CONSTRUCTION PROJECT MANAGEMENT KNOWLEGDE AREA:

EXPERIENCE IN ETHIOPIAN DEFENSE CONSTRUCTION

ENTERPRISE

BY

TESFAHUN G/MARIAM GEBRESLASSIE

Submitted To፡- Dr Deribsa Abate

The department of Construction management for the partial fulfillment of the

requirements for the degree of Master of Business Administration in

construction management

ADDIS ABABA SCIENCE AND TECHNOLOGY UNIVERSITY

June 2019
 Declaration

I hereby declare that this thesis entitled “Construction Project Management: experience In

Ethiopian Defense Construction enterprise” was composed by myself, with the guidance of

my advisor that the work contained herein is my Owen except where explicitly stated otherwise

in the text, and that this work has not been submitted, in whole or in part for any other degree or

processional qualification.

Name Signature, Date

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 Certification

This is to certify that the thesis prepared by Tesfahun Gebremariam Gebreslassie entitled “

Construction Project Management: experience In Ethiopian Defense Construction enterprise”

and submitted in fulfillment of the requirements for the degree of master of business

administration in construction management complies with the regulation of the university and

meets with the accepted standards with respect to originality and quality.

External Examiner Signature, Date

______________________ ___________________________

Internal Examiner Signature, Date

______________________ ___________________________

Thesis Advisor Signature, date

______________________ ___________________________

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 ABSTRACT
The objectives of the study were to assess construction project management knowledge areas
experience in Ethiopia defense construction enterprise. To achieve the overall objective of the
study assess ten basic areas that can affect the enterprise construction project management
practice such as, construction process management,scope, cost management, time,quality, risk
area, communication management, procurement management, human resource and safety. To
achieve the relevant data the study collect data from several construction professionals that
accomplish project tasks of the enterprise using clustered sampling technique this is because to
include construction management professionals from several related departs. In this ways the
study take 119 professionals as a sample of the study and the collected data using questionnaire
and semi – structured interviewed analyzed using mixed approach of descriptive survey design.in
th Based on the methods the major finding of the study implied that, DCE as organization and its
project are introduced construction project management Knowledge areas implemented and the
actual performance from DCE 2010 and 2011 E.C annual project reports; accordingly, the
organization implied a god activities in some areas of construction project management section
such as, in a good performance of in using Construction Project management process, scope
management, procurement and human resources management however, the enterprise were
weak in implementing, Construction Project time management, cost management, time, quality
and risk managements. Based on the challenges of the findings of the study recommend that, in
order to enhance and improve time and cost performance of projects. Planned time for project
implementation should be more suitable for practice. Time needed to implement variation orders
and to rectify defects should be estimated and scheduled without affecting project time
completion. Having regular meeting among project participants can also enhance performance.
Construction organizations should have different incentive systems in order to improve overall
performance. In addition, they should have continuous safety training and meeting in order to
apply safety factors and achieve better performance.

Key terms: - projects process, scope, Cost, risk, procurement, quality, safety process
management,HRM and communication management.

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 ACKNOWLEDGMENT

I owe many thanks to many people and a few institutions. Foremost forwarding of general thanks
for all those who have positively contributed to the work, I think it is appropriate to mention a
few by name: Employee of Defense Construction Enterprise, and my Advisor Dr.Deribsa Abate
in addition my parents and siblings for your significant imprints on who I am and unwavering
support throughout this thesis work.

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LIST OF ACROMYS
DCE = Defense Construction nterprise

DCDE=Defense construction designe enterprise

CM=Construction management

CAC = Contract Award Committee

CPM= construction project management

CII = Construction Industry Institute

EBCA = Ethiopian Building Construction Authority

GTP = Growth and Transformation Plan

KC^2MPE=Kality construction and Construction materials Product Enterprise

PMI = Project Management Institute

PMBOK=Project management body of Knowledge

PM= Project management

QBS = Quality-Based Selection

FIDIC= the international federation of consulting engineers

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 Table of contents

1. Declaration…………………………………………………………………………………..... ii
2. Certification…………………………………………………………………………….……. iii
3. Abstract……………………………………………………………………………………… iV
4. Aknowledgment……………………………………………………………………………......V
5. List of Acromys…………………………………………………...…………………………VI
Chapter One…………………………………………………………………….…………………1
1.1 Back ground of the study………………………………………………………………..……..1
1.2 Statements of the problem…………………………………………...………………………..4
1.3 Research question……………………………………………………………………………...5
1.4 Objective of the study………………………………………………………………...…..…....6
1.4.1 General objective……………………………………………………………...…...….6
1.4.2 Specific objective……………………………………………………….………...…..6
1.5 Scope of the study………………………………………………………..…………………....6

Chapter Two……………………………………………………………………………………….8

2. Literature Review of the study

Introduction………………………………………………………..…………………..…………..8
2.1 Concept construction management………………………………………………….……...…8
2.2 Project Integration management Processes…………………………………………………...9
2.3 Project scope management………………………………………………….……..................11
2.4 Project time management………………………………………………………..…………...15
2.5 Project cost management………………………………………………………………….….17
2.6 Project quality management……………………………………………………………….…21
2.7 Project human resource management…………………………………………………….…..25
2.8 Project communication management…………………………………………………….…..28
2.9 Project risk management……………………………………………..……………………...32
2.10 Project procurement management……………………………………………………..…40
2.11 Project safety management………………...……………………………….………..…..41
2.12 Empirical analysis of the study………………………………………………………..…43

Chapter three……………………………………………………………………….…..………....47

3. Research methodology……………………………………………………………………...….. ..47

3.1 Research design of the study……………………………….. …………………………….....47

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 3.2 Data sources and instruments of data collection……………………………………………..48
3.3 Sample and sampling techniques……………………………………………………….…….48
3.4 Methods of data analysis………………………………………………………………….….49
3.5 Results of pilot test………………………………………………..………………………….50
3.6 Ethical consideration……………………………………………………..…………………..51
Chapter four……………………………………………………………………..………….…….52
4. Data analysis and Interpretation…………………………………………………………….…….52
4.1 Construction project management expression…………………………………………….….54
4.2 Construction project processes management……………………………………………..…..55
4.3 Construction project scope management……………………………………………...…...…57
4.4 Construction project time management…………………………………………………..…..59
4.5 Construction project cost management……………………………………………...…….…61
4.6 Construction project quality management……………………………………………………63
4.7 Construction project human resource management……………………………………….....64
4.8 Construction project communication management…………………………………………..66
4.9 Construction project risk management…………………………………………………….....68
4.10 Construction project procurement management…………………………………………70
4.11 Construction project safety management…………………………………………….......72

Chapter five………………………………………………………………………………………..74

5. Conclusion and recommendation of the study……………………………………………………74

5.1 Conclusion of the study…………………………………………………………...……….…74
5.2 Recommendation of the study………………………………………………………………..79
6. Reference…………………………………………………………………………………………83
7. Appendix…………………………………………………………………………………………83
Part One…………………………………………………………………………………………..83
Part Two…………………………………………………………………………………………..84
Part Three…………………………………………………………………………………………88

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 List of Figures
1. Figure One……………………………………………………………………………….55
2. Figure Two……………………………………………………………………………….57
3. Figure Three……………………………………………………………………………...59
4. Figure Four………………………………………………………………………………62
5. Figure Five……………………………………………………………………………….63
6. Figure Six………………………………………………………………………………..65
7. Figure Seven……………………………………………………………………………..67
8. Figure Eight…………………………………………………………………………..….69
9. Figure Nine…………………………………………………………………………..…..71
10. Figure Ten……………………………………………………………………..…………72

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 List of Tables
1. Table one…………………………………………………………………………....26
2. Table two…….……………………………………………………………………...49
3. Table Three…………………………………………………………………………51
4. Table Four…………………………………………………………………………..52
5. Table Five……………………….………………………………………………….68
6. Table six…………………………………………………………………………….70

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 CHAPTER ONE

1.1 Back ground of the study

The construction industry is an important part of any economy. Infrastructures delivered by the

Construction industry and its key allies affect economic growth. Construction, which has the

responsibility of creating, defining and maintaining the built environment within which most

other social and economic activities take place is one of the most important ways in which

societies create new values. The industry provides society with delivery mechanisms for many

aspects of economic, social, political, environmental needs making its products essential to

mankind’s physical and social day-to day activities (Ofori, 2001).

Though multifold its socio-economical contributions and its significance in affecting the

livelihood of many, generally, the delivery process of construction is accused for its inefficiency

and ineffectiveness. Studies in various countries show that, compared to other industries,

construction is known for non-optimal performance (Thomas 2003).These studies concluded that

the fragmented nature of the industry, the sequential delivery mechanisms often employed, the

often uncooperative and sometimes adversarial supply chain relationships, the industry’s

inability (slowness) to adopt new technologies and management styles are said to have inhibited

the industry from optimal performance.

Though multifold its socio-economical contributions and its significance in affecting the

livelihood of many, generally, the delivery process of construction is accused for its inefficiency

and ineffectiveness. Studies in various countries show that, compared to other industries,

construction is known for non-optimal performance (Olatunji & Owoeye, 2014). Various

attempts have been made to combat construction’s inefficiencies and ineffectiveness For

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example, different delivery mechanisms such as the design-build, construction management have

been adopted as means of counteracting the problems of the sequential design-bid-build delivery

system; partnering form of supply chain relationships have been recommended and implemented

as a means of reducing the adversarial relations between the parties involved in construction

delivery. Nevertheless, though each of these strategies has attempted to address the challenges in

the industry, they have not taken a holistic process improvement approach (PMI, 2003) and the

success they brought is not consistent.

According to Usman, And Sani, (2015) project is a temporary endeavor undertaken to create a

unique product, service, or result. The temporary nature of projects indicates that a project has a

definite beginning and end. The end is reached when the project’s objectives have been achieved

or when the project is terminated because its objectives will not or cannot be met, or when the

need for the project no longer exists. A project may also be terminated if the client (customer,

sponsor, or champion) wishes to terminate the project. Most projects are undertaken to create a

lasting outcome to the user or customers. For example, a project to build a national monument

will create a result expected to last for centuries. Projects can also have social, economic, and

environmental impacts that far outlive the projects themselves. Construction management and

contract administration is a crucial science which is use properly to perform construction

industry.

Generally, performance dimensions may have one or more indicators, and could be influenced

by various project characteristics. For example, Dissanayaka and Kumaraswamy (1999) found

that project time and cost performances get influenced by project characteristics, procurement

system, project team performance, client representation's characteristics, contractor

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characteristics, design team characteristics, and external conditions. Similarly, Iyer and Jha

(2005) identified many factors as having influence on project cost performance, these include:

Project manager's competence, top management support, project manager's coordinating and

leadership skills, monitoring and feedback by the participants, decision- making, coordination

among project participants, owners' competence, social condition, and economic condition.

Currently construction industry become back bone of the country due to highly developed in

every corner of Ethiopia. The construction sector has created highly employment opportunity as

contractor, as consultancy and as labor. Therefore this sector has to manage and developed in

advanced about construction project management and contract administration in order to

continue consistency of the sector. Defense Construction enterprise /DCE/ is one of the public

Enterprise participate in the construction sector as contractor by building road, dam, irrigation

and different buildings over all every corner of the country. Based on the Business Process Re-

engineering (BPR) that was conducted in 2010 Defense Construction Enterprise (DCE) has been

established by merging the previous Enterprises namely Defense Construction Engineering

Enterprise (DCEE) and Kality Construction and Construction Materials Manufacturing

Enterprise (KC2MPE) as key activity to bring about organizational change at all level.

Accordingly, Defense Construction Enterprise was established in 2010 by Ministry of Council

regulation NO 185/2010 as public enterprise and the Ministry of National Defense as supervising

authority of the enterprise.

DCE have vision and mission

Vision፡ Becoming the leading and most sought after company in our continent in the

development of mega and challenging infrastructure development with accepted construction

standards

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Mission: Besides satisfying the infrastructural needs of National Defense with competent human

skill and modern construction technology, the enterprise strives to use its extra capacity in the

development of various infrastructures in domestic and neighboring countries and becoming

most sought after construction work performer at high level of quality, cost and time while

enhancing the economic development of the nation.

According to DCE report of 2018 and contract agreements of the projects with its clients

indicates strives to accomplished its objective and goals by considering its vision and Mission of

the enterprise by undertaking different 10 road projects and 17 building projects with the cost of

birr15,958,536,174.86 and the enterprise have accomplished above 29 building ,road,dams

,irrigation and real estate projects with the cost of birr 5,481,596,110 .

1.2 Statement of the problem

In Ethiopia construction project management service has not got attention by Construction

sector and even by the government. Marketing studies has focused on classical management

theory more than modern construction management practice. Therefore there are faces Failure in

projects due to haven’t practice adequate modern construction project management knowledge

area strategy which are due to lack of awarnes in construction Project management knowledge

area , awarnes of construction project management area in the management of contract

administration as well as due to no loyal professional employee specially who participate as

contractors and consultancy perspective, then various defects occurred in the construction

project sectors. Hence the statements of the problem of this study was assess DCE’s

construction project management knowledge areas are not practice in construction Project

administration strategy .in addition to this the study was concern on the role of construction

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project management member in implementing Project contract administration by practicing the

Project management knowledge areas whether to success or failure of DCE. This contractor

generates income by giving different services like constructing building, road, bridge, to its

customers, the hypothesis Defense construction enterprise’s limitation in addressing successful

construction management and contract administration activities would raise the questions to be

answered the reasons to delay almost all projects in DCE. for example according to report of

2010 E.C perfprmance report of DCE projects indicates the plan was to implemented birr

4,751,400,000 but for total 30 projects performance was only birr 3,438,000,000 the difference

was above 1billion birr, then it may be related construction project management knowledge

areas:

1.3 Research Question

 What is the company’s practice of Project management knowledge area to construction

project management and contract administration planning for the long and short coming

in the construction practice?

 What are preconditions given attentions to implement project management knowledge

areas by the organization before deciding in construction project management and

contract administration procedure strategy?

 What is understanding status DCE’s managements and project managers on construction

project management knowledge area?

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1.4 objective of the study

1.4.1 General objective

The objective of the study was to assess the awarnesof construction project management

knowledge areas in project contract administration of defense construction enterprise in the

construction project industry.

1.4.2 Specific objective

 To identify the major reason delay in construction accomplishment which

controlled/supervise/by Defense construction enterprise realted to Project management

knowledge areas in construction industry.

