Assessment of Project Management Practices in Case of Bank of Abyssinia PMO IT Projects

Assessment of project management practices in case of Bank of
Abyssinia PMO IT projects
Biruk Dage Borga
A project work submitted to Addis Ababa University school of commerce in

partial fulfillment of the requirements for Masters of Arts Degree in Project
Management.
Advisor: Adane Atara (PhD)
ADDIS ABABA UNIVERSITY SCHOOL OF COMMERCE

Addis Ababa, Ethiopia
June 2020
ADDIS ABABA UNIVERSITY COLLEGE OF BUSINESS AND ECONOMICS
SCHOOL OF COMMERCE DEPARTMENT OF PROJECT MANAGEMENT
GRADUATE STUDIES
Assessment of project management practices

In case of Bank of Abyssinia PMO IT projects.
By: Biruk Dage Borga
A project work submitted to Addis Ababa University school of commerce in partial fulfillment
of the requirements for the award of Masters of Arts Degree in Project Management.

Addis Ababa
June, 2020
ADDIS ABABA UNIVERSITY COLLEGE OF BUSINESS AND ECONOMICS
SCHOOL OF COMMERCE DEPARTMENT OF PROJECT MANAGEMENT
GRADUATE STUDIES
Assessment of project management practices

In case of Bank of Abyssinia PMO IT projects.
By: Biruk Dage Borga
Approved by Board of Examiners

______________ ______________ ________________
External Examine signature Date
______________ ______________ ________________
Internal Examine signature Date
______________ ______________ ________________
Advisor signature Date
Declaration
I Biruk Dage declare that this project work, entitled “Assessment of project management practices
in case of Bank of Abyssinia PMO IT projects” is my original work submitted to the award of the
partial fulfillment for Degree of Masters in project management. It has not been presented for the
award of any degree in any other institution of higher learning to the best of my knowledge, and
all resources used have been duly acknowledged.
Name Biruk Dage Borga

Signature_______________________
June, 2020
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Certification
This is to certify that Biruk Dage has carried out this project work entitled “Assessment of project
management practices in case of Bank of Abyssinia PMO IT projects” under my supervision. This
work is the original work of the candidate and it is sufficient for submission as the partial
fulfillment for the award of master’s degree in project management.
Signature_________________
Date______________________
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Acknowledgement
First of all, I am very grateful to Almighty GOD that it is impossible to get through anything
without HIM. Next I owe my deepest gratitude to my project work advisor Dr Adane Atara for his
valuable comments, constructive advice and generous support during this research. His valuable
comments and criticism have always inspired me to do things in a better way with. I am heartily
thankful to my family (D2T2JAZMB) their love and courage being by my side on all those ups and
downs in life are really invaluable. I would like to extend my special thanks to my friends and
colleagues for their unreserved help, care and encouragement throughout my study
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Contents
....................................................................................................................................................................... i
Declaration ..................................................................................................................................................... i
Certification................................................................................................................................................... ii
Acknowledgement...................................................................................................................................... iii
List of tables ................................................................................................................................................. iii
List of figures ................................................................................................................................................ iii
Acronyms and Abbrevations ..................................................................................................................... iv
Abstract ......................................................................................................................................................... v
CHAPTER ONE ........................................................................................................................................... 1
INTRODUCTION ........................................................................................................................................ 1
1.1 Back ground of the study .............................................................................................................. 1
1.1.1 Back ground of the organization ........................................................................................... 2
1.2 Statement of the problem .............................................................................................................. 3
1.3 Research questions ........................................................................................................................ 4
1.4 Research objectives ............................................................................................................................. 4
1.4.1 General objective ......................................................................................................................... 4
1.4.2 Specific objective ......................................................................................................................... 4
1.5 Significance of the study ..................................................................................................................... 5
1.6 Scope of the study ............................................................................................................................... 5
1.7 Limitation of the study ........................................................................................................................ 5
1.8 organization of the study ..................................................................................................................... 5
CHAPTER TWO .......................................................................................................................................... 7
LITERATURE REVIEW ............................................................................................................................. 7
2.1 introduction ......................................................................................................................................... 7
2.2 Theoretical review .............................................................................................................................. 7
2.2.1 project management body of knowledge ..................................................................................... 7
2.2.1.1 project integration management .............................................................................................. 10
2.2.1.2 project scope management ...................................................................................................... 11
2.2.1.3 project schedule management ................................................................................................. 11
2.2.1.4 Project cost management ............................................................................................................ 11
2.2.1.5 project quality management ........................................................................................................ 12
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2.2.1.6 Project resource management ..................................................................................................... 12
2.2.1.7 Project communication management .......................................................................................... 13
2.2.1.8 project risk management ............................................................................................................. 13
2.2.1.9 project procurement management ............................................................................................... 14
2.1.1.10 project stakeholder management ............................................................................................... 14
2.2 project management best practices ................................................................................................... 15
2.3 conceptual framework ....................................................................................................................... 16
CHAPTER THREE .................................................................................................................................... 17
RESEARCH METHODOLOGY ................................................................................................................ 17
3.1 INTRODUCTION ............................................................................................................................ 17
3.2 Research Design................................................................................................................................ 17
3.3 Description of target population and sampling procedure ................................................................ 17
3.4 Data collection sources, types and instruments................................................................................. 17
3.5 Data Analysis – Techniques and software ........................................................................................ 18
3.6 Validity and reliability ...................................................................................................................... 18
3.7 Ethical consideration ......................................................................................................................... 19
CHAPTER FOUR....................................................................................................................................... 20
DATA ANALYSIS AND DISCUSSION................................................................................................... 20
4.1 Introduction ....................................................................................................................................... 20
4.2 Response rate .................................................................................................................................... 20
4.3 Demographic profiles of respondents ............................................................................................... 20
4.4 Assessing the General project management practices raised ............................................................ 22
4.5 Assessing PM practices using PMBOK ............................................................................................ 24
4.6 Assessing the project’s success ......................................................................................................... 33
CHAPTER FIVE ........................................................................................................................................ 35
SUMMARY, CONCLUSION AND RECOMMENDATIONS ................................................................. 35
5.1 Introduction ....................................................................................................................................... 35
5.2 summary of the findings ................................................................................................................... 35
5.3 Conclusions ....................................................................................................................................... 36
5.4 Recommendation .............................................................................................................................. 37
ii
List of tables
Table 3.6.1 ReliabilityStatistics………………………………………………………………18
Table 3.6.2 Reliability Statistics of the constructs………………………….……..……….....19
Table 4.3.1 Demographic profile of respondents…………………………………..…………20
Table 4.4.1 General project management practices………………………..…………………23
Table 4.5.1 Project Integration Management ………………………………..………………24
Table 4.5.2 Project Scope Management ……………………………………………...……..25
Table 4.5.3 Project Schedule Management …………………………………………………27
Table 4.5.4 Project Cost Management ………………………………………………………28
Table 4.5.5 Project Quality Management ……………………………………………….…..28
Table 4.5.6 Project Resource Management …………………………….…………………...29
Table 4.5.7 Project Communication Management ……………………..…………………...30
Table 4.5.8 Project Risk Management ………………………………….…………………..31
Table 4.5.9 Project Procurment Management ………………………………………………32
Table 4.5.10 Project Stakeholder Management …………………………………………….32
Table 4.5.11 PM Knowledge areas Mean and SD ………………………………………….33
Table 4.6.1 Project Success………………………………………………………………….34
List of figures
Figure 2.3.1 Conceptual Framework………………………………………………………16
iii
Acronyms and Abbrevations
BOA – Bank of Abyssinia s.c
PM – Project Management
PMO – Program/Project Management office
PMBOK – Project Management Knowledge Areas
PMI – Project Management Institute
APM – Association of Project Management
PRINCE – Projects in Controlled Environment
ICB – International Competence Baseline
PMP – Project Management Proffesional
IPMA – International Project Management Association
iv
Abstract
The study is conducted to assess the project management practices of Bank of Abyssinia based on
the ten knowledge areas putted on project management body of knowledge. Both primary and
secondary data were employed, both qualitative and quantitative approaches were practiced. A
questionnaire which is adopted from PMBOK was used and data was collected from 40
respondents out of the total distributed to 47 respondents. The data were analyzed using SPSS
version 23. The findings from the study shows that project management practices are practiced
at good level which implies little additional efforts and knowledgeable management can maintain
and improve those practices. More over improving the practices of risk, management by
Developing risk management plan, identifying risks, performing qualitative and quantitative risk
analysis, planning risk response, implementing agreed upon risk responses and monitoring risks.
developing standard project management practices, providing project managers and team
members adequate project management practices, empowering the program management office
and project managers to exercise standard project management practices were recommended by
the researcher.
Key words : project, project management practices , knowledge areas
v
CHAPTER ONE
INTRODUCTION
1.1 Back ground of the study
A project can be defined as a temporary endeavor undertaken to create a unique product, service
or result consists of a set of activities, whose executions take time, require resources, and incur
costs (PMBOK 2012). Precedence relations may exist between activities these relations express
technical or organizational requirements with respect to the order in which activities must be
processed or with respect to their timing relative to each other. Moreover, the scarcity of the
resources allocated to the project generally gives rise to implicit dependencies among the activities
sharing the same resources, which may necessitate the definition of additional precedence relations
between certain activities when the project is scheduled. A project is carried out by a project team,
has a deadline, i.e., is limited in time, and is associated with one or several goals whose attainment
can be monitored (Schwindt, 2015).
Project management is recognized to be the key enabler of business change and a vital contributor
to future business success (Whitty and Maylor,2009). “There is no measurable value added by
implementing best practices of project management based on the notion that contemporary concept
of project management lacks theoretical foundation and is based on a narrow and implicit theory
that requires further development and enrichment” (Koskela and Howell,2002). Traditional project
management causes self-inflicted problems impacting project performance negatively or worse,
causing projects to fail (Koskela and Howell,2002). Recent studies point towards the lack of clear
definitions of project management and project success (A. J. Shenhar and M. Wideman,2000).
Despite the vast array of project management literature available, the complex question about the
contribution of project management toward project success remains unanswered. To some extent,
the corner stones of project success achieve general agreement, whereas others have massive
disagreements ( T.cooke davies,2010). Apparently, scholars, researchers and practitioners fail to
agree on the influence of project management on project success and a lot of ground is yet to be
explored.
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Project management is about how to apply and manage resources to accomplish a temporary
endeavor within a given schedule, budget and quality constraints Project Management Institute,
(PMI 2017).Project management practices and theories have advanced in recent decades and
substantial growth has been experienced in the adoption of project management disciplines to
accomplish work in different industries and sectors (Winter and Szczepanek, 2008)
“Business today is operating under high level of uncertainty, projects implementation is open to
all sorts of external influence, unexpected events, ever growing requirements, changing constraints
and fluctuating resource flows. This clearly shows that if projects are applied and steps are not
taken in order to manage them effectively and efficiently, the chance of failure is high Although it
is difficult to disprove the notion that project management practices have improved fairly over the
last three decades” (White and Fortune, 2002).
1.1.1 Back ground of the organization

