELECTED NON-GOVERNMENTAL ORGANIZATIONS (NGOs) IN
ADDIS ABABA

BY
AMANUEL SISAY

ADVISOR: MARU SHETE (PhD and Associate Professor)

JUNE, 2021

ADDIS ABABA, ETHIOPIA

 ASSESSMENT ON PROJECT MANAGEMENT PRACTICES OF
SELECTED NON-GOVERNMENTAL ORGANIZATIONS (NGOs) IN
ADDIS ABABA

BY:
AMANUEL SISAY

ADVISOR: MARU SHETE (PhD and Associate Professor)

A THESIS SUBMITTED TO SAINT MARY’S UNIVERSITY FOR

PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR AWARD OF
MASTER OF ART IN PROJECT MANAGEMENT

JUNE, 2021
ADDIS ABABA, ETHIOPIA

ii
 ST. MARY’S UNIVERSITY
SCHOOL OF GRADUATE STUDIES

ASSESSMENT ON PROJECT MANAGEMENT PRACTICES OF

SELECTED NON-GOVERNMENTAL ORGANIZATIONS (NGOs) IN
ADDIS ABABA

BY:

AMANUEL SISAY

APPROVED BY BOARD OF EXAMINERS

_________________________ ________________________

DEAN, GRADUATE STUDIES SIGNATURE

MARU SHETE, (PhD and Associate Professor) _______________________

ADVISOR SIGNATURE

________________________ ________________________

EXTERNAL EXAMINER SIGNATURE

MULUADAM ALEMU (PhD) July 15, 2021

INTERNAL EXAMINER SIGNATURE

 DECLARATION

I, the undersigned, declare that this thesis is my original work, prepared under the guidance of
MARU SHETE (PhD and Associate Professor). All sources of material used for the thesis have
been duly acknowledged. I further confirm that the thesis has not been submitted either in part or
in full to any other higher learning institution for the purpose of earning any degree.

Amanuel Sisay _________________________

Name Signature
St. Mary’s University, Addis Ababa June, 2021

ii
 ENDORSEMENT

This thesis has been submitted to St. Mary’s University, School of Graduate Studies for
examination with my approval as a university advisor.

MARU SHETE (PhD and Associate Professor)

Name of Advisor Signature
St. Mary’s University, Addis Ababa

June 2021

iii
 List of Abbreviations

APM Association for Project Management

BA Bachelor of art

BSC Bachelor of science

CHA Ethiopian charities and societies agency

COVID Coronavirus disease of 2019

CSO Civil Society Organization

CSO Civil society organizations

ECOSOC Economic and Social Council

FDRE Federal democratic republic of Ethiopia

HR Human resource

ID International development

IPMA International Project Management Association

MA Master of art

MELU Monitoring, evaluation and learning unit

MSC Master of science

NGO Non-governmental organization

PM Project Management

PM4NGO Project management for non-governmental office

PMBOK Project Management Body of Knowledge

PMI Project management institute

SD Standard deviation

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 ACKNOWLEDGEMENT
First of all, I would like to deliver my deepest thanks to the almighty God, for his support in every
aspect of my life, without his blessing I would never succeed or achieve anything. I am what I am
because of God.
I would like to thank my advisor Maru Shete (PhD and Associate professor) for being my advisor
for the MA thesis; it is an honor to be advised by the most respected person in the field like him. I
would also like to thank all the participants in the study, who were willing to share their precious
time during the process of filling the questionnaires.
My sincere thanks go to my families and friends for the endless support and cooperation
throughout my life.

v
Contents
DECLARATION .................................................................................................................................... ii
ENDORSEMENT .................................................................................................................................. iii
List of Abbreviations .............................................................................................................................. iv
ACKNOWLEDGEMENT ....................................................................................................................... v
List of Figures ......................................................................................................................................... x
ABSTRACT........................................................................................................................................... xi
CHAPTER ONE ..................................................................................................................................... 1
INTRODUCTION ................................................................................................................................... 1
1.1 Background of the study ................................................................................................................ 1
1.2 Statement of the problem ............................................................................................................... 2
1.3 Research questions......................................................................................................................... 3
1.4 Objectives of the study................................................................................................................... 3
1.4.1 General objective .................................................................................................................... 3
1.4.2 Specific objectives of the study ............................................................................................... 3
1.5 Significance of the study ................................................................................................................ 3
1.7. Scope of the study ......................................................................................................................... 4
1.8. Limitation of the study .................................................................................................................. 4
1.9. Organization of study .................................................................................................................... 4
CHAPTER TWO .................................................................................................................................... 6
LITREATURE REVIEW ........................................................................................................................ 6
2.1 Introduction ....................................................................................................................................... 6
2.1 Theoretical Review ........................................................................................................................ 6
2.1.1 Project .................................................................................................................................... 6
2.1.2 Project management ................................................................................................................ 9
2.1.3 Project Management Practice ................................................................................................ 10
2.1.4 Non-governmental organization (NGO)................................................................................. 17
2.5.1 NGOs and Project Management ............................................................................................ 21
2.2 Empirical Review ........................................................................................................................ 22
2.3 Research gaps .............................................................................................................................. 25
2.4 Conceptual frame work of the study ............................................................................................. 26
CHAPTER THREE ............................................................................................................................... 27
RESEARCH METHDOLOGY.............................................................................................................. 27
3.1 Introduction ................................................................................................................................. 27

vi
 3.2 Research Approach and Design .................................................................................................... 27
3.2 Data Type, Sources and Data Collection Methods. ....................................................................... 27
3.3 Population and Sampling ............................................................................................................. 28
3.4 Method of Data Analysis ............................................................................................................. 29
3.5 Validity and Reliability ................................................................................................................ 29
3.5.1 Validity ................................................................................................................................. 29
3.5.2 Reliability ............................................................................................................................. 30
3.6 Ethical Consideration ................................................................................................................... 30
CHAPTER FOUR ................................................................................................................................. 32
RESULTS AND DISCUSSION ............................................................................................................ 32
4.1 Introduction ................................................................................................................................. 32
4.2 Respondents Profile ..................................................................................................................... 32
4.2.1 Gender of respondents........................................................................................................... 32
4.2.2 Age of respondents................................................................................................................ 33
4.2.3 Educational Background ....................................................................................................... 33
4.2.4 Job Position of the respondents.............................................................................................. 34
4.2.5 Work experience of the respondents ...................................................................................... 34
4.3 Project Management Knowledge areas ......................................................................................... 35
4.3.1 Project Integration Management ............................................................................................ 35
4.3.2 Project Scope Management ................................................................................................... 36
4.3.3 Project Schedule Management............................................................................................... 38
4.3.4 Project Cost Management...................................................................................................... 39
4.3.5 Project Quality Management ................................................................................................. 39
4.3.6 Project Human Resource Management .................................................................................. 40
4.3.7 Project Communication Management .................................................................................... 41
4.3.8 Project Risk Management...................................................................................................... 42
4.3.9 Project Procurement Management ......................................................................................... 43
CHAPTER FIVE ................................................................................................................................... 45
SUMMARY, CONCLUSION AND RECOMMENDATION ................................................................ 45
5.1 Summary ..................................................................................................................................... 45
5.2 Conclusion................................................................................................................................... 47
5.3 Recommendations........................................................................................................................ 48
5.4 Recommendation for further research ........................................................................................... 48
REFERENCES...................................................................................................................................... 49

vii
APPENDICES ...................................................................................................................................... 52
Appendix I ........................................................................................................................................ 52

viii
 List of Tables
Table 3. 1 list of participated organizations on the study 29
Table 3. 2 Reliability of each project management knowledge areas 30
Table 3. 3 Reliability of the study 30
Table 4. 1 Gender of respondents 33
Table 4. 2 Age of respondents 33
Table 4. 3 Educational background of the respondents 34
Table 4. 4 Job position of the respondents 34
Table 4. 5 Work experience of the respondents 35
Table 4. 6 Project integration management 36
Table 4. 7 Project scope management 37
Table 4. 8 Project schedule management 38
Table 4. 9 Project cost management 39
Table 4. 10 Project quality management 40
Table 4. 11 Project human resource management 41
Table 4. 12 Project communication management 42
Table 4. 13 Project risk management 43
Table 4. 14 Project procurement management 44

ix
 List of Figures
Figure 2. 1 Conceptual framework of the study ...................................................................................... 26

x
 ABSTRACT

Different kinds of research’s are carried out on project management (PM) practices in order to
address the performance and knowledge gaps in projects. The Project Management Institute (PMI)
has developed the Project Management Body of Knowledge (PMBOK) as the best practices in
managing projects over the past decades. The main aim of this paper is to assess the project
management practices of a selected NGOs found in Addis Ababa. The study was conducted on a 6
NGOs found in Addis Ababa and it focuses on whether the organizations project is based on the
nine project management knowledge areas. A descriptive research design was used in the study
and a total of 60 respondents were participated. Both the quantitative and qualitative research
approach was used in the study. The survey data obtained was logged to SPSS and analyzed by
using mean, standard deviation and percentages. Primary data source was used for this study and
it was collected using a questionnaire which have an open ended and close ended questions. A
total of 60 questionnaires were distributed to the 6 NGOs, out of 60 individuals 54 (90%) of them
properly filled and return the questionnaire. From the finding, it can be understood that out of the
nine knowledge areas of the project management, the project integration management, project
schedule management, project cost management, project quality management, project
communication management, project human resource management, project risk management and
project procurement management are well practiced and only project scope management is not
well practiced and the rest eight knowledge areas some of the knowledge areas were properly
managed and practiced but some have not been practiced. This paper suggests that the
organizations to implement different projects based on project management knowledge areas and
using each knowledge area processes too.

Keywords: Project Management practices, knowledge areas, NG

xi
 CHAPTER ONE
INTRODUCTION

1.1 Background of the study

Project management emerges in the organizational field as the application of knowledge, skills,
tools and techniques to meet requirements to perform a project (Project Management Institute,
2008). During the evolution of this discipline, a large number of techniques were created for its
enforcement (Morris, 2010). The emergence of professional associations has meant that, since the
60s, organizations have increased their interest in planning project activities, to the extent that
standards and bodies of knowledge are applied in most of the world. According to Winter, et
al. (2006), project management has become an emerging field with a broad academic and
professional scope with the need for developing and updating in a regular basis.

In order to assist the standardization and implementation of practices, various tools have been
developed by associations such as the Project Management Institute (PMI), the International
Project Management Association (IPMA) and the Association for Project Management (APM),
among others. According to Morris, et al. (2006), bodies of knowledge are emerging frameworks
and standards, which contain guidelines and good practices that allow improving skills, training
and management for projects.

Non-governmental organization (NGO) is considered one of the sectors where this discipline can
show great value. Although traditionally project management has mostly been applied on other
areas such as construction, defense and software, among others, the growing importance of NGO
projects in recipient countries has generated interest for professionals and researchers on its
effectiveness in this new type of projects. In this sector, organizations definitely work with
projects, and hence in research about the applicability of project management (Ika, et al, 2010).

In a general way, the non-governmental organizations work with projects and summon many
resources, therefore, they stand as a very interesting field for the implementation of project
management practices, learned lessons and methodologies of the discipline. The question
addressed in this research is: How can methodologies, techniques and tools of project management

1
be a key factor in project performance and success of the non-governmental organizations found
in Ethiopia.

This work analyzes the impact of the adoption of project management knowledge areas and process
groups on the results of interventions carried out by development NGOs. Project performance was
analyzed through success criteria from the literature and bodies of knowledge. The study aims to
enhance the importance of the aid sector as an area of applicability, because of the large number
of projects undertaken and their particular purposes. In addition, this study seeks to increase
researchers' interest in this sector, as well as analyze and describe the current state of project
management in non-governmental organizations.

