DETERMINANTS OF PUBLIC PROJECT MANAGEMENT

EFFECTIVENESS IN CASE BISHOFTU TOWN

A THESIS

OF PROPOSAL SUBMITTED TO THE DEPARTMENT OF LEADERSHIP

AND CHANGE MANAGEMENT IN PARTIAL FULFILLMENT OF THE
REQUIREMENT FOR MASTER OF LEADERSHIP AND CHANGE
MANAGEMENT (LCM)

BY
LEMMA TADESSE TESEMA

OROMIA STATE UNIVERSITY SCHOOL OF GRADUATE STUDIES

COLLEGE OF LEADERSHIP AND CHANGE MANAGEMENT

Advisor: Siyoum Tadesse

January, 2024
Bishoftu, Ethiopia

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 DECLARATION

The underdeveloped declared that this paper entitled “Determinant of Public

Project Management Effectiveness in Case of Bishoft Town” is my inventive
work. I have done this proposal paper work independently with the guidance and
support of my study paper advisor SEFU (PHD). All sources of materials used for
the proposal thesis have been duly acknowledged. I further confirm that the
proposal thesis has not been submitted either in part or full to any other higher
learning institution to earn any degree.

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 CERTIFICATION

This is to verify that Lemma Tadesse has carried out this proposal thesis work on
the topic entitled “Determinant of Public Project Management Effectiveness in
Case of Bishoftu Woreda. This effort is inventive in nature and it will be
sufficient for submission for the partial fulfillment for the award of Degree of
Masters of leadership and change management(LCM).

Signature

Date

iii
 ACKNOWLEDGEMENTS

First of all, I would like to thank my Lord who has provided me with guidance in all my activities
and inputs strengths and hopes to my heart.
I indebted deep Gratitude to My Advisor Sefu (PHD) ,who as my advisor, has been being devoted
in providing me with scholarly guidance and support starting from idea structuring until the final
development of the proposal report. Finally I will acknowledge all those involved in the preparation
of this thesis at the end of the research thesis

TABLE OF CONTENTS

DECLARATION OF CANDIDATE ii
STATEMENT OF CERTIFICATION iii
SIGNATURE BY BOARD OF ADVISORS iv
ACKNOWLEDGEMENTS vi
TABLE OF CONTENTS vii
LIST OF TABLE x
LIST OF FIGURE xi
LIST OF ACRONYMS AND ABBREVIATIONS vii
CHAPTER ONE 1
1. INTRODUCTION 1
1.1. Background of the Study 1
1.2. Statement of the Problem 1
1.3. Objective of the Study 3
1.3.1. General objectives 3
1.3.2. Specific Objectives of the Study 3
1.4. Research Questions 3
1.6. Significance of the Study 4
1.7. Scope of the Study 4
1.8. Limitations of the Study 5
1.9. Operational Definition of Terms 5
1.10. Organizations of the study Chapters 6
CHAPER TWO 7
LITERATURE REVIEW 7
iv
2.1. Theoretical Framework 7
2.1.1. Contingency Theory 7
2.1.2. General Systems Theory 7
2.1.3. The ADKAR Model of Change 9
2.1.4. Utility Theory 9
2.2. Factors Affecting Public Project Management Effectiveness 10
2.2.1. types of Competency 10
2.2.2. knowledge competency 10
2.2.3. skill competency 12

2.2.4.attitude competency 12
2.2.5 project funds

2.2.6 project equipment 13

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 2.2.4. Integration with Stakeholders 14
2.2.5. Project Control Mechanism 14
2.3. the value of early stake holders involvement 14
2.4. Types of project control mechanism 15
2.5Conceptual Framework 18
CHAPTER THREE 23
3. RESEARCH METHODOLOGY 23
Introduction 23
3.1. Description of the Study Area 23
3.2. Research Design 25
3.3. Target Population 25
3.4. Sample Size and Sampling Procedures 26
3.4.1. Sample Size determination 26
3.4.2. Sampling Procedures 27
3.5. Ethical Consideration 27
3.6. Data Analysis 28
3.7. Validity and Reliability 29
3.7.1. Validity 29
3.7.2. Reliability 29
REFERENCES 31-42

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LIST OF ACRONYMS AND ABBREVIATIONS

SWSEP Sebeta Woreda Socio-Economic Profile

DV Independent variables
EMI Ethiopian Management Institute
ERC Ethiopian Railway Corporation
GDP Gross Domestic Product
IV Independent variables
MQ Managerial skill/competency
OSU Oromia state university
NGO Non-Governmental Organization

PME Project Management Effectiveness

PMI Project Management Institute

PWD Public Works Department

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 LIST OF TABLE

Table 1.Research gaps...................................................................................................................22

Table 2 Cronbach's Alpha coefficient

LIST OF FIGURE
Figure 0-1 Conceptual Framework …………………………………………………………………21

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 CHAPTER ONE

1.INTRODUCTION

1.1. Background of the Study

A project in its straightforward definition is a temporary work assumed by people who work
cooperatively together to create a exclusive product or service within an established time frame
and within established budget to produce identifiable deliverables or to achieve a particular aim
(PMI, 2013). A project is only effective and successful if it comes on schedule, on budget,
achieves the deliverables originally set for it and is accepted and used by the client for the
purpose intended.
World Bank estimates show that public infrastructure spending of Ethiopia was approximately
more than 19% of its total GDP in fiscal year 2011-2012 (The US Department of State, 2015).
However, literature shows that 65% of projects end up fail, either over budgeted and/or behind
schedule to be completed (Taylor, 2015).