Bank of Abyssinia S.C was established on February 15, 1996 in accordance with 1960 Ethiopian
commercial code and the Licensing and Supervision of Banking Business Proclamation No.
84/1994. Throughout its existence, the bank has crafted and implemented 5 Five-year Strategic
plans. Due to rapid global and domestic socio economic changes the bank has revised the fourth
five-year strategic plan to ensure sustainable performance and development and now it is in its
first year of implementing its 5th Five-Year Strategic Plan and Organizational Transformation.
This new strategic plan and organizational configuration is devised to take full advantage of market
opportunities and attain better growth year on year during the plan period. As a means of reaching
its objectives, the bank has developed a number of initiatives (projects) with different priorities in
the different areas of its operations. To successfully implement these projects, the bank has
instituted project Management Office (PMO). This PMO is responsible for the centralized and
coordinated management of the IT Projects. PM Offices pass through a number of maturity stages
before attaining excellence. PMO represents the extent to which it is capable of generating value
for its customers and for the bank as a whole. To this end, the road to PMO begins with establishing
the capability to create value for clients and for the whole bank; this is followed by implementing
and enforcing those practices across all branches of the bank.
The study aimed at assessing project management practices of IT projects administered by the
PMO of the bank.
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1.2 Statement of the problem
In Ethiopia The banking industry is in a state of transformation and becoming ever more complex.
Fast changes in the communication landscape and financial industries, resulting from
technological change and the development of new services, are affecting the core business of
banking operations. The industry is to transfer on emerging higher value-added services, which
often require significant investment in new network technologies. As cited by Mortensen (2013),
Many projects around the world keep failing, resulting in loss of millions of dollar for
organizations This persisting challenge has led many project management professionals to attempt
to identify the influencing factors that need to be tackled head-on to produce a successful project
management outcome. There is an increased assumption that project management standards, tools
and techniques are commonly employed by PMs worldwide (Ozguler,2016). This assumption
about project management has dominated research in recent years (e.g. Lindehammar and
Cederhill (2017). One of the fundamental concerns in project management regards the extent to
which PMs use and implement Project Management Practices, and the implications for project
success Papke-Shields (2010). In addition, a mismatch between the promises offered by project
management practices and the project outcomes has equally been recognized (White and Fortune,
2002). Project outcome is known to be influenced by many factors, internal and external to a
project. There is a large body of literature on “critical success factors”, and project management
techniques are included in these lists (White and Fortune 2002).
Some of the early studies carried out in Ethiopia have assessed project management practices
across different projects. Tigist sileshi’s (2017) study on Japanese social development trust fund
grant project revealed that some project management knowledge areas i.e scope, time, quality, cost
and integration management were not practiced effectively practiced in the project and the
remaining knowledge areas were practiced traditionally. merima Nasser’s (2019) study on
commercial bank of Ethiopia IT projects have assessed project management practices based on
PMBOOK and find out that except time management and human resource management the other
knowledge areas are well practiced. Safework mulugeta (2019) also studied the relationship
between time management practices and project success, results from safework study shows that
there is a positive relationship between project time management practices and project success.
The study assisted the researcher to conclude that project time management practices are practiced
with relatively low level at the Bank of Abyssinia. but this study is limited in several ways out of
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the numerous factors it tries only to figure out the impact of time management practices. Befkadu
w.kidan (2017) in his paper tries to assess project management practices and project success in
Ethiopia real estate industry his findings reveal that Project integration, scope, time, HR,
procurement are well managed in the Industry. In addition to this, Project initiation process groups
and project closing process group are practiced well and consistently. On the other hand, risk, cost,
stakeholder, communication and quality knowledge areas and practices are poorly practiced or
inconsistently applied (Befkadu w.kidan, 2017). It is also found that the practice of project
management has significant contribution to success of Ethiopian Real Estate projects. Existing
literatures. The results from current literatures makes the researcher to ask whether Project
managers aware of standardized project management methods, tools and techniques and to what
extent are these Project Management Practices used? As a staff of BOA these questions leads the
researcher to study about the implementation of project management Practices in BOA IT projects.
1.3 Research questions