1.2 Statement of the problem

NGO is a non-profit organization, independent from any governmental institution, based on
voluntary activities in order to benefit community or it’s certain groups, and its goals are not
seeking for political power or exceptionally realization of religious goals (NGO Law Institute,
2014). There are a number of NGOs working in Ethiopia in various sectors, some of the NGOs
have hundreds of volunteer members and are executing international development projects,
building schools in rural areas, providing fresh water for those who cannot access drinking water
in their village, providing medication for remote areas, working on environment to help the society
and the world from global warming, fighting for human and animal rights, to employ socially
excluded groups, to integrate immigrants or disabled people to the society and so on. The NGO
sector is extremely diverse, heterogeneous and populated by organizations with hugely varied size,
scope, targets, structures and motivations. Therefore, these NGOs in there day to day activity, they
face a lot of challenges which, collectively with absence of proper project management practice
and many more reasons that can be farther more described like, poor project planning, lack of
accountability and stakeholder involvement, lack of proper communication, poor risk management
strategies are some of the challenges they face (PM4NGOs, 2013). Diaz (2010) explains that
knowledge gap about the project management methodologies and practices in addition to
insufficient infrastructure, limited resources, and a changing environment can also put a strain on
NGOs project managers who need to deliver the project outcomes.
Even though the challenge for one organization might not be a challenge for the other, this study
seeks to assess current NGOs’ project management practice, analyze the current project

2
management knowledge in the organizations and try pinpoint the knowledge and practice gaps,
finally give a recommendation on it. Also, the research aims to introduce the reader with the variety
of project management standards and tools that will help for organizations who perform their
mission by means of project. It will also elaborate that a project management methodology could
help to meet the challenges of organizations by improving communication among project team
members, developing work performance, better controlling of resources and most importantly by
practicing project management knowledge areas to reach project results in the most efficient way.

1.3 Research questions

1. What is the project management practice in the non-governmental offices?
2. What is the core project management knowledge areas in the non-governmental offices?
3. How are the facilitating project management knowledge areas in the non-government
offices?
4. What is the project integration management in the non-governmental offices?

1.4 Objectives of the study

1.4.1 General objective
The general objective of the study is “to assess the practice of project management in a selected
NGO’s found in Addis Ababa”.
1.4.2 Specific objectives of the study
Under the general objective, the following are specific objectives of the study:
1. To assess the project management practice in the non-governmental offices.
2. To assess how the core project management knowledge areas are practiced.
3. To describe how the facilitating project management knowledge areas are practiced.
4. To assess how the project integration management is practiced.
1.5 Significance of the study
Projects carried out by a non-governmental organization (NGO) are considered one of the most
important activities for providing assistance to developing countries, but most of the projects are
reported to have high failure rates and their performance is often considered to be not satisfactory.
Therefore, for their poor performances, NGOs should consider the use of project management
practices as a tool for rehabilitation. Thus, this study will be helpful for the organization to
understand the part of project management knowledge areas and how implementing the knowledge

3
area can improve the organization’s performance and result. Also, it will show the organizations
the source of problems in the effectiveness of their projects which later on helps them to
concentrate on it. The study is also believed to contribute for the organizations to identify which
project management practices have an effect on the performance of the organization and will be
helpful for the project to demonstrate the contribution of effective project management knowledge
area and techniques.
1.7. Scope of the study
This study has tried to assess the project management practices of only a selected non-government
organization (NGOs) found in Ethiopia, especially on those found in Addis Ababa. The paper has
seen only how the project management knowledge areas implemented on the organizations. This
study has tried to assess how all the nine-project management knowledge area are practiced in the
non-governmental offices. Therefore, in this study, the researcher selected descriptive survey study
design and a purposive sampling method to gather all the relevant information and employed both
quantitative and qualitative approaches. The research is conducted using structured questionnaires
as a means of primary data collection.

1.8. Limitation of the study

Every research study no matter how well structured or constructed, has some limitations which
may directly or indirectly affect the outcome of the study. The researcher has therefore noted the
following as some of the limitations that affect the outcome of this research study. This paper is
only focusing on the knowledge areas and other practice areas like the project management process
groups have been excluded. The researcher has tried to knock as many non-governmental offices
as possible to make the study reliable but it become very difficult to get both primary and
secondary data, the major reason for this to happen was COVID 19, the current global pandemic,
especially getting a primary data by means of interview was completely difficult. Even though
some organizations were willing to answer the questionnaires, some of the respondents didn’t
address all the questions listed on the questionnaires properly.

1.9. Organization of study

This study consists of five chapters. The first chapter presents the introductory part with the
background of the study, statement of the problem, research questions, research objective, and
significance of the study, scope of the study, limitation of the study and organization of study. The

4
second chapter reviews previous literatures related to the study. The third chapter presents
methodology of the study. The fourth chapter consists of the data analysis and presentation section
and the last chapter which is chapter five includes the summary, conclusion and recommendations.
The references, questionnaire, other documents of the study are organized on the appendix.

5
 CHAPTER TWO
LITREATURE REVIEW
2.1 Introduction
This section reviews literatures written by different authors and researches in relation to the study
and present a summary of project management practice in terms of project management knowledge
area. It also describes some definitions, assumptions, major concepts regarding the project
management knowledge area and review of empirical works. Finally, it describes the conceptual
framework of the study.

2.1 Theoretical Review

2.1.1 Project

Many definitions had been given to project by different scholars, due to the fact that project is a
multidisciplinary word that has different meaning from different perspective and orientations.
Engineers, Architects, Managers and so on, have their definitions reflected from their experiences
as far as their professions are concerned. Even though there are different definitions given by
different scholars with focusing on various fields, it is better to refer different definitions in order
have comprehensive understanding of a project.
A project is a temporary endeavor with the objective to create a unique product, service or result.
It is temporary in the aspect that it has a definite beginning and a definite end. The uniqueness with
a project means that the provided service or product is different from all other services and
products. Many organizations use projects to respond to requests that cannot be handled within the
normal organizational limits. The size and length of a project can vary from one person to
thousands and from a few weeks to more than five years (PMI, 2008). Project as a temporary
organization and assert the time conception as one of the four distinguishing features of temporary
organizations from permanent organizations (task, team and transition are other three
distinguishing features. As a result, projects have a definite beginning and end. Temporary does
not necessarily mean short in duration. Moreover, projects can also have social, economic, and
environmental impacts that far outlast the projects themselves (PMI, 2004).

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2.1.1.1 Characteristics of a project

Regardless of specific features of particular projects, below are some common characteristics
forwarded by Nicholas and Steyn (2008) for all projects:

1. A project involves a single, definable purpose and well-defined end-items, deliverables, or

results, usually specified in terms of cost, schedule, and performance requirements.
2. Every project is unique in that it requires doing something different than was done previously.
Even in a “routine” project such as home construction, variables such as terrain, access,
zoning laws, labor market, public services, and local utilities make it unique. A project is a
one-time activity, never to be exactly repeated again.
3. Projects are temporary activities. Each is an ad hoc organization of personnel, material, and
facilities assembled to accomplish a goal within a scheduled time frame; once the goal is
achieved, the ad hoc organization is disbanded.
4. Projects cut across organizational and functional lines because they need skills and talents
from multiple functions, professions, and organizations.
5. Given that each project is unique, it also involves unfamiliarity and risk. It may encompass
new technology or processes and, for the organization undertaking it, possess significant
elements of uncertainty and risk.
6. The organization usually has something at stake when doing a project. The work calls for
special scrutiny or effort because failure would jeopardize the organization or its goals.
7. A project is the process of working to achieve a goal; during the process, projects pass through
several distinct phases called the project life cycle. The tasks, people, organizations, and other
resources involved in the project change as the project moves from one phase to the next.

2.1.1.2 Classification of project

Projects can be classified into different categories based on different baselines. They can be
categorized based on type of works that project involve, based on size (duration) of projects, and
so on. Lock (2001) classify projects under four main headings based on type of works that project
involve as the following:
a. Civil engineering, construction, petrochemical, mining and quarrying projects: These
projects are characterized by on site activities, remote from the contractors' head office which incur
special risks, and involves massive capital investment. They deserve rigorous management of time,

7
cost, and quality. If the projects are extra-large, they will involve several contractors working
together as joint venture or in a form of other means, which makes the projects more complicated.
b. Manufacturing projects: Up on establishment of factories for producing goods, projects are
often conducted. Different additional projects will also be executed after the establishment of a
factory for different purposes such as new product development. These post-establishment projects
are called manufacturing projects.
c. Management projects: Regardless of the size of a company, it will run at least few projects
throughout its lifespan. These projects are required by a company in different situations such as:
on plant/ service center relocation, on restructuring of a system and organization, in research &
development, for feasibility studies, for executing special trainings, to plan & conduct celebrations,
etc.
d. Research projects: These projects are independent research projects which consume huge
amount of money and lasts for many years. They assume high level of risks so that it becomes
difficult or impossible to define end results. These projects require effective time and cost
management.
NGO projects are going to be categorized under the third category of projects which is
management project.

2.1.1.3 Project Life Cycle

A typical project is divided into following phases. Each phase of the project has its own importance
and impact on overall success of the project.

Initiation Phase: In this phase of the project, feedback received from customers is analyzed and
brainstorming is done as to develop new product or modify existing product to meet the new
demands.
Project Definition Phase: In this phase of the project efforts are made to define the solution for
the problem posed by customers.
Feasibility Study: In this phase, planning of the project is made and definite milestones are
established.
Project Execution: In this phase all activities and milestones established in the earlier phase are
executed in a timely and orderly manner. This phase utilizes maximum of all resources.

8
Project Conclusion: This is the last phase of the project. In this phase, final product or service is
handed over to the operations team for commercial production.

2.1.2 Project management

Chandra (1995) define Project management as an organized venture for managing projects,
involves scientific application of modern tools and techniques in planning, financing,
implementing, monitoring, controlling and coordinating unique activities or task produce desirable
outputs in accordance with the determined objectives within the constraints of time and cost.

Robert K. Wysocki explained project management from the point of client involvement, sponsors
and delivering business value. Project management is an organized common-sense approach that
utilizes the appropriate client involvement in order to meet sponsor needs and deliver expected
incremental business value (Wysocki, 2014).

According to Ibbs and Reginato (2002), project management is about people and the systems,
processes, tools, and methodologies they use. In order to manage any kind of project there should
be some kind of system with group of people who can run the established system. There are also
different tools and methodologies that help to manage a project.

The project management Institute (PMI) defines project management as a set of processes that are
applied to a project to deliver a product or service. Project management is designed to provide
sustained, intensified and integrated management of complex venture and to pull together a
combination of human and non-human resources in to a temporary organization to achieve a
specified objective. Whitty and Maylor added that project management is recognized to be a key
enabler of business change and a vital contributor to future business success. Project management
is the application of knowledge, skills, tools, and techniques to project activities to meet the project
requirements (PMI, 2013).

The benefits of project management are identifications of functional responsibilities to ensure that
all activities are accounted for, regardless of personnel turnover, minimize the need for continuous
reporting, identifications of time limits for scheduling, identification of a methodology for trade-
off analysis, measurement of accomplishment against plans, early identification of problems so

9
that corrective action may follow, improved estimating capability for future planning, knowing
when objectives cannot be met or will be exceeded (Kerzner, 2009).

Project management is accomplished through the appropriate application and integration of the
different logically grouped project management processes, which are categorized into five Process
Groups. According to PMI (2013), these five process groups are: Initiating, Planning, Executing,
Monitoring and Controlling, and Closing.

2.1.3 Project Management Practice

The Guide to the PMBOK classifies the processes that make up each project management process
group into nine Project Management Knowledge Areas. These groupings, or knowledge areas,
bring together processes that have things in common and the nine knowledge areas are categorized
as core, facilitating and integration . The four-core project management include project scope,
time, cost and quality management. These are the core knowledge areas because they lead to
specific project objectives. The four facilitating knowledge areas of project management are the
human resource, communications, risk and procurement management. These are called facilitating
areas because they are the processes through which the project objectives are achieved. The ninth
knowledge area is the project integration management and it is an overarching function that affects
and is affected by all the other knowledge areas.
Below here we will try to look at all nine Project Management Knowledge Areas and look at how
their role works within the five process groups as defined by the Project Management Institute
(PMI): Initiation, Planning, Executing, Controlling, and Closing.