In Ethiopian case, some known projects have been either delayed, have had cost overruns, poor
in quality, poor user satisfaction or did not meet the initial objectives (Fetene, 2008; Tekalign,
2014). In Sebeta Woreda case, there are problems that result in delay, poor quality and overrun
of projects. It is upon this background that this study aimed to assess the determinant factors
influencing the public funded projects management effectiveness in case of Sebeta Woreda.

1.2.Statement of the Problem

Projects be it a government project, private project or NGO project, usually meet many problems
in developing countries in general and Ethiopia in particular. Since projects are mostly initiated
to increase organizational capabilities, meeting new demands, realizing new opportunities or to
overcome the challenges faced due to very frequent change of organization’s environment then it
is more likely that problems could occur during execution of the project.
In Ethiopia, 79.06 percent of projects had failed to meet their objectives (Lemma T., 2014).
Moreover, 72 percent of projects financed by Development Bank of Ethiopia (2013) were under
failure category. Effectiveness delay, overestimation of project return and poor staff quality of
projects were found to have statistically significant cause of project failures to meet their
objectives (Getachew, Y 2015).
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There have been several projects funded by government to help reduce poverty for the
communities living in woreda. The question that this study seeks to answer will be why the
projects are not effective in achieving their objectives. What will be the factors that hinder the
effectiveness of the projects in promoting development in the woreda? This study will look at
some of the projects in area with a focus on their aims and objectives; evaluate and assess the
objectives against the intended achievements and set up why there will have been no
visible/tangible positive effect in improving the livelihood of the people.

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1.2. Objective of the Study

The study will set the following general and specific objectives as the following;

1.2.1. General objectives

The overall objective of the study will to assess the determinant factors of public project
management effectiveness in case of Sebeta Woreda

1.2.2. Specific Objectives of the Study

 To determine the extent of the influence of resource mobilization on the public project
management effectiveness in case of Sebeta Woreda,
 To identify how the competency levels of the managers’/ leader’s affect effectiveness of
project management in case of Sebeta Woreda,
 To find out the influence of monitoring and evaluation in public funded project
management effectiveness in case of Sebeta Woreda, and
 To determine the influence of stakeholders’ participation on project effectiveness
in case of Sebeta Woreda

1.3. Research Questions

1) To what extent does resource mobilization influence the effectiveness of project

management in public funded projects?
2) To what extent does competency level of the manager/ leadership influence the
effectiveness of project management in public funded projects?
3) How does monitoring and evaluation influence of on public funded projects
management effectiveness?
4) How does stakeholders’ involvement influence the effectiveness of public project
management in case of Sebeta Woreda?

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 1.4. The Research Hypothesis:
In order to answer the research questions, the researcher will formulate the following research
hypothesis depend on the theoretical frame work of (Nyonje, 2015)

H1. Resource mobilization significantly influence the effectiveness of public project management
in case of Sebeta Woreda.
H2. Competency level of the manager/ leadership significantly influence the effectiveness of public
project management in case of Sebeta Woreda.
H3. availability of funds for M&E will have positive and significant effect on the effectiveness of
monitoring and evaluation system in sebeta woreda
H4. Stakeholders’ involvement significantly influences the effectiveness of public project
management in case of Sebeta Woreda.

1.5. Significance of the Study

This study will be significant to project managers since it will be equipped them with necessary
information to alleviate delays and successfully deliver projects on planned time and cost. This will
promote efficiency and facilitate effectiveness of the projects. The study is significant to the
country project management as it enables to determine the factors leading to project management
effectiveness and thus determine all variables that hinder its. In addition to this, it will assist
government to identify and remove blockades in policy and create favorable environment for
successful project effectiveness. It also encourages further researchers on the area to research as its
not exhaustive as well as benefiting scholars who will wish to undertake further studies aimed at
assessing and identifying factors that could have great influence on road construction projects
effectiveness.

1.6. Scope of the Study

The study will has identified the most pressing issues regarding public project management
effectiveness in the woreda from 2016 to 2023 which will be restricted to four determinants such
as: resource mobilization, stakeholder participation, Project managers’ competency level, and
project monitoring and evaluation, with a particular focus in their management effectiveness.
Practically, the study geographically will be limited to populations of Oromia regional state;
oromia special Zone, Sebeta Woreda, including all existing rural kebeles and towns.
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1.7. Limitations of the Study

Limitations are influences, factors or shorty comings that the researcher cannot control. They
will be the shortcomings, conditions or influences that cannot be controlled by the researcher that
place restrictions on your methodology and conclusions. These include:
 Current and accurate data relating to the project management may not easy to available.
 Lack of previous studied documents and data related to the public project management
effectiveness.
 Data collection may take a lot of time as it will involve going out in the field to meet the
research participants and interviewing them. In the process, some participants may not
available for interview at the agreed time.
Though such problems may be faced, the tasks of the survey study for the determinant of public
will fund project management effectiveness in the study area.

1.8. Operational Definition of Terms

Effectiveness: The act of execution of something that must follow a specific process
Leadership: For the purposes of the discussion in the study, leadership is the ability to
make strategic decisions and use communication (Lewis, James P. 1998).

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Project Manager: A project manager is the person with overall responsibility for managing the
project, also responsible for guiding the project towards the achievement of the desired goals
(widman2002).
Resource mobilization: Money and materials required in order for activities to act specific task
effectively.
Stakeholders’ involvement: The process where organizations involve people who may be affected
by decisions it makes or can influence the effectiveness of its projects (murad, nov 2015)
Technical skill: Knowledge and skill in certain specialized field needed to carry out.