The study tries to answer the following questions
 To what extent are formal project management practices implemented by PMO in Bank of
Abyssinia?
 How project management practices help bank of Abyssinia to improve its projects
performance and success?
 According to PM knowledge areas Which project management practices should be
improved in bank of Abyssinia?
1.4 Research objectives

1.4.1 General objective
The general objective of the study is to assess the project management practices of Bank of
Abyssinia PMO IT projects.
1.4.2 Specific objective

 how project management practices are implemented in bank of Abyssinia IT projects?
 To find out which project management practice should be improved in BOA?
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1.5 Significance of the study
The findings of this study could be used by Banks and similar organizations in Ethiopia to see
the gap and address issues in project management practice. This study is expected to reveal the
strength and weaknesses in implementing core project management practices, to create awareness
for the top management how core project management practices can impact the successful
completion of a project. Moreover, since existing literatures on project management practices are
focused on the construction industry, this study which is unique in its nature is expected to add
knowledge to the existing literature on project management practices. It is also expected to suggest
important recommendations which would be importance for the company, which frequently runs
projects. Moreover, the study is expected to be used as an input for individuals who are interested
in the subject matter to undertake similar studies.
1.6 Scope of the study

Even if bank of Abyssinia has a number of business and operational related projects currently
being executed, the study focused only on IT Projects managed by the Program Management
Office (PMO). Moreover, it focuses on core project management practices. The study only
considered those staffs and project team leaders who are /were involved in the execution of IT
projects at BOA. Moreover, any findings, conclusions and recommendations are only limited to
Bank of Abyssinia.
1.7 Limitation of the study

The main limitations or challenge of this research was on meeting the adequate staff project
managers, project team leaders and project team members for questionnaires and interviews due
to the pandemic corona virus (COVID 19) this was managed by administering questionnaires
through emails. past project documents, project manager’s discussion and meeting minutes were
also another limitation. Furthermore, employees were not willing to give information due to
privacy issues.
1.8 organization of the study
This study is composed of five chapters. The first chapter is an introductory chapter which includes
background of the study that gives insight on project management practices and base for the study.
The second chapter is all about review of related literature. It contains theoretical and empirical
parts that are used as frame work and supportive information for the study. Research methodology
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which is the third chapter emphasis on which data source are used, what technique of sampling are
the most appropriate and how the gathered data are presented and analyzed. Chapter four contains
the major parts of this research paper which are data presentation and data analysis. Chapter five
is the last and the most important chapter. All findings of the study are included followed by
conclusions and recommendations.
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CHAPTER TWO
LITERATURE REVIEW
2.1 introduction
This chapter will present the theoretical background of project management and project
management practices. In addition to that it will introduce both theoretically and empirically
focused literature. This is followed by a systematic review covering the use of Project Management
Practices in projects in Ethiopia and beyond to identify a gap in the knowledge of the use of Project
Management practices.
2.2 Theoretical review

This opening section discusses the theoretical background of project and project management. It
is essential to understand what is meant by ‘project’ in this context. PMBoK (2017) defines a
project as a temporary endeavor undertaken to create a unique product, service, or result. it is also
important to assess how scholars have defined project on a personal level. Vitner, Rozenes, and
Spragget(2005) emphasized that a project is an integration of human and non-human resources to
fulfil a well-defined objective. Similarly, Müller and Turner (2010) supported this view of a project
activity to allocate various resources to achieve a specific objective. However, Thomas and
Fernández (2008) argued that the project, as well as a singular goal, should also have a definite
timeline for start and end, coupled with rigid budget allocations accordingly. From the above
scholar’s perspective, there is significant emphasis placed on the allocation of resources to achieve
specific goals and within a specific deadline and other studies on this project description reiterate
the timeline approach to accomplish a specific objective through series of tasks (Lindehammar and
Cederhill 2017).
2.2.1 project management body of knowledge

Project management body of knowledge covers all aspects of managing projects from inception to
completion using methods and methodologies, tools, decision making techniques, risk assessment
tools, and approaches to improve successful project outcomes and achieve business objectives
(Raz and Michael, 2001). There are other sets of studies that have examined the correlations
between body of knowledge and project management practices from a broader perspective and
seek to detect general use and practicality of large numbers of PM practices Besner and Hobbs
(2012) Thomas and Mullaly (2007) PapkeShields and Beise (2010).
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Hällgren (2012) argued that there is need for a framework to strengthen project management
practices to achieve a high level of project success and fill the gaps in the current body of
knowledge. The standards and procedures laid out by international institutes such as PMI, AIPM,
APM and IPMA on project management did produce support from organizations around the world
on project management practice.
The guidelines put forward by International Project Management Association (IPMA) are recorded
in International Competence Baseline (ICB) and was one of the oldest project management body
of knowledge Ghosh and Vogt, (2012). Project Management Institute (PMI) published its first
white paper on project management practices in 1987 and since then the standards set forth by
PMI are recorded in Project Management Body of Knowledge (PMBoK) guide. Bourne (2011)
asserted that there is critical difference in the PMBoK and ICB in terms of competencies. Nahod
(2013) defined competence as a collection of knowledge, experience and behavior of the individual
and claimed that the project success is dependent on the competencies of the PM and project
management practice. Grisham (2011), however, criticized that the ICB project management
practices focus on skills assessment and competencies of the PM, whereas PMBoK was focused
on the processes to achieve project success. The ICB management practices are related to the
behavioral characteristics (people skills) of the PM and certification procedures are more rigid than
the PMI sponsored Project Management Professional (PMP) certification.
It is critical to state that there are several project management standards and guides as developed
by different institutions such as The British Standard Institute, American National Standards
Institute, International Standard Organization, Association for Project Management, Project
Management Institute, and Capability Maturity Model Institute. Currently, the following Bodies
of Knowledge and Guides exist; PMI Project Management Bodies of Knowledge (PMBoK),
OPM3, APM BOK, BS6079, MSP, P3M3, MSP, DIN –Project Management Standard, DIN
69901-2 PM Process Model, AFNOR Standards, P2M, PMI Unified Project Management Lexicon,
ANSI/PMI 99- 001-2004, and ISO-21500 Guide to PM. However, Projects in Controlled
Environments (PRINCE) was one of the global project management standards developed in 1975
by Simpact Systems (Ghosh and Vogt, 2012).
The approach underwent seven versions with the last one published in 2009 under the edition of
PRINCE2 (Bentley, 2010). This project management body of knowledge was developed by
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consortium of one hundred fifty organizations and it is the default standard followed by
government agencies and private organizations in United Kingdom. PRINCE2 is a structured
framework made of four elements segregated into seven underlying principles, seven themes,
seven processes and forty activities. Anantatmula (2008) argued that even though PRINCE2 is
found to be a standard practice in many project environments, however, for project with multilevel
stages, it is ineffective due to controlling the project by stages principle. Hence, PRINCE2 differs
from PMBoK and ICB practices which focus on the risk management.
Another body of knowledge Project Management Association of Japan (PMAJ) published a unique
project management practice framework for the Japanese economy and labelled it as Project and
Program Management of Enterprise Innovation (P2M) (Zwikael, 2009) in 2005. The approach
highlights the key challenges faced by professional PMs in Japan and how to handle complex
projects to drive the economy forward at a fast pace. Zwikael (2009) asserted that the P2M was
developed to complement the successful ICB project management practice with greater emphasis
on the regional challenges in Japan, however the principles built in this approach can be applicable
to other industries such as construction.
Soderlund (2011) opined that the P2M body of knowledge divides project into multiple
modules for better resource allocation to increase the chances of project success. However, Ohara
(2005) argued that the P2M approach is focused on efficiency and not on the lines of project
success. Ghosh and Vogt, (2012) stated that P2M differs from the popular PMBoK in multiple
ways. For example, the P2M project management approach focus primarily on the organization
and program. This would be a standard framework to follow for portfolio of projects rather than
just one project as stated in PMBoK. Similarly, Peng, Junwen, and Huating (2007) found that the
PMBoK practice is limited to an individual project and has an end date; however, P2M approach
is an ongoing operation and involves all stages of the project life cycle through scheme, service
and system model.
The Association of Project Management (APM), body of knowledge referred to in the United
Kingdom as IPMA was established to fill the existing gap in the PMBoK in the stakeholder
interactions and interpersonal skills apart from the project execution guidelines. APM issued a
fifth edition of the guide book APMBoK in 2005 and also offer a certification program similar to
ICB and IPMA Ely et al (2010). There is high level of intersection between APMBoK and PMBoK,
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the former with greater focus on topics of safety, skills of a PM, interpersonal skills with
stakeholders and employees (Qureshi, Warraich and Hijazi 2009). APMBoK focuses on high level
overview of project management and provide guidelines for those competencies PMs should
understand but not necessarily the steps the managers should take to implement.
Apart from the application of the body of knowledge, the natures of industry in which projects are
to be executed and implemented determine which PM standards and methods to use. PRINCE2
and MSP are more likely to be relevant to organizations that work closely with the local
government or civil service whereas, PMBoK are more relevant to large and complex projects but
can also be used for small scale project depending on the industry (Abdulrahman,2019). The size
of projects and company’s dependency on sharing information about projects will further
determine the choice of selection of project management practices. In addition, Golini,
Kalchschmidt, and Landoni (2015) the adoption of Project Management Practices helps non-
governmental organisations (NGOs) when carrying out projects in developing countries. This
study assesses the project management practices of the bank based on the Project Management
Bodies of Knowledge (PMBoK).
According to PMBoK, (2017), project management is divided into ten areas; integration, scope,
schedule, cost, quality, resource, communication, risk, procurement and stakeholder management.
These ten project management areas and their inherent tools and techniques were investigated, and
it is worth emphasizing that this study has investigated project management practices.
2.2.1.1 project integration management

