The Effect of Project Management Practices on Project Performance: In the Case of Ethiopian Electric Power Gilgel Gibe-Iii Project
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Date
2023-07
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Addis Ababa University
Abstract
The purpose of this study is to examine the effect of project management practices on project performance. In addition, the study covers the assessment of practices of project planning, project implementation, project monitoring and evaluation, documentation review, communication in the project, stakeholder engagement, continuous improvement, information impact process and End of Level Meetings of the project management of Ethiopia Electric power Gilgel Gibe-III Project. The study used descriptive and explanatory methods and follows a combination of quantitative and qualitative research methods. A questionnaire was distributed to 44 employees of Ethiopian Electric Power Company's work on the Gibe-III project and three senior project personnel working in the study were interviewed. Regression and descriptive statistics were used for the analysis and findings show that descriptive statistics revealed that the mean values for project management practices dimensions namely project planning, project implementation, project monitoring and evaluation, project communication, stakeholders’ involvement, developing effective procedural documentation, continuous improvement and end-of-stage meetings is 2.75, 2.83, 2.82, 2.92, 3.27, 2.94, 2.50, and 3.80 respectively. This indicates that respondents were neutral on the seven dimensions of project management practices. In this study, the coefficient of determination (r square value) is 0.818 implying that 81.8 % of the variance in project performance is explained by the eight dimensions of project management practices. Furthermore, the result of linear regression analysis revealed that project planning (B= 0.194, Sig. = 0.029), project implementation (B=0.138, Sig. = 0.000), Project monitoring and evaluation (B= 0.120, Sig. = 0.016), Stakeholder Involvement (B=0.113/ p<0.05), Continuous improvement (B=0.264/ p<0.01), End-of-phase review meetings (B=0.278/ p<0.01) have caused statistically significant positive effect on project performance. On the contrary, Project communication B=0.037, p>0.05 and developing effective procedural documentation B=0.008/ p>0.05 has caused a statistically insignificant effect on project performance. Finally, the researcher recommends that Ethiopian Electric power should train the project staffs on project plan, project implementation, project monitoring and evaluation, Continuous improvement and End-of-phase review meetings
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stakeholder involvement