1.9. Organizations of the study Chapters

The study will be organized in five chapters; the first chapter is an introductory part of the study
which introduces the overall study. This part consists of background of the study, statement of
the problem, objective, research question, significance, scope, limitation of the study and
Operational Definition of Terms.
The second chapter will focus on review of related literatures in which previous studies will be
are conducted. In this chapter theoretical literatures, Factors Affecting Project Effectiveness,
empirical review and conceptual framework which is written on determinant factors of public
funded project management effectiveness will be included. The third chapter will consists of
study design, Description of the Study Area, target population, sample size and sampling
procedures, sampling technique, sources and method data collection, data processing, analysis
and regression, models and ethical consideration. The third chapter, research methodology, will
be emphasized on the design of the study and the methodologies that will be used. In this chapter
research design, sample size and sampling techniques, sources of data and data collection tools
and data analysis method, reliability and validity analysis, model specification will be discussed.
The fourth chapter will be focused on analysis of the collected data from respondents using SPSS
software and ANOVA test to analyze quantitative data. The hypothesis of the research will be
also proved by using data analysis. Fifth chapter will present a summary of the study findings
and will has come up with conclusions based on the outcome of the data collected and analyzed
with different methods and based on the finding of the study recommendation will be made.

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 CHAPER TWO

LITERATURE REVIEW

2.1. introduction

This chapter will review all the literature related to the study variables and it will be guided by
four management theories namely contingency theory, general systems theory, the ADKAR
model and the utility theory.

2.1.1. Contingency Theory

Theory by Fred Edward Fiedler asserts that when managers make a decision, they must take into
account all aspects of the current situation and act on those aspects key to the situation at hand.
Each public project management is unique and with its own complexities and therefore should be
managed according to its specific characteristics and environment in that particular period of
time (Sawega 2015). The contingency theory recognizes this aspect and attempts to identify
practices that best suit the unique demands of different projects. This theory rejects the idea of
one best way to manage projects because of the varying management situations. According to
Mutema (2013), contingency theory takes into account the interaction and interrelation between
the organization and the environment.
This theory recognizes that there are a range of contextual variables also referred to as risk
factors which influence the project objectives differently. Examples of these variables are:
external environment, technology, organizational structure and size, cost, culture, people
involved and strategy. Contingencies for both budgets and schedules provide the project manager
with the estimating caution they need to protect their projects from cost and time overruns (PMI
2006). Effectively allocating these contingencies can help project managers control much of the
projects uncertainties.
2.1.2. General Systems Theory
Theory by Bertalanffy Ludwig Von (1971) asserts that a system is a collection of parts unified to
accomplish an overall goal. If one part of the system is removed, the nature of the system is
changed as well. For example, a functioning car is a system if you remove the carburetor you no
longer have a working car. A project can also be viewed as a system with inputs, processes and
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 outputs. Any project success is dependent on the harmonious interaction of its parts and therefore

the project team must be able to put this into perspective. Improvement methods by Memon et al
(2013) indicates that failure of different parties to a project to work seamlessly leads to infighting
that eventually derail the completion of a project.

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2.1.3. The ADKAR Model of Change

Hiatt (2006) developed the ADKAR model for change management based on his experience as
an engineer and a project leader. According to him cited in Sawega (2015) project failure is
caused by resistance to change and that effective management of this could enhance project
success. The model was based on many change management techniques but presented in one
clear model with a key underlying message that the key to successful change is in understanding
how to facilitate change with one person.
ADKAR is an acronym for: A – Awareness of the need for change, D – Desire to support and
participate in the change, K –Knowledge of how to change, A – Ability to implement the
required skills and behaviors, R – Reinforcement to sustain change.
All the five elements of the ADKAR model are sequential. When bringing about change it is
important that everyone understands the need for change because the natural reaction of
employees or project team to change is to resist. The precondition for implementing change is
sound and extensive knowledge, learning new skills and steering towards a different behavior.
After change has been implemented it is important that this change is sustained in order to
prevent a lapse into the former behavior.
Project management institute (PMI, 2012) states that 73% of the organizations using project
management use change management. Successful project management largely depends on the
ability of the project team to manage change (Hornstein, 2010). Projects do not only generate
change but also can be used to formally manage change (Fieldler 2010, Lundy and Morin 2013).

2.1.4. Utility Theory

Utility is a measure of desirability or satisfaction; a degree of satisfaction or welfare coming

from an economic activity. Value of a project depends on its utility while utility depends on the
specific circumstances of the stakeholders. The criteria of projects success should include longer
term aspects of the project outcome such as its impact. Utility theory should therefore be
considered as an important element in the definition of project lead time (Al- Carlos, 2014).

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According to PMI (2006) the project manager can use a utility- based approach to develop a
long-range contingency allocation plan, an approach informed by the relationship between
expected utility and the challenges in allocating a projects cost and time contingencies. This
relates utility theory to contingency allocation to improve performance. Delay in project
completion impacts negatively to the expected users in that it denies them the utility they would
have had from the project were it complete on time.