 To identify the knowledge area and skill of the DCE management and Professional

employee with respect to construction project management and contract administration

science.

 To know the main reason of increasing extra construction project costs which were

build by DCE related to Project management knowledge areas.

 To develop recommendation how to optimize time, cost and construction project

management knowledge areas depend on the research result of construction project

management performances.

1.5 Scope of the study

This research concerns on the construction industry especially which related to defense

construction Enterprise delimited in the scope of construction project management knowledge

area and practice in Project construction contract administration.

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1. The study was limited to the construction project management and contract

administration in the construction industry specifically that Defense Construction

Enterprise have participated projects.

2. All the stake holders in the construction sector which participate as contractors,

consultancy, t who works with Defense construction Enterprise would been considered

in the research; hence the construction project management and contract administration

of the industry from the clients, consultancy, and contractor organization perspective

could be totally different, Therefore the study was covered about 27 projects of by

distributing the same questioneries then 108 from 27 projects, 6 From head office

management,3 from consultancy resident engineers and 2 from board member of DCE

which are work as stake holder with DCE in different construction projects.

3. The study was covered only Ethiopian Grade -1 contractor (the highest level) Defense

construction enterprise (D.C.E) and Consultancy who work As Defense construction

design enterprise (D.C.D.E) in different Projects. Thus, the research result was taken as

indicative of the construction Project management and contract administration of Defense

construction Enterprise.

4. Some of the projects previously finished by DCE and transferred to client would been

covered in the research in order to assess its services in the users output of those projects.

5. Defense construction enterprise (DCE) as public enterprise were assesed in terms revenue

produce and expense occurred to create this income within the last 6 year and contribute

social responsibility to the country.

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 CHAPTER TWO

2. Literature Review

Introduction

This chapter presents what other scholars have written about the issues of construction project

management effective practice and challenges. Therefore, the study tried to indicate some of the

relevant theories, models related to construction project management knowledge areas as well as

empirical studies.

On the theoretical part, the study provides theories and models of constriction Project

management which includes Project Integration Management processes, Project Scope

Management, Project Time Management, Project Cost Management, Project Quality

Management, Project Human Resource Management, Project Communications Management,

Project Risk Management, Project Procurement Management and project safety management.

2.1 Concept Construction Project management

As James p. Lewis (2007) explains in his book Fundamental of project management

Construction Management or Construction Project Management (CPMA) is the overall planning,

coordination, and control of a project from beginning to completion. CPM is aimed at meeting a

client's requirement in order to produce a functionally and financially viable project. The

construction industry is composed of five sectors: residential, commercial, and heavy civil,

industrial, and environmental. A construction manager holds the same responsibilities and

completes the same processes in each sector. This may include different types of equipment,

materials, subcontractors and possibly locations. According to James p. Lewis (2007) project

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management is application of knowledge, skills, tools and techniques to project activities to

achieve project requirements. Project management is accomplished through the application and

integration of the project management processes of initiating, planning, executing, monitoring

and controlling, and closing” (PMBOK 2004, p. 8). According PMI(2003) in construction

extension states project management knowledge area which is considering construction project

management exceeding the nine knowledge areas are Project Integration Management processes,

Project Scope Management, Project Time Management, Project Cost Management, Project

Quality Management, Project Human Resource Management, Project Communications

Management, Project Risk Management, Project Procurement Management and project safety

management.

2.2 Project integration management processes

According to James P. Lewis (2007) project management is application of knowledge, skills,

tools, and techniques to project activities to achieve project requirements. Project management is

accomplished through the application and integration of the project management processes of

initiating, planning, executing, monitoring and controlling, and clothing.

In the same way Harold kerzener (2009) discuses about the Successful project management in

his book can then be defined as having achieved the project objectives in terms of within time,

within cost at the desired performance/technology level, while utilizing the assigned resources

effectively and efficiently as well as accepted by the customer. According to James P. Lewis

(2007) Project is a temporary endeavor undertaken to produce a unique product, service or result

This means that project is done only one times, because it has specific time, cost, a clearly

defined scope of work to be done. Dr Getachew T (20014) in his course module have stated

9
project management in his course module as relatively modern approach and it is characterized

by new methods of restructuring management and adapting special management techniques with

the purpose of obtaining better control and use of existing resources. The project management

approach requires a departure from the traditional business organizational form which is

basically vertical and which emphasizes a strong superior subordinate relationship. There are a

lot of similarity between project management and general management, but there are enough

differences to threat project management as a discipline to separate from general management.

Projects are more schedule intensive than most of the activities that general managers handle.

Mostly the people in the project team do not report directly to project manager. Instead they do

report most to general manager.

According to PMBOK guide (2000) edition say, Project integration management includes the

processes required to ensure that the various elements of the project are properly coordinated. It

involves making tradeoffs among competing of objectives and alternatives to meet or exceed

stakeholders needs and expectations. It goes on to describe the processes required ensuring that

various elements of the project are properly coordinated and lists three major processes are

Project plan development, project plan execution and integrated change control. All of these

apply to projects in the construction industry with only slight additions or modifications. The

need to have all elements integrated and for them to quickly reflect changes in the project plan as

it is executed is particularly important in construction projects.

As John P.muldoon (2014) in his 5Th edition PMBOK summarized book says the project kicks

off with develop project charter. This is the processes that develop a document that formally

authorizes the project and gives the project manager authority to use organizational resources.

The key benefit is that we get a well defined project start, an official record and away for senior

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management to formally commit to the project. For external projects, a contract takes the place

of a charter. A PM is assigned as early as possible preferably while the charter is being

developed and always before planning starts. The charter should be written by the sponsor.

Projects are initiated by those external to the project. Project Integration Management is the

practice of making certain every part of the project is coordinated. Project management is an

integrative undertaking requiring each project process to be appropriately aligned and connected

with the other processes to facilitate coordination. The project manager is responsible for this

coordination. Corporate supported project management tools must be used to prepare the project

plan, record, manage and report project information. The Project Management Plan includes

documents of decisions regarding project scope, schedule, budget, quality, resources,

communication, stakeholders, risks and procurements. Once compiled the plan is placed under

control and forms the basis for monitoring project work. In project integration processes there

are five steps implemented from Initiating-planning- executing- monitoring and controlling-

closing in the project closure occurs at transition points, such as design accepted and processed

for bidding, or construction complete, final acceptance of product and all financial obligations

closed.

2.3 Project Scope Management

According to Kim Heldman (2009) scope is collectively the product, service, or results of the

project. The purpose of the project scope statement is to document the project objectives,

deliverables, and the work required to produce the deliverables so that it can be used to direct the

project team’s work and as a basis for future project decisions. The scope statement is an

agreement between the project and the project customer that states precisely what the work of the

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project will produce. Simply put, the scope statement tells everyone concerned with the project

exactly what they’re going to get when the work is finished.

Since the scope statement serves as a baseline for the project, if questions arise or changes are

proposed later in the project, they can be compared to what’s documented in the scope statement.

Making change decisions is easier when the original deliverables and requirements are well

documented. You’ll also know what is out of scope for the project simply because the work isn’t

documented in the scope statement (or conversely, deliverables or other elements are

documented and noted as being specifically out of scope). The criteria outlined in the scope

statement will also be used to determine whether the project was completed successfully.

Kim heldman(2009) sates that project scope statement have to include product scope description,

product acceptance criteria, project deliverables, project exclusions, project constraints and

project assumptions.

Product scope description: it describes the characteristics product, service, or results of the

project. If the product scope description is contained in the project charter, you can reference the

project charter in the project scope statement or you can copy and paste the information from the

project charter into the scope statement. It won’t hurt anything to have it in both places and will

make reading the scope statement easier.

Product acceptance criteria: It includes the process and criteria that will be used to determine

whether the deliverables and the final product, service, or results of the project are acceptable

and satisfactory. Product acceptance criteria help you describe project success because it defines

the specifications the deliverables must meet in order to be acceptable to the stakeholder.

Acceptance criteria might include any number of elements, such as quality criteria, fitness for

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use, and performance criteria. This component should also describe the process stakeholders will

use to indicate their acceptance of the deliverables.

Project deliverables: Deliverables are measurable outcomes, measurable results, or specific

items that must be produced to consider the project or project phase completed. Deliverables

should be specific and verifiable. For example, one of your deliverables might include widgets

with a three inch diameter that will in turn be assembled into the final product. This deliverable,

a three-inch-diameter widget, is specific and measurable. Most projects have multiple

deliverables. As in this example, if you are assembling a new product with many parts, each of

the parts might be considered independent deliverables.

Project exclusion: Project exclusions are, as you’d guess, anything that isn’t included as a

deliverable or work of the project. You’ll want to note the project exclusions in the project scope

statement so that you can continue to manage stakeholder expectations throughout the project.

Project constraints: are anything that either restricts the actions of the project team or dictates

the actions of the project team. Constraints put you in a box. (I hope you’re not claustrophobic.)

As a project manager, you have to manage to the project constraints, which sometimes require

creativity.

Project assumption: for the purposes of project management, are things you believe to be true.

For example, if you’re working on a large construction project, you might make assumptions

about the availability of materials. You might assume that concrete, lumber, drywall, and so on

are widely available and reasonably priced. You might also assume that finding contract labor is

either easy or difficult, depending on the economic times and the availability of labor in your

locale. Each project will have its own set of assumptions, and the assumptions should be

identified, documented, and updated throughout the project. It’s essential to understand and

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document the assumptions you’re making, and the assumptions your stakeholders are making,

about the project. It’s also important to find out as many of the assumptions as you can up front.

Projects can fail, sometimes after lots of progress has been made, because an important

assumption was forgotten or the assumption was incorrect.

The PMBOK( 2000) edition defines project scope management as the processes required to

ensure that the project includes all the work required, and only the work required ,to completed

the project successfully by describing five process are initiation, scope planning, scope

definition, scope verification and scope change control.

Initiation is the processes of formally recognizing that a new project exists or that an existing

project should continue in to its next phases and it is important that this processes is repeat for

each phase. on the other side typical reason for initiation project market demand, business need,

customer request, technological advance, legal requirements and social needs.

Project scope planning is the processes of progressively elaborating and documenting the project

work that produces the product of the project. Project scope planning starts with the initial inputs

of product description, the project charter and the initial definitions of constraint and

assumptions, For construction project to be successful scope planning should involve all the key

players at all levels, the owner, consultancy, the general contractor, sub contractors and

suppliers. Although each will only be involved in their respective areas, success increases with

interactive involvements.

The scope of the project is concerned with what exactly the project will deliver and the function

of the project scope management is to defined and control the work required producing these

deliverables through the processes six scope project managements plan scope management,

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collect requirement, define scope, create work break down structure, validate scope and control

scope.

2.4 Project time Management

James P.lewis (2007) defined to Project time management as a bad choice of terms, as time

management implies personal efforts to manage one’s time. For projects, it refers to developing a

schedule that can be met, then controlling work to ensure that this happens! It’s that simple.

Because everyone refers to this as scheduling, it should really be called schedule management.

On the other side project time management explain by Kim Heldman (2009) This Knowledge

Area is concerned with estimating the duration of the project plan activities, devising a project

schedule, and monitoring and controlling deviations from the schedule. Collectively, this

Knowledge Area deals with completing the project in a timely manner. Time management is an

important aspect of project management because it concerns keeping the project activities on

track and monitoring those activities against the project plan to ensure that the project is

completed on time. Although each process in this Knowledge Area occurs at least once in every

project (and sometimes more), in many cases, particularly on small projects, Sequence Activities,

Estimate Activity Durations, and Develop Schedule are completed as one activity. Only one

person is needed to complete these processes for small projects, and they’re all worked on at the

same time.

The PMBOK(2000) edition summarized stated to Project time management has evolved from

simple roots to the more complex computer aided processes it is today. The use CPM and the

predominant variation of the precedence diagramming method may tend to overshadow the value

of more simple and effective techniques inherent in the bar charting processes for many

applications. for simple projects and fragmented of more complex projects, a bar chart may be all

15
that is needed to effectively manage the time processes. It is certainly a matter of judgment and

must be used carefully to avoid missing importance interdependencies. But there is nothing

clearer than a bar chart to show what has to be done.

According to PMBOK(2014) 6th edition project schedule provides a detail 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

basic performance reporting. According to Harold karezene (2007) states project time

management includes the processes required to manage timely completion of the project which

are define activities, sequence activities, estimate activity resources, estimate activities duration,

develop schedule and control the schedules. According Thomas E Uhrs (2003) a time schedule is

prepared on the assumption that its activities will be given all the required resources when

needed. In other words, time scheduling assumes that resources are unlimited and available when

needed. This is an unrealistic assumption, however, since resources may simply be unavailable

when needed or available in limited quantity, size and type or technical specification.

Furthermore, the assumption of unlimited resources will lead to inefficient allocation of

resources and the likelihood of higher cost. Processes involved in the project time management

include define activities, sequence activities, estimate activities resource, estimate activities

durations, develop schedule and control schedule.

These processes interact with each other and with the processes in the other knowledge areas as

well. Each process may involve effort from one or more individuals or groups of individuals

based on the needs of the project. Each process generally occurs at least once in every project

phase. Although the processes are presented here as discrete elements with well-defined

interfaces, in practice they may overlap and interact in ways not detailed here.

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 2.5 Project Cost Management

The PMBOK Guide (2000) edition says, Project cost management includes the processes

required to ensure that the project completed within the approved budget” and provides an over

view of resource planning, cost estimating, cost budgeting and cost controlling. All these major

processes are used in construction projects. Life cycle costing together with value engineering

techniques and constructability analysis are used in construction projects to reduced cost and

time, improve quality and performance, and optimize the decision making.

The Cost Management includes the processes involved in estimating, budgeting, and controlling

costs so that the project can be completed within the approved budget. Project managers must

make sure that their projects are well defined, have accurate time and cost estimates, and have a

realistic budget that they were involved in approving. Costs are usually measured in monetary

units like dollars. Before going to this knowledge area we need to familiar with some of the

definitions or terms used in Cost management. Profit is the difference between revenue and cost

where as Profit margin is the ratio profit to revenue.

Activity definition involves identifying and documenting the specific activities that must be

performed in order to produce the deliverables and sub-deliverables identified in the work

breakdown structure. Implicit in this process is the need to define the activities such that the

project objectives will be met.