2.1.3.1 Project Integration Management

Project integration management includes the processes and activities to identify, define, combine,
unify, and coordinate the various processes and project management activities within the project
management process groups. In the project management context, integration includes
characteristics of unification, consolidation, communication, and integrative actions that are
crucial to controlled project execution through completion, successfully managing stakeholder
expectations, and meeting requirements (PMI, 2013).

10
In the project management context, integration includes features of unification, consolidation,
communication, and integrative actions that are crucial to controlled project execution through
completion, successfully managing stakeholder expectations, and meeting requirements (PMI,
2017). The process includes the following:

1. Develop Project Charter: it is developing a document that formally authorizes the existence
of a project and provides the project manager with the authority to apply organizational resources
to project activities. It provides a direct link between the project and the strategic objectives of the
organization. The next one is to

2. Develop Project Management Plan: it is a process of defining, preparing and coordinating

all plan components and consolidating them into an integrated project management plan.
Direct and Manage Project Work: this a process of leading and performing the work defined in
the PMP.

3. Manage Project Knowledge: this is a process to achieve a certain project objective but there
must be an existing or new knowledge.

4. Monitor and Control Project Work: this is the tracking, reviewing and reporting process of
the overall progress to meet the attended objectives in the PMP.

5. Perform Integrated Change Control: it is a process of reviewing all change requests;

approving changes and managing changes to deliverables, organizational process assets, project
documents, and the project management plan, and communicating the decisions.

6. Close project or phase: it is finalizing all the activities.

2.1.3.2 Project Scope Management

According to PMI (2013), project scope management comprises the processes required to make
sure that the project is armed with all the appropriate efforts to accomplish the project as need. In
other word, the project scope is a document that describes the parameters that define a system and
determine the behavior of the project, what work is done within the boundaries of the project, and
the work that is external to the project boundaries (Saylor.org, 2009). PMI (2013) listed the
following specific efforts a part of project scope management:

11
1. Plan scope management: this process is all about creating a scope management plan that
documents how the project and product scope will be defined, validated, and controlled. It provides
guidance and direction.

2. Collecting requirements: is all about determining, documenting, and managing stakeholder

needs and requirements to meet objectives.

3. Definition of scope: it is the process of developing a detailed description of the project and
product.

4. Create WBS: it is a process of subdividing project deliverables into manageable components.

5. Validate scope: formalizing acceptance of the completed project deliverables.

6. Control scope: monitoring the status of the project and product scope and managing changes
to the scope baseline.

2.1.3.3 Project Time Management

Project scheduling provides a detailed plan that represents how and when the project will deliver
the products, services, and results defined in the project scope and serves as a tool for
communication, managing stakeholders’ expectations and as a basis for performance reporting
(PMI, 2017).

The development and management of realistic project schedule and project plan is a primary
responsibility of the project manager to complete the project on time. Accordingly, project time
management includes the processes required to manage the timely completion of the project such
as the following (PMI, 2013):

1. Plan Schedule Management: it's establishing the policies, procedures, and documentation for
the project to go accordingly.

2. Define Activities: is to identify and document the specific actions to be performed to produce
the project deliverables.

3. Sequence Activities: it is documenting and identifying relationships among the project

activities.

12
4. Estimate Activity Durations: it is an estimation of the work period to be completed in estimated
resources.

5. Developing Schedule: is the process of analyzing activity sequences, durations, resource

requirements, and schedule constraints to create a project schedule model.

6. Control Schedule: it is monitoring the status of the project update and manages changes.

2.1.3.4 Project Cost Management

The definition of project success often includes not only completing the project on time, but also
completing the project within budget. Developing and controlling a project budget that will
accomplish the project objectives is a vital project management skill. Project cost management
includes the processes involved in planning, estimating, budgeting, financing, funding, managing,
and controlling costs so that the project can be completed within the approved budget. Project cost
management processes include the following (PMI, 2013):

1. Plan cost management: this defines how the cost will be estimated, budgeted, managed,
monitored, and controlled.

2. Estimate costs: developing an approximation of a budget to complete the project.

3. Determine the budget: aggregating the estimated costs of individual activities or work
packages to establish an authorized cost baseline.
4. Control costs: the process of monitoring the status of the project to update the project costs and
manage changes to the cost baseline.

2.1.3.5 Project Quality Management

Project Quality Management addresses the management of the project and the deliverables of the
project. It applies to all projects, regardless of the nature of their deliverables. Quality measures
and techniques are specific to the type of deliverables being produced by the project. (PMI, 2017)

Project quality management includes the processes and activities of the performing organization
that determine quality policies, objectives, and responsibilities so that the project will satisfy the
needs for which it was undertaken. Project quality management uses policies and procedures to
implement, within the project’s context, the organization’s quality management system and, as

13
appropriate, it supports continuous process improvement activities as undertaken on behalf of the
performing organization. Project quality management works to ensure that the project
requirements, including product requirements, are met and validated (PMI, 2013).
Project quality focuses on the end outputs that reflect the purpose of the project. The project
manager is accountable for developing a project implementation mechanism that gives a clear
understanding of the expected project outputs and the quality specifications. In order to do so,
(PMI, 2013) listed the following project quality management processes:

Plan quality management: The process of identifying quality requirements for the project and its
deliverables, and documenting how the project will demonstrate compliance with quality
requirements and/ or standards.

Manage quality: The process of translating the quality management plan into executable quality
activities that incorporate the organization’s quality policies into the project.

Control quality: The process of monitoring and recording the results of executing the quality
management activities to assess performance and ensure the project outputs are complete, correct,
and meet customer expectations.

2.1.3.6 Project Human Resource Management

Human resource management is a branch of management which deals with people at work in an
organization. Armstrong (2006) defined HRM as a strategic and coherent approach to the
management of an organization’s most valued assets – the people working there who individually
and collectively contribute to the achievement of its objectives. Storey (1989, cited in Armstrong,
2006) believes that HRM can be regarded as a ‘set of interrelated policies with an ideological and
philosophical underpinning’. Mathis and Jackson (2006) stated human resource management
involves several activities such as HR Planning and Analysis, equal Employment Opportunity,
staffing, HR Development, compensation and benefits, health, safety, and security, employee and
labor/management relations. As one wing of human resource management, project human resource
management includes the organizing, managing, and leading the project team. The project team
consists of the people with assigned roles and responsibilities for implementation of the project.
Staffing the project with the right skills, at the right place, and at the right time is an important
responsibility of the project management team.

14
Although, roles and responsibilities are assigned for project team members, it is important to
involve all of them in the process of project planning to add their experience to the process as
well as to motivate them so that their commitment will be stronger. PMI (2013) stated project
human resource management processes as the following:
Plan Resource Management: the process of defining how to estimate, acquire, manage, and
utilize physical and team resources.

Estimate Activity Resources: The process of estimating team resources and the type and
quantities of material, equipment, and supplies necessary to perform project work.

Acquire Resources: The process of obtaining team members, facilities, equipment, materials,
supplies, and other resources necessary to complete project work.

Develop Team: The process of improving competencies, team member interaction, and the overall
team environment to enhance project performance.

Manage Team: The process of tracking team member performance, providing feedback, resolving
issues, and managing team changes to optimize project performance.

Control Resources: The process of ensuring that the physical resources assigned and allocated to
the project are available as planned, as well as monitoring the planned versus actual use of
resources, and performing corrective action as necessary.

2.1.3.7 Project Communications Management

Project Communications Management includes the processes that are required to ensure timely
and appropriate planning, collection, creation, distribution, storage, retrieval, management,
control, monitoring, and the ultimate disposition of project information. Project managers spend
most of their time communicating with team members and other project stakeholders, whether
they are internal (at all organizational levels) or external to the organization. Effective
communication creates a bridge between diverse stakeholders who may have different cultural and
organizational backgrounds, different levels of expertise, and different perspectives and interests,
which impact or have an influence upon the project execution or outcome PMI (2013). Project
communications management processes include the following (PMI, 2013):

15
Plan Communications Management: The process of developing an appropriate approach and
plan for project communication activities based on the information needs of each stakeholder or
group, available organizational assets, and the needs of the project.

Manage Communications: The process of ensuring timely and appropriate collection, creation,
distribution, storage, retrieval, management, monitoring, and the ultimate disposition of project
information.

Monitor Communications: The process of ensuring the information needs of the project and its
stakeholders are met.

2.1.3.8 Project Risk Management

Risk: is an uncertain event or condition that, if it occurs, has an effect on at least one project
objective. According to Forsberg et.al (2005) project, risk management is the art and means of
identifying, analyzing and responding to risk events in the life cycle of a project. Risk management
is important when overall stakes are high and a great deal of uncertainty exists.
Project Risk Management aims to identify and manage risks that are not addressed by the other
project management processes. When unmanaged, these risks have the potential to cause the
project to deviate from the plan and fail to achieve the defined project objectives. Consequently,
the effectiveness of Project Risk Management is directly related to project success PMI (2017).

The very purpose of project risk management is to minimize the risks of not achieving the
objectives of the project and the stakeholders with an interest in it and to identify and take
advantage of opportunities. In particular, risk management assists project managers in setting
priorities, allocating resources and implementing actions and processes that reduce the risk of the
project not achieving its objectives. The processes are according to (PMI, 2017)

Plan Risk Management: it's a process of how to conduct risk management activities for the
project.

Identify Risks: identifying overall risks and documenting their characteristics.

Perform Qualitative Risk Analysis: prioritizing individual risks for further analysis by assessing
their probability of occurrence, impact and their characteristics.

16
Perform Quantitative Risk Analysis: numerically analyzing the combined effect of identified
individual project risks and other sources of uncertainty on overall project objectives.

Plan Risk Responses: developing options, selecting strategies, and agreeing on actions to address
overall project risk exposure, as well as to treat individual project risks.

Implement Risk Responses: implementing agreed-upon risk response plans

Monitor Risks: monitoring the implementation of agreed-upon risk response plans, tracking
identified risks, identifying and analyzing new risks, and evaluating risk process effectiveness
throughout the project.

2.1.3.9 Project Procurement Management

The Project Procurement Management processes involve agreements that describe the relationship
between two parties—a buyer and a seller. Agreements can be as simple as the purchase of a
defined quantity of labor hours at a specified labor rate, or they can be as complex as multiyear
international construction contracts. The contracting approach and the contract itself should reflect
the simplicity or complexity of the deliverables or required effort and should be written in a manner
that complies with local, national, and international laws regarding contracts (PMI, 2017).

Project Procurement Management includes the contract management and change control processes
required to develop and administer contracts or purchase orders with variety of efforts. For a
successful accomplishment of Procurement, Project Procurement Management processes includes
the following (PMI, 2017):
Plan Procurement Management: documenting project procurement decisions, specifying the
approach, and identifying potential sellers.

Conduct Procurements: the process of obtaining seller responses, selecting a seller, and awarding
a contract

Control Procurements: the process of managing procurement relationships, monitoring contract

performance, making changes and corrections as appropriate, and closing out contracts.

2.1.4 Non-governmental organization (NGO)

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A non-governmental organization (NGO) is a legally constituted organization created by natural
or legal persons that operates independently from any government and a term usually used by
governments to refer to entities that have no government status. In the cases in which NGOs are
funded totally or partially by governments, the NGO maintains its non-governmental status by
excluding government representatives from membership in the organization. The term is usually
applied only to organizations that pursue some wider social aim that has political aspects, but that
are not overtly political organizations such as political parties. Unlike the term "intergovernmental
organization", the term "non-governmental organization" has no generally agreed legal definition.
In many jurisdictions, these types of organization are called "civil society organizations" or
referred to by other names (Anheier, 2001).
International non-governmental organizations have a history dating back to at least 1839. It has
been estimated that by 1914 there were 1083 NGOs. Ashgate (2005) International NGOs were
important in the anti-slavery movement and the movement for women's suffrage, and reached a
peak at the time of the World Disarmament Conference Davies
However, the phrase "non-governmental organization" only came into popular use with the
establishment of the United Nations Organization in 1945 with provisions in Article 71 of Chapter
10 of the United Nations Charter for a consultative role for organizations which are neither
governments nor member states—see Consultative Status. The definition of "international NGO"
(INGO) is first given in resolution 288 (X) of ECOSOC on February 27, 1950: it is defined as "any
international organization that is not founded by an international treaty". The vital role of NGOs
and other "major groups" in sustainable development was recognized in Chapter 27 of Agenda 21,
leading to intense arrangements for a consultative relationship between the United Nations and
non-governmental organizations.