2.2. Factors Affecting Public Project Management Effectiveness

2.2.1. Project Manager’s Competency

Thus, competence covers personal characteristics (traits as understood by the traits school and
emotional intelligence), knowledge and skills (including intelligence and problem-solving
ability, as well as management skill). However, it goes on to show that different competence
profiles are appropriate in different circumstances, covering the contingency school. Finally,
personal characteristics also encompass charisma and vision, and it is possible to build up
different competency profiles to match different forms of leadership such as transactional and
transformational leadership Mekdes Getaye (2017)
Types of Competence
A. Knowledge Competency
PMI (2007) expresses knowledge as knowing something with the familiarity gained through
experience, education, observation, or investigation, it is understanding a process, practice, or
technique, or how to use a tool. The proper measure of learned knowledge and practice leads to
increasing levels of competence and expertise.
According to Mnkandla and Marnewick (2011) There are two forms of knowledge, namely,
explicit and tacit knowledge. Education is the primary means for acquiring explicit knowledge.
This knowledge focuses on hard skills that are teachable abilities or skill sets that are easy to
quantify the technical information. Explicit knowledge can be articulated as words and numbers
making it easier to communicate and share. PMBOK Guide defined explicit knowledge is within
the 10 knowledge areas which provides explicit knowledge regarding managing projects.
Tacit knowledge is the kind of knowledge that is difficult to transfer to another person by means
of writing it down or verbalizing it but is primarily attained through experience (Nonaka and

11
Takeuchi 1995; Nonaka and Toyama 2015; Pant and Baroudi 2008). This knowledge is
extremely difficult to communicate and share as it is imbedded in a person’s experience,
revolving around beliefs, perceptions and values.
Alternatively, there is a knowledge pertaining to the organization, industry and project type, such
as engineering, information systems and finance (Bredillet et al. 2013). Industry, organizational
and project type knowledge is both explicit and tacit as both knowledge types inform the various
phases and processes during a project (Holzmann 2013). It could be argued that explicit
knowledge is similar to technical skills whilst tacit is to soft skills. Specific project and industry
knowledge are required to apply the various skills accordingly.
B. Skill Competency
As per the study by Petter and Randolph (2009), Project management skills are often classified
as technical or soft skills. Technical skills refer to the abilities and knowledge needed to perform
specific tasks to understand and apply various tools and techniques pertaining to projects in
general as well as specific projects such as information systems projects (Keil, Lee and Deng
2013). They are practical, and often relate to mechanical, information technology, mathematical,
or scientific tasks.
Also, El-Sabaa (2001) showed that these skills are primarily developed through training and
experience. Conversely, soft skills include, amongst others, decision making, delegation and
teamwork (Stevenson and Starkweather 2010). Leybourne (2007) states that there is a movement
away from technical to soft skills (project manager behaviors). This coincides with the notion
that organizations are focusing more on soft skills when hiring project managers rather than
technical skills (Stevenson and Starkweather 2010). Soft skills primarily focus on
communication and people management, which is comparable to the research of (Fisher 2011).
These skills are a cluster of productive personality traits that characterize one's relationships in a
milieu. Also, it can include social graces, communication abilities, language skills, personal
habits, cognitive or emotional empathy, time management, teamwork and leadership traits.
Verbal skills are paramount to any project manager as they are responsible for managing and
directing the various project members as well as liaising with the various stakeholders.
Furthermore, verbal skills become even more important when projects are multinational as there
are various languages and cultures involved, thus making communication that much more
difficult. Projects exhibit change on a continuous basis and have elements of ambiguity where
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the various stakeholders have varying interpretations of project information. This requires project
managers to be able to manage ambiguity and change on an ad hoc basis to ensure the project
delivers the required business benefits as stipulated during the project initiation and planning
phase.
C. Attitude Competency
Boyatzi (1982) described attitude as, a capacity that exists in a person that leads to behavior that
meets the job demands within parameters of organizational environment, and that, in turn brings
about desired results. Attitude Competency is a capacity that exists in a person that leads to
behavior that meets the job demands which brings in desired results beyond knowledge and skill.
It is the sum total of a person’s disposition towards the job seen in his behavior of job
involvement, organizational commitment and overall satisfaction to meet the job requirements
and the ability to bring in desired result.
The personal characteristics of project managers play a more pivotal role in project management
than previously believed (Bakhsheshi and Nejad 2011). The attitude of a project manager
directly impacts their ability to manage a project effectively and efficiently. Furthermore, their
personal characteristics are fundamentally linked to their personality.
Characteristics relating to people’s interactions are the most prevalent, which correspond to the
notion that project management is primarily people management. Delivering successful projects
requires a project manager to be firm whilst being able to negotiate, as these are key to effective
leadership and ensuring project team members fulfill their responsibilities. Cohen, Ornoy and
Keren (2013) expanded their study and discovered more about project managers’ personalities.
They discovered that project managers have intuitive and thinking characteristics which
primarily align to the soft skills required.
As per the study by Bakhsheshi and Nejad (2011) on the relationship between project types and
project manager’s Attitude, Projects were classified as: urgent, complex, novel and normal.
Honesty and being reliable is prevalent in all project types for effective attitude development.

2.2.2. Project Funds

Amongst the basic conditions for smooth project activity operations without stoppages and
unnecessary disruptions is regular and sufficient funding of the project. Regular and on schedule

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progress of work activities on site require sufficient cash flow in order to facilitate procurement
of materials, plants and equipment on time as well as remuneration of labor force.
Project funds "Funding" is the act of providing financial resources, usually in the form of money,
or other values such as effort or time, to finance a need, program, and project, usually by an
organization or government. Generally, this word is used when a firm uses its internal reserves to
satisfy its necessity for cash, while the term financing, is used when the firms acquires capital
from external sources (Spinner, M.P. 1989). Available funds may also refer to funds that can be
withdrawn from a margin account at a brokerage firm, where margin loans are still outstanding.