Project integration management consists of all processes and activities which identify and define
as well as combining other activities related to project management. In more detail, in the context
of project management, project integration management consists of the main characteristics of all
consolidation, unification, communication and integrative actions related to the implementation of
projects, managing stakeholders in successful ways and meeting the requirements of the project
(Kerzner, 2017). Project Integration Management is specific to project managers. Whereas other
Knowledge Areas may be managed by specialists (e.g., cost analysis, scheduling specialists, risk
management experts), the accountability of Project Integration Management cannot be delegated
or transferred. “The project manager is the one who combines the results in all the other
Knowledge Areas and has the overall view of the project. The project manager is ultimately
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responsible for the project as a whole” (PMBOK, 2017). Project integration management processes
includes developing project charter, developing project management plan, direct and manage
project work, manage project knowledge, monitor and control project work, perform integrated
change control and close project phase (PMBOK, 2017).
2.2.1.2 project scope management

According to PMBOK (2017), “Project Scope Management includes the processes required to
ensure that the project includes all the work required, and only the work required, to complete the
project successfully. Managing the project scope is primarily concerned with defining and
controlling what is and is not included in the project”. Included processes are plan scope
management, collect requirements, define scope create WBS, validate scope, and control scope.
2.2.1.3 project schedule management

Project schedule management is critical in project management and consists of all processes and
activities required to complete the project within the time frame (PMBOK, 2017). Project schedule
management process include planning schedules and processes for establishing policies,
procedures and documenting planning, developing, implementing and controlling the time
schedule of the project. schedule management identifies and documents specific actions which
must be accomplished to produce deliverables in the project. It also estimates the duration and
periods needed to complete the project as well as developing schedules for analyzing the sequence
of activities, duration, resources requirements and scheduling constraints that help in creating a
schedule model for the project. It also includes define activities, sequence activities, estimate
activity durations, develop schedule control schedule.
2.2.1.4 Project cost management

“Project Cost Management includes the processes involved in planning, estimating, budgeting,
financing, funding, managing, and controlling costs so that the project can be completed within
the approved budget” (PMBOK, 2017). Included processes are plan cost management, estimate
cost, determine budget and control costs. project cost management focuses on the process of
establishing policies, procedures and planning and documenting costs, expenditure and controlling
costs. Additionally, cost management estimates costs through developing approximation of
monetary resources needed to complete the activities of the project. It also determines the project
budget through a process of aggregating the estimated costs of every activity in the project which
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will establish an authorized a baseline for the project cost. As cited by Abdurrahman b (2019)
Within the practice of Project Cost Management, trends include the expansion of earned value
management (EVM) to include the concept of earned schedule (ES). ES is an extension to the
theory and practice of EVM. Earned schedule theory replaces the schedule variance measures used
in traditional EVM (earned value - planned value) with ES and actual time (AT). Using the
alternate equation for calculating schedule variance ES - AT, if the amount of earned schedule is
greater than 0, then the project is considered ahead of schedule. In other words, the project earned
more than planned at a given point in time. The schedule performance index (SPI) using earned
schedule metrics is ES/AT. This indicates the efficiency with which work is being accomplished.
Earned schedule theory also provides formulas for forecasting the project completion date, using
earned schedule, actual time, and estimated duration (PMBOK, 2017).
2.2.1.5 project quality management

As PMBOK (2017) presents Project Quality Management includes the processes for incorporating
the organization’s quality policy regarding planning, managing, and controlling project and
product quality requirements in order to meet stakeholders’ objectives. Project Quality
Management also supports continuous process improvement activities as undertaken on behalf of
the performing organization (PMBOK,2017). Project quality management consists of all processes
and activities related to performing organizational-related quality policies, aims and objectives as
well as responsibilities (Kerzner, 2017). Project quality also employs procedures and policies to
execute the quality within organizations and projects and ensure that the quality system works
according to the project requirements. In general, project quality management focuses on the
process of determining the requirements of quality and standards for the projects being
implemented as well as identifying deliverables and documenting how the project comply with the
quality requirements. It also considers the auditing process of the quality requirements and the
results from the measurements of the quality control which ensures the use of operational
definitions and quality standards similar to TQM techniques (Feigenbaum, 2002).
2.2.1.6 Project resource management

Project Resource Management includes the processes to identify, acquire, and manage the
resources needed for the successful completion of the project (PMBOK, 2017). These processes
help ensure that the right resources will be available to the project manager and project team at the
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right time and place. Project resources management consists of several processes such as
organization, managing and leading project team. The project team consists of individuals with
assigned roles and responsibilities who work collectively to achieve a shared project goal. The
project manager should invest suitable effort in acquiring, managing, motivating, and empowering
the project team. Although specific roles and responsibilities for the project team members are
assigned, the involvement of all team members in project planning and decision making is
beneficial. Participation of team members during planning adds their expertise to the process and
strengthens their commitment to the project. The project manager should be both leader and
manager of the project team. In addition to project management activities such as initiating,
planning, executing, monitoring and controlling, and closing the various project phases, the project
manager is responsible for the team formation as an effective group.
2.2.1.7 Project communication management