Rapid development of the non-governmental sector occurred in western countries as a result of the
processes of restructuring of the welfare state. Further globalization of that process occurred after
the fall of the communist system and was an important part of the Washington consensus. Zaleski
(2006) Globalization during the 20th century gave rise to the importance of NGOs. Many problems
could not be solved within a nation. International treaties and international organizations such as
the World Trade Organization were perceived as being too centered on the interests of capitalist
enterprises. Some argued that in an attempt to counterbalance this trend, NGOs have developed to
emphasize humanitarian issues, developmental aid and sustainable development. A prominent

18
example of this is the World Social Forum, which is a rival convention to the World Economic
Forum held annually in January in Davos, Switzerland. The fifth World Social Forum in Porto
Alegre, Brazil, in January 2005 was attended by representatives from more than 1,000 NGOs.
Some have argued that in forums like these, NGOs take the place of what should belong to popular
movements of the poor. Others argue that NGOs are often imperialist Abahlali (2006) in nature,
that they sometimes operate in a racialized manner in third world countries, and that they fulfill a
similar function to that of the clergy during the high colonial era.

While the term NGO is very widely used, definitions of what actually constitutes an NGO tend to
vary. There are also frequent references to other similar terms such as non-profit, voluntary and
civil society organizations, to name just a few. NGOS take varies form in terms of structure, that
they may be large or small, formal or informal, bureaucratic or flexible. They can also be varied
in terms of registration and status of organizations, funding source, staff type and motivation.
Voluntary, and even if it does not use volunteer staff as such, there is at least some degree of
voluntary.

A usefully concise definition is that provided by (Vakil, 1997) , states that NGOs are self-
governing, private, not-for-profit organizations that are geared to improving the quality of life for
disadvantaged people .This definition suggests the NGOS has the following key characteristics
among others: it is formal, that is, the organization is institutionalized in that it has regular
meetings, office bearers and some organizational permanence; it is private in that it is
institutionally separate from government, it is self-governing and therefore able to control and
manage its own affairs; and finally it is participation in the conduct or management of the
organization, such as in the form of a voluntary board of governors.

2.1.4.1 NGOs in Ethiopia

The evolution of NGOs/CSOs in Ethiopia indicates that both national and international NGOs
began to appear in Ethiopia in 1960 following the growing demands of the population for the
fulfillment of various societal needs. Most NGOs trace their roots in Ethiopia to the famines in
1974 and 1984.The laws governing their registration and operations were first drawn up in the
early 1950s and were based on the 1952 Ethiopian Civil Code and Regulation 321/1959. The
Proclamation No.621/2009 for the registration of Charities and Societies came into force on

19
February 13th 2009, and on November 9th 2009, the Council of Ministers also issued Regulation
No.168/2009 to ensure its implementation in a transparent manner. Overall it is indicated that the
legislation will help ensure clarity and predictability in the operations of all charities and societies
and NGOs in Ethiopia. (FDRE/CHA, 2009; Deko, 2012)

The Ethiopian charities and societies agency (CHA) is an institution established by law under
proclamation No.681/2009 of Ethiopia to manage organization formed as charity and societies.
The agency is responsibilities ranges from, registration, licensing and management of operations
of these organizations. Thus Charities/NGOs are required by law to present budget details and
breakdowns to the charities and society‘s agencies which describe the objectives of each project,
the activities involved, the implementation time frame and the results expected, a budget
breakdown and the source of funds. (Debebe, 2012). Based on CHAs proclamation No.681/2009
of Ethiopia, Charities or NGOS is defined as an institution which is established exclusively for
charitable purposes and gives benefit to the public. According to the charities and societies
proclamation number 621/2009, charities are categorized in to foreign charity, Ethiopian resident
charity and Ethiopian charity. According to FDRE/ CHA (CHA,2009 & 2011) the charities are
defined as:
Ethiopian charities: Under article number 2 of these are charities that are formed under the laws of
Ethiopia, all of whose members are Ethiopians, generate income from Ethiopia and wholly
controlled by Ethiopians. However, they are allowed to generate income from foreign sources
which is not more than 10% of their funds.

Ethiopian resident’s charities: under Article Number 3 of the proclamation these charities that are
formed under the laws of Ethiopia and which consist of members who reside in Ethiopia and who
receive more than 10% of their funds from foreign sources. Foreign charities: under Article
Number 4 of the proclamation mean charities that are formed under the laws of foreign countries
or which consist of members who are foreign nationals or are controlled by foreign nationals or
receive funds from foreign source. The focus of this study is only on the charities registered as
foreign charities in Ethiopia and does not include NGOS grouped under either Ethiopian charities
or Ethiopian resident’s charities.

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2.5.1 NGOs and Project Management

Most of the non-governmental organizations all over the world perform their activities by means
of a project. So, project management plays a vital role in order to deliver the project to the project
owners and stakeholders in a cost effective, timely and effective manner.

Since project management is a results-oriented management style that plays an important role on
building collaborative relationships among employees of different division which in turn provides
organizations with a powerful set of tools that improves their ability to plan, implement, and
manage activities to accomplish specific project objectives.
Project Management practice is a strictly defined combination of logically related practices,
methods and processes that determine how best to plan, develop, control and deliver a project
throughout the continuous implementation process until successful completion and termination. It
is a scientifically-proven, systematic and disciplined approach to project design, execution and
completion (McConnell, 2010).

The most widely used PM methodologies are the Project Management Body of Knowledge
(PMBOK), IPMA Competence Baseline (ICB), ISO 9000 and PRINCE2. Furthermore, due to the
specific needs of NGOs, there were Logical Framework (LogFRAME), PMDPro (developed by
PM4NGO) and PM4DEV guidelines created. In 2003, the LOGICAL Frame Work, a requirement
from many international fund agencies was one of the most used one in NGO sector. Later on, in
2007, the initiative of PM4NGOs was born. PM4NGOs is an organization devoted

There are a lot of benefits of application of project management practices. It ensures that available
resources are used in the most efficient and effective manner. Nevertheless, as Golini et al. (2014)
state, despite the universalistic nature of project management practices, different industries show
different approaches to project management and one of the most neglected sectors is the non-profit
organization one as there is a little evidence that NGOs adopt any of project management
standards.

21
Therefore, it is crucial to analyze, whether the NGOs practice project management well in terms
of the known project management knowledge areas.

2.2 Empirical Review

Different researchers in different countries investigate factors influencing project completion from
different perspectives. In this sub section, the mythology used and findings identified on studies
conducted on project completion influencing factors are reviewed.

Meda keleckaite and assoc. prof. Evelina meiliene (2015) have compared the level of awareness
and application of PM methodologies and tools in NGOs of the two socially, politically and
economically distant countries Lithuania and Germany. They have analyzed scientific literatures
to define project management practices and its’ benefit with its’ challenges in NGO. They have
also made a correlation analysis made to appraise the determining factors of usage of PM
methodology and software.

The target group for the study was 100 NGOs project managers from Lithuania and Germany. To
evaluate the level of awareness and application of PM methodologies and tools, there were
questions formed accordingly: first group of questions assessed the size of an NGO in a matter of
number of employees, average number and funding of executed projects per year; second group
of questions were related with awareness and usage of PM methodology, different elements and
software; the last questions were appointed for the analysis of the source project managers acquired
their PM competences and challenges they face in everyday NGO’s project management. They
have also made a correlation analysis made to appraise the determining factors of usage of PM
methodology and software.

The result indicates that there is still no significant evidence on wide application in this sector, It
also show that 12 (24%) Lithuania’s NGOs project managers have not heard about any of PM
methodologies and 21 (42%) of them do not use it constantly in every project management. On
the contrary, all (100%) of Germany’s NGOs project managers are aware of and use PM
methodologies in their work. Also, the result stated that in Lithuania, PMBOK, LogFrame and
PM4NGOs are the most popular PM methodologies while in Germany own organizational PM
system is usually created and used (21/42%). It was indicated, that unstable financial situation and

22
sensitive target group are the biggest problems for NGOs in Germany and Lithuania. Lack of
competencies and high level of bureaucracy were also mentioned as big challenges. Lithuania’s
NGOs project managers, differently from Germans, noted that they as well face an issue related
with unstable number of permanent employees and low salary.

Addisu sharew denbel (2018) have tried to provide an overview on project management practice
of tools and techniques used in some selected NGOs found in Addis Ababa. The study attempted
to assess the extent of utilization of project management tools and techniques among ID project
managers working in NGOs, the empirical relationship between project management (PM)
practices PM tools and techniques effort and success criteria and which sets of tools contributed
most at the enhancing the internal and external performance achieved by the project managers.

This study was conducted in 20 selected international NGOs headquartered in Addis Ababa which
accomplish development projects. A mix of quantitative and qualitative study design and
purposive sampling procedure were employed to select the NGOs. A total of 100 project managers
for quantitative part and 20 heads of MELU (Monitoring, evaluation and learning unit) for
qualitative part involved in the study.

The result of the study found out strong association between the three composite measures of
project success (PM success, project profile, and project impact) and the four composite measures
of the PM efforts (toolbox two, toolbox three and toolbox four). On the contrary none of these
success criteria had any correlation with tool box one. Most importantly this study revealed
insignificant relationship between Overall success that measures if the project met the internal and
external performance and project management tools and techniques. This highlight that that the
more NGOs put effort on advanced project management tools and techniques, the better it relates
with their internal and external performance.

In addition, high variation was observed among project managers in the extent of tools and
techniques utilization though it had high association with project success criteria. This calls for
NGOs that focused only on the basic level to invest on their employees to acquire the knowledge
and skill to use advanced level of tools and techniques in all phases of project period that contribute
to both the internal and external performance in the end to the benefit their beneficiaries.

23
The Project Management Institute (PMI) has developed the Project Management Body of
Knowledge (PMBOK) as the best practices in managing projects over the past decades. The main
aim of this paper is to assess the project management practices of aid/development projects: A case
of Gudina Tumsa foundation it was prepared by Natnael Hezkias (2019).

Using a descriptive research design, the researcher has tried to collect the data by means of both
quantitative and qualitative approaches. The data obtained was analyzed using mean and
percentages and further putted in SD (standard deviation). The questionnaire was distributed to all
the members in the organization and out of 27 individuals 23 (85 %) of them properly filled and
return it.

The result of the study shows that there is a separate project management department in the
organization and a there is a regular training access for the employees. From the knowledge areas
the project scope management has low mean score, the project schedule management has a
problem in defining activities and documenting a clear policies and procedures for the project
schedule, cost management has been managed in the organization due to polices and the current
situation asking and answering about cost has been a limitation. Other knowledge areas like the
project integration, communication, stakeholder, procurement, quality management in the
organization has a good standing.

Mkutano, S. M. & Sang, P. (2018) the study sought to determine the role of project management
practices on the performance of non-governmental organizations projects within Nairobi City
County, Kenya. The study also sought to find out the effect of communication, project planning,
stakeholder involvement, monitoring and evaluation on the performance of non-governmental
organizations projects.

The study guided by theory of constraints, the contingency theory and agency theory. The study
used descriptive research design. The target population of the study was 201 NGOs operating in
Nairobi County. Stratified and simple random sampling was used to select 50% of the target
population thus 100 NGOs in Nairobi County. It uses primary data and collected the data by use
of questionnaires. Descriptive statistics included frequency distribution, percentages and measures
of central tendencies (mean).