Activity sequencing involves identifying and documenting interactivity dependencies. Activities

must be sequenced accurately in order to support later development of a realistic and achievable

schedule. Sequencing can be performed with the aid of a computer (e.g., by using project

management software) or with manual techniques. Manual techniques are often more effective

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on smaller projects and in the early phases of larger ones when little detail is available. Manual

and automated techniques may also be used in combination.

Project cost management knowledge area which comes in planning process group to establish the

policies, procedures, & documentation for planning, managing, expending, and controlling

project costs. It describes in detail how the project costs will be managed or how the rest of the

process in this knowledge area will be carried out.

Project cost management is the processes involved planning, estimating, budgeting and

controlling costs so that the budget completed within the approved budget.

Project cost management has three processes in its implementation, these are estimate cost,

determine cost and controlling costs. Cost is a resource sacrificed or foregone to achieve a

specific objective or something given up in exchange. Project cost management includes the

processes required to ensure that the project is completed within an approved budget.

2.5.1 Resource planning

Eda Bucher (2015), “Project cost management” explains As Resource planning involves

determining what physical resources like people, equipment and material what quantities of each

should be used and when they would be needed to perform construction projects activities. It

must be closely coordinated with cost estimating. A construction project management team will

need to be familiar with local building codes such knowledge is often readily available from

local seller. However if the local labor lacks experience with usual or specialized construction

techniques, the additional cost for a consultant might be the most effective way to secure

knowledge of the local building codes.

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2.5.2 Cost estimating

The PMBOK@R Guide-2000 edition says “Cost estimates are quantitative assessments of the

likely costs of the resources required to complete project activities. They may be presented in

summary or detailed. Costs must be estimated for all resources that will be charged to the

project. Cost estimates are generally expressed in units of currency to facilitate comparisons both

within and across projects. In some cases, the estimator may use units of measures to estimate

costs, such as staff hours or staff days, along with their cost estimates to facilitate appropriate

management control.

Cost estimating involves developing an approximation of the cost of the resource needed to

complete project activities. In approximation the cost the estimator consider the causes of

variations of the final estimator for purposes of better managing the construction project. When a

project is performed under contract, care should be taken to distinguish cost estimating from

pricing. Cost estimating involves developing an assessment of the likely quantitative result how

much wills it cost the performing organization to provide the product? Pricing is a business

decision how much will the performing organization change for the product or services that uses

the cost estimate.

2.5.3 Cost budgeting

According to PMBOK (2000) edition Cost budgeting involves allocating the overall cost

estimate to individual activities or work packages to establish a cost baseline for measuring

construction project performance. Reality may dictate that estimates are done after budgetary

approval is provided, but estimates should be done prior to budget request wherever possible. In

preparing construction project cost estimation there are factors considering like inputs, tools and

techniques, and the final output.

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In the input perspective cost estimates, work breakdown structure, project schedules and risk

management plan will consider where as the tools and techniques for developing project costs

estimates are used to develop budget for activities or work packages as well. And out puts from

cost budgeting considers the cost base line which is a time phased budget that will be used to

measure and monitor cost performance on the project. It is developed by summing estimating

costs by period and many projects especially; larger ones may have multiple cost baselines to

measure different aspects of cost performance. For example a spending plan or cash flow

forecasting is a cost baseline for measuring disbursement.

2.5.4 cost control

According to HARRISON NUJAMU (2004) cost control is the process of comparing actual

performance with planned performance, analyzing variances, evaluating possible alternatives,

and taking appropriate corrective action as needed. As per the above definition, control is the

monitoring of performance, that is, what has been done, what is being done and what is yet to be

done against the plan.

In construction project management cost control is concerned with influencing the factors that

crate changes to the cost base line to insure that changes are agreed upon and determining that

the cost base line has changed. In the same way measuring the actual changes when as they

occur. within cost control includes inputs (cost base line, performance reports, change requests

and cost management plan),tools and techniques (cost change control system, performance

measurement, earned value management, additional planning and computerized tools.), outputs(

revised cost estimate, budget updates, corrective action, estimate at completion, project close out

and lessons.

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2.6 Project Quality Management

According PMBOK Guide (2000) edition Project management is includes the processes required

to ensure that the project will satisfy the need for which it was undertaken. In the construction

industry this consists of ensuring that the project specification and processes are satisfied within

the agreed schedule and budget. It includes all activities of the overall management function that

determine the quality policy objectives and responsibilities and implements them by means such

as quality planning, assurance, control and improve, within the quality system.

FIDIC (2010) document states about quality within perspective of contractor in the project, the

Contractor shall institute a quality assurance system to demonstrate compliance with the

requirements of the Contract. The system shall be in accordance with the details stated in the

Contract. The Engineer shall be entitled to audit any aspect of the system. Details of all

procedures and compliance documents shall be submitted to the Engineer for information before

each design and execution stage is commenced. When any document of a technical nature is

issued to the Engineer, evidence of the prior approval by the Contractor himself shall be apparent

on the document itself. Compliance with the quality assurance system shall not relieve the

Contractor of any of his duties, obligations or responsibilities under the Contract.

Harold k (2009) stated quality management during the past hundred years, the views of quality

have changed dramatically. Prior to World War I, quality was viewed predominantly as

inspection, sorting out the good items from the bad. Emphasis was on problem identification.

Following World War I and up to the early 1950s, emphasis was still on sorting good items from

bad. The project manager has the ultimate responsibility for quality management on the project.

Quality management has equal priority with cost and schedule management. However, the direct

measurement of quality may be the responsibility of the quality assurance department or the

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assistant project manager for quality. For a labor-intensive project, management support (i.e., the

project office) is typically 12–15 percent of the total labor dollars of the project. Approximately

3–5 percent can be attributed to quality management. Therefore, as much as 20–30 percent of all

the labor in the project office could easily be attributed to quality management. From a project

manager’s perspective, there are six quality management concepts that should exist to support

each and every project. They include: Quality policy, Quality objectives, Quality assurance,

Quality control, Quality audit and Quality program plan.

According to Rita M. (2009) stated that quality management includes creating and following

processes and procedures to ensure that a project meets the defined needs it was intended to meet

from the customer’s perspective. This means the same thing as completing the project with no

deviations from the project requirement. Quality management includes the processes of plan

quality, perform quality assurance, and perform quality control.

John P. Muldoon (2014) states quality management applies to all projects and there are important

risks and trade –offs when it comes to quality. There is an important distinction between grade

and quality, quality is the degree to which fulfils requirements and grade is a design issue.

2.6.1 Quality planning;

According to PMI (©2003), statement Quality planning involves identifying which quality

standards are relevant to the project and determining how to satisfy them. It is one of the

facilitating processes during project planning and should be performed regularly and in

parallel with other project planning processes. The changes in the product of the project

required to meet identified quality standards may require cost or schedule adjustment, or the

desired product quality may required a detailed risk analysis of identified problems.

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 In quality planning there are considering inputs to quality planning which includes quality

policy, scope management, product description, standard and regulations and other output

processes. In the same way quality planning considering tools and techniques which include

benefit analysis, bench marking, flow charting, design of experiments and cost quality.

Finally quality planning considers output which includes quality management plan,

operational definition, check lists and inputs to other processes.

2.6.2 Quality assurance(assertion) ;

According to PMI (2003), statement Quality assurance is all the planned and systematic

activities implemented within the quality system to provide confidence that the project will

satisfy the relevant quality standard. In a construction project, quality assurance is every

body’s responsibility will be provided to the project management team and to the

management of the performing organization as well to the customer and others not actively

involved in the work of the project.

Quality assurance is often provided by a quality assurance department or similarly titled

organizational unit, but it does not have to be. Assurance may be provided to the project

management team and to the management of the performing organization or it may be

provided to the customer and others not actively involved in the work of the project. In

quality assurance there is considering inputs which include quality management plan, results

of quality control management, and operational definitions. In the same way quality

insurance considers tools and techniques which include quality planning tools and technique

and quality audits. Finally quality assurance considers output which includes quality

improvement.

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 According to FIDIC (2010) quality insurance the contracture shall institute a quality

insurance system to demonstrate compliance with the requirements of the contract. The

system shall be entitled to audit any aspect of the system. Details of all procedures and

compliance documents shall be submitted to the Engineer for information before each design

and execution stage is commenced. When any document of a technical nature is issued to the

Engineer, evidence of the prior approval by the Contractor himself shall be apparent on the

document itself. Compliance with the quality assurance system shall not relieve the Contractor

of any of his duties, obligations or responsibilities under the Contract.

2.6.3 Quality control ;

According to Harold Kerzener (2009), Quality control is a collective term for activities and

techniques, within the process, that are intended to create specific quality characteristics. Such

activities include continually monitoring processes, identifying and eliminating problem causes,

use of statistical process control to reduce the variability and to increase the efficiency of

processes. Quality control certifies that the organization’s quality objectives are being met.

Quality control involves monitoring specific projects results to determine if they comply with

relevant quality standards, and identifying ways to eliminate causes of unsatisfactory results.

Project results include both product results such as deliverable, and project management results,

such as cost and schedule performance.

Quality control is often performed by a quality control management or similarly titled

organizational unit, but it does not have to be. In quality control there are considering inputs

which include work results, quality management plan, and operational definitions and check

lists. In the same way quality control consider tools and techniques which include inspection,

control charts, pare to diagrams, statistical planning, and flow charting as well as trend analysis.

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Finally quality control considers outputs which include quality improvement, acceptance

decision, rework, completed check list and processes adjustments.

2.7 Project Human Resource Management

According to JAMES P. LEWIS (2007) statement in his third edition managing human

resources is often overlooked in projects. It involves identifying the people needed to do the job,

defining their roles, responsibilities, and reporting relationships, acquiring those people, and then

managing them as the project is executed. Note that this topic does not refer to the actual day-to-

day managing of people. Even though by PMBOK (2008) in fourth edition states Project human

resource management includes the processes required to make the most the effective use of the

people involved with the project. It includes all the project stakeholders’ sponsors, customers,

partners, individual contributors, and others described in organization planning, staff acquisition

and team development.

Kim Heldman (2009) fifth edition states that Project Human Resource Management involves all

aspects of people management and personal interaction, including leading, coaching, dealing

with conflict, conducting performance appraisals, and more. These processes ensure that the

human resources assigned to the project are used in the most effective way possible. Some of the

projects participants whom you’ll get to practice these skills on are stakeholders, team members,

and customers. Each requires the use of different communication styles, leadership skills, and

team-building skills. A good project manager knows when to enact certain skills and

communication styles based on the situation.

Together based on the skills and resources needed to complete the activities of the project, and

many times project team members might not know one another. Because the makeup of each

team is different and the stakeholders involved in the various stages of the project might change,

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you’ll use different techniques at different times throughout the project to manage the processes

in this Knowledge Area. The project human resource management knowledge areas consists of

four processes develop human resource plan, acquire project team, develop project team and

manage project team through planning and executing in the following table.

Table 1

The human resource management processes Done during

Develop human resource plan Planning processes group

Acquire project team Executing processes group

Develop project team Executing processes group

Manage project team Executing processes group

According to Rita M. (2009) states that project human resource management can be divided in to

administrative and behavioral management topics. Most of the answers to human resources

questions should from your every day knowledge and work experience.

William R. Duncan (1996) stated that project human resource management includes the

processes require to make the most effective use of the people involved with the project. It

includes all the project stakeholders’ sponsors, customers, individual contributor and others.

Project human resource management provides major processes includes organizational planning,

staff acquisition, and team development

2.7.1 organizational planning

According to Rita Mulcahy (2009), Organizational planning involves identifying, documenting

and assigning project roles, responsibilities, and reporting relationships may be assigned to

individual or to group. The individuals and groups may be part of the organizational performing

the project or they may be external to it. Internal groups are often associated with a specific

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functional department such as engineering, marketing, or accounting. On most projects, the

majority of organizational planning is done as part of earliest project phases. However, the

results of these processes should be reviewed regularly throughout the project to ensure

continued applicability. If the initial organization is no longer effective, it should be revised

promptly. Organizational planning considers inputs which include project interface, staffing

requirements and constraints. In the same way organizational planning considers tools and

techniques which include template, human resource practice, organizational theory and

stakeholder analysis.

2.7.2 Staff acquisition

William R.Duncan (1996), states that Staff acquisition involves getting the humans resources

needed assigned to and working on the projects. In most environments the best resources may

not be available and the project management team must take to ensure that the resources which

are available will meet project requirement.

The staff acquisitions consider input which includes staff management planning, staffing pooling

description and recruitments practices. Finally staff acquisition considers output which includes

project staff assigned and project team directory.

2.7.3 Team development

According to William R.Duncan (1996), Team development includes both enhancing the ability

of stakeholders to contribute as individual as well as enhancing the ability the team to function as

a team. Individual development is the foundation necessary to develop the team. Development as

a team is critical to the projects ability to meet its objective. Team development on construction

project management is often complicated when individual team members are accountable to both

a functional manager and to the project manager.

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The team development consider inputs which include project staff, project plan, staffing

management plan, performance reports and external feed backs. In the same way team

development considers tools and techniques which include team building activities, general

management skills, reward and recognition system, collocation and training. Finally Team

development considers output which includes performance improvement and input to

performance appraisals.

2.8 Project Communications Management

PMBOK (2000) edition says Project communications management includes the processes

required to insure timely and appropriate generations, collection, and dissemination, storage, and

ultimate disposition of project information. It provides the critical links among people, ideas, and

information that are necessary for success. Everyone involved in the project must be prepared to

send and receive communications and must understand how the communication in which they

are involved as individuals affect the project as a whole. Perhaps no processes are more

important in the design and construction of a project because of the number and diversity of the

key players, and because it is vital processes to the success of the project that the communication

of information be timely and accurate. For the construction project the project team and

primarily the project manager are the focal point of project communication, not just for

disturbing project generated information, but also for gathering, analyzing, and responding to

stakeholder initiated information.

James p. Lewis (2006) in his third edition states communication management involves planning,

executing, and controlling the acquisition and dissemination of all information relevant to the

needs of all project stakeholders. This information would include project status,

accomplishments, events that may affect other stakeholders or projects, and so on.

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 To implement project communication there are procedures including communication planning,

information distribution, performance reporting and administrative closure.