According to PMBOK (2017), “Project Communications Management includes the processes
necessary to ensure that the information needs of the project and its stakeholders are met through
development of artifacts and implementation of activities designed to achieve effective
information exchange. Project Communications Management consists of two parts. The first part
is developing a strategy to ensure communication is effective for stakeholders. The second part is
carrying out the activities necessary to implement the communication strategy”. Its processes
include plan communication management, manage communications and monitor communication.
2.2.1.8 project risk management

According to PMBOK (2017), “Project Risk Management includes the processes of conducting
risk management planning, identification, analysis, response planning, response implementation,
and monitoring risk on a project. The objectives of project risk management are to increase the
probability and/or impact of positive risks and to decrease the probability and/or impact of negative
risks, in order to optimize the chances of project success”. Plan risk management, identify risks,
perform qualitative risk analysis, perform quantitative risk analysis, plan risk response, implement
risk response and monitor risk are included in the process.
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2.2.1.9 project procurement management
According to PMBOK (2017), “Project Procurement Management includes the processes
necessary to purchase or acquire products, services, or results needed from outside the project
team”. The management and control processes required to develop and administer agreements such
as contracts, purchase orders, memoranda of agreements (MOAs), or internal service level
agreements are included in Project Procurement Management (PMBOK, 2017). “The personnel
authorized to procure the goods and/or services required for the project may be members of the
project team, management, or part of the organization’s purchasing department if applicable”
(PMBOK, 2017).
Project procurement management consists of all processes essential for purchasing and/or
acquiring about products and services (Schwalbe, 2015). Procurement management also comprises
of managing contracts and controlling processes and change which may be required to develop
and administer contracts and purchase orders. Procurement management focuses on documenting
decisions related to project procurement, obtaining sellers’ responses and selecting sellers as well
managing procurement relationships and monitoring all activities related to performance of the
contract. There are several inputs used by project procurement management (i.e. requirements
documentation, project schedule, stakeholder register), and tools (i.e. expert judgement, bidder
conference, performance reporting) as well as some inputs (i.e. procurement documenting, source
selection criteria, project document updates).
2.1.1.10 project stakeholder management

“Project Stakeholder Management includes the processes required to identify the people, groups,
or organizations that could impact or be impacted by the project, to analyze stakeholder
expectations and their impact on the project, and to develop appropriate management strategies for
effectively engaging stakeholders in project decisions and execution” (PMBOK, 2017). The
processes support the work of the project team to analyze stakeholder expectations, assess the
degree to which they impact or are impacted by the project, and develop strategies to effectively
engage stakeholders in support of project decisions and the planning and execution of the work of
the project as putted on (PMBOK 2017). Identifying stakeholders, planning stake holder
engagement, manage stakeholder engagement and monitor stakeholder engagement are processes
included.
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2.2 project management best practices
Pinto (2007) emphasized that there is a limitless search for general standards of excellence against
which firms can compare their practices, gain important tips for improvement, and continuously
measure their outcomes. The search for effective practices in project management clearly is an
ongoing process. According to Kerzner (2009), best practice is defined as something that works,
something that works well, something that works well on a repetitive basis; something that leads
to a competitive advantage something that can be identified in a personal to general business;
something that keeps the company out of trouble and, if trouble occurs, the best practice that will
assist in getting the company out of trouble.
Other project experts have described best practices as past experiences that have worked well for
the project manager or are known to the project manager based on the experiences of others in
similar situation (Wysocki, 2007). Qureshi, warraich and Hijazi (2009) describe best practice as a
specific type of professional or management activity that contributes to the execution of a process
and that may employ one or more techniques and tools. Angelides (1999) portrays best practices
as The right way of doing things. Watson (2009) puts best practices as what makes the real work
a success. Shenhar et al., (2007) defined best practices as understanding the inherent uncertainties,
complexities, and variables that predict project success. In all of these definitions the common
assertion that project best practices enhance the effectiveness and efficiency that will ultimately
lead to success (Morrison & Brown, 2004); improve project performance; and help project
management professionals to select priorities for future development (Besner & Hobbs, 2006).
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2.3 conceptual framework
The proposed conceptual framework for this research shows the practices with the knowledge
areas. According to PMBOK (2017) project knowledge areas are knowledge’s within the
profession of project management. The project management body of knowledge includes proven
traditional practices that are widely applied as well as innovative practices that are emerging in the
profession.
project
project integration project risk
quality management managment
managment
project schedule project

managment communication
managment
project
managment
practices
project cost project
managment procurment
managment
project scope project

project
managment stakeholder
resource
managment
managment
Figure 2.3.1 conceptual framework
Source: prepared by the researcher, 2020
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CHAPTER THREE
RESEARCH METHODOLOGY
3.1 INTRODUCTION
This section of the study presents the research methodology used to assess the practices of project
management. It also describes and justifies the data type and sources, target population, the method
that employed in data collection and methods of data analysis
3.2 Research Design

The study employs a descriptive type of research design. Mixed methods research offers great
promise for practicing researchers who would like to see methodologists describe and develop
techniques that are closer to what researchers actually use in practice. Mixed methods research can
also help bridge the schism between quantitative and qualitative research (Onwuegbuzie & Leech,
2004). Mixed method is more suitable research approach as it is suggested by Creswell J (2012)
to balance the benefits of Both qualitative and quantitative research. This design allows the
researcher to assess and describe the project management practices of the bank in the case of IT
projects. The design is selected in order to collect enough information from involved parties so as
to understand the case under review.
3.3 Description of target population and sampling procedure

The target population for this study were 47 project participants of the bank; project managers,
project team leaders and project team members of IT projects of BOA. The sampling technique
that employed is census enquiry that enables a complete enumeration of all items in the population.
List of project participants was acquired from the Program management office of the company.
3.4 Data collection sources, types and instruments

Merging several methods in a single study is important to triangulate the result of each method
involved. Be sure of on a single method can unpleasantly affect the reliability and validity of the
results eventually disturbing the conclusions drawn and the recommendations made (currie, 2005).
Accordingly, to achieve its objective this study used both primary and secondary data sources. To
collect relevant and reliable data and information for the research primary data sources were used.
To collect relevant primary data for the study questionnaire were used as an instrument of data
collection. The questionnaires were administered to a sample of project managers, project team
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leaders and project team members who are participated in IT projects undertaken by Bank of
Abyssinia PMO. The questionnaire developed is based on reviewed literature and customized to
the case under study. The questionnaire was validated by reviewing these and other literatures that
are both empirical and theoretical. Secondary data was collected from documents related to the
project like project report status, project contract document and project exit reports.
3.5 Data Analysis – Techniques and software

In order to assess project management practices of the bank quantitative analysis was employed.
The responses from the questionnaires were summarized and analyzed using the software
statistical package for social sciences (SPSS version 23). According to Punch’s (2000) a research
value is inevitably maximized if it exploits both approaches; this research contained both
quantitative and qualitative approaches. These approaches were adapted in the survey in order to
collect the data required for this research.
3.6 Validity and reliability

Creswell J (2012) highlights the value of checking validity and reliability of data in attempting to
acquire meaningful interpretations. Furthermore, he mentions Cronbach’s alpha (α) the reliability
checks for the internal consistency of the scales. The applicability of Cronbach’s alpha as
highlighted by Creswell was the reason it is utilized in checking the validity and reliability of data
in this study. In efforts to check the validity, the questionnaire used face validity by having the
questionnaire adopted from project management body of knowledge guide. Furthermore, the
reliability of the data is checked by Cronbach Alpha.
Table 3.6.1 Reliability Statistics
Cronbach's
Alpha Based
on
Cronbach's Standardized N of
Alpha Items Items
.965 .966 54
Source: Own survey 2020
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Reliability test of the constructs
Table 3.6.2 Reliability statistics of the constructs
No Variables Cronbach’s No of items Scale