24
The result of the study concludes that there was increased and improved performance in NGOs
projects due to effective project management practices adopted in the projects. The study
concludes that communication influences performance of NGOs project in Nairobi City County,
Kenya. Project communication strongly affects the project outcomes, therefore, evidently
ascertaining and management of communication structure for the project ought to be in the team
leaders and management plan before the project commences. The study established that there were
clear objectives and goals that were laid down by the organization which were to be achieved as a
set duration of time.

The study concluded that it is very vital to ensure the stakeholders are involved in project planning
and implementation for the brainstorming on project ideas. The study concludes that the ways of
promoting project ownership and sustainability by the stakeholders should include: formulation
and implementation processes which satisfy all and stakeholders in a project, paying attention to
stakeholders in order to satisfy those involved or affected, and ensuring maximum participation of
all the stakeholders.

2.3 Research gaps

The researcher has tried to review literatures related to the study on both theoretical and empirical
literatures sections. Both the theoretical and empirical literatures reviewed by the researcher are
conducted to assess the project management practice in non-governmental offices in terms of
project management knowledge area and the project management process groups. This study also
tries to assess the project management practice in non-governmental offices in terms of project
management knowledge area which makes it similar with the studies mentioned on both theoretical
and empirical literatures sections. Even though assessing the practice of project management on
those organizations makes this study similar on the mentioned literatures, some aspects make it
different. This study tries to assess the project management in the organizations in terms of project
management knowledge area only and rather than concentrating only on either international or
national organizations, it focuses on both organizations to make the study broad. However, there
is no similar literature and a conducted study available on the area in Ethiopia. Therefore, to fill
this gap the researcher aims to assess the practice of project management in non-governmental
offices in Ethiopia especially in Addis Ababa.

25
 2.4 Conceptual frame work of the study

The conceptual framework will show the practices with the knowledge areas. According to Duncan
(1996), the project management body of knowledge is "a comprehensive term that describes the
accumulated knowledge within the profession of project management. Since the knowledge and
practices described are applicable to most projects and there is a widespread agreement about their
value and usefulness.
In this research, project management is viewed from project management knowledge areas
perspective. Therefore, the conceptual framework shows the assessment of project management
practice on NGO projects.

Project Integration Management

Project Scope Management

Project Time Management

Project Cost Management

NGO
Project Quality Management
Projects
Project Human Resource Management

Project Communication Management

Project Risk Management

Project procurement Management

Figure 2. 1 Conceptual framework of the study

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 CHAPTER THREE
RESEARCH METHDOLOGY

3.1 Introduction
Research methodology is the specific procedures or techniques used to identify, select, process,
and analyze information about a topic. This section of the study attempts to describe the methods
through which the objectives of the study are answered. Accordingly, it states about the research
approach, target population and sampling procedures, data gathering methods and instruments,
data analysis.

3.2 Research Approach and Design

According to Kothari (1990) the major purpose of descriptive research is description of the state
of affairs as it exists at present and it reports what has happened or what is happening. Therefore,
in order to assess the project management practice in the non-governmental offices in terms of the
project management knowledge area the study used the descriptive type of research design. The
study uses this research design method due to the reason that this research method describes the
characteristic of the population or phenomenon studied.
The study uses a mixed (both quantitative and qualitative) research approaches depending on the
type of data that are used in the research. Both quantifiable and non-quantifiable data were used
for the study, the quantifiable data were collected through closed ended questions and the non-
quantifiable data were collected through open ended questions.

3.2 Data Type, Sources and Data Collection Methods.

An observational data for the study were collected from a primary source. The primary data were
collected using a self-administered questionnaire distributed to the respondents in the
organizations. The self-administered questionnaire has been chosen because there is the need to
obtain information at first hand from the respondents from NGOs operating in Addis Ababa. The
questionnaire used for this study was adopted from the studies mention on the empirical review
section and it have three parts, the first part includes questions that ask the background information
of the respondents, the second part includes the close-ended questions and the third part includes
the open-ended questions. The questions found in the questionnaires are prepared to be easily
understandable so that the target respondents can comfortably answer.

27
3.3 Population and Sampling

This study focuses on six non-governmental organizations (NGOs) working in Addis Ababa.
Currently there are a lot of registered NGOs functioning in Ethiopia. To determine the sample size
of the study, the total target population was defined. According to Hair, et al. (2010), target
population is said to be a specified group of people or object for which questions can be asked or
observed made to develop required data structures and information. The total target population of
the study all the registered NGOs found in Addis Ababa. Therefore, based on the time frame of
the study, accessibility and organizations’ willingness to participate on the study, the six NGOs
were selected as target population. After discussing with the human resource personnel at the
organizations the researcher realizes that the six NGOs together have 390 members working in a
project. Attempting to know all the possible job positions in the organizations, the researcher
decided to distribute ten questionnaires to the organizations since there are six positions and each
position gets a single questionnaire and the rest four questionnaires for support stuff and others
working on a project work. Thus, a sample size of sixty respondents were involved on the study.
The sample size consists for both the quantitative and qualitative study.

A purposive sampling which is one of the non-probability sampling method was selected to
conduct the study. This method of sampling is selected due to the reason that it allows the
researcher to relies on his own judgment when choosing members of population to participate in
the study. Table 3.1 below summarizes the participant number by organization for the study

No. NGO Number of questionnaires distributed

1 Volunteer Service Overseas (VSO) 10

2 Stempower 10

3 Selam Ethiopia 10

4 Kelem Ethiopia 10

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 5 Ethio wetlands and natural resource association 10
(EWNRA)

6 Lersha 10

Total 60
Table 3. 1 list of participated organizations on the study

3.4 Method of Data Analysis

In the study both qualitative and quantitative methods of data analysis techniques was employed.
The questionnaire used for this research was composed of close-ended questions with Likert scale
and open-ended questions for qualitative analysis purpose. This questionnaire was distributed to
the target population and collected back then the data collected from the questionnaires was logged
to the software called SPSS (statistical package for social science) version 25. After doing this the
researcher analyzed the data by using descriptive analysis for demographic factors and to check
the relation between the independent and dependent variables. To do so different statistical tools
like frequency, mean and standard division were used.

3.5 Validity and Reliability

3.5.1 Validity

Validity is identifying correct operational measures for the concepts being studies and it can be
increase through clarifying back with respondents on the draft report. (Yin, 2009). In this research
the validity was assured by collecting the data from different sources i.e., directors, project
managers, program coordinators, technical leaders, team leaders and support staffs working in the
organizations. Validity was also ensured by making sure the sampling techniques were free from
bias by giving each subject an equal opportunity to score and it is also improved through
operationalization of variables. The questionnaires were comprehensive to cover all the variables
being measured. Comparison was done between the conceptual frame work (own variables) and
theoretical framework (what has been said by others) for validation.

29
3.5.2 Reliability

To measure the reliability of the data collection instruments an internal consistency technique
Cronbach's alpha was computed using SPSS version 25. The pilot study involved questionnaires
from 55 respective program staffs (directors, project managers, program coordinators, technical
leaders, team leaders and support staffs) who are involved in the in a project work by non-
governmental offices (NGOs. According to Zinbarg, (2005) Cronbach's alpha is a coefficient of
reliability that gives an unbiased estimate of data generalizability. The reliability coefficient of 0.7
and above is recommended. Reliability analysis through SPSS yielded a Cronbach alpha greater
than 0.7 for the research objectives as shown on Table 3.2 and Table 3.3 This implies that the
research instrument was reliable.

No Project management knowledge area Cronbach Alpha Number of items

1 Project integration management 0.928 6
2 Project scope management 0.980 5
3 Project schedule management 0.969 4
4 Project cost management 0.955 4
5 Project quality management 0.937 3
6 Project human resource management 0.934 3
7 Project communication management 0.973 5
8 Project risk management 0.974 6
9 Project procurement management 0.967 6
Table 3. 2 Reliability of each project management knowledge areas

Reliability Statistics

Cronbach's
Alpha N of Items
0.965 42

Table 3. 3 Reliability of the study

3.6 Ethical Consideration

Ethical issues refer to conduct that guides the researchers‟ behavior while undertaking research
(Mugenda, 2009). On this study researcher treated the information provided by the respondents as

30
confidential and subsequently was only be used for the purpose of this study. The participants were
not required to mention their names in the interview thus they remained anonymous.

31
 CHAPTER FOUR
RESULTS AND DISCUSSION

4.1 Introduction

This chapter presents the result of the data collection. As mentioned on the previous chapter the
study has a descriptive research approach which includes both quantitative and qualitative
methods. The objective of the study was to assess the project management practice of selected
non-governmental organizations (NGOs) in Addis Ababa. Accordingly, quantitative and
qualitative data was collected from six non-governmental offices (NGOs) found in Addis Ababa.
In order to meet the objective of the study, the research questions focus on how the nine project
management knowledge areas are practiced.

First the result obtained for the study presents the background information of the respondents and
then it will focus on the section that presents the project management knowledge areas. Finally,
the quantitative data will be triangulated with the findings from the qualitative section of the study.

In order to collect the primary data, the ten questionnaires were distributed to each organization.
By consulting the human resource officers at the organizations, the researcher has decided to give
ten questionnaires for one organization in order to give every organization equal chance for the
study. This raises up the total number of distributed questionnaires to 60. Out of the 60
questionnaires, 54 (90%) of them were properly filled and returned.

4.2 Respondents Profile

4.2.1 Gender of respondents

A total of 54 respondents were participated in this study. Out of the total respondents, 64.8%
were male and 35.2% females as mentioned in table 4.1.

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 Table 4. 1 Gender of respondents

Gender
Frequency Percent
Male 35 64.8
Female 19 35.2
Total 54 100

Source: own survey, 2021

4.2.2 Age of respondents

Even though the respondents have filled their age on the questionnaire, for the better analysis the
researcher has grouped the respondents age in to four age groups. The first age group is from 20
years to 30 years and it consists of 21 respondents. The second age group is from 31 years to 40
years and it consists of 24 respondents. The third age group is from 41 years to 50 years and it
consists of 8 respondents and the first age group is from 51 years to 60 years and it consists of 1
respondent.

Table 4. 2 Age of respondents

Age

Frequency Percent
20-30 21 38.9
31-40 24 44.4
Valid 41-50 8 14.8
51-60 1 1.9
Total 54 100.0
Source: own survey, 2021

4.2.3 Educational Background

All the respondents fall in to three educational levels which are diploma, BA/BSC and MA/MSC.
Out of the 54 respondents 11 respondents are diploma holders, 25 respondents are BA/BSC holders
and 18 respondents are MA/MSC holders. Since almost 80% of the respondents are above the
diploma degree, it makes sure that the questionnaires are filled properly.

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 Table 4. 3 Educational background of the respondents

Educational Background

Valid Cumulative
Frequency Percent Percent Percent
Valid Diploma 11 20.4 20.4 20.4
BA/BSC 25 46.3 46.3 66.7
MA/MSC 18 33.3 33.3 100.0
Total 54 100.0 100.0
Source: own survey, 2021

4.2.4 Job Position of the respondents

From the total number of respondents who participated in the study, 6 of them holds the director
position, 9 of them were project managers, 4 of them were project coordinators, 7 were team
leaders, 6 of them were technical leader and the rest 22 respondents were support staffs working
in the non-governmental offices.

Table 4. 4 Job position of the respondents

Job Positions
Cumulative
Frequency Percent Valid Percent Percent
Director 6 11.1 11.1 11.1
Project Manager 9 16.7 16.7 27.8
Project Coordinator 4 7.4 7.4 35.2
Valid Team Leader 7 13.0 13.0 48.1

Technical Leader 6 11.1 11.1 59.3

Support Staff 22 40.7 40.7 100.0

Total 54 100.0 100.0
Source: own survey, 2021

4.2.5 Work experience of the respondents

The respondents were asked to fill their work experience on a project work on the questionnaire,
after checking the data the researcher has grouped the work experience into four subgroups. The
subgroups are less than 3 years’ experience, 3-5 years’ experience, 5-6 years’ experience, more
than 8 years’ experience based on the raw data collected. Out of the 54 respondents, 9 of them

34
work less than 3 years, 17 of them for 3-5 years, 17 of them for 5-8 years, 9 of them for 9 years
and 2 respondents did not mention their experience.