2.2.3. Project Equipment

Equipment is the tools, machines, or other things that you need for a particular job or activity
Tangible property (other than land or buildings) that is used in the operations of a business.
Examples of equipment include devices, machines, tools, and vehicles (Ahuja, H.N., Dozzi, S.P.,
& Abourizk, S.M. 1994). Krazner (2005) defined construction equipment as to heavy duty
vehicles, specially designed for executing construction tasks, most frequently ones involving
earthwork operations. They are also known as heavy machines, heavy trucks, and construction
equipment, engineering equipment, heavy vehicles, or heavy hydraulics. They usually comprise
five equipment systems: implement traction, structure, power train, control and information
Heavy equipment functions through the mechanical advantage of a simple machine, the ratio
between input force applied and force exerted is multiplied. Some equipment uses hydraulic
drives as a primary source of motion.
The management of construction equipment is a difficult task. There are two choices with the
construction company either buy the equipment or take on rent. Equipment costs may range from
5% to 10% of the overall construction cost of a building to 40% or more of the total cost for a
public-works project. Given the high cost of equipment, the buyer rent decision has a significant
impact on company profitability. In heavy construction works, optimizing equipment selection
Based on economical operation analyses has a primary role in the success of major construction
projects. For construction projects, especially the heavy civil work projects, equipment is
comprehended as one major resource that project managers rely upon to perform the required
work. Equipment may be owned by the company or rented for a period of time. Equipment fleet
may represent the largest investment in the long term for construction companies. This step is
14
considered critical in order to evaluate the rental option and to support decision-makers. The
economic analysis of construction equipment is mainly focused on determining the owning and
operating costs as well as the economic life for each type of equipment. In order to properly
complete the equipment economic analysis, all costs associated with the selected equipment must
be considered.

2.2.4. Integration with Stakeholders

Stakeholder management is one of the most essential parts of project management.

Disagreements and change in project characteristics is time, design and budget at the time of
construction may arise due to influence and poor participation of stakeholders in the project. So
to avoid such a like problems strong engagement between external stakeholders and project
doing parties is necessary and high emphasis should be given to time, budget and design of
projects (murad, nov 2015) the main stakeholders of ACCRA are Community, Contractors,
Small enterprises, Suppliers of raw materials (Frame, J. D. 1995)
The value of early stakeholder involvement
The possibilities of influencing project success are seen to be best during the early project stages
because decisions made early reduce unnecessary changes during later development and even the
total life cycle costs. According to several studies early stakeholder involvement yields at least
the following benefits
 Leads to a lower likelihood of developing poor designs
 Early involvement in the design stage leads to a higher likelihood of a more
effective design, improved construction operations and less crap
 Early knowledge about the project allows room for creative solutions and the
intensive exchange of ideas (Frame, J. D. 1995)

2.2.5. Project Control Mechanism

One of the major issues in the project control literature is the difficulty of defining control. This
comes about because the project management research has a multiplicity of meanings for
‘’control‟. Control is defined as a role, as a process, and as an outcome (Frame, J. D. 1995).
Control is also discussed as a practice, a system and a problem (Isaac and Navon, 2014). The
difficulty of agreeing on a commonly accepted definition may be because of the enormous
15
number of skill-sets needed to measure, monitor, analyze, report and re-schedule projects. Five
top project manager skills, but control is not on their list. Frame, J. D. (1995), on the other hand,
writes that control is a fundamental managerial skill necessary for all project management roles.
Thus, all construction managers need experience and knowledge of the purpose, function and
processes of control within projects. This knowledge is embedded in project control tools and
methodologies (Frame, J. D. 1995). Therefore, in this report the term, construction project
control professionals‟ identifies managerial practitioners who all have experience with a range of
types of construction projects and project control mechanisms (Frame, J. D. 1995).

In addition, the dynamic nature of a construction project (Ahuja, H.N., Dozzi, S.P., & Abourizk,
S.M. 1994) is best understood from a systems perspective because improvement in productivity
requires measures of more than one form of activity. The complex interaction between activities
of construction projects involves factors such as work readiness, work flow reliability, materials
logistics, etc. A systems view of productivity implies project management processes aligned to
systems-based construction management methodology (Ahuja, H.N., Dozzi, S.P., & Abourizk,
S.M. 1994). arguably the best known is Lean Construction. The fundamental concept of Lean
Construction is production efficiency, defined as minimizing waste. Thus, in this report the
concept of control is defined as the application of a systemic project control system. The
processes of project control, for the purposes of this report, are connected to the concept of
production efficiency (for simplicity sake defined as reduction of waste). And improved project
productivity is considered to be the expected outcome of a well implemented project control
system (Ahuja, H.N., Dozzi, S.P., & Abourizk, S.M. 1994)
The APMBoK takes a broad view of what is meant by the word “control” (APM, 2000).
Planning, measuring, monitoring, and taking corrective action are all usually included in the
control cycle. Typically, projects utilize a control system, which monitors the difference or gap
between the planning variables and the actual results. Project control systems indicate the
direction of change in preliminary planning variables compared with actual performance.
Types of Project Control Mechanism
Basic Types of Project Control Mechanism in Project Management are as follows: In a project,
it is very easy to lose sight of the actual objectives. Large projects acquire a life of their own and,
if left to them, can spin out of control. There have to be mechanisms to control the project and to

