The Influence of Project Risk Management Practices on The Success of Development Projects Implemented by Selected Ethiopian Ngos
No Thumbnail Available
Date
2026-10
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
Addis Abeba Universty
Abstract
Non-Governmental Organizations (NGOs) run development projects in Ethiopia and development projects are the key to the country's economic change. The environment they operate in includes instability, financial fluctuations and logistical constraints. Development projects often face delays, cost overruns and scope failures. This study investigates how the Project Risk Management (PRM) practices shape the success of development projects, in NGOs, specifically risk identification, risk analysis, risk response planning and risk monitoring and control, while examining how Top Management Support changes the way the Project Risk Management (PRM) practices affect project success. The research used a quantitative approach with a descriptive and explanatory design. The research collected data with questionnaires. The questionnaires were conducted by a chosen sample of 200 project professionals. The project professionals include project managers, directors and M&E officers. The research used stratified sampling to reflect different organizations and further used purposive sampling to target knowledgeable professionals. The research analyzed the data with the Statistical Package, for the Social Sciences (SPSS). The research run statistics, Pearson correlation and moderated regression to test the research hypotheses. Related literature and theories show that PRM awareness is present but implementation is still ad-hoc and reactive due to the level of leadership commitment. This study measured how organized PRM practices affect project success. The study also examined how Top Management Support strengthens PRM practices and leads to outcomes that stay on schedule, stay within budget and meet quality standards.
Description
Keywords
Project Risk Management, Development Projects, Ethiopia, NGOs, Project Success, Triple Constraint, Risk Identification