Table 4. 5 Work experience of the respondents

Work Experience in project work in years

Valid Cumulative
Frequency Percent Percent Percent
less 9 16.7 17.3 17.3
than 3
years
3-5 17 31.5 32.7 50.0
years
Valid 5-8 17 31.5 32.7 82.7
years
more 9 16.7 17.3 100.0
than 8
years
Total 52 96.3 100.0
Missing System 2 3.7
Total 54 100.0
Source: own survey, 2021

4.3 Project Management Knowledge areas

According to oxford & burry-stock (1995) scales, a mean score 1.0-2.4 is low scores, a medium is
between range 2.5-3.4 and high is between range 3.5-5.0. Different authors have their own way of
saying low and high for mean scores. For this study the researcher has used the mean score of
every process in the project management knowledge areas in order to assess whether the
organizations have a trend of practicing the knowledge areas.

4.3.1 Project Integration Management

Under this section, the processes on the project integration management were presented as a
question for respondents. On the first phase of the project integration management, whether a
development of a project charter 18.5% (10) respondents strongly agree, 57.4% (31) respondents
agree, 18.5% (10) respondents were neutral, 1.9% (1) respondent disagreed and 3.7% (2)
respondents strongly disagree. On the second process, which is whether a project management
plan was developed, 18.5% (10) respondents strongly agree, 61.1% (33) respondents agree, 14.8%
(8) respondents were neutral, 5.6 % (3) respondent disagree and none of the respondents strongly
disagree. On the third process, which is whether a project execution was directed and managed,

35
24.1 (13) respondents strongly agree, 57.4% (31) respondents agree, 11.1(6) respondents were
neutral, 3.7 (2) respondent disagree and 3.7% (2) respondents strongly disagree. On the fourth
process, which is whether a project work was monitored and controlled, 22.2 (13) respondents
strongly agree, 53.7% (29) respondents agree, 16.7% (9) respondents were neutral, 5.6% (3)
respondent disagree and none of the respondents strongly disagree. On the fifth process, which is
whether an integrated change control was performed, 22.2 (12) respondents strongly agree, 57.4%
(31) respondents agree, 18.5% (10) respondents were neutral, 1.9% (1) respondent disagree and
none of respondents strongly disagree. On the sixth process, which is whether every phase of the
project was properly closed, 24.1 (13) respondents strongly agree, 50% (27) respondents agree,
20.4% (11) respondents were neutral, 3.7% (2) respondent disagree and 1.9% (1) respondent
strongly disagree. As mentioned on previously project integration management includes the
processes and activities to identify, define, combine, unify, and coordinate the various processes
and project management activities within the project management process groups. Totally from all
the answers on the six processes on the project integration management, by looking at the mean
value every process scores above 3.2 mean score, we can decide the six organizations have a good
practice on the project integration management.

Table 4. 6 Project integration management

SD D N A SA
F % F % F % F % F % Mean SD
A project charter was
developed 2 3.7 1 1.9 10 18.5 31 57.4 10 18.5 3.85 0.878
A project management plan
was developed 0 0 3 5.6 8 14.8 33 61.1 10 18.5 3.93 0.749
The project execution was
directed and managed 2 3.7 2 3.7 6 11.1 31 57.4 13 24.1 3.94 0.92
A Project work is monitored
and controlled 0 0 3 5.6 9 16.7 29 53.7 13 22.2 3.96 0.8
An integrated change control
is performed 0 0 1 1.9 10 18.5 31 57.4 12 22.2 4 0.7
Every phase of a project is
properly closed 1 1.9 2 3.7 11 20.4 27 50 13 24.1 3.91 0.875
Source: own survey, 2021

4.3.2 Project Scope Management

Under this section, the processes on the project scope management were presented as a question
for respondents. On the first phase of the project scope management, it was asked for the
respondents, whether a requirement for the project was collected form stakeholders, 11.1% (6)

36
respondents strongly agree, 22.2% (12) respondents agree, 14.8% (8) respondents were neutral,
14.8% (8) respondent disagreed and 37% (20) respondents strongly disagree. On the second
process, the respondents were asked that whether a project scope was defined, 9.3% (5)
respondents strongly agree, 25.9% (14) respondents agree, 14.8% (8) respondents were neutral,
5.6 % (3) respondent disagree and none of the respondents strongly disagree. On the third process,
the respondents were asked whether a work break down structure was created, 11.1% (6)
respondents strongly agree, 20.4% (11) respondents agree, 7.4% (4) respondents were neutral,
14.8% (8) respondent disagree and 46.3% (25) respondents strongly disagree. On the fourth
process of the scope management, the respondents were asked whether a project scope was
verified, 13.% (12) respondents strongly agree, 22.2% (12) respondents agree, 3.7% (2)
respondents were neutral, 16.7% (9) respondent disagree and 44.4%(24) respondents strongly
disagree. On the fifth process of the scope management, respondents were asked whether a project
scope was controlled, 14.8% (8) respondents strongly agree, 20.4% (11) respondents agree, 5.6%
(3) respondents were neutral, 16.7% (9) respondent disagree and 42.6% (23) respondent strongly
disagree. Project integration management includes the processes and activities to identify, define,
combine, unify, and coordinate the various processes and project management activities within the
project management process groups. It has five processes in it and from all the answers on the five
processes on the project scope management, by looking at the mean value on every process under
this knowledge area scores lowest mean score, so that we can decide the six organizations have a
bad practice on the project scope management. Especially the from all the five processes the
process of creating a work break down structure and verifying a project scope has scored the lowest
mean score, indicating the organizations had bad practice of creating a work break down structure
and they are unable of verifying their scope.

Table 4. 7 Project scope management

SD D N A SA
F % F % F % F % F % Mean SD
Requirements for the project
was collected form
stakeholders 20 37.0 8 14.8 8 14.8 12 22.2 6 11.1 2.56 1.462
A project scope is defined 20 37.0 7 13.0 8 14.8 14 25.9 5 9.3 2.57 1.462
A work break down (WBS)
structure is created 25 46.3 8 14.8 4 7.4 11 20.4 6 11.1 2.35 1.507
A project scope was verified 24 44.4 9 16.7 2 3.7 12 22.2 7 13.0 2.43 1.549
A project scope was
controlled 23 42.6 9 16.7 3 5.6 11 20.4 8 14.8 2.48 1.563

37
Source: own survey, 2021

4.3.3 Project Schedule Management

On this section the processes project schedule management were presented as a question for
respondents. On the first phase of the project schedule management, respondents were asked
whether a project activity was defined 29.5% (14) respondents strongly agree, 59.3% (32)
respondents agree, 9.3% (5) respondents were neutral, 3.7% (2) respondent disagreed and 1.9%
(1) respondents strongly disagree. On the second process, respondents were asked whether a
project activity were sequenced, 25.9% (14) respondents strongly agree, 53.7% (29) respondents
agree, 13% (7) respondents were neutral, 5.6 % (3) respondent disagree and 1.9% (1) respondents
strongly disagree. On the third process of the project schedule management, respondents were
asked whether a project activity duration was estimated, 27.8 (15) respondents strongly agree,
53.7%(29) respondents agree, 13%(7) respondents were neutral, 3.7 (2) respondent disagree and
3.7% (2) respondents strongly disagree. On the fourth process, the respondents were asked whether
a project schedule was controlled, 27.8 (15) respondents strongly agree, 55.6% (30) respondents
agree, 9.3% (5) respondents were neutral, 5.6% (3) respondent disagree and 1.9%(1) respondents
strongly disagree. According to the PMI, project scheduling provides a detailed plan that represents
how and when the project will deliver the products, services, and results defined in the project
scope and serves as a tool for communication, managing stakeholders’ expectations and as a basis
for performance reporting. By observing the response received by the respondents on the four
processes on the project schedule management, by looking at the mean value every process scores
above 3.2 mean score, we can decide the six organizations have a good practice on the project
schedule management.

Table 4. 8 Project schedule management

SD D N A SA
F % F % F % F % F % Mean SD
Project activities were
defined 1 1.9 2 3.7 5 9.3 32 59.3 14 25.9 4.04 0.823
Project activities were
sequenced 1 1.9 3 5.6 7 13 29 53.7 14 25.9 3.96 0.889
A project activity duration
was estimated 1 1.9 2 3.7 7 13 29 53.7 15 27.8 4.02 0.858
A Project schedule was
controlled 1 1.9 3 5.6 5 9.3 30 55.6 15 27.8 4.02 0.879
Source: own survey, 2021

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4.3.4 Project Cost Management

Under this section, the processes on the project cost management were presented as a question for
respondents. On the first phase of the project cost management, respondents were asked whether
a project cost to complete activities was estimated 33.3% (18) respondents strongly agree, 46.3%
(25) respondents agree, 16.7% (9) respondents were neutral, none of the respondent disagreed and
3.7% (2) respondents strongly disagree. On the second process of the cost management,
respondents were asked whether a budget to fulfill the estimated cost was determined, 31.5% (17)
respondents strongly agree, 53.7% (29) respondents agree, 13% (7) respondents were neutral, 1.9%
(1) respondent disagree and none of the respondents strongly disagree. On the third process,
respondents were asked whether a project activity duration was estimated, 31.5% (17) respondents
strongly agree, 48.1% (26) respondents agree, 18.5(10) respondents were neutral, none of the
respondent disagree and 1.9% (1) respondents strongly disagree. On the fourth process,
respondents were asked a project cost controlled, 29.6 (16) respondents strongly agree, 53.7% (29)
respondents agree, 14.8% (8) respondents were neutral, 1.9% (1) respondent disagree and none of
the respondents strongly disagree. From the mean scores of all the four processes in the project
cost management, we can decide that the six organizations have a good practice of the project cost
management.
Table 4. 9 Project cost management
SD D N A SA
F % F % F % F % F % Mean SD
A project cost to complete
activities was estimated 2 3.7 0 0 9 16.7 25 46.3 18 33.3 4.06 0.920
A budget to fulfill the
estimated cost was
determined 0 0 1 1.9 7 13 29 53.7 17 31.5 4.15 0.711
A project activity duration
was estimated 1 1.9 0 0 10 18.5 26 48.1 17 31.5 4.07 0.821
A project cost was
controlled 0 0 1 1.9 8 14.8 29 53.7 16 29.6 4.11 0.718
Source: own survey, 2021

4.3.5 Project Quality Management

Under this section, the processes on the project quality management were presented as a question
for respondents. On the first phase of the project quality management, respondents were asked
whether a project quality requirement was planned 33.3% (18) respondents strongly agree, 55.6%
(30) respondents agree, 5.6% (3) respondents were neutral, 1.9% (1) respondent disagreed and
3.7% (2) respondents strongly disagree. On the second process, respondents were asked whether

39
a quality assurance for the quality requirements were performed to ensure appropriate quality
standards, 29.6% (16) respondents strongly agree, 55.6% (30) respondents agree, 13% (7)
respondents were neutral, none of the respondent disagree and 1.9% (1) respondents strongly
disagree. On the third process, respondents were asked whether a quality control is performed,
31.5 (17) respondents strongly agree, 59.3% (32) respondents agree, 5.6% (3) respondents were
neutral, 3.7 (2) respondent disagree and none of the respondents strongly disagree. Totally from
all the answers on the three processes on the project quality management, by looking at the mean
value every process scores above 3.2 mean score, we can decide the six organizations have a good
practice on the project quality management.