2.8.1 communication planning

According to Kim Heldman(2009), fifth edition The Plan Communications process concerns

defining and documenting the types of information you’re going to deliver, the format it will

take, to whom it will be delivered, and when. The process consists of two tools and techniques to

help determine these elements. Communication planning involves determining the information

and communications needs of the stake holders: who needs what information, when they will

need it, how it will be given to them, and by whom. While all projects share the need to

communicate project information, the information needs and the methods distribution vary

widely. Identified the information needs of the stakeholders and determining a suitable means of

meeting those needs are an important factor for project success. However the results of this

processes should be reviewed regularly throughout the project and revised as needed to ensure

continued applicability.

The major consideration in planning a communication system for construction projects how

requests for information are to be handled. These communications between the constructor and

designer can have a serious effect on the cost and schedule and can lead to claims. In

communication planning considering inputs which include communication requirements,

communications technology, constraint and assumptions.

In the same way communication planning considers tools and techniques which include

stakeholder’s analysis. Finally communication planning considers output which include

communications management plan.

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2.8.2 information distribution

Kim Heldman(2009) states that in the Distribute Information process, the communications

management plan that was defined during the Plan Communications process is put into

action. Remember that this plan is a subsidiary of the project management plan, which is

an input to this process. The other inputs include performance reports and organizational

process assets. Plan Communications and Distribute Information work together to report

the progress of the project team.

Information distribution involves making needed information available to project

stakeholders in a timely manner. It includes implementing the communications

management plan, as well as responding to unexpected requests for information. The

project manager sends the draft project communication plan to the project stakeholders for

review and input. When reviewing the communication matrix, functional managers ensure

that a task manager is assigned to each WBS elements listed in the functional managers’

area of responsibility. The functional managers list all the assigned task managers on the

communication matrix and the stakeholder analysis. Information distribution considers

inputs which includes work results, communications management plan and project plan.

in the same way information distribution considers tools and techniques which include

communications skill, information retrieval systems and information distribution system

.finally the information distribution consider output which include project records, project

reports and project presentations.

2.8.3 performance reporting

In PMBOK (2000) states that Performance reporting involves collecting and disseminating

performance information to provide stakeholders with information about how resources are

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being used to achieve project objectives. Information distribution in a design or construction

project is important enough to warrant separate section for reporting. This process includes:

Performance reporting should generally provide information on scope, schedule, cost, and

quality. Many projects also require information on risk and procurement. Reports may be

prepared comprehensively or on an exception basis. Performance report is considering inputs

which include project plan, work results and other project records. in the same way performance

report considers tools and techniques which includes performance reviews, variance analysis,

trend analysis, earned value analysis, information distribution tools and techniques. Finally

performance report considers outputs which include performance report and change requests.

2.8.4 Administrative closure

an importance phase in the life of construction project is administrative closure, where it comes

after each achieving its objective closure, whether it comes after either achieving its objectives

or being terminated for other reasons. The PMBOK guide 2000 edition states,” administrative

closure consists of documenting project results to formalize acceptance of the product of the

project by the sponsor or customer. It includes collecting project records .it includes collecting,

insuring that they reflect final specifications, analyzing project success, effectiveness, and

lessons learned, and achieving such information for the future use.” Administrative closure

activities should not be delayed until project completion, this is a particularly important point in

connection with construction projects with their varied and large number of elements and typical

lack of funding and personnel to complete the closure processes. Each phase of the project

should be properly closed to ensure that important and useful information is not lost. Critical

among this information are as-built records of the construction record showing actual dimensions

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and elevations of the completed work, especially underground work that may need to be repaired

or modified later.

Kim Heldman(2009) says that Administrative closure procedures involve collecting all the

records associated with he project, analyzing the project success (or failure), documenting and

gathering lessons learned, and archiving project records. The administrative closure should

consider inputs which include performance measurement documentation, Product documentation

and other project records. In addition to this administrative closure consider tools and techniques

which include performance reporting tools and techniques, project report and project

presentations. Finally administrative closure considers output which include project achieves,

project closure, and lessons learned.

2.9 Project Risk Management

According to William R. Duncan (1996) stated that project risk management includes the

processes concerned with identifying, analyzing and responding to project risks. It includes

maximizing the results of positive events and minimizing the consequences of adverse events.

Project risk management provides major risk identification, risk quantification, risk response

development and risk response control. These processes interact with each other and with the

processes in the other knowledge areas as well. Each processes may be involve effort from one

or more individuals or groups of individuals based on the needs of the project. .

According to James p. Lewis (2007) third edition states Risk management is the systematic

process of identifying, quantifying, analyzing, and responding to project risk. It includes

maximizing the probability and consequences of positive events and minimizing the probability

and consequences of adverse events to project objectives. This is an extremely important aspect

of project management that sometimes is overlooked by novice project managers

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Harold K (2009) states Risk management is the act or practice of dealing with risk. It includes

planning for risk, identifying risks, analyzing risks, developing risk response strategies, and

monitoring and controlling risks to determine how they have changed. Risk management is not a

separate project office activity assigned to a risk management department but rather is one aspect

of sound project management. Risk management should be closely coupled with key project

processes, including but not limited to: overall project management, systems engineering,

configuration management, cost, design/engineering, earned value, manufacturing, quality,

schedule, scope, and test. (Project management and systems engineering are typically the two

top-level project processes. While risk management can be linked to either of these processes, it

is typically associated with project management.) Proper risk management is proactive rather

than reactive, positive rather than negative, and seeks to increase the probability of project

success. As an example, an item in a network (e.g., router) requires that a new technology be

developed. The schedule indicates six months for this development, but project engineers think

that nine months is much more likely. If the project manager is proactive, he might develop a

risk response plan right now. If the project manager is reactive (e.g., a “problem solver”), then he

may do nothing until the problem actually occurs. At that time the project manager must react

rapidly to the crisis and may have lost valuable time during which contingencies could have been

developed, and at least some possible solutions may have been foreclosed

2.9.1 Risk management planning

Great project risk management requires good planning. Begin with proven project management

practices: review organizational policies and guidance; initiate and align the project team; and

follow the steps provided in the Project Management Online Guide. Risk management must

33
commence early in project development and proceed as the project evolves and project

information increases in quantity and quality.

According Harold K.(2007) Risk planning develops a risk management strategy, which includes

both the process and implementation approach for the project. Each of these two considerations

is of primary importance for achieving effective risk management. However, it is generally far

easier to improve a deficient process than remedy a problematic project environment that is

unsupportive or hostile toward risk management. Early efforts should establish the purpose and

objective, assign responsibilities for specific areas, identify additional technical expertise needed,

describe the assessment process and areas to consider, define a risk rating approach, delineate

procedures for consideration of response strategies, establish monitoring and control metrics

(where possible), and define the reporting, documentation, and communication needs. In risk

management planning the processes procedure considers inputs which include project charter,

organizations risk’s management policies, defined roles and responsibilities, stakeholder risk

tolerance, template for the organization’s risk management plan, work break down structure

(WBS) and contract provisions. In addition to this risk management planning considers tools and

techniques which include planning and meetings. Finally In risk management planning the

processes procedure considers output which include risk management plan.

2.9.2 Risk Identification

Bob Pieplow (2012), sates that Risk identification determines what might happen that could affect

the objectives of the project and how those things might happen. It produces a deliverable — the

project risk register – that documents the risks and their characteristics. The risk register is

subsequently amended by the qualitative or quantitative risk analysis, risk response, and risk

monitoring processes. Risk identification is an iterative process because new risks may become

34
known as the project progresses through its life cycle, previously‐identified risks may drop out,

and other risks may be updated the second step in risk management is to identify risks (risk

identification). This may result from a survey of the project, customer, and users for potential

concerns. Some degree of risk always exists in the project, such as in technical, test, logistics,

production, engineering, and other areas. Project risks include business, contract relationship,

cost, funding, management, political, and schedule risks. (Cost and schedule risks are often so

fundamental to a project that they may be treated as stand-alone risk categories.) Technical risks,

such as related to engineering and technology, may involve the risk of meeting a technical

performance requirement, but may also involve risks in the feasibility of a design concept or the

risks associated with using state-of-the-art equipment or software. Production risk includes

concerns over packaging, manufacturing, lead times, and material availability. Support risks

include maintainability, operability, and trainability concerns. Threat risk includes a variety of

subcategories, such as security, survivability, and vulnerability—all items of increased

importance in the last few years.3 The understanding of risks in these and other areas evolves

over time. Consequently, risk identification must continue through all project phases. Project

risks should be examined and dissected to a level of detail that permits an evaluator to

understand the significance of the risk and its causes and to potentially examine the root cause(s).

This is a practical way of addressing the large and diverse number of potential risks that often

occur in moderate to large-scale programs. The methods for identifying risks are numerous.

Common practice is to classify project risk according to its source, which is typically either

objective or subjective.

According PMBO guide (2000 ) edition states for construction project all iterations suggested

in the performed, including a former iteration that is performed while in the biding processes

35
 to support pricing and contract negotiations decision. In risk identification processes

procedure consider input which include risk management plan, project planning output, risk

categories and historical information. In addition to this risk identification processes

procedure consider tools and techniques which includes documentation reviews, information

gathering techniques, check lists, assumptions analysis and diagramming techniques. Finally

risk identification processes procedure considers output which includes risks, triggers, and

inputs to other processes.

2.9.3 Qualitative risk analysis

ccording to Bob Pieplow (2012), Qualitative risk analysis includes methods for prioritizing the

identified risks for further action, such as risk response. The PRMT can improve the project’s

performance effectively by focusing on high‐priority risks. Team members revisit qualitative risk

analysis during the project’s lifecycle. When the team repeats qualitative analysis for individual

risks, trends may emerge in the results. These trends can indicate the need for more or less risk

management action on particular risks or even show whether a risk mitigation plan is working.

Commonly used qualitative risk analysis methodology involves risk scales (templates) for

estimating probability of occurrence and consequence of occurrence, coupled with a risk

mapping matrix. The risk is evaluated using expert opinion against all relevant probability of

occurrence scales as well as the three consequences of occurrence scales (cost, technical

performance, and schedule), and the results are then transferred onto a risk mapping matrix to

convert these values to a corresponding risk level.

The risk is included in a prioritized list based upon the risk level as well as other considerations.

Qualitative risk analysis processes procedure consider inputs which include risk management

plan, identification risk, project status, project type, data precision, scale of probability and

36
impact and assumptions. In addition to this Qualitative risk analysis processes procedure

consider tools and techniques which include risk probability and impact, probability/impact risk

rating matrix, project assumption testing and data precision ranking. Finally Qualitative risk

analysis processes procedure consider outputs which include overall risking for the project, list

of prioritized risks, list of risks for additional analysis and management and trends in qualitative

risk analysis results.

2.9.4 Quantitative risk analysis

According to PMI (2003), the quantitative risk analysis process, although not very common in

construction projects, is very useful to support project management decisions. Several

methodologies are commonly used in quantitative risk analyses. These include, but are not

limited to, payoff matrices, decision analysis (typically decision trees), expected value, and a

Monte Carlo process. On the other hand if the states of nature cannot be represented by one or

more point values, then probability distributions should be used instead. A common

methodology that incorporates a model structure and probability distributions is a Monte Carlo

process (commonly called a Monte Carlo simulation). Two keys to producing accurate

quantitative risk analysis results include developing an accurate model structure and

incorporating accurate probability information. In project risk management there is often

insufficient attention paid to each of these items, and the outcome can be inaccurate results. The

model structure should be carefully developed and validated before any output is used for

decision-making purposes.

Quantitative risk analysis outputs can be used in a variety of ways, including but not limited to

developing: (1) prioritized risk lists (similar to that for calibrated ordinal scales), (2) probabilistic

cost estimates at completion per project phase and probabilistic schedule estimates for key

37
milestones to help the project manager allocate reserve accordingly, (3) probabilistic estimates of

meeting desired technical performance parameters (e.g., missile accuracy) and validating

technical performance of key components (e.g., real-time integrated circuit operation), and (4)

estimates of the probability of meeting cost, technical performance, and schedule objectives.

According to PMBOK guide 2000 edition the quantitative the quantitative risk analysis

processes, although not very common in construction projects is, very useful project

management decisions. Some of the determine the probability of achieving a specific project

objective, when bidding ,if the final project date is not determined by client, the project team can

decide what completion date to inform or offered base on the risk level they are willing to

accept. On the same time identify realistic and achievable cost, schedule or scope targets.

Acceleration plans are greatly benefited from this analysis and aggressive targets can be

negotiated in a lower degree of uncertainty. Quantitative risk analysis processes consider the

input which includes risk management plan, identified risks, list of prioritized risk, list of risks

for additional analysis and management, historical information, expert judgment and other

planning outputs. In addition to this quantitative risk analysis processes consider tools and

techniques which include interviewing, sensitivity analysis, decision tree analysis and

simulation. Finally Quantitative risk analysis processes consider output which includes

prioritized list of quantified risk, probabilistic analysis of the project, and probability of

achieving the cost and time objectives and trends in quantitative risk analysis results.

2.9.5 Risk response planning

The PMBOK guide (2000), edition states that risk response planning is the processes of

developing options and determining actions to enhance opportunities and reduce threats to the

projects objectives. It includes the identification and assignment of individuals or parties to take

38
responsibility for each agreed risk responses. In construction projects where there is usually

involvement of sub contractors, risk response planning is a more complex processes, as risk

response may result in additional costs incurred by one party to influence outcomes of events

that will impact another party. Risk response planning processes consider input which include

risk management plan, list of prioritized plan, risk ranking of the project, prioritized list of

quantified risk, probabilistic analysis of the project, probability of achieving the cost and time

objectives. List of potential responses, risk thresh hold, risk owners, common risk causes, and

trend qualitative and quantity risk analysis results. In addition to this Risk response planning

considers tools and techniques which include avoidance, transference, mitigation and acceptance.

Finally risk response planning consider output which include risk response plan, Residential

risks, secondary risks, contractual agreements, contingency reserve amounts needed, inputs to

other processes, inputs to a revised project plan.

2.9.6 Risk monitoring and control

According to PMBOK guide (2000), edition risk monitoring and control is the processes of

keeping track of the identified risks, monitoring residual risks and identifying new risks,

ensuring the execution of risk plans, and evaluating their effectiveness in reducing risks. Risk

monitoring and control record metrics that are associated with implementing contingency plans.

Risk monitoring and control is an ongoing process for the life of the project. Good risk

monitoring and control processes provide information that assist with making effective decision

in advance of the risk’s occurring. Communication to all project stake holders is needed to assess

periodically the acceptability of the level of risk on the project.