16
ensure that the project is proceeding as planned. Mostly, the control over a project focuses on the
following three elements of the project:
i. Performance
ii. Cost
iii. Time
The objective of having controls is to find out that there is a problem and then to alter course by
taking corrective measures. Project control is not simply waiting for things to go wrong and then
fixing it. It is chiefly to have systems to identify problems before they manifest themselves.
There are three basic types of control mechanisms- cybernetic, go/no-go, and post-performance
(Ahuja, H.N., Dozzi, S.P., & Abourizk, S.M. 1994).
i. Cybernetic Control:
This is the most common kind of control mechanism. A project has inputs and outputs. The
outputs can be in the form of milestones that have to be met. Cybernetic controls focus on the
outputs. If these milestones or outputs do not measure up to the set standards, then the situation
is investigated to see if there is a sufficient cause to change patterns of activity. The focus of this
kind of control is to reduce deviations from a standard. The more the deviation, more is the
attention the situation warrants.
ii. Go/No-go Control:
Go/no-go control takes the form of testing to make sure that certain preconditions are met before
a task is undertaken. This type of control can be used for a specific part of the project too. Go/no
go controls are linked to the actual plans and are not independently set on a calendar.
iii. Post-performance Control:
Post-performance controls are applied after the completion of the project or the task, the focus
here is not on altering what has already happened but in making sure that good and bad practices
are recorded for being of help in future projects (Ahuja, H.N., Dozzi, S.P., & Abourizk, S.M.
1994).

17
2.3. Empirical Review

A study in South Asian country of Bangladesh, on the title of the “An Evaluation of the
Determinants of Project Success in Public Works Department (PWD)” by Adnan Rahman
(2018), based on the survey of views about the twenty-one factors responsible for project
performance using a three-point scale done in Bangladesh, found that top management supports,
competence of project manager, activities of technical support team at head office are the prime
factors for success. On the other hand, contractors’ incompetence, lack of support from
department of architecture, faulty project conceptualization has come out as the main drivers of
project failure in Public Works Department (PWD). Interestingly it also found that, political
commitment has least effect in both success and failure in projects of PWD

A study conducted in our neighboring country, Kenya on the ‘Actors Influencing Effectiveness
of Project Management in Public-Funded Projects’, Jarvis Omolo (2015), identified Regarding
the influence of stakeholders’ involvement in the effectiveness of project management the study
found that stakeholder’s level of involvement to be in small extent. On the influence of resource
mobilization on the effectiveness of project management the study found out that inadequate
allocation of resources can lead to failure in the effectiveness of project management to a very
large extent. Furthermore, the study also revealed that poor leadership can lead to stalling of
project management to a very large extent. From the findings of the study, it can be concluded
that staff technical skills have effect on the effectiveness of project management in that necessary
skills play a key role in execution of duties by the employees.

In our country, Ethiopia, a study in Addis Ababa city done by Derese Mersha (2017), the main
reason for project delay includes lack of foreign exchange and not properly making project
design at the beginning. Most firms use traditional methods to schedule, check and control
capital projects. In his study, based on the survey covering 109 large private and public owned
business organizations found in Addis Ababa, Ethiopia, and aimed to look at how capital
projects in Ethiopia are financed, implemented and monitored he finding of the survey indicated
that most projects are financed using either internal sources or borrowing from banks.

Alemu Asnakew (2016), on his part also, done to assess the critical success factors and
challenges of the overall railway construction project success in Ethiopia, a sample of 79
18
respondents was selected from a population of 264. The study findings show that project success
factors such as: leadership effectiveness, project team, Contractors. Competency, cost
Management, communication management, time management, quality management, risk
management, and stakeholder participation are found to be critical factors to the project success.
The study also concluded that the major challenging failure factors were: investment cost,
skilled workers in the sector, project integration and stakeholder management, contract
administration, and land topography

Similarly, Mangistu abera (2018) aiming at project governance practices in Ethiopia, in the case
a total of 12 senior executives and senior expert’s government ministries were revealed that, the
front-end planning is not adequately practiced. This was due to lack of people with the proper
skills at different level, lack of clarity in mandates and of use guidelines in the preparation and
appraisal of public sector projects among others. While reviewing earlier research works, to the
knowledge of the researchers, on the determinant of public project management effectiveness.
Therefore, this study will fill the knowledge gap in this regard.

2.4. Conceptual Framework

According to Mugenda & Mugenda (2003) cited in Sawega (2014), a conceptual framework is a
diagrammatical representation of hypothesized relationship between independent and dependent
variables of the study. From the literature Reviewed, dependent variable is public project
management effectiveness while the independent variables are Resource mobilization, project
managers’ competency, Project monitoring and evaluation, and Stakeholders’ participation.
Projects would need effective resource mobilization, Project manager’s competency levels,
Project monitoring evaluation and stakeholder involvement. Inadequate resources affect the
effectiveness of various project activities. Moreover, limited stakeholder involvement also
affects the effectiveness of project management since stakeholders are the beneficiaries in the
various projects.

