Examining the Relationship between Time Management and Project Success: Insights from the Commercial Bank of Ethiopia Head Office’s Construction Projects
| dc.contributor.advisor | Solomon Markose (PhD) | |
| dc.contributor.author | Zekarias Mohammed | |
| dc.date.accessioned | 2026-11-06T04:51:19Z | |
| dc.date.available | 2026-11-06T04:51:19Z | |
| dc.date.issued | 2026-10 | |
| dc.description.abstract | Project management is essentially about utilising one’s knowledge, the tools at one’s disposal, and practical skills to guide a project's activities in a manner that meets or even exceeds what stakeholders need and expect (PMBOK, 2014). Large-scale infrastructure projects in developing economies frequently suffer from schedule cost overruns. This study examined the relationship between project time management practices (scheduling tools, estimation accuracy, resource allocation and schedule control) and project success (schedule adherence, budget compliance, and stakeholder satisfaction), while evaluating the moderating roles of top management support, labour productivity and contractor performance. The study focused on the Commercial Bank of Ethiopia(CBE)’s head office projects. A descriptive and explanatory quantitative study with a sample size of 51 was adopted. Structured 5-point Likert scale questionnaires were distributed to project managers, site engineers, consultants and client representatives. The collected data were analysed using descriptive statistics, bivariate correlation, and moderated multiple regressions using IBM SPSS. The descriptive results revealed that while initial project schedules were thoroughly prepared, on-site schedule control mechanisms were weak, characterised by irregular updates and minimal use of advanced technologies such as Building Information Model (BIM). Initial time estimation failed to account for material availability and risks, forcing reactive re-estimations. Consequently, stakeholders universally agreed that the project failed to meet its planned schedule and budget targets, with schedule delays driving cost overruns. Crucially, moderation analysis demonstrated that while the project possessed strong institutional top management support and highly capable skilled labour, these positive environmental drivers were entirely neutralized by poor contractor compliance with agreed schedules. The study concludes that administrative scheduling compliance without dynamic operational control creates a major gap in project execution. It is recommended that future projects mandate the use of integrated 4D BIM platforms during tendering, enforce strict contractual liquidated damages for milestone delays, and replace static planning frameworks with collaborative, team-based resource levelling. | |
| dc.identifier.uri | https://etd.aau.edu.et/handle/123456789/9301 | |
| dc.language.iso | en_US | |
| dc.publisher | Addis Abeba Universty | |
| dc.subject | Time management | |
| dc.subject | project success | |
| dc.subject | schedule overruns | |
| dc.subject | contractor compliance | |
| dc.subject | Resource allocation | |
| dc.subject | building information modelling(BIM) | |
| dc.title | Examining the Relationship between Time Management and Project Success: Insights from the Commercial Bank of Ethiopia Head Office’s Construction Projects | |
| dc.type | Thesis |