As we continue through project development, the project risk profile will change. Typically, as

we successfully respond to risks and our project knowledge increases, our risk exposure will

39
diminish. The Project Manager and project team apply their Project Management Plan through

project development and completion of their deliverables. Monitor the project status, looking for

trends that can indicate variations (good and bad) in the project execution. Results of the analysis

need to be communicated and adjustments made through a change management and/or issue

resolution process. The ability to describe the history of the project and how it evolved is

essential to developing lessons learned for the future.

2.10 Project Procurement Management

William R. Duncan (1996) stated that project procurement management includes the processes

required to acquire goods and services from outside the performing organization. For simplicity

goods and services consider as product provides by the major processes of Procurement

planning, solicitation planning, solicitation, source selection, contract administration and contract

close out.

According to PPA (2006) Federal Democratic Republic of Ethiopia Public Procurement and

Property Disposal Service Bidding Document for the Proclamation and Directives on Public

Procurement detail the full procurement processes, rules and procedures and the procurement

methods to be followed by Procuring Entities.

Even though the processes interact with each other and with the processes in the other

knowledge areas as well, Each process may involve effort from one or more individuals or

groups of individuals based on the needs of the project, the processes are presented here as

discrete elements with well defined interfaces, in practice they may be overlap and interacts in

ways in ways not detailed here

James P. Lewis (2007) states that Procurement of necessary goods and services for the project is

the logistics aspect of managing a job It involves deciding what must be procured, issuing

40
requests for bids or quotations, selecting vendors, administering contracts, and closing them

when the job is finished.

According to Procurement of necessary goods and services for the project is the logistics aspect

of managing a job. It involves deciding what must be procured, issuing requests for bids or

quotations, selecting vendors, administering contracts, and closing them when the job is finished.

PMBOK guide (2000) edition states project management includes the processes required to

acquired goods and services from outside the organization, to attain project objectives, the

construct facilities. It involves capital project development where it is in the form of a new grass

root facility, expansion, renovation improvement, or in some cases disposition of facilities. To

implement project procurement there is procedures procurement planning, solicitation planning,

solicitation, source selection, contract administration and contract close out.

2.11 Project safety management

PMI (2003) in construction extension states that safety management includes the processes

require assuring that the construction project is executed with appropriate care to prevent

accidents that cause or have the potential to cause personal injury or property damage. Accidents

and personal injuries and deaths that results, have been, and are still a major concern in the

construction industry both in terms of humanitarian losses and the direct and indirect costs to the

industry. As PMI (2003) stated in the United States alone construction accidents cost

approximately 6.5% of constructed value or 50 Billion USD. Project safety management in

construction project has the major three processes safety planning, safety plan execution and

administration and reporting.

2.11.1 Safety planning

41
PMI (2003), discusses Safety planning for a construction project involves a job site analysis of

the hazards inherent in the work and making decisions as to the measures to be taken to deal

effectively with them. This analysis includes the survey of a geographical and physical hazard of

the site, as well as a review of the normal hazards involved in the type of construction

anticipated.

Government laws and regulations, contract and owner requirements also must be considered in

developing the project safety plan which will be the guiding document for a safe project by

considering inputs which include laws and regulations, contract requirements, safety policy, site

location and management commitment. Secondly the safety planning considers tool and

techniques which include hazard analysis sub contractor selection and incentives. Finally safety

planning considers outputs which include project safety plan, authority and budget.

2.11.2 Safety plan execution

Execution of the project Safety plan involves the application and implementation of the safe

construction practices on site in accordance with the requirements of the plan. According to PMI

(2003) on a large construction project there may be a separate safety staff of several persons

headed by the safety officer.

Prevention of the accident is the most effective technique so that a well informed and trained

work force is the best way to assure a safety project by considering input which includes project

safety plan and contract requirements. Secondly safety execution consider tools and Techniques

which include personnel protective equipment, safety equipment, construction equipment

review, safety communication, training and education, safety inspection, accident investigation,

medical facilities and drug testing. Finally safety execution considers output which include

reduced injures, lower insurance costs, enhanced reputation and improved productivity.

42
2.11.3 Administration and reporting

PMI (2003) in construction extension states that along with governmental laws and regulations

that apply to safe construction practice, there are often requirements for record keeping and

reporting. The Insurance companies usually require periodic activity and accident reports.

Therefore the contractor needs additional records and reports. In safety administration and report

processes procedure consider inputs which include legal reporting requirements, insurance

reporting requirements, contract requirements and safety plan requirements. Secondly

administration and report processes consider tool and techniques which include inspection logs

and reports, training and meeting records, injury and illness logs, accident investigations and

photographs and video records. Finally administration and report processes procedure consider

output which include government logs and reports, accident reports, achievement of reports,

achievement of safety incentive goals and documented safety performance.

2.2 Empirical Analysis of the study

This part of the study summarizes various empirical studies conducted in different countries

related with the construction project management experience. Based on these relevant empirical

studies reveled as follow:

Previous, research works by (Long, 2004) and others have indicated poor managerial capability

of contractors to be one of the critical problems of the construction industry in developing

countries. Thus, improving the managerial capability of contractors need be one of the priority

considerations for improvement of capability of contractors in developing countries. Researches

by (Dlungwana & Rwelamila, 2004), and others have also strongly emphasized the importance

of improving the management skills of contractors.

43
Brown and Adams (2000) presented a new approach to the measurement of the effect of

Building Project Management (BPM) on cost, time and quality performance outputs using 15

cases' derived from UK data and by developing a path model in order to achieve that. Chan

(2001) studied the cost time relationships in public sectors in Malaysia. Time and cost data were

collected from 51 public sector projects. Regression analysis was used to identify the relations

between time and cost performance. Kuprenas (2003) studied over 270 completed municipal

facilities, storm water, sewer, and street projects within the city of Los Angeles as a case study in

order to assess the impact of the use of a project management based organizational structure,

project manager training, frequency of design meetings, and frequency of design reports on

design phase cost performance

Olawale and Sun, 2010, the top five factors inhibiting effective project time control in

descending order are: design changes, inaccurate evaluation of projects time/duration,

complexity of works, risk and uncertainty associated with projects and ill-performance of

subcontractors and nominated suppliers. Likewise, Kasimu and Abubakar (2012) conducted

delay study in the Nigerian construction industry and identified the top five factors that influence

delay in ascending order as improper planning, lack of effective communication, design errors,

shortage of supply like steel, concrete and slow decision making.

Iyer and Jha (2005) studied that the factors affecting cost performance by considering a

questionnaire survey approach. Love et al (2005) examined project time-cost performance

relationships by using project scope factors for 161 construction projects that were completed in

various Australian States and using multiple regression technique of weighted lest squares.

Ugwu and Haupt (2007) studied the key performance indicators and proposed an analytical

decision model and a structured methodology for sustainability appraisal in infrastructure

44
projects in a developing country like South Africa. The research was conducted using a

combination of structured interviews with industry professionals, case study project data,

existing government guidelines on environmental impact assessments and sustainable

construction environment, literature on sustainability research, and question naire based survey

for indicator validation. It is used the weighted sum model. Techniques in multi-criteria decision

analysis (MCDA) and the .additive utility model. In analytical hierarchical process (AHP) for

multi- criteria decision

Dissanayaka and Kumaraswamy (1999) developed a comprehensive model to incorporate all

significant procurement sub-systems variables with non procurement variables based on time and

cost performance. The multiple regression technique was applied to analyze the data from 32

Hong-Kong building projects and the results were compared with reality. Lehtonen (2001)

proposed new framework for measuring construction logistics. Two-dimensional model are

grouped by the use of measures and by the focus of measures. The first dimension (use of

measures) contains two kinds of measures. One of them is called improvement measures and the

other kind is called monitoring measures. The second dimension of the framework is the focus of

measures. It clarifies at which organizational level measures can be used.

Brown and Adams (2000) presented a new approach to the measurement of the effect of

Building Project Management (BPM) on cost, time and quality performance outputs using 15

cases' derived from UK data and by developing a path model in order to achieve that. Chan

(2001) studied the cost time relationships in public sectors in Malaysia. Time and cost data were

collected from 51 public sector projects. Regression analysis was used to identify the relations

between time and cost performance. Kuprenas (2003) studied over 270 completed municipal

facilities, storm water, sewer, and street projects within the city of Los Angeles as a case study in

45
order to assess the impact of the use of a project management based organizational structure,

project manager training, frequency of design meetings, and frequency of design reports on

design phase cost performance.

In ERA’s case, studies (World Bank, 2012; Cost, 2011; Turkey, 2011) show that ERA’s projects

fail when measured against the project success criteria the Authority sets. Analysis by Turkey

(2011) indicates that out of the 30 upgrading and rehabilitation road projects investigated, 24

projects (80%) suffered cost overrun during the implementation phase. In addition, Turkey’s

(ibid) desk study revealed that the major causes of cost overrun are variations, right- of- way

problems, price adjustments (due escalation) and design problems. Furthermore, given that the

Authority’s projects are delivered through contracts, the Authority is vulnerable to Opportunism

and hold up problems by suppliers if the initial requirements are to change ex-postbcontract

basis. Further, changes, if they are not spotted on time and issued accordingly, may create

disruption of performance by the resource base or even rework (Abdissa, 2003).

Mengistu (2010) showed that project controlling supportive techniques and software are not

applied well for the control of actual and planned activities in the Ethiopia construction sector

and recommends the significance of training requirement for the concerned project staff.

Similarly, Abadir (2011), found out that among the knowledge areas of project in Ethiopia,

project time management is considered the critical one with only 24% projects managed well.

46
 CHAPTER THREE

3 RESEARCH METHODOLOGY

This chapter is a review of the various approaches to data collection and analysis adopted in

conducting this research; it explains the type of research strategy adopted the mode of data

collection and the methodology used in carrying out this research. It includes the research design,

Sample size and sampling technique, data source and collection method, procedure of data

collection, method of data analysis and questionnaire reliability test was presented.

3.1 Research Design of the Study

The research employed descriptive method because the study intended to find out how the

enterprises plan, monitored and evaluate its construction projects .Kothari (2004) defines

descriptive research study as ―Descriptive research studies are those studies which are

concerned with describing the characteristics of a particular individual, or of a group‖. According

to Saunders et al (2009), there are seven research strategies (experiment; survey; case study;

action research; grounded theory; ethnography and archival research). In this research the

researcher used survey research. Survey research is a popular and common strategy in business

and management research and is most frequently used to answer who, what, where, how much

and how many questions,and used for exploratory and descriptive research. Surveys research

allows the collection of a large amount of data from a sizeable population in a highly economical

way. Often obtained by using a questionnaire administered to a sample, these data are

standardized, allowing easy comparison. In addition, the survey strategy is perceived as

authoritative by people in general and is both comparatively easy to explain and to understand.

The survey strategy allows you to collect quantitative data which you can analyze quantitatively

47
using descriptive statistics. In addition, the data collected using a survey strategy can be used to

suggest possible reasons for particular relationships between variables and to produce models of

these relationships.

3.2 Data Sources and Instruments of Data Collection

The study had used both primary and secondary data sources. The secondary data were collected

Via detailed review of related literature i.e. books, articles, journals and many other relevant

written publications. The researcher used primary data that was collected via questionnaire and

interview. The decision to select the two instruments was arrived at after carefully considering

their advantages and disadvantages and the population size for each category. As the research

was intended to investigate the practice of planning, monitoring and evaluation of construction

projects in D.C.E, a set of 119 the same questionnaire was distributed to board member, head

ofiice management,to consaultancy Resident enginer and General manager, to project

professional engineers and managemnet of the enterprise. In addition, four purposively selected

management staff and two Professional engineers were interviewed to prepared back ground of

enterprise.

3.3 Sample and Sampling Techniques

The target groups in this study were D.C.E Board member, management staff and Project

professionals and Consultancy resident engineers. According to DCE human resource of 2018 in

Projects and head office of the enterprise there are 169 professionals Project managers,office

engineers,construction engineers and and equipment profesionals in construction projects.

Therefore, the sample size that was selected out of 169 total populations based up on sampling

technique of n=N/(1+Ne^2). The formula is large enough to allow for precision and confidence

at 5%. Based on the method formula for the calculation of sample size present as follow:

48
 Where n = sample size

N= Number of population

e = standard error used .

Then according to the sample size the same from part one and parte two questionaries was

distributed to DCE Board member ,head office management, project managersan professionals

and consultancy residential Engineer were participating in questioaries and the distribution was

in the following manner inorder to be more reliable;

Table 2

S/No Participants No of participants

1 Board member of DCE 2

2 Management member head office of DCE 6

3 Project manager and Professionals of DCE 108

4 Consultancy Residental engineer of DCDE 3

Total number 119

3.4 Methods of Data Analysis

The methods of analysis used in this research were selected due to the type of data available for

the analysis and the objectives of the research. The questions in the questionnaire were

49
qualitative; hence the descriptive method of analysis is best suited for the analysis. Such method

was applied for the presentation, interpretation and discussion parts on various dimensions of the

appropriate to analyze, interpret, figurative and present the result of the study. The data gathered

through questionnaires was coded, entered into computer and analyzed and presented in the form

of charts, and diagrams, by using SPSS Statics version 20 software. The results of the interview

questions were integrated to the responses of management and employees through questionnaires

and were analyzed accordingly. Finally, conclusions were made based on the results/findings of

the study and recommendations were forwarded on the basis of the data analyzed.

3.5 Result of Pilot Test

Pilot study of the questionnaire is achieved by a scouting sample, which consisted of 16

questionnaires. These questionnaires were distributed to team leaders, projects managers, and

office Engineers, construction engineers, site engineers and expert engineers at head office and

projects around Addis Ababa first to give their comment on the questions and then to fill the

questionnaire.

After making some amendments according to the comments questionnaires were distributed to

test the reliability of the questionnaire returned back. The reliability of an instrument according

to Saunders et al., (2009) is the degree of consistency which measures attribute, in particular,

whether or not it will produce consistent findings at different times and under different

conditions, such as with different samples. Internal consistency involves correlating the

responses to each question in the questionnaire with those to other questions in the questionnaire.

It therefore measures the consistency of responses across either all the questions or a sub-group

of the questions from the questionnaire. There are a variety of methods for calculating internal

consistency, of which one of the most frequently used is Cronbach‘s alpha. For the purpose of

50
this study, the Cronbach’s alpha coefficient was calculated by distributing questionnaires.