Table 4. 10 Project quality management

SD D N A SA
F % F % F % F % F % Mean SD
A project quality
requirement was planned 2 3.7 1 1.9 3 5.6 30 55.6 18 33.3 4.13 0.891
A quality assurance for the
quality requirements were
performed to ensure
appropriate quality
standards 1 1.9 0 0 7 13 30 55.6 16 29.6 4.11 0.769
A quality control is
performed 0 0 2 3.7 3 5.6 32 59.3 17 31.5 4.19 0.702
Source: own survey, 2021

4.3.6 Project Human Resource Management

This section shows the results on the response from the respondents on the processes on the project
human resource management. On the first phase of the project human resource management,
respondents were asked whether a human resource plan was developed 40.7% (22) respondents
strongly agree, 53.7% (29) respondents agree, 1.9% (1) respondents were neutral, 1.9% (1)
respondent disagreed and 1.9% (1) respondents strongly disagree. On the second process,
respondents were asked whether a proper project team is organized, 44.4% (24) respondents
strongly agree, 50% (27) respondents agree, 3.7% (2) respondents were neutral, none of the
respondents disagree and 1.9% (1) the respondents strongly disagree. On the third process,
respondents were asked whether a project team is well managed, 44.4 (24) respondents strongly
agree, 50% (27) respondents agree, 5.6% (3) respondents were neutral, none of the respondent
disagree and none of the respondents strongly disagree. From the result obtained on the mean score

40
of all the three human resource processes, it is concluded that the six organizations have a good
practice on the project human resource management.

Table 4. 11 Project human resource management

SD D N A SA
F % F % F % F % F % Mean SD
Human resource plan was
developed 1 1.9 1 1.9 1 1.9 29 53.7 22 40.7 4.06 0.920
A proper project team is
organized 1 1.9 0 0 2 3.7 27 50 24 44.4 4.15 0.711
The project team is well
managed 0 0 0 0 3 5.6 27 50 24 44.4 4.07 0.821
Source: own survey, 2021

4.3.7 Project Communication Management

Under this section, the processes on the project communication management were presented as a
question for respondents. On the first phase of the project communication management,
respondents were asked whether stakeholders are identified 37% (20) respondents strongly agree,
51.9% (28) respondents agree, 5.6% (3) respondents were neutral, 1.9% (1) respondent disagreed
and 3.7% (2) respondents strongly disagree. On the second process, respondents were asked
whether a project communication plan is developed to address all the stakeholders, 35.2% (10)
respondents strongly agree, 51.9% (28) respondents agree, 11.1% (6) respondents were neutral,
1.9 % (3) respondent disagree and none of the respondents strongly disagree. On the third process,
respondents were asked whether a relevant information was distributed to the stakeholders, 31.5
% (19) respondents strongly agree, 51.9% (28) respondents agree, 11.1% (6) respondents were
neutral, 1.9% (1) respondent disagree and none of the respondents strongly disagree. On the fourth
process, respondent was asked whether a stakeholders’ expectations were managed, 35.2 (19)
respondents strongly agree, 48.1% (26) respondents agree, 14.8% (8) respondents were neutral,
1.9% (1) respondent disagree and none of the respondents strongly disagree. On the fifth process,
respondents were asked whether performance report was presented to the stakeholders, 35.2 (19)
respondents strongly agree, 51.9% (28) respondents agree, 9.3% (5) respondents were neutral,
1.9% (1) respondent disagree and 1.9% (1) respondents strongly disagree. Totally from all the
answers on the six processes on the project integration management, by looking at the mean value
every process scores above 3.2 mean score, we can decide the six organizations have a good
practice on the project integration management.

41
 Table 4. 12 Project communication management

SD D N A SA
F % F % F % F % F % Mean SD
Stakeholders are identified 2 3.7 1 1.9 3 5.6 28 51.9 20 37.0 4.17 0.906
A project communication
plan is developed to address
all the stakeholders 0 0 1 1.9 6 11.1 28 51.9 19 35.2 4.20 0.711
Relevant information was
distributed to the
stakeholders 0 0 1 1.9 6 11.1 28 51.9 19 31.5 4.20 0.711
Stakeholders’ expectations
were managed 0 0 1 1.9 8 14.8 26 48.1 19 35.2 4.17 0.746
Performance report was
presented to the stakeholders 1 1.9 1 1.9 5 9.3 28 51.9 19 35.2 4.17 0.818
Source: own survey, 2021

4.3.8 Project Risk Management

Under this section, the processes on the project risk management were presented as a question for
respondents. On the first phase of the project risk management, respondents were asked whether a
project risk management plan was developed, 33.3% (18) respondents strongly agree, 57.4% (31)
respondents agree, 7.4% (4) respondents were neutral, 1.9% (1) respondent disagreed and none of
the respondents strongly disagree. On the second process, respondents were asked whether a
project risk was identified and its character was documented, 37% (20) respondents strongly agree,
51.9% (28) respondents agree, 5.6% (3) respondents were neutral, none of the respondent disagree
and 5.6% (3) respondents strongly disagree. On the third process, respondents were asked whether
a qualitative risk analysis was analyzed, 33.3% (18) respondents strongly agree, 57.4% (31)
respondents agree, 5.6% (3) respondents were neutral, 3.7 (2) respondent disagree and none of the
respondents strongly disagree. On the fourth process, respondents were asked whether quantitative
risk analysis was analyzed, 35.2% (19) respondents strongly agree, 55.6% (30) respondents agree,
3.7% (2) respondents were neutral, 5.6% (2) respondent disagree and none of the respondents
strongly disagree. On the fifth process, respondents were asked whether risk response plan was
developed, 35.2% (19) respondents strongly agree, 55.6% (30) respondents agree, 3.7% (2)
respondents were neutral, 5.6% (2) respondent disagree and none of the respondents strongly
disagree. On the sixth process, respondents were asked whether risk was monitored and controlled,
35.2% (19) respondents strongly agree, 55.6% (30) respondents agree, 3.7% (2) respondents were
neutral, 5.6% (2) respondent disagree and none of the respondents strongly disagree. Totally from
all the answers on the six processes on the project risk management, by looking at the mean value

42
every process scores above 3.2 mean score, we can decide the six organizations have a good
practice on the project risk management.

Table 4. 13 Project risk management

SD D N A SA
F % F % F % F % F % Mean SD
A project risk management
plan was developed 0 0 1 1.9 4 7.4 31 57.4 18 33.3 4.22 0.664
A project risk was identified
and its character was
documented 3 5.6 0 0 3 5.6 28 51.9 20 37.0 4.15 0.96
Qualitative risk analysis was
analyzed 0 0 2 3.7 3 5.6 31 57.4 18 33.3 4.20 0.711
Quantitative risk analysis
was analyzed 0 0 3 5.6 2 3.7 30 55.6 19 35.2 4.20 0.762
A risk response plan was
developed 1 1.9 1 1.9 5 9.3 28 51.9 19 35.2 4.22 0.744
A risk was monitored and
controlled 1 1.9 1 1.9 5 9.3 28 51.9 19 35.2 4.22 0.440
Source: own survey, 2021

4.3.9 Project Procurement Management

Under this section, the processes on the project procurement management were presented as a
question for respondents. On the first phase of the project procurement management, respondents
were asked whether a project procurement plan was developed 35.2% (19) respondents strongly
agree, 57.4% (31) respondents agree, 5.6% (10) respondents were neutral, none of the respondent
disagreed and 1.9% (1) respondents strongly disagree. On the second process, respondents were
asked whether products, services or resources needed for outside the project were identified, 33.3%
(18) respondents strongly agree, 55.6% (30) respondents agree, 5.6% (3) respondents were neutral,
5.6% (3) respondent disagree and none of the respondents strongly disagree. On the third process,
respondents were asked whether the identified materials were registered on a document, 37% (20)
respondents strongly agree, 53.7% (29) respondents agree, 9.3% (5) respondents were neutral,
none of the respondent disagree and none of the respondents strongly disagree. On the fourth
process, respondents were asked potential sources of the materials were identified as per the
procurement plan, 37% (20) respondents strongly agree, 57.4% (31) respondents agree, 1.9% (1)
respondents were neutral, 3.7% (2) respondent disagree and none of the respondents strongly
disagree. On the fifth process, respondents were asked materials were purchased properly as per
the plan, 33.3% (18) respondents strongly agree, 57.4% (31) respondents agree, 7.4% (4)
respondents were neutral, 1.9% (1) respondent disagree and none of respondents strongly disagree.

43
On the sixth process, respondents were asked whether procurement process was completed and
documented for a final report 55.6% (30) respondents strongly agree, 55.6% (30) respondents
agree, 5.6% (3) respondents were neutral, 3.7% (2) respondent disagree and none of the respondent
strongly disagree. Totally from all the answers on the six processes on the project procurement
management, by looking at the mean value every process scores above 3.2 mean score, we can
decide the six organizations have a good practice on the project procurement management.

Table 4. 14 Project procurement management

SD D N A SA
F % F % F % F % F % Mean SD
A project procurement plan
was developed 1 1.9 0 0 3 5.6 31 57.4 19 35.2 4.24 0.725
Products, services or resources
needed for outside the project
were identified 0 0 3 5.6 3 5.6 30 55.6 18 33.3 4.17 0.771
The identified materials were
registered on a document 0 0 0 0 5 9.3 29 53.7 20 37 4.28 0.627
Potential sources of the
materials were identified as
per the procurement plan 0 0 2 3.7 1 1.9 31 57.4 20 37 4.28 0.685
The materials were purchased
properly as per the plan 0 0 1 1.9 4 7.4 31 57.4 18 33.3 4.22 0.644
The procurement process was
completed and documented
for a final report 0 0 2 3.7 3 5.6 30 55.6 30 55.6 4.22 0.516
Source: own survey, 2021

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 CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
This chapter deals with the summary of major findings of the study and conclusions drawn from
the analysis made. Furthermore, based on the findings of the study, possible recommendations are
mentioned.

5.1 Summary
The main purpose of this study is to assess the project management practice of selected non-
governmental offices. Based on the analysis which takes part in chapter 4 the following findings
were determined:

Except the six respondents, all the rest respondents have properly filled and returned the
questionnaire. According to the general demographic characteristics analysis of the respondents
64.8% (35) respondents were male and 35.2 (19) respondents were female. The majority of the
respondents are under 31-40 age group 44.4% (24) and most of the hold BA/BSC degree 46.3%
(25). The highest number of job position was concurred by project managers 16.7% (9) next to the
support staffs 40.7% (22). 31.5% (17) of the respondents have a work experience of 3-5 years and
31.5% (17) have an experience of 5-8 years.

In order to analyze the project integration management, the six processes of the project integration
management were mentioned as a question for the respondents, as the result all the process has a
high mean score which indicates the six organizations has a good practice of project integration
management.

The project scope management has five processes and each process were mentioned on the
questionnaire to assess the practice of this knowledge are in the organizations, the mean score for
each process was low indicating that there is a bad practice of project scope management. Of the
five process the WBS gains the lowest mean score which indicates that the practice of creating a
work break down (WBS) is very low.

The practice of project schedule management involves four process and these processes were asked
for the respondents on the questionnaire. As indicated on table 4.8, the mean score for all the
processes on project schedule management has a high value indicating the practice in the six
organization is very good.
45
The project quality management is constructed based on the three basic processes and for assessing
the practice of the project quality management all the three processes were asked for the
respondents. All the process has a high mean score indicating that the six organizations have a
good practice of project quality management.

The project human resource management has three processes and for assessing the practice of the
project human resource management all the three processes were asked for the respondents. All
the process has a high mean score indicating that the six organizations have a good practice of
project human resource management.

The project communication management involves five processes in it and and for assessing the
practice of the communication management in the six organizations all the five processes were
asked for the respondents. According the result all the process has a high mean score indicating
that the six organizations have a good practice of project communication management.

There are six processes under project risk management and in order to assess the practice of the
risk management all the six processes were asked for the respondents. Based on the result chapter
four, all the process has a high mean score indicating that the practice of the project risk
management has a good practice in the six organizations.

The project procurement management has six processes and for assessing the practice of the project
procurement management all the six processes were asked for the respondents. Based on the result
found on chapter four, all the process has a high mean score indicating that the six organizations
have a good practice of project procurement management.

