Project governance practices in Ethiopia: the case of Front-end project management practices in selected Government ministries
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Date
2018-06
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Addis Ababa University
Abstract
Project management success, achieving of the triple constraints, does not guarantee
project success. More than 70% of projects fail or are challenged to achieve their planned
objective (Standish Group, 2001). Thus, this raises the bigger question: is it morally,
socially, economically and politically acceptable to decide funding of a project without
figuring out whether the project can deliver the best service and with the most impact?
Good project planning at the early stages of a project (the “front-end”) has been found to
contribute significantly to the minimization of uncertainties, maximization of project
benefits and thereby ensuring better opportunity for project success or reduce the
ubiquitous problems that prevent the achievement of project success. The introduction
and uses of front-end project management will be of critical importance for developing
countries like Ethiopia in their selection of right projects and making an optimal decision
only on projects that will have better impact for the social good. Accordingly, project
governance practices in selected Ministries in Ethiopia have been explored in this study.
A qualitative research design, with a case study methodology was used in the study; an
in-depth interview of Directors and senior experts from four government ministries was
considered as a data source. The ministry offices include Ministry of Finance and
Economic Cooperation, Ministry of Communication and Information Technology, Ministry
of Trade and National Planning Commission. A total of 12 senior executives and senior
experts were interviewed on one-on-one basis. Thus, this study explored the front-end
project management practices with regards to project definition and document
preparation (presence of cost benefit analysis, benefit realization plan, organization
change management and risk management plan), appraisal, and decision-making
process in Ethiopia. Furthermore, the operating project management framework for
achieving project success through the implementation of front-end project management
for IT projects was explored. Accordingly, the study revealed that, the front-end planning
is not adequately practiced. This was due to lack of personnel with the appropriate skills
at different level, lack of clarity in mandates and of use of guidelines in the preparation
and appraisal of public sector projects among others. The outcome of the study will be
useful for the policy makers in pubic-sector IT projects front-end planning, in the
determination of projects that can deliver the desired objective and support the senior
management evidence based decision making process whether to approve, terminate,
or modify projects.
Description
A Research Report Submitted to the
College of Business and Economics
Department of Management
Addis Ababa University
In partial fulfilment of the requirements for the degree of
Executive Masters in Business Administration (EMBA)
Keywords
Benefit realization planning, Front-end project planning, Project management framework