According to George and Mallery (2003) a Cronbach’s alpha coefficient greater than 0.9 implies

excellent, greater than 0.8 is good, greater than 0.6 is acceptable, greater than 0.5 is poor, and

less than 0.5 is unacceptable”. Based on the principle in order to establish the degree of

reliability, consistency, and accuracy of the instrument, a pilot study was conducted. Accordingly

the reliability of the Cronbach’s alpha result indicates that;

Table 3

Reliability Statistics

Cronbach's Alpha N of Items N of respondents

0.862 16 119

Source: Survey data

The reliability scale result is 0.862 which indicates that there is a very high consistency.

Therefore, it can be said that the questionnaire is reliable.

3.6 Ethical Consideration

According to Saunders et al., (2009, p.184) ―Research ethics therefore relates to questions

about how we formulate and clarify our research topic, design our research and gain access,

collect data, process and store our data, analyze data and write up our research findings in a

moral and responsible way. An attempt was made to ensure all respondents to keep their identity

and responses as confidential; so that all the information was given in full confidence. The

questionnaire was distributed based on willingness of each respondent. In addition, the purpose

of the questionnaire was clearly indicated in a cover letter along with the questionnaire

51
 CHAPTER FOUR

4. Data Analysis and Interpretation

Introduction

As indicated in the methodology part the study basically conducted using questionnaires filled by

respondents. The study totally distribute 119 questionnaires however, the analysis were done

based 108 the rest 11 questioners were not returned back.

Background of respondents

Analyzing background of respondents is necessary to associate how construction project

management practice affected by staff academic qualification, employee work experience, and

company experience. Accordingly, below table 3 indicate demographic characteristics of

respondents.

Table 4 General information

Character Category Frequency Percentage (%)
Diploma 22 20.37
First Degree 69 66.2
Education Second Degree 17 15.74
Total 108 100
Work Experience Below 1 years 4 3.7
2-5 Years 45 41.66
5- 9 years 44 40.74
10 and above 10 years 15 13.88
Total 108 108
Organizational Below 1 years - -
Experience 2-5 Years 49 45.37
5- 9 years 38 35.18
10 and above 10 years 21 19.44
Total 108 100
company ISO ISO Certified 32 29.62
Certification On process to certify 36 33.33
Not certified 40 37.03
Total 108 100
Source Questionnaire 2018

52
As implied from background information, 20.37% respondents have diploma, while, 66.2% of

them have first degree and the rest 15.74% have second degree. Regarding to educational status

of professionals, it can be analyzed that, though large proportion of them were first degree

holders, however, there are still professionals with low level of educational status that inferred by

diploma and there are small size of second degree holders this can affect construction project

management practice of the enterprises in several manner. Similarly the study were also assessed

professional work experience, in this regard majority of the respondents accounted for 41.66%

and 40.74% respectively engaged between the 2-5years and 5-9 years of work experience, on

the other hand, the rest 3.7% have low work experience which under one years, however 13.8%

of them were engaged above 10 years work experience. Regarding work experience of

profession the data dictate that, even their proportion is very low 3.7% professionals engaged in

managing project with little experience and this condition can affect the designed project in

terms of quality, cost, and other related challenges. The study were also assess the types of

organization engaged in the enterprise construction accordingly, 39.81% are local private

company, 31.48% are local public local companies, 20.37% foreign company and the rest 8.33%

joint venture company (local with foreign). Majority of the companies engaged in the enterprise

construction works were local public and private companies however, some of the heavy projects

are not efficiently managed by such as, in the dam construction those companies are engaged but

they are complained in accomplishing task. Similarly the study were assessed experience of the

organizations accordingly, 45.37% and 35.18% respectively have 2-5years and 5-9 years of work

experience while, the rest 19.44% have 10 and above 10 years of work experience. However

there is no one in the organization that has less than one year’s work experience. Finally, the

study were assessed weather the study organizations are ISO certified or not accordingly,

53
26.62% of the construction enterprises are ISO certified, while, 33.33% are on the process to get

certification of ISO, but the rest 37.03% of them are not certified from ISO.

4.1 Construction project management Experiences

This is the main part of the study which assess major challenges affecting project management,

and respondents concept of the area over all of the 27 projects depend on each questioners

regarding to construction project process management, scope management, time management,

cost management, quality management, human resource management, communication

management, risk management, procurement management and safety management analysis.

The study provide four options for each of the provided questions, such as, Yes: If the

description approximates the condition in the assessed project they respond yes otherwise No.

However, they can choose not applicable (N/A), if the practice is not applicable in their

organization (projects) and I don’t know (I/DK) if they don’t have information knowledge on the

provided questions.

Even though the questionaries was distributed according to the sample size 119 among it 11

questionaries are not return back from different projects and head office. Then the total

responden are 108 persons evene from those participant some specific questions are missed as

you show in each discution some of respondents in specific question it shows less than108.

Then maximum 4 and less answers were missed From the total question.

4.2 Construction project process management

Construction project management typically includes complicated task that can shift widely,

depending the work at hand and it requires strong skill in communication, deep knowledge of

building process and the ability to problem solving. In this regard the study were assessed the

54
selected sample respondents DCE that participate in the project at several department work

profession. Below the fig implied respondent’s response.

Fig1 Construction project process management

120

99
100 90
86
81 79 82
80 72
68

60

40
25 23
18
20 11 11 14
7 7 9 9 9
2 2 1 2 5 2 2 2 2 2 0
4 4
0
Need of DCE Office of Standard PM training Efficient Formal Average
CPM Support PM PM Knoldge of application
CMP methodes PM of PM

Yes No NA I/DK

Source questionnaire 2018

As indicated from the above graph respondents have put their view regarding the provided

questions of construction project process management practice of DCE. Accordingly

respondents accounted for 99 assure that, the enterprise have interest to be managed every

projects through the knowledge of project management. In this regard 86 respondent’s assure

majority of the management bodies support the development of project management practice,

however, the rest 18 implied the organization still didn’t use its full potential in supporting the

development of project management. In relation to this challenges the study were provide may

be lack of centralized office based project management challenge affect the knowledge

development of the area or not accordingly, respondents accounted for 68 assure the enterprise

55
tried to manage majority of the projects in centralized and organized office based practice,

however, the rest 39 respondents still implied some projects are not managed in centralized

system. Similarly, the study were assessed whether the organization applied standard

methodologies of PM for the designed projects or not; accordingly, the response by 81 implied

the enterprise more or less applied standard methods of PM for projects, however, the rest 15 of

the respondents ensured though attempts in applying standardized methodology but still the

organization lack applying standard methodology at every projects effectively. Regarding

training practice of PM 90 respondents engaged in the sector assured the organization provide

training, but the rest 13 found at several related filed have not received training. In this regard 72

of the respondents assured that, though employee have good experience and knowledge of

project management the rest 34 respondents indicated they have no full of confidence on the

solid knowledge of employee of the sectors. Finally, the study respondents accounted for 79

implied the enterprise applied project management procedure formally, while the rest 27 implied

the organization didn’t applied project management knowledge formally at every type of

projects.

Generally, from the above seven questioners about 82 of the respondent indicates yes then it

indicates the necessary knowledge and awareness of construction Project process management is

high in the project management members by experience, training and graduated from higher

education the management members in Project management knowledge areas. even though the

awareness’ to project management process knowledge area indicates about 82 the remaining 14,

4 and 4 does not come close to the condition in the project and not applicable in the project

respectively. Therefore it expects more attention to develop more of construction Project process

management knowledge area.

56
4.3 Construction Project scope management

Scope management plan should include the detailed process of scope determination, its

management and its control. To accomplished a projects under the construction projects

management need to have several requirements such as, awareness of the need of the areas,

effort to manage projects based on their scope, follow standard and formal procedures, use

computer management tools, provide defined scope management for projects, have effective

monitoring and controlling procedures and effective and provide effective inspection method. In

this regard the study was provided a related question to assess the enterprises activity on the area.

Below the fig No 2 implied respondents view regarding the provided questions:

Fig 2 Respondents view regarding Construction Project scope management

100
90
90 86 86

80 76 75
72
70
59
60 56

50
40
29 27
30 23
20 16 17
14 14
9 11 9 11 11 10
10 5 5 7 5 5 5
2 2 3
0 0
0
Need of PM under computer Defined
Formal PMS monitoring Inspecstion Average
PMS their scop application Scope
Yes 86 76 59 56 86 90 72 75
No 9 9 29 27 11 11 23 17
NA 2 0 5 5 7 0 5 3
I/DK 11 14 14 16 2 5 5 10

Source questionnaire 2018

57
As implied from fig 2 the study regarding the enterprise practice of project under the

requirements of project scopes, provide several types of questions. In this regards respondents

accounted 86 indicated that, the organization have a good awareness that the importance of

accomplishing project tasks of the enterprise under the scope of each projects, however, 21 of the

respondents implied still there is a gap of knowledge in the enterprise management in

understanding the importance of scope management. Similarly, the study were assessed efforts

of the enterprise in accomplishing projects under their scope or not, respondents accounted for

76 assure there is an effort by the enterprise to accomplish projects under their scope, however,

the rest 23 of the respondents assure the enterprise effort in accomplishing projects based on the

scope management is weak. In this regard 59 of the respondents assure, though the organization

tried to set up formal procedures of scope management practice of projects, however, 47 of the

respondents indicate there is a gap in providing formal procedures of scope management of

projects. Similarly, 48 and 20 of the respondents respectively implied lack of computerized

system application and lack of defined construction scope management affects the enterprise

from applying effective project management under their scopes. Though those challenges affect

the organization in Applying the methods, however, 90 and 72 respondents respectively assure,

the enterprises have well established monitoring and evaluation system of projects.

Generally from the organization construction project management under the scope implied that,

75 of the respondents indicate yes then it indicates the necessary knowledge and awareness of

construction Project scope management is high in the project management members by

experience, training and graduated from higher education in the management members by

Project management knowledge areas. Even though the awareness to project management scope

knowledge area indicates about 75 the remaining 17, 3 and 10 consecutively does not come

58
close to the condition in the project, not applicable in the project and they do not have

information/knowledge about project management scope respectively. Therefore, the analyses

generally implied still there is a gap that expects more attention to develop the construction

Project scope management knowledge area.

4.4 Construction Project time management

Project time management concerned with estimating the duration of the project plan activities,

devising a project schedule, and monitoring and controlling deviations from the schedule.

Collectively, this Knowledge Area deals with completing the project in a timely manner. In this

regard the study provides relevant questions to assess the enterprise experience regarding time

management practice of construction projects.

Below the fig No 3 implied the respondents view regarding the enterprise time management of

the projects

Fig 3. Respondents view on the enterprise time management of the projects

120
108

100
88

80
63 66
60 54
48 50
40 42
40 34
28
24
20 16 14
9 12 12
5 5 7 5 5 7
0 0 0 2 0
0
Scheduled networked Time plan of Historical Effective updated Average
time plan Scheduling specific data monitoring schedule
activities

Yes No NA I/DK

59
Source Questionnaire (2018)

Regarding time management effectiveness of the enterprise the study had been assessed relavat

areas that can affect construction site project management practice. In this regard the study were

assessed whether the organization use scheduled time plan for the provided projects or not,

accordingly all of the respondent assure that, the organization use time Schulte in general,

however, as indicated by 50 respondents the organization are not effective in providing time plan

for each activities. In addition 54 and 52 respectively implied that, implied though the enterprise

tried to provided networked schedule, however the organization didn’t effectively provided

networked Schulte of projects. Regarding the enterprise accomplishments of temple plan using

computerized method respondents accounted for 54 implied that in major activities the study

provide schedule using computerized method, however, the rest 52 still implied the enterprise

didn’t use computerized scheduling system for all activities in detailed. Activities of

computerization respondents accounted for. Regarding using historical data before providing

time plan for projects the study were assessed respondents view, accordingly. 63 of the

respondents assure the enterprise use historical data, while, the rest 45 respondents contrary

indicate there are projects that the enterprise didn’t refer their historical backgrounds and the

result affect the projects time management effectiveness. Finally respondents accounted for 88

assure though the organization have effective monitoring and evaluation system of the provided

time schedule and accomplishment of projects, however, respondents accounted 66 indicated

lack of schedule updating mechanisms of the enterprise affect effective time management

practice of the projects.

From the above data one can understand that 66 of the respondent indicates yes then it indicates

the necessary knowledge and awareness of construction Project time management is high in the

60
project management members by experience, training and graduated from higher education by

Project management knowledge areas. even though the awareness’ to project time management

knowledge area indicates about 66 but the remaining 28,5 and 7 does not come close to the

condition in the project , not applicable in the project and they do not have

information/knowledge about project time management respectively.

4.5 Construction project cost Management

Project cost management includes the processes required to ensure that the project completed

within the approved budget” and provides an over view of resource planning, cost estimating,

cost budgeting and cost controlling. All these major processes are used in construction projects.

Life cycle costing together with value engineering techniques and constructability analysis are

used in construction projects to reduced cost and time, improve quality and performance, and

optimize the decision making. In relation to this the study assesses relevant area that that can

affect the enterprise construction cost management practice. Below the fig implied respondents

view regarding cost management practice of the organization.

61
Fig 4. Cost management practice of the enterprise

120
99
100 90

80 72 73
65
60
44
40 38
40
27 25
20 10 10
7 6
2 5 4 4 3 5 5 5
0
Cost Procedure Cost Cost by Updated Budget Averege
breakdown resource budget monitoring
category

Yes No NA I/DK

As implied from the above graph respondents accounted for 72implied the enterprises have

formal procedure of cost management practice of the projects, however respondents accounted

for 27 the enterprise didn’t applied formal procure of cost for projects. Respondents accounted

for 99 and 90 ensure that the organization use cost breakdown for the provided projects and

arranged them through resources category system. However, as implied by 60 respondents the

organization had not updated most projects cost. Regarding budget monitoring practice of the

organization, 65 of the respondents assure there is budget utilization monitoring practice in most

of the projects while, the rest 43 of the respondents implied there is no monitoring practice in

some projects.

From the above graph one can analyzed that, about 73 of the respondent indicates yes then it

indicates the necessary knowledge and awareness of construction Project cost management is

high in the project management members. even though the awareness’ to project cost

management knowledge area indicates about 73 the remaining 25, 5 and 5 does not come close

62
to the condition in the project , not applicable in the project and they do not have

information/knowledge about project cost management respectively.