Alpha
1 General project management practices 0.659 6 1-5
2 Project integration management 0.850 6 1-5
3 Project scope management 0.894 6 1-5
4 Project schedule management 0.836 6 1-5
5 Project cost management 0.921 4 1-5
6 Project quality management 0.878 3 1-5
7 Project resource management 0.913 6 1-5
8 Project communication management 0.862 3 1-5
9 Project risk management 0.827 7 1-5
10 Project procurement management 0.894 3 1-5
11 Project stakeholder management 0.949 4 1-5
Source: own survey, 2020
3.7 Ethical consideration
With regards to ethical consideration, the purpose of the study was clearly communicated to the
organization and to each respondent. Thus, data was collected with the permissions of the
organization and individuals who were participated in the questionnaire and interview. Moreover,
the data sources from the organization and individual participants were kept confidential.
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CHAPTER FOUR
DATA ANALYSIS AND DISCUSSION

4.1 Introduction
This chapter presents analysis and discussions for research findings from the data collected through
questionnaire from respondents. A statistical software SPSS v 23 was employed to analyze the
collected data in line with the overall objective of the study.
4.2 Response rate

From the total of 47 questionnaires distributed to the target population 40 questionnaires were
completed and returned which is around 85 % response rate.
This is suitable for further analysis
4.3 Demographic profiles of respondents

The demographic profile of the respondents consists of gender, age, educational background,
work and project experience.
Table 4.3.1 demographic profile of respondents.
No Description Respondent Total

Frequency percentage N Percentage
1 Gender M 32 80% 40 100%
F 8 20%
2 Age 20-30 25 62.5% 40 100%
31-40 14 35%
41-50 1 2.5%
3 Educational status First degree 16 40% 40 100%
Master’s degree 24 60%
4 Role of Project team 33 82.5% 40 100%

respondents member
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Project team 4 10%
leader
Project manager 3 7.5%
5 Field of study Accounting 9 22.5% 40 100%
Economics 1 2.5%
Marketing 2 5%
management
Project 4 10%
management
Computer science 5 12.5%
Electrical 1 2.5%
engineering
MBA 17 42.5%
Social science 1 2.5%
6 Work experience Below 5 years 10 25% 40 100%
6-10 years 18 45%
Above 10 years 12 30%
7 Project experience < two years 18 45% 40 100%
2-6 years 22 55%
8 Trainings provided Yes 15 37.5% 40 100%

by the bank No 25 62.5%
9 Trainings outside Yes 8 20% 40 100%
the bank No 32 80%
Source: own survey, 2020
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4.4 Assessing the General project management practices raised
This portion of the chapter presents results of the data collected from respondents as follows. Mean
Values have been interpreted by adopting the criteria suggested by (Scott, 1999). He suggested
that for Likert type scale ranging from 1 (Strongly Disagree/ highly dissatisfied) to 5 (Strongly
Agree/Highly Satisfied), interpretation should be like; mean up to 2.8 is considered as Disagree,
from 2.9 to 3.2 means neutral or neither disagree nor agree and mean above 3.2 is considered as
an agree
As shown in the table 4.4.1 below 26 or 65% of respondents strongly agreed that The need and
benefit of project management is recognized by the bank, 12 or 30% of respondents also agreed
on the matter. However, 2 respondents are neutral. This implies that the need and benefit of Project
management is recognized by the bank. When we come to the issue of support the management
provided for the development of project management in the bank 35 respondents that constitute
87.5% of the respondents are agreed on the support. Four respondents become neutral about the
support and one respondent disagree about the support the management provides. With a total
mean of 4.25 the implication leads to there is a support from the management of the bank for the
development of project management. Regarding the issue of Project management trainings for the
team by the bank, 57.5% of respondents are agreed on provided training, 35% of respondents are
neutral about the training and 7.5 respondents disagree on the training provided by the bank. A
mean of 3.73 shows that there is an agreement on trainings provided by the bank related to project
management.
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Table 4.4.1 General Project management practices
Factors Strongly Agree Neutral Disagree Strongly Mean

agree Disagre
e
Q % Q % Q % Q % Q %
The need and benefit of pm is 26 65 12 30 2 5 - - - - 4.6
recognized by the bank
The management provide 16 40 19 47.5 4 10 1 2.5 - - 4.25
support for PM development
The bank provide PM training 9 22.5 14 35 14 35 3 7.5 - - 3.73
for the project team
The bank have standard PM 5 12.5 13 32.5 18 45 2 5 2 5 3.43
processes and methodologies
Project managers have intense 6 15 30 75 3 7.5 1 2.5 - - 4.03
knowledge base of PM
PM processes methodologies - - 23 57.5 15 37.5 2 5 - - 3.53
were applied formally
Average 3.92
* * *Q= Frequency source: own survey, 2020
In terms of standard project management processes and methodologies the bank used, only 5 or
12.5% of respondents strongly agree, 13 respondents or 32.5% of the respondents agreed on the
standard. But 18 respondents that consist 45% of the respondents are neutral about it and 4
participants disagree about the standard that the bank follows. With an average mean score of
3.43% participants are agreed on the standard. Regarding the intense knowledge project managers
of the company owns, 15% of respondents strongly agree, 75% agree, 7.5% are neutral and 2.5%
disagree. With a mean average of 4.03 respondents have agreed about the knowledge of the project
managers. In relation to the formal application of project management processes, methodologies
and procedures in the bank 23 respondents or 57.5% of respondents put their agreement, 37.5% of
respondents or 15 respondents become neutral and 2 participants hesitate to agree about the formal
application. With an average mean of 3.5 we can conclude that there was an agreement about the
formal application of processes and methodologies.
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4.5 Assessing PM practices using PMBOK
In this study The assessment of project management practices is totally based on project
management knowledge areas (PMBOK). This is attained by mean scores of responses from
respondents under each knowledge areas. This is presented below
Table 4.5.1 project integration management practice
Factors integration Strongly Agree Neutral Disagre Strongly Mean

agree e Disagree
Q % Q % Q % Q % Q %
A project charter was 8 20 1 42. 14 35 1 2.5 - - 3.8
developed 7 5
Project management plan 14 35 1 40 8 20 2 5 - - 4.05
was developed 6
Project work was managed 10 25 2 50 10 25 - - - - 4.00
0
Project work was monitored 9 22. 2 55 9 22. - - - - 4.00
and controlled 5 2 5
Changes were controlled 7 17. 2 52. 9 22. 3 7.5 - - 3.80
5 1 5 5
Project knowledge was 7 17. 1 42. 15 37. 1 2.5 - - 3.75
managed 5 7 5 5
Average 3.9
* Q= Frequency source: own survey, 2020
As shown above on table 4.5.1 8(20%) of respondents strongly agreed that a project charter was
developed, 17(42.5%) of respondents also agreed on the development of project charter. 14(35%)
of respondents were neutral and 1(2.5%) respondent disagree about the project charter
development. A mean average score of 3.8 shows that a project charter was developed. Regarding
the development of project management plan 14(35%) of respondents strongly agree also 16(40%)
of respondents agree on the development of the project plan. 8(20%) of respondents were neutral
and 2(5%) of respondents hesitate to agree. This implies that a project management plan was
developed.
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About the management of the project work 10(25%) of respondents were strongly agree, 20(50%)
of respondents were also agreed. Another 10(25%) of respondents were neutral about management
of the project work. With a mean average of 4 we can conclude that the project work is managed.
In terms of monitoring and controlling project work 9(22.5%) of respondents strongly agreed that
the project work was monitored and controlled. 22(55%) of respondents agreed that the project
work was monitored and controlled and 9(22.5%) of respondents kept neutral about it. With an
average mean of 4 we can conclude that the project work was monitored and controlled. Regarding
the control of changes happen in the project 7(17.5%) of respondents were strongly agreed about
it, 21(52.5%) of the respondents agreed about the control of changes in the project. 9(22.5%) of
respondents kept neutral about it and 3(7.5%) of respondents disagreed about the control of
changes in the project. Average mean of 3.80 implies that change was controlled in the project.
On the above table regarding the management of knowledge 7(17.5%) of respondents were
strongly agreed that knowledge was managed in the project.17(42.5%) of respondents agreed on
the knowledge management. Whereas 15(37.5%) of respondents were neutral about it only
1(2.5%) of respondents disagreed about knowledge management this implies that knowledge was
managed in the projects. Hence, based on the above description and average mean of 3.9 the factors
under project integration management get it was shown that the practice of project integration
management is carefully done on IT projects of Bank of Abyssinia.
Table 4.5.2 project Scope management practice
Factors scope Strongly Agree Neutral Disagree Strongly Mean