From the data analysis presented on chapter four and for the above summary, we can understand
that the six organizations have a good practice of the project management knowledge areas except
the project scope management.

46
5.2 Conclusion
The main objective of this study was to assess the project management practice on a selected non-
governmental office in Addis Ababa. In order to attain the objective of this study different research
approaches were applied. After a depth analysis of the data collected, the study has concluded the
following:

The practice of the nine project management knowledge areas in the six organizations was very
good rather than the project scope management. From the descriptive statistical analysis except
the project scope management, the rest project management knowledge areas have a high mean
score indicating that the practice of this knowledge areas is good.

Finally, the result of this study shows that the selected six non-governmental offices have a good
project management practice. It can be concluded that the organizations have a planning which
includes developing a project charter, developing a project management plan, executing a project,
monitoring and controlling a project and a proper project closer. They are good on time
management, activities in the project are defined and sequenced. The project activities are
controlled. In cost management wise, a project cost is controlled, a cost to complete an activity is
estimated and a budget to fulfill the estimated cost was determined. In terms of the project quality
management, in the organizations the project quality requirement was planned, a quality assurance
was performed and a quality control is performed. In terms of project human resource
management, human resource plan was developed, a proper project team was organized and the
project team was well managed. In terms of project communication management, stakeholders
were identified, a project communication plan was developed, relevant information was distributed
to the stakeholders, stakeholders’ expectations were managed and performance report was
presented to the stakeholders. The project risk management processes like developing risk
management plan were develop, risk was identified, analyzing both qualitative and quantitative
analysis, developing a risk response plan and monitoring and controlled. In terms of project
procurement management, a project procurement plan was developed, resources were identified,
identified materials were registered and potential source of materials were identified.

For the project scope management, all the four processes have a low mean score. This indicates
the collection of requirements for the project from the stake holders is bad, the project scope

47
management is not well defined, the work break down (WBS) is not created in almost all of the
organizations, the project scope was not well verified and the project scope was not well controlled.

5.3 Recommendations
The general objective of the study was to assess the project management practices of a selected
NGOs found in Addis Ababa based on the nine projects management areas and in order to improve
the practice of project management knowledge and to minimize the problem of the gap between
the actual theory and implementation of the project. So, from the conclusion made on the previous
section, the researcher has given some recommendations. These includes the following

As the finding shows there is a poor practice on the project scope management, the project scope
management must be well thought and managed effectively because the project scope management
is one of the core knowledge areas. Therefore, to do so the researcher suggests to collect a
requirement from stakeholders about the project, to define the scope of the project, to create a work
break down structure, to verify the scope and to control the scope.
The researcher also recommends to more strengthen the practice of the project management
knowledge areas which gets good score with more options like by using different project
management tools and techniques. Further, the NGOs are recommended to provide project
management training to the project members based on project management knowledge areas
including organizational standards, and processes of project management. This could increase the
ability to implement all the standards and processes to all projects easily and will increase to
achieve the projects’ objective.

5.4 Recommendation for further research

This study focused only on knowledge areas of project management so that the researcher
recommends for further research to include other project management processes and practices of
project management based on the known project management tools and techniques. Also, a wider
research can be conducted in detail by including various project-based organizations to compare
their project management practice and contribute for the performance improvement of PMO.

48
REFERENCES
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case of selected international NGOs based in Addis Ababa.

Chandra, Prasanna. (1995). Projects: Planning, analysis, Selection, Implementation, and Review.
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CR.kothari(1990) research methodology-methods and techniques, 2nd edition, new age

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Societies. Proclamation No. 621/2009. Birhan ena Selam printing., Addis Ababa,

Forsberg, K., Mooz, H., Cotterman, H. (2005), Visualizing Project Management; Models and
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Golini, R., Kalchschmidt, M. and Landoni, P. (2014), “Adoption of project management practices:
the impact on international development projects of non-governmental organizations”,
International

Hair, Joseph F, William C. Black, Barry J. Babin and Ronald L. Tatham, (2010), Multivariate
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Ika, L.A., Diallo, A., & Thuillier, D. (2010). Project Management in the international Development
Industry. The Project Coordinator's Perspective. International Journal of Managing
Projects in Business, 3(1), 61-93.

Jean Folger, What is an NGO (Non-Governmental Organization)? Investopedia, updated on 18

Jan 2021, accessed on 19 Jan 2021, < https://www.investopedia.com/ask/answers/13/what-
is-non-government-organization.asp> Jersey. Journal of Project Management, Vol. 33 No.
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Kerlinger, Fred N. (1973). Foundations of Behavioral Research, 2nd ed., Holt, Reinhart and
Wilson: New York.

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Kerzner, H. (2009). Project management: a systems approach to planning, scheduling, and
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Mathis, Robert L. and John H. Jackson. (2006). Human Resource Management. 9th ed.
Minneapolis: West Publishing Company.

Mkutano, S. M. & Sang, P. (2018). Project management practices and performance of non-
governmental organizations projects in Nairobi City County, Kenya. International
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Morris, P.W.G. (2010). Research and the Future of Project Management. International Journal of
Managing Projects in Business, 3(1), 139-146.

Natnael Hezkias, 2019, Assessing project management practices of NGO’s AID/Development

project: a case of gudina tumsa foundation July, for the award of master of arts degree in
project management, Addis Ababa University, Addis Ababa Ethiopia

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01 May 2021]

Nicholas and Steyn (2008) Nicholas, John M. and Herman Steyn. (2008). Project Management
for Business, Engineering, and Technology: Principles and Practices. 3rd ed. New York:
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project-management>.

PM4NGOs, (2013). A Guide to the PMD Pro. Project Management for Development
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PMI. (2004). A Guide to the Project Management Body of Knowledge. Newtown Square, PA:
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PMI. (2008). A guide to the Project Management, Body of Knowledge. Fourth Edition, PMBOK.:
Newtown square, Pennsylvania, USA: Project Management Institute.

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Framework for Delivering Business Value”, J. Ross Publishing

Saylor.org. (2009). Project Management in a Complex World. [Online]. Available From:

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51
 APPENDICES
Appendix I

ST. MARY’S UNIVERSITY

SCHOOL OF GRADUATE STUDIES

DEPARTMENT OF PROJECT MANAGEMENT

Questionnaire
Name: Amanuel Sisay
Tel: +251923573925
Email: [email protected]

Dear Respected Respondents:

I am a post graduate student in project management at Saint Mary’s university. As part of my
course work to for the partial fulfillment of the requirement for the award of degree of master of
art in project management, I am conducting a research thesis title: Assessment on project
management practices of selected non-governmental organizations (NGOs) in Addis Ababa.

This questionnaire is prepared to gather information on project management practices on NGOs

working in Addis Ababa. Here, I assure you that the information obtained from this questionnaire
will be used only for academic purpose and your response will be kept confidential and anonymous
on the final paper. Therefore, you are kindly requested to give your response to each
items/questions carefully.

I would like to deliver my deepest gratitude for you for devoting your time and energy to complete
this questionnaire. Your honest and genuine response will help on the quality of the study.

52
Please note that you are not required to give your name in this questionnaire and if you face any
doubts and need additional information don’t hesitate to use the contact addresses mentioned
above.

With best regards.

Amanuel Sisay
St. Mary’s University

General Direction

• Mentioning your name is not mandatory

• In the multiple-choice questions please us a tick mark (√) in the appropriate box.
• If your response is not mentioned on the given alternatives, you can write your answer, in
the space provided for the option;
• For the open-ended questions, give brief answer in the space provided.

Part I: Background Information

1. Sex: Male Female

2. Age: _____________________
3. Educational Level:
High school completed Diploma BA/BSC MA/MSC
PHD Others
4. Job position: Director
Project manager
Project coordination
Team leader

Technical team
Support stuff
Other

5. Work Experience in project work (in years): ____________________

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Part II: Close ended questions

Try to state your level of opinion for the following project management knowledge area questions by
using the following rating scales: Please use tick mark (√) on the space provided. Each scale represents
the following rating:
SD = Strongly Disagree
DA = Disagree
N = Neutral
A = Agree
SA = Strongly Agree

No. Project Integration Management SD DA N A SA

1 A project charter was developed
2 A project management plan was developed
3 The project execution was directed and managed
4 A Project work is monitored and controlled
5 An integrated change control is performed
6 Every phase of a project is properly closed

No. Project Scope Management SD DA N A SA

1 Requirements for the project was collected form
stakeholders
2 A project scope is defined
3 A work break down (WBS) structure is created
4 A project scope was verified
5 A project scope was controlled

No. Project Time Management SD DA N A SA

1 Project activities were defined
2 Project activities were sequenced
3 A project activity duration was estimated

54
 4 A Project schedule was controlled

No. Project Cost Management SD DA N A SA

1 A project cost to complete activities was estimated
2 A budget to fulfill the estimated cost was determined
3 A project activity duration was estimated
4 A project cost was controlled

No. Project Quality Management SD DA N A SA

1 A project quality requirement was planned
2 A quality assurance for the quality requirements were
performed to ensure appropriate quality standards
3 A quality control is performed

No. Project Human Resource Management SD DA N A SA

1 Human resource plan was developed
2 A proper project team is organized
3 The project team is well managed

No. Project Communication Management SD DA N A SA

1 Stakeholders are identified
2 A project communication plan is developed to address all
the stakeholders
3 Relevant information was distributed to the stakeholders
4 Stakeholders’ expectations were managed
5 Performance report was presented to the stakeholders

No. Project Risk Management SD DA N A SA

1 A project risk management plan was developed

55
 2 A project risk was identified and its character was
documented
3 Qualitative risk analysis was analyzed
4 Quantitative risk analysis was analyzed
5 A risk response plan was developed
6 A risk was monitored and controlled

No. Project Procurement Management SD DA N A SA

1 A project procurement plan was developed
2 Products, services or resources needed for outside the
project were identified
3 The identified materials were registered on a document
4 Potential sources of the materials were identified as per the
procurement plan
5 The materials were purchased properly as per the plan
6 The procurement process was completed and documented
for a final report

Part III: General open-ended questions.

3.1 Is there a separate project management department in your organization?

______________________________________________________________________________
3.2 Is there a project management training access in the organization?
______________________________________________________________________________
3.3 Do you use the project management guidelines or tools? (If any, please try mention it)
______________________________________________________________________________
______________________________________________________________________________
3.4 Does your company have a project charter for all its projects? How is the project charters
prepared and does your company make the charter official to the stakeholders?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.5 Is there a failed project in your organization? If there is any please state the reason?

56
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.6 what are the major challenges of managing projects in your organization (you can consider
past projects and ongoing projects).
Internal External
(For this question brief your answer in the space provided below)
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.7 Is there any mitigation techniques used by your organization to mitigate these challenges?
______________________________________________________________________________
______________________________________________________________________________
3.8 Is there any cost over run on the projects?
______________________________________________________________________________
3.9 Is there any mitigation techniques used by your organization to overcome this cost overrun?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.10 Is there any time delay on a project termination in your organization?
______________________________________________________________________________
3.11 Is there any mitigation techniques used by your organization to mitigate this time delay?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.12 Have you ever faced a quality problem in projects of done by your organization? If your
answer is yes, please try to mention the problem in detail?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

57
3.13 Is there any solution taken by your organization to overcome this problem?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.14 Is there any challenge that you face from the stakeholders in doing projects, if so please try
to mention one?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.15 Is there any solution taken by your organization to overcome this stakeholder challenge?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.16 Have you ever face a risk which is not out of the project’s risk management plan? If your
answer is yes, try to mention some?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.17 Is there any action taken by your organization to overcome the risk?
______________________________________________________________________________
______________________________________________________________________________
3.18 What are the tools you use to check the performance of projects in your organization?
______________________________________________________________________________
______________________________________________________________________________
3.19 What are the procedure/ method in your organization for purchasing and contract
administration?
______________________________________________________________________________
______________________________________________________________________________

Thank you very much !!!

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