4.6 Construction Project Quality Management

Quality management includes creating and following processes and procedures to ensure that a

project meets the defined needs it was intended to meet from the customer’s perspective. This

means the same thing as completing the project with no deviations from the project requirement.

Quality management includes the processes of plan quality, perform quality assurance, and

perform quality control.

Fig 5 Quality management practice and challenges of the enterprise

60 56 56 57
52
50 47 47 46 44
38
40
32 32
29
30

20
11 11
10 7 5 7 5 5 7 7 9 7 7

0
QMGT Q assurance Q audit Total Quality Q mgt Averege
procedure Mgt department

Yes No NA I/DK

Sources questioner 2018

From the above quality management data the study analyzed that, though 56 of the respondents confirmed

the enterprise formal procedure use of quality management, the rest 44 replied in opposed to the majority

responders which implied, the enterprise didn’t strictly follow formal procedure for all construction

projects. Similarly 56 responders indicate the organization use quality assurance test in the projects,

however, the rest 29,7 and 5 responders respectively implied project quality assure are not applicable in

all projects and they do not have information on the practice. Regarding quality auditing practice of the

63
enterprise the majority of responders accounted for 47 implied no response which implied the

organization in majority of the projects have not exercised quality auditing practice. Regarding total

quality management practice of the organization, though 52 assure the organization practice on several

projects the rest 47 implied the enterprise didn’t also applied the practice in large proportion of

the project. Respondents accounted for 57 implied the organization quality management

department didn’t supported by qualified employee and relevant materials.

Generally the above data implied that, 45 of the respondent indicates yes then it indicates the

necessary knowledge and awareness of construction Project quality management is near to half

in the project and organization management members knowledge by experience, training and

higher education graduated by Project management knowledge areas shows very low. even

though the awareness’ to project quality management knowledge area indicates about 46 but

above half the remaining 44,7 and 7 does not come close to the condition in the project , not

applicable in the project and they do not have information/knowledge about project quality

management respectively. Therefore about half of the project and organization management

members are not developed the construction Project quality management knowledge area.

. 4.7 Construction Project Human Resource Management

Project Human Resource Management involves all aspects of people management and personal

interaction, including leading, coaching, dealing with conflict, conducting performance

appraisals, and more. These processes ensure that the human resources assigned to the project are

used in the most effective way possible. Some of the project participants whom you’ll get to

practice these skills on area stakeholders, team members, and customers. Each requires the use of

different communication styles, leadership skills, and team-building skills. A good project

manager knows when to enact certain skills and communication styles based on the situation. It

is based on this the study provide relevant question to assess human resources activities of the

64
enterprise in consternation project management. In this regard below the figure 6 implied

respondent’s response on the provided question.

Fig6 activities of human resources of the enterprise

100 90
90 86
79 80
80
70 63
60
50
40
29
30
16 17 19
20 14 11
9 6
10 5 2 2 2
0 0 0
0
planning Preparetion of Defined skilled provide trining Average
charts requirenment

Yes No NA I/DK

Source questioner 2018

From the above data activity of the enterprise human resources, planning effectiveness’ in

assigning professional accomplishments of task 63 of the respondents assure it is well done,

while 29 of the respondents said no which implied still the organization human resources project

planning regarding human resources is weak. Though 86 of the respondents assure that the

organization provide charts that explain the human resources task regarding the projects the

remaining 14 which implied no indicate the activities are not sufficient. As implied by 90 of the

respondents the human resources department provide the required human resources for each of

the project parts, however, 14 respondents indicated in the opposite which implied the

department had not effectively assigned the required human resources on the construction

project. Though, 79 of the respondents assure that the human resources department provide

65
training related to project management of construction, the rest 21 still implied the training is not

sufficient,

In general the above data implied that, 80 of the respondent indicates yes then it indicates the necessary

knowledge and awareness of construction Project human resource management is high in the project and

organization management members by experience, training and higher education graduated by Project

management knowledge areas. However, the remaining 19, 2 and 6 does not come close to the condition

in the project and not applicable in the project about project human resource management respectively.

Therefore 27 of the project and organization management members have to strive to develop the

construction Project human resource management knowledge area.

. 4.8 Construction Project Communication Management

Project communications management includes the processes required to insure timely and

appropriate generations, collection, and dissemination, storage, and ultimate disposition of

project information. It provides the critical links among people, ideas, and information that are

necessary for success. Everyone involved in the project must be prepared to send and receive

communications and must understand how the communication in which they are involved as

individuals affect the project as a whole. In this regard the study provide relevant areas

assessment questions and the response for each of the questions analyzed based on the fig 7

provided below.

66
Fig7 Construction Project Communication Management practice of the enterprise

90 83
81 79
80
70 66

60 52 54
50 45
36 38
40 34
30 27
20
20 16 16
9 7 11 9 11
10 5 7 6 6
2 2 2 2 1
0
Need analysis Plan to System of System for Perfomance stakeholder’s Average
adress the project information report expectation
identified documention
need

Yes No NA I/DK

Source questioner, 2018

As implied from communication management practice of the organization practice, respondents

accounted for 52 ensure the organization done need analysis for the required communication

management application of the organization. However as 36 of the respondent’s response the

pre-assessment of the organization is not addressing the entire projects requirement. Similarly,

54 of the respondents assure the enterprise provide plan for the identified problem in the pre-

assignment practice while the rest 34 response in oppose. About 81 of the respondents assure the

organization has system documentation in communication managements, but the rest 16 implied

some of the information didn’t include in system documentation. Though 80 implied that the

organization report system communication performance of the organization construction project

management, however, the rest 20 implied some of the projects information didn’t reported their

performance. Finally, 45 of the respondents implied the enterprise provide expectation of each

67
professionals in communication management section while the rest 38 argued that all of the

concerned bodies didn’t effectively addressed their expectation.

From the above questioners about 66 of the respondent indicates yes then it indicates the

necessary knowledge and awareness of construction Project communication management

implemented in a good manner, however, The rest respondents accounted for 27, 6 and 6

consecutavely does not come close to the condition in the project and not applicable in the

project about project communication management respectively. Therefore 39 of the respondent

show project and organization management members are not developed the construction Project

communication management knowledge area.

4.9 Construction Project Risk Management

Project risk management includes the processes concerned with identifying, analyzing and

responding to project risks. It includes maximizing the results of positive events and minimizing

the consequences of adverse events. Project risk management provides major risk identification,

risk quantification, risk response development and risk response control. in this regard the study

provide relevant question to assess the enterprise practice and the response implied as follow:

Table 5

YES NO N/A I/DK

8. Construction Project Risk Management
8.1 43 52 2 9
formality of risk management in DCE
8.2 54 38 9 5
Documented risks in project
8.3 39 43 7 23
Risks prioritized
8.4 20 63 23
Risks response plan
8.5 36 43 2 25
contingency budget
38 48 4 17
Average
Source questioner, 2018

68
Fig. 8 Construction project risk management

70
63
60
54
52
50 48
43 43 43
40 38 38
36 36

30 25
23 23
20
20 17

9 9
10 7
5 4
2 2
0
0
Formality of Documention risks prioritized risks response contingency Average
Risk Mgt of Risk plan budget

Yes No NA I/DK

Source questioner, 2018

As implied from the above table and graph of risk management practice of the organization,

majority of the respondents accounted for 52 implied the organization didn’t applied formal

producer of risk management practice. Regarding to risk documentation practice though 54 of

the respondents assure documentation of the enterprise on some of the projects of risk. However,

the rest 38 assure the organization documentation process not applicable in some projects. As

indicated by 43 and 63 respondents respectively, the organization hadn’t effectively done risk

prioritizing method and didn’t provide risk response plan. Finally the study assessed the

enterprise risk minimization contingency budget preparation, however, majority of the

respondents accounted for 48 implied not applicable.

69
 Generally from the above figure 8 in average 69 of the respondent indicates not aware about the

risk management then it prove the necessary knowledge and awareness of construction Project

risk management is very weak in the project and organization management members’ by

experience, training and graduated from higher education . even though by Project management

knowledge areas shows very weak and not practice the rest 38 respondent approves yes then in

some of the organization construction project management activity It shows some practice of

risk management.

4.10 Construction Project Procurement Management

Project procurement management includes the processes required to acquire goods and services

from outside the performing organization. For simplicity goods and services consider as product

provides by the major processes of Procurement planning, solicitation planning, solicitation,

source selection, contract administration and contract close out. It involves deciding what must

be procured, issuing requests for bids or quotations, selecting vendors, administering contracts,

and closing them when the activity finished. Based on this the study was providing relevant areas

assessment questions and the response indicated as follow:

Table 6

YES NO N/A I/DK

9. Construction Project Procurement Management
9.1 planning/strategies/ for procurement 86 14 2 5
9.2 Standard documents 95 5 5 2
9.3 Use preferred supplier 14 78 2 5
9.4 Documented contract management 99 7
9.5 Trained staff 88 11 7
9.6 Monitor and control 86 11 5 7

Average 78 21 2 4
Source questioner, 2018

70
Fig 9. View of respondents regarding project procurement management

120
95 99
100 86 88 86
78 78
80

60

40
21
20 14 14 11 11
7 7 5 7
2 5 5 5 2 2 5 0 0 0 2 4
0

Yes No NA I/DK

In this regard 95 of the respondents assure the enterprises apply standard procuring practice.

However as 78 of the respondents implied as a challenge the organization preferring method of

suppliers were not good and transparent. Regarding the question the organization contract

management documentation practice 99 of the respondents implied the enterprise use

documented contract management practice. 88 of the respondent assure to exercise the

organization procurement practice there are well trained and qualified staff members. As implied

by 86 the organization procumbent management department actively follow and monitor

activities in construction management.

from the above table and graph though in average 78 of the respondents assure the organization

have construction procurement documentation practice, but the rest 27 respondent shows there is

still gap in documenting all procured construction products.

71
4.11 Construction Project safety Management

Construction project is executed with appropriate care to prevent accidents that cause or have the

potential to cause personal injury or property damage. Accidents and personal injuries and deaths

that results, have been, and are still a major concern in the construction industry both in terms of

humanitarian losses and the direct and indirect costs to the industry. In this regard the study

provides related areas. Below the fig implied as follow:

Fig 10 Respondents view safety management practice of the enterprise

80 74
70
59
60 54 56 54
50 45 47 45
43
36 36 38
40
29 27
30

20 16
8 9 9 9
10 5 5 5 7 7 5 4
0 2
0
Safty planing inclusive Hazard Safety Safety Safty Audit Average
planning Analysis training control
process

Yes No NA I/DK

Source questioner 2018

The study were also assessed whether the organization have use inclusive safety planning such

as, Staffing, budget, Records, and Documentation Requirements, in this regard 47 of the

respondents implied yes which is the organization use inclusive safety planning where they

engaged in project construction, while 43 of the respondents replied in oppose which is that the

organization didn’t not plan inclusive safety panning. Regarding to hazard analysis of the

72
organization, though 27 implied as there organization doing hazard assessment, however

majority of the respondents accounted for 54 implied the there is no hazard analysis practice in

Mach of the projects doing by the organization. Respondents accounted for 45 and 59

respectively also assure the enterprise didn’t apply safety controlling process and safety auditing.

In generala From the above verage graph the study analyzed that, though 38 respondents assure

that the organization use safety planning for some of the construction, however, the remaining

massive respondents accounted for 67 indicate that the organization didn’t use safety plan for

almost of the enterprise projects.

73
 Chapter five

Conclusion and Recommendation of the study

5. 1Conclusion of the study

The major objective of the study was to assess construction project management experience in

Ethiopian Defense Construction enterprise delay in average of all projects by 28% (DCE report

2010 EC). The study was analyzed based on the data collected from professionals that engaged

in several types of construction organization. That participates on the project accomplishment

DCE by primary method by using questioner and semi- structured interview and secondary datas

by using reports and organizational structure and plan of DCE. Generally the study was

assessing Construction Project management knowledge areas under through assessing several

relate areas such as. Management process, scope management, time management, cost

management, quality management, human resources management, communication management,

risk, procurement and safety management. Based on this the major finding of the study

conclude as follow:

Then the study regarding construction Prject integration process management that, the necessary

knowledge and awareness is high in the project management members by experience, training

and graduated from higher education but according to performance report of the projects are

delay by 28% even though the respondent of the management members indicate aware to

construction project integration process management but in practice it is weak in performance of

the projects. .

74
In relation to construction project management under the scope implied that, 75 of the

respondents indicate yes then it indicates the necessary knowledge and awareness of construction

Project scope management is still high in the project management members by experience,

training and graduated from higher education in the management members by Project

management knowledge areas. However according to 2010 E.C report of DCE shows about 30%

percent of its project plan is not accomplished then the scope of the projects were not considering

properly in the performance of its plan. In the same practice the awarnes of DCE projects 30

respondents implied there were also challenges in detailed process of scope determination, and

its control in some project construction. .

The finding regarding time management and its effect on construction management practice of

the organization implied that, though 66 of respondents assured the enterprises time management

was good, however the rest 40 implied there are also challenges to apply the necessary

knowledge and awareness of construction Project time management in DCE projects. When I

analys the questionary responds and DCE Projects performance 2010 ec report above 1.3 bilion

birr income is lose due to poor performance in the projects then it shows construction project

time management is very poor even though 66 respondent of DCE managements and

professionals indicates aware about construction Project tim management.

The findings regarding cost management experience of the study enterprise, 73 of the respondent

indicates the most enterprise accomplished their projects based on in good controlling

mechanisms of costs of projects, however, the remaining 36 are not aware to construction project

cost management knowledge area.the conclustion depend on the quetionary respond and DCE

2011 E.C halfe year project performance report indicates the plan was to perform about 2.3

Billion birr but the actual performance in six month was only 1.15 billion birr it shows 51% of

75
the 29 projects plan of six month, there fore the researcher concludes even though about 73 of

the respondent indicates aware to construction project cost management the actual performance

of DCE projects from its plan indicates weak if the project delay from its plan the cost increases

simeltaunsely when the time was extended.