agree Disagree
Q % Q % Q % Q % Q %
Plan scope management was 12 30 18 45 8 20 2 5 - - 4
defined
Requirements were clearly stated 12 30 17 42.5 11 27.5 - - - - 4.03
There was defined scope 10 25 21 52.5 9 22.5 - - - - 4.03
Work breakdown was created 9 22.5 18 45 12 30 1 2.5 - - 3.88
The scope was validated 9 22.5 18 45 13 32.5 - - - - 3.90
Changes to the scope were 5 12.5 14 35 16 40 5 12.5 - - 3.48
controlled
Average 3.88
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As shown in the table 4.5.2 above the plan scope management was defined in the project was
strongly agreed by 12(30%) of respondents, 18(45%) of respondents also agree, 8(20%) of
respondents kept neutral and 2(5%) of respondents disagree about it. An average mean of 4 implies
that scope management plan was defined in the project.in response to the question that intended to
know whether requirements were clearly stated in the project 12(30%) of respondents strongly
agreed,17(42.5%) of them agreed, 11(27.5) were neutral. An average mean of 4.03 shows that
requirements were clearly defined in the projects.
Regarding whether there was a defined scope or not the above table shows that 10(25%) of
respondents strongly agree, 21(52.5%) of respondents agree, 9 (22.5) kept neutral. An average
4.03 shows that there was a defined scope in the projects. The other one in the table is the creation
of WBS (work breakdown structure) 9(22.5%) of respondents strongly agree that there was a
created WBS, 18(45%) of respondents also agreed about it,12(30%) of respondents were neutral
about work breakdown creation and 1(2.5%) respondent disagreed about it. In response to the
question raised to know whether there is a validated scope or not 9(22.5%) of respondents strongly
agreed about the scope validity,18(45%) of respondents also agree and 13(32.5%) were neutral
about it. The last part of the table was raised in order to know changes to the scope were controlled
5(12.5%) respondents strongly agreed about it, 14(35%) respondents also agree, 16 (40%)
respondents were neutral about it and 5(12.5%)respondents disagreed about the control of change.
Based on the above discussion and table with an average mean of 3.88 we can conclude that the
practice of project scope management was well practiced by the bank.
Below table 4.5.3 shows the responses collected from respondents in relation with project
schedule management.
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Table 4.5.3 project Schedule management practice
Factors schedule Strongly Agree Neutral Disagree Strongly Mean

agree Disagree
Q % Q % Q % Q % Q %
Plan schedule management 4 10 21 52.5 14 35 1 2.5 - - 3.70
was developed
Activities were defined 8 20 22 55 9 22.5 1 2.5 - - 3.93
Sequence of activities were 12 30 19 47.5 9 22.5 - - - - 4.08
defined
Activity duration was 5 12.5 21 52.5 13 32.5 1 2.5 - - 3.75
estimated
Project schedule was 6 15 21 52.5 13 32.5 - - - - 3.83
developed
Schedule was controlled 4 10 20 50 15 37.5 1 2.5 - - 3.68
Average 3.82
Regarding plan schedule management, we have get an average mean of 3.70 which implies that
schedule management plan was developed. Regarding activities, we have get an average mean of
3.93 from respondents which in turn implies activities were defined in IT projects of the bank.
Also in the sequence of activities we have got and average mean of 4.08 implying that sequence
of activities was defined for the projects. Regarding activity duration, the response shows that an
average mean of 3.75 which tells us activity duration was estimated well for the projects. from the
above table with an average mean of 3.82 we can conclude that project schedule management is
well managed by the projects.
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Table 4.5.4 project Cost management practice
Factors cost Strongly Agree Neutral Disagree Strongly Mea

agree Disagree n
Q % Q % Q % Q % Q %
Plan cost management was 6 15 21 52.5 10 25 3 7.5 - - 3.75
developed
Cost estimates were developed 9 22.5 17 42.5 12 30 2 5 - - 3.83
Budget was determined 8 20 15 37.5 15 37.5 2 5 - - 3.73
Costs were controlled 6 15 13 32.5 18 45 3 7.5 - - 3.55
Average 3.71
As Table 4.5.4 shows that the response from the respondents regarding plan cost management have
got an average mean value of 3.75 which implies that cost management plan was developed for
the projects carried. Regarding costs estimate the response shows that an average mean of 3.83
was obtained implying that cost estimates were developed. In response to the determined budget
the respondent’s response got an average mean of 3.73 implies that budget was determined for the
projects. The other was related to cost control which have got an average mean of 3.55 from
respondents that implies costs were controlled in the projects. With an average mean of 3.71 we
can conclude that project cost management practice is well practiced in bank of Abyssinia IT
projects.
Table 4.5.5 project quality management practice
Factors quality Strongly Agree Neutral Disagree Strongly Mea

agree Disagree n
Q % Q % Q % Q % Q %
Plan quality management was 7 17.5 17 42.5 15 37.5 1 2.5 - - 3.75
developed
Quality was managed 2 5 23 57.5 14 35 1 2.5 - - 3.65
Quality was controlled 5 12.5 16 40 17 42.5 2 5 - - 3.60
Average 3.66
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In response to the question related to project quality management the above table 4.5.5 shows that
plan quality management was developed is agreed by respondents by a mean average of 3.75.
regarding the management of quality, a mean average of 3.65 was scored implying that quality
was managed in the projects. For the question ‘quality was controlled’ an average mean score of
3.60 is obtained which shows quality was controlled in the projects.
From the above table and discussion, we can conclude that the project quality management practice
of the bank is in a good level.
Table 4.5.6 project resource management practice
Factors resource Strongly Agree Neutral Disagree Strongly Mean