19
Source :( adopted by the researcher, as cited in David, Dr.Kepha &Dr. Assumpah (2015))

Figure 0-1 Conceptual Framework

20
Table 1.Research gaps
Author/years Title of the study Methodology findings Knowledge gap
study of influence of project analyzed the His study failed to
Njogu (2016) stakeholder Descriptive and involvement of the adequately cover other
involvement on project explanatory stakeholders in the critical stakeholder
performance in Nema various stages of the management issues of the
Automobile project different stakeholders such
Emission control lifecycle. as conflict, communication
and identification of needs
which are covered in this
study.
The Effect of Project quantitative Results revealed that It focused only on
Samuel Managers’ research project managers’ competency level of
Nigatu(2019) Competence on method and competencies are manager(0ne variable)
Project Success: explanatory moderate to high, for project succeed
The Case of research design project’s success evaluation
Ethiopian Airlines elements are also
Group moderate to high
Kariungi 2014 Determinant of timely Descriptive and Managerial skills do not
completion of project explanatory pose a big challenges on Look at Thika power
in Kenya; a case of research design project completion in an managerial skills, only one
Kenya power and questionnaires’’, area variables affecting project
lighting thika interview overran
schedules,
Communication skills Survey Communication skills Did not look at public
Benta2014 impact on sustainable correlation are important in projects
green project managing a sustainable
management construction industries
Gatura and Factor affecting the Descriptive, Untimely released of Did not specifically focus
muturi 2014 timeliness of inferential fund and inadequate and on public project
completion of donor statistics unpredictable transfer of
funded projects case of descriptive project funds
ICRAF survey influencing timeliness
of completion of project
to a great extent
Kibebe and Selected factors Descriptive There was significance Looked at community
mwirigi 2014 affecting effective survey relationship b/n manger participation in CDF not
effectiveness of CDF factor and social factors government funded project
project in kimilili and effectiveness of
Kenya CDF projects

Source; survey 2020

21
 CHAPTER THREE

3. RESEARCH METHODOLOGY

Introduction
This chapter will present the research design and methodology that will be used in the study.
This will specifically covers the following: research design, research approach, population,
target population and sampling, data collection instruments, validity and reliability of research
instruments, data collection procedure, data analysis techniques, ethical considerations and
finally operational definition of variables.

3.1. Description of the Study Area

Bishoftu is a town in central Ethiopia. Located in the East Shewa Zone of the Oromia Region, it sits at an
elevation of 1,920 metres (6,300 ft). The town serves as the primary airbase of the Ethiopian Air Force.

Bishoftu is located 47.9 kilometres (29.8 mi) southeast of Addis Ababa along its route 4 highway.[6] It is
a resort town, known for its several lakes.

In the research approach, Bishoftu woreda will be considered as a case area to study the
determinants of public Project management effectiveness. There are different approaches
including qualitative, quantitative and mixed. As (Kumar, 2011) stated qualitative research
is an approach for exploring and understanding the meaning individuals or groups ascribe to
a social or human problem. Quantitative research is an approach for testing objective
theories by examining the relationship among variables. These variables, in turn can be
measured, typically on instruments, so that numbered data can be analyzed using statistical
procedures. Mixed methods research is an approach of inquiry involving collecting both
qualitative and quantitative data, integrating the two forms of data, and using distinct
designs that may involve philosophical assumptions and theoretical frameworks. Also the
quantitative research is critical to show the cause and effect relationship between dependent
and independent variables. So to address the research question, test hypotheses and
investigate the cause and effect relationship between determinants and effectiveness of
managing a project and the study will employee quantitative type of research approach.

22
23
 Research Design

A research design is a plan, structure and strategy of investigation so conceived as to obtain

answers to research questions or problems .Cooper and Schindler (2014) summarized the basics
of research design as an activity and time based plan. Always based on the research question, it
guides the selection of sources and types of information. A framework for specifying the
relationship among the study variables and outlines the procedures for every research activity.
Since the main objective of this study is to assess the determinant factors of public project
management effectiveness in case of Bishoft Town. Explanatory and Descriptive research design
will be appropriate. As a result, to analyze this relationship, quantitative type of research design
will be organized. This will also estimates the frequency or proportion and association of variables
or it makes some specific predictions (Babbie, 2011). As a result, this design will enables to assess
the determinant factors of public project management effectiveness in case of Bishoft Town.

3.2. Target Population

Target population refers to the entire group of individuals or objects from which the study will
look for to generalize its findings (Cooper and Schindler, 2014).The population for the study will
be incorporated project committee technical and steering members, Woreda and Kebele people’s
representatives, leaders, higher experienced expertise and project focal persons of the project
funded sectors who will be involved directly in the effectiveness and management of the projects
in the study area. This technique will be used in order to identify and select information with rich
samples and to maximize efficiency and validity of the study.

24
3.3. Sample Size and Sampling Procedures

Sampling is the procedure of selecting elements from a given population that specifies the type
of sample to be used. From the population frame, the required number of respondents will be
selected in order to make a sample. To determine the sample size of the study, the total targeted
population will be defined. According to (Bryman, 2016), target population is said to be a
specified group of people or object for which questions can be asked or observed made to
develop required data structures and information. Attempted to know all the possible job
positions in the organizations, the sample size will consists for both the quantitative and
qualitative study.

3.3.1. Sample Size determination

One way of determining the size of a sample is by exercising carful mathematical calculations
(tables) and ensuring that the sample represents the wider features of the population under
consideration (Morrison as cited in Cohen et al., 2000). Basing the Krejcie and Morgan tabular
suggestion for appropriate sample size sampling error of 5% and 95% confidence interval is
taken. While determining the sample size of the study, for this research, used the table developed
by Krejcie and Morgan (1970) using the formula below.