DCE reports 2010 year and 2011 halfe year performance of projects indicate was not inhance

but it shows in 2010 year 72% perform its plan where as in 2011 decline the performance to 51%

from its plan. In the same way majority of the respondent indicates in the study were lack of

quality management practice of the construction projects. In this regard above half of the

respondents projects were not applied the necessary knowledge and awareness of construction

Project quality management practice in their projects and some of the members were not have

enough information/knowledge about project quality management.Therefore the researcher

concludes the awareness to construction project quality management and the actual performance

DCE plans was very weak and exposed to unexpected expenses and failure.

From DCE projects actual performance anualu and semi annual report of 2010 and 2011 E .C

consucatively depend on its plan indicates declined from72% to 51% on the other hand the

finding awareness of construction project communication management though 66 of the projects

and members of the projects have been tried to fulfill the necessary knowledge and experience

consruction tProject communications management the rest 38 of the projects respondents not

awared to construction Project communication management.There fore the researcher conclude

that even though the majority of respondent says aware to communication knowledge area they

are not commited to implemented their awareness in practice in their projects.

76
According to William R. Duncan (1996) stated that project risk management includes the

processes concerned with identifying, analyzing and responding to project risks. It includes

maximizing the results of positive events and minimizing the consequences of adverse events.

As report of DCE 2011 half year projects performance report indicate about 50% of plas failure

or not accomplished. In the same way construction project Risk management practice of DCE

shows from the finding about 64 of the projects didn’t aware and applied the necessary

knowledge of risk management practice in the projects.The conclusion is the fuilurity of

accomplishing Projects plan is due to lack of awareness in construction project risk management

and the little awared respondents are not commited to executeed in their projects. .

From the study the construction project safety management awareness and practice of safety

management confirms 67 of the respondents didn’t applied the necessary knowledge of

construction project safety management practice due to lacks of awaernes to the knowledge

areas. Simelteunsely the 2010 and 2011 E.C projects performance report in average 62% of the

plan projects excuted there fore the researcher concludes the awarenese of construction project

safety management knowledge area and performance of the projects have direct relation it

shows poor awareness of safety as wel as poor performance of the projects plan.

From the study of human resource and procurement project managent shows almost above 79

of the respondents in the good performance practices. Then knowlegd related to this perspective

depend on the concepts of the literature is in positive status but according to 2011 and 2011 DCE

project porfarmance reports the main resource of human being and procurement of the project is

not play its role to managed depend on the knowledge theary.there fore the researcher concludes

eventhough the respondent in humanaresource ande procurement indicates in the good status but

77
the actual porfrmance of the project is very poorn,then the awarnes of the management and

professional members are not committed to exrcise their awareness in their projects.

In general DCE Projects and head office management toward construction project management

knowledge areas are aware in average about 64 respondents from the total 105 participants but,

the remaining about 41 of the respondents are not aware to construction project management

knowledge area. In the same way according to DCE projects performance report 2010 2011 E.C

indicated is very weak.There fore I conclude DCE have high gap related to project management

knowledge areas in its management and professional employees and their projects actual

porfomance were influenced and fuilured due to lack of awareness in construction project

management knowledge areas.

78
5.2 Recommendation of the study

From the above conclusions the performance of DCE projects and the awarnese of construction

project management knowledge areas have dirrect relation,then depend on major construction

project management knowledge area the researcher forward recommendation in the following

ways;

One of the challenge that according to performance of their plans in DCE projects are very weak

then enterprise have to introduce cost base projects by developing the construction project cost

management knowledge area awarnes in board members, head office management,project

management and professional of the projects. To solve the challenge the study recommend that,

using comprehensive method of software is better, in order to facilitate planning, monitoring and

controlling project cost. The most Importatant programs used in construction organization in

order to control and monitor cost are: Excel and Ms project and most of the study organization

that accomplishing projects organizations are familiar with these software however there are

also organization that didn’t applied the method effectively and which affect the project

performances.

DCE has to be aware about best construction materials procurement competition, so it is advised

to purchase the construction materials at the beginning of work. It is also better to have time

schedule for material delivery process to the site in order to avoid shortage or lack of materials.

Even though respondents to contruction project time management indicates awared but the actual

performance of the projects are very far from its time plan then DCE have to implemented to

practice the awareness of constructionproject time management in order to increase

productivity and control or to avoid the greatest rate of time overrun of construction projects

managements.

79
DCE have set up a computerized system to perform documentation process for all the activities

in the site, so they would be able to detect performance in the work and to follow the time

schedule continuously.

DCE had better monitor the quality of activities continuously and to set the required quality

system in the different activities of the project so as to avoid any error in quality that may lead

to rework of activities, and finally time and cost overruns. Quality have not been compromised

by any means in construction, it should be audited in every procedure depend on scientific

standards

In general the study recommends that, in order to enhance and improve to use optimize time ,

cost,quality,risk and safety performance of projects DCE head ffice and project management as

well as professional have to developed construction project management knowledge areas

awarness. Planned time for project implementation should be more suitable for practice. Time

needed to implement variation orders and to rectify defects should be estimated and scheduled

without affecting project time completion. Having regular meeting among project participants

can also enhance performance. Construction organizations should have different incentive

systems in order to improve overall performance. In addition, they should have continuous safety

training and meeting in order to apply safety factors and achieve better performance.

DCE have to introduce human development program related to construction project management

knowledge areas to all managements and professionals becuese from the conclusion near halfe of

the respondents are not aware about the construction project management knoledg areas then it

needs high strives to develop human resources in this knowledge area to achieve over all of the

construction projects goals by DCE.

80
Reference Materials
1. Awodele, O. A. (2006). “An Assessment of the Involvement of Quantity Surveyors in the
Execution of Civil Engineering Projects in Southwestern Nigeria”, the Quantity Surveyor
54(1), 28-36.
2. Ashworth, A. & Hogg, K. (2007), “Willis’s practice and procedure for the quantity
surveyor”. (12th ed.). Oxford: Blackwell Science.
3. Badu, E. and Amoah, P. (2004) Quantity Surveying Education in Ghana, the Hgana
Engineer.
4. Defense construction Enterprise HRM manual (2013)
5. FIDIC(2010),” Multilateral Development Bank Harmonized Edition”
6. FDRE (2006) PPA standards, public procurement and property disposal services
7. Getachew Teka (2004) Project Management, MBA/MA Course Module
8. Harold K. (2009) Project Management, A Systems approach to planning, scheduling, and
Controlling. Tenth Edition. The International Institute for Learning New York,
9. HARRISON NJAMU(2004),an evaluation of construction project cost management for
public works, Botswana, university of Pretoria, Department of construction economics.
10. James.p Lewis (2007) Fundamentals of project Management Third Edition, Broadway,
New York, NY 10019
11. John. P. Muldoon (2014) abstract a remarkably concise summary of the MPBOK 5th
edition, [email protected].
12. Miller, L. & Lessard, D. (2000). “Introduction”, Strategic Management of Large
Engineering Projects: Shaping Institutions, Risks, and Governance: MITPress, Harvard
13. Kim Heldman (2009) Project management professional exam study guide fifth edition,
publishing published simultaneously in Canada ISBN: 978-0-470-45558-6
14. Ministry of works and Urban Development standard Condition of Contract For
Construction of Civil work Projects( December1994)
15. Ofori, G. (2001). Challenges of Construction Industries in Developing Countries:
Lessons from Various Countries. Department of Building, National University of
Singapore, Singapore 117566
16. Eda Buchner(2015) Project cost management, conference paper,

81
17. PMI ( 2003) construction extension to a guide to project management body of knowledge
guide, 2000 edition, published :PMI, inc, four campus boulevard, New Ton square
Pennsylvania 19073-3299 USA
18. Rita Mulkahy, PMP (2009) Rapid learning to pass PMI’s PMP exam on the first try,
publication RMC, INC, USA.
19. Said, I., and Omran, A. (2010) The Compentency Requirements for Quantity Surveyors:
Enhancing Continuous Professinal Development. Acta Technica Corviniensis, Bulletin of
Engineering, Fascicule3, July-September, 105-112.
20. Abdulkadir Sani (2015) System In Building Projects. Journal Of Multidisciplinary
Engineering Science And Technology (JMEST) ISSN: 3159-0040 Vol. 2 Issue 4, April –
2015,Nigeria Department of building ,faculty of environmentTechnology.
21. Thomas E.(2003) programming and scheduling techniques, published by university New
south Wales press ltd., UNSW, Sydney,NSW,2050 ,Australia.
22. Usman, N. And Sani, A. (2015). Construction Professionals Perceptions’ On Contract
Auditing.
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standard committee, Newton square, PA 19073-3299 USA.

82
 Appendix
This questioner is provided to assess whether and to what extent each of the Project Management
knowledge areas and processes are being applied in managing construction projects in Ethiopia
in general and, in Defense construction Enterprise (DCE) in particular. Therefore, your
cooperation will contribute in providing effective research output and bring information about
Project Management Maturity and Capability in construction firms.
Thank you
Researcher:: Tesfahun G/mariam

E-mail:[email protected]

Mobile: 0947384175

Part I – General Information

Direction: Please provide the requested information on the space provided
1. Academic status
A. First Degree [ ] B. Second Degree [ ] C. Other_________
2. Work Experience ___________
3. Organizational Experience
A. Below 1 year [ ] 2-5 Years 5 – 8Years [ ] 10 and above years [ ]
4. What is the grade of your organization? ……..
A.Grade-1(GC1/BC1/RC1) B.Grade-2 (GC2/BC2/RC2)
C. Grade-3(GC3/BC3/RC3) D. Other (please specify)
5.Your company regarding ISO

A. ISO Certified [ ] B. In process to certify ISO [ ] C. Not ISO Certified [ ]

83
Part II- Project management Knowledge areas practice questions
General Direction
Answer all the Questions that follow based on your knowledge of practice of Project
Management in the project you are participating or in the enterprise you are working...
Please Choose:
Yes: If the description approximates the condition in your project (organization).
No: If the description does not come close to the condition in you project (organization).
N/A: (Not applicable): If you think the practice or the description is inapplicable for your
case.
I/DK (I do not know): If you do not have information/knowledge about the question

Response
1 Construction Project management process YES NO N/A I/DK
Is the need and benefit of Construction Project Management
1.1 recognized by your organization management ?
Does your Enterprise’s Management provide support for
1.2 Construction project management development?
Does your enterprise have a central project office that provides
1.3 Project management support for the projects of the enterprise?
Does your enterprise have standard project management
1.4 Process and methodologies?
Does your enterprise provide project management training for
1.5 its project management team ?
Do project managers of your enterprise have solid knowledge
1.6 base of project management?
Are project management processes, methodologies and
procedures applied formally in managing projects in your
1.7 enterprise?
2 Construction Project scope management
Is there awareness about the need or importance of project
scope management in your enterprise’s and project management
2.1 teams?
Are there any efforts of managing project scope in your
2.2 enterprise or projects?
2.3 Is the effort of scope management formal?
Are computer application or tools used in scope management
2.4 Processes?
2.5 Is the project’s scope defined?
Is there any effort of monitoring and controlling scope in your
2.6 project
2.7 Are work results reviewed or inspect to insured or verified that

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 all scope of the work is completed?
3 Construction Project time management
3.1 Does the enterprise prepared Scheduled time plan of the projects
Is there networked Scheduling methods such as, CPM or PERT
3.2 using
3.3 Does the company prepared time plan for specific activities
Does the enterprise use historical data in time scheduling and
3.4 estimation duration of activities
Does the enterprise monitor progress of activities based on their
3.5 time schedules
3.6 Does the enterprise updated schedule
4. Construction project cost Management
4.1 Is there Formal cost management procedure?
Does the Enterprise prepared breakdown of estimated project
4.2 cost?
Does the budget shows the amount allocated for resources by
4.3 category?
4.4 Is the budget updated regularly?
4.5 Is there any effort to monitor and controlling the project cost?
5. Construction Project Quality Management?
5.1 Is there formal quality management procedure?
Does quality assurance activities implemented in your
5.2 project?
5.3 Does quality audit done in your project?
5.4 Does total quality management implemented in your projects?
Is there quality management department or specialized in
5.5 quality management?
6. Construction Project Human Resource Management
6.1 Is there any planning for acquisition and management of
human resource?
6.2 Is Project organization chart prepared in the project level?
6.3 Are skill requirement, role and responsibilities defined for all
project position?
6.4 Is there training provide for project team members?
7. Construction Project Communication Management
7.1 Is Project communication requirement analysis performed in
your project
7.2 Is a strategy plan to address identified communication needs?
7.3 Does your project have a system for handling a project
document?
7.4 Does your project have a system to collecting and distributing
information?
7.5 Are performance reports prepared and provided to relevant
stakeholder?
7.6 Is a strategy developed for managing each key stakeholder’s

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 expectation?
8. Construction Project Risk Management
8.1 Is risk management performed formally in your
project/enterprise?
8.2 Is there any effort of identifying and documented risks in your
project?
8.3 Are risks prioritized based on factors such as impacts,
probability and urgency?
8.4 Is there risks response plan and strategy continuously updated?
8.5 Is contingency budget reserved for potential risk impact?
9. Construction Project Procurement Management
9.1 Is planning for procurement of goods and services needed for
your project?
9.2 Does your project/enterprise have standard documents?
9.3 Does your enterprise use preferred supplier/ subcontractor or
prequalify them?
9.4 Does your project/enterprise have a documented contract
management/administration process?
9.5 Does your project/enterprise have a staff trained in
contract/procurement management?
9.6 Does your project monitor and control progresses of sub
contractor and suppliers?
10. Construction Project safety Management
10.1 Is Safety planning performed in your project? ( determining
safety standards and requirements , and devising actions
plan/strategies
10.2 Does the safety management plan include Staffing, budget,
Records, and Documentation Requirements?
10.3 Is Safety audit done in your project?
10.4 Is Hazard Analysis performed for activities of your project?
10.5 Does your enterprise provide Safety training for workers?
10.6 Is Safety control process implemented in your project?

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Part-III የህንፃ ፕሮጀክቶች የ2010 በጀት አመት አፈጻጸም በ/000,000ብር/

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የመንገድ ፕሮጀክቶች የ2010 በጀት ዓመት አፈጻጸም (በ000,000) ብር

88
የህንጻና ቤቶች ግንባታ ፕሮጀክቶች የ2011 በጀት ዓመት የአምስት ወራት የአሃዝ አፈጻጸም
(በ000,000)

89
የመንገድ ፕሮጀክቶች የ2011 በጀት ዓመት አምስት ወራት የአሃዝ አፈጻጸም
(በ000,000)

90
1