Where:
S = Required Sample size
X = Z value (e.g. 1.96 for 95% confidence level)
N = Population Size
P = Population proportion (expressed as decimal) (assumed to be 0.5 (50%)
d = Degree of accuracy (5%), expressed as a proportion (.05); It is margin of error
Basing the Krejcie and Morgan tabular suggestion for appropriate sample size sampling error of
5% and 95% confidence interval will be taken. While determining the sample size of the study,
for the research, the table developed by Krejcie and Morgan (1970) will be used.

25
 3.3.2. Sampling Procedures

Questionnaires will be used as a primarily data collection instrument. Owen (2002) recommends
use of questionnaires for its potential to reach out to a large number of respondents within a short
time; ability to accord respondent’s adequate time to respond; offers a sense of privacy and
confidentiality to the respondent. Therefore, this instrument will be selected as a quick and cost
effective way to collect data. Accordingly, the questionnaire will be hand delivered purposively
to collect data from the project technical and steering committees and while simple random
sampling procedure will use to collect data from the respondents of the selected population and
the rest.

EthicalConsideration
This study will follow ethically and morally acceptable processes throughout the research process.
The goal of ethics in the study is to ensure that no one will be harmed or suffers adverse
consequences from the study activities (Cooper & Schindler, 2006). The data will be collected with
the full consent of the participants. In this regard, the names of the respondents will not disclosed,
and Information will not available to anyone who will not directly involved in the study. In order to
safeguard the rights of the participants, the benefits of the study will also explained to the
participant. In addition, the study will use proper citation, follow truthful collection and analysis of
data, maintain data confidentiality, obtain the consent of the case organization and staffs and keep
the identity of respondents unanimous based on their consent to meet the ethical obligations of the
research.

26
3.4. Data Analysis

The data will be collected and analyzed using quantitative data analysis methods. The data
analysis for the questionnaire will be done using SPSS (version-20). After giving numerical code
for each response paper, SPSS will be selected for the reason that it is readily available and user-
friendly analysis tool with which the researcher will familiar with. Descriptive statistics such as
percentage, frequency and measures of central tendency (mean and standard deviation) will be
used to summarize the responses. Multiple regression logistic models such as binary logistics and
linear regression model presented below will be used to test on the relationship between the
variables of the study:
y= ß0 +ß1X1+ß2X2+ß3X3+ß4X4 +£i
Where Y=dependent variable (project implementation)
ß0=the constant term .X1, X2, X3, X4, =independent variables (Resource mobilization, project
manager’s competency, Project monitoring and evaluation, and Stakeholders’
participation respectively).
ß1, ß2, ß3, ß4, = the slope coefficient of continuous variable £i= random error/residual term, as
stated by Albert and Harris (1987)
In inferential statistical analysis, correlation and multiple linear regression methods will be
utilized using statistical package for social sciences (SPSS) software. The use of these statistical
tools and methods of presentation are described below.
a) Correlation
Correlation (r) is used to describe the strength and direction of relationship between two
variables. Since all variables will be measured as an interval level, Pearson product moment
correlation will be used. Correlation “r” output always lies between -1.0 and +1.0 and if “r” is
positive, there exists a positive relationship between the variables. If it's negative, the
relationship between the variables is negative. While computing a correlation, the significance
level shall be set at 95% with alpha value of 0.05 or a chance of occurrence of odd correlation is
5 out of 100 observations.
b) Multiple Regression Analysis
Multiple regression (binary and linear) analysis is a major statistical tool for predicting the
unknown value of a variable from the known value of variables. And regression analysis selected

27
because it is the best alternative to examine the impact analysis between a dependent variable
and a set of independent variables.

3.5. Validity and Reliability

3.5.1. Validity
In this study, two types of research test instrument will be used. One of these will be validity test that
is the extent to which difference found with measuring instrument reflecting true differences among
those will be being tested. To ensure the quality of the research design content and construct validity
of the research will be checked. Construct validity establishing correct operational measures for the
concepts being studied. Project effectiveness managing professionals and experts who will specialize
knowledge and experience on funded non-governmental organizations judgment and opinion will be
taken.

3.5.2. Reliability

The study will use survey questionnaires which were already tested and applied on an
international research level. But due to some modification on the adapted instrument to check if
it will be understood by the respondents or not, 14 pilot tests will be distributed for the selected
project stakeholders to ensure the Internal consistency of items which is the level of homogeneity
of a scale will be measured and incorporated in the instrument to be checked by using
Cronbach’s alpha coefficient on SPSS Version 20.0. Cronbach's alpha is a coefficient that is
used to measure reliability or internal consistency of items; it indicates how closely the items are
related to each other, and how free they are from bias (Tavakol and Dennick, 2011). If
Cronbach's alpha value is more than 70% for all variables, then reliability is assumed. Table 1
shows that Cronbach's Alpha coefficients for all variables.

28
 Table 2 Cronbach's Alpha coefficients

No of Reliability statistics
Variables Cronbach’s alpha
items
Resource mobilization 6 0.63
Project managers competency level 6 0.691
Project monitoring and controlling 6 0.84
The impact of stakeholders involvement 4 0.788
All measurement’s items 22 0.737
Source: Pilot test Own Survey, 2020
As indicated in table (1), the Cronbach’s Alpha test reveals that the instrument’s
internal consistency as 73.7 % which is well above the acceptable value (i.e. 70%) (Tavakol and
Dennick, 2011). Therefore, the study instrument is reliable, and the forthcoming findings &
conclusions are acceptable and concrete

29
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