agree Disagree
Q % Q % Q % Q % Q %
Plan resource management 14 35 12 30 11 27.5 1 2.5 2 5 3.88
was developed
Activity resources were 7 17.5 20 50 9 22.5 1 2.5 3 7.5 3.68
estimated
Resources were acquired 7 17.5 21 52.5 6 15 3 7.5 3 7.5 3.65
A project team was developed 14 35 16 40 7 17.5 - - 3 7.5 3.95
The team was managed 11 27.5 23 57.5 4 10 - - 2 5 4.03
Resources were controlled 6 15 17 42.5 13 32.5 1 2.5 3 7.5 3.55
Average 3.79
as the above table 4.5.5 shows the response collected from respondents regarding plan resource
management was developed have got an average mean of 3.88 indicating that plan resource
management was developed for the projects undertaken. About activity resources were estimated
the respondents responds an average mean of 3.68 which also indicates that activity resources were
in fact estimated for the projects. In response to the question raised to know whether resources
were acquired or not the response have got 3.65 mean average showing that essential resources
were acquired for the projects. Regarding the development of the project team respondents were
agreed with and average mean of 3.95. by referring this we can conclude that project teams were
developed for projects. In accordance with the management of the team respondents were asked
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to put their agreement and we got an average mean of 4.03 for it implying that the project team
developed for the projects was managed properly. Finally, the respondents were asked to their
level of agreement regarding the control of resources dedicated for the projects and we have got
an average mean of 3.55 which shows resources were controlled.
Table 4.5.7 project communication management practice
Factors communication Strongly Agree Neutral Disagree Strongly Mea

agree Disagree n
Q % Q % Q % Q % Q %
Plan communication 5 12.5 23 57.5 11 27.5 1 2.5 - - 3.80
management was developed
Communication was managed 8 20 16 40 15 37.5 1 2.5 - - 3.78
Communication was 8 20 21 52.5 11 27.5 - - - - 3.93
controlled
3.83
Regarding communication management practices of the projects 3 questions were put for
respondents to show their level of agreement for the first question plan communication
management was developed we have got here an average mean of 3.80 which implies that the plan
communication management was developed for the projects. Regarding the management of
communication an average mean of 3.78 was scored which implies that communication was
managed in the projects. Also there was an average mean of 3.93 agreement for the question
communication was controlled. Therefore, based on the above data we can conclude that with an
average mean of 3.83 communication management practice is well practiced by the projects under
this study.
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Table 4.5.8 project risk management practice
Factors risk Strongly Agree Neutral Disagree Strongly Mea

agree Disagree n
Q % Q % Q % Q % Q %
Plan risk management was 3 7.5 18 45 14 35 5 12.5 - - 3.48
developed
Risks were identified 3 7.5 16 40 13 32.5 6 15 2 5 3.30
Qualitative risk analysis were 2 5 9 22.5 19 47.5 8 20 2 5 3.03
performed
Quantitative risk analysis were 2 5 14 35 15 37.5 6 15 3 7.5 3.15
performed
Risk response was planned 3 7.5 10 25 18 45 6 15 3 7.5 3.10
Agreed up on risk responses 1 2.5 14 35 17 42.5 5 12.5 3 7.5 3.13
were implemented
Risks were monitored 3 7.5 14 35 12 30 8 20 3 7.5 3.15
3.19
In response to risk management practices seven questions were prepared. The first question raised
for respondents was weather a risk management plan was developed for projects or not. Regarding
this we have got an average mean score of 3.48 which implies there was a developed risk
management plan. Regarding weather risks were identified or not we have got an average mean
score of 3.30 which implies risks were identified for the project. About qualitative risk analysis
were developed we have got an average mean score of 3.03 which implies that qualitative risk
analysis is not performed well or in satisfactory way. the other is quantitative risk analysis which
get an average mean score of 3.15 which also shows the analysis that was performed for the
projects is not well. In response to prepared risk response the respondents response has got an
average mean score of 3.10 which in turn implies the prepared risk response is not that much good.
Also in agreed up on risk responses implementation we have got an average mean score of 3.13
which shows there was some problem in implementing agreed up on risk responses. The final
question raised for respondents were weather risk was monitored or not which get an average mean
score of 3.15 showing there was some gaps in monitoring risk. From the above table and
31 | P a g e
discussion, we can conclude that with an average mean of 3.19 risk management practices were
not practiced in a satisfactory way in the projects.
Table 4.5.9 project procurement management practice
Factors procurement Strongly Agree Neutral Disagree Strongly Mea

agree Disagree n
Q % Q % Q % Q % Q %
Procurement management plan 5 12.5 22 55 8 20 5 12.5 - - 3.68
was developed
Resources were determined 6 15 16 40 12 30 6 15 - - 3.55
Potential sources were 7 17.5 21 52.5 9 22.5 3 7.5 - - 3.80
identified
3.67
In response to questions raised on project procurement practices, procurement management plan

was developed gets an average mean score of 3.68 implying that procurement plan was developed
for the projects. Regarding resources an average mean score of 3.55 was scored which implies
resources for the project was determined. Regarding potential sources a mean average of 3.80 was
scored implying that potential sources were identified. Therefore, we can conclude that project
procurement management was practiced in the projects.
Table 4.5.10 project stakeholder management practice
Factors stakeholder Strongly Agree Neutral Disagree Strongly Mea

agree Disagree n
Q % Q % Q % Q % Q %
Stakeholders were identified 16 40 16 40 8 20 - - - - 4.20
Stakeholder engagement was 7 17.5 18 45 14 35 1 2.5 - - 3.78
planned
Stakeholder engagement was 11 27.5 16 40 13 32.5 - - - - 3.95
managed
Stakeholder engagement was 8 20 16 40 16 40 - - - - 3.80
Monitored
3.93
32 | P a g e
As the above table 4.5.10 shows four questions were prepared for respondents to put their level of
agreement in relation to project stakeholder management practices of the projects. Regarding
stakeholders were identified an average mean score of 4.20 was scored implying that stakeholders
of the project were identified well. Regarding stakeholder engagement plan the response collected
from respondents have got an average mean score of 3.78 showing that stakeholder engagement
was planned for the projects. About the management of stakeholder engagement an average mean
score of 3.95 was scored indicating that stakeholder engagement was managed well in the projects.
Regarding the monitoring of stakeholder engagement an average mean score of 3.80 was scored
indicating that stakeholder engagement was monitored in the projects. With a total average mean
score of 3.93 we can conclude that the practice of stakeholder management in the projects were
well practiced.
Project management mean and standard deviation
Table 4.5.11 project management knowledge areas mean and SD
No Knowledge areas mean Standard deviation

1 Project integration management 3.9 0.651
2 Project scope management 3.88 0.787
3 Project schedule management 3.82 0.703
4 Project cost management 3.71 0.836
5 Project quality management 3.66 0.725
6 Project resource management 3.79 0.9
7 Project communication management 3.83 0.732
8 Project risk management 3.19 0.964
9 Project procurement management 3.67 0.913
10 Project stakeholder management 3.93 0.766
source: own survey, 2020
As shown above all standard deviations are between zero and one and positive
4.6 Assessing the project’s success

Regarding questions related to project success the next table was obtained.
33 | P a g e
Table 4.6.1 project success
Factors stakeholder Strongly Agree Neutral Disagree Strongly Mea

agree Disagree n
Q % Q % Q % Q % Q %
IT project implementation 7 17.5 11 27.5 10 25 7 17.5 5 12.5 3.20
usually completed within
budget
Results of IT projects met 7 17.5 21 52.5 8 20 4 10 - - 3.78
customers’ requirements
IT projects have contributed to 13 32.5 19 47.5 8 20 - - - - 4.13
the overall operational
performance of the bank
Project management practices 15 37.5 17 42.5 7 17.5 1 2.5 - - 4.15
used by BOA was helpful for
the overall success of projects
3.8
In response to the question raised about IT projects completion within budget an average mean
score of 3.2 was gained which implies that projects were completed within budget but with
minimum cost overrun. About the results of IT projects met customers’ requirements the response
from respondents shows an average mean of 3.78 which implies in fact customers’ requirements
was met. Regarding the contribution of IT projects for the overall operational performance of the
bank we have got an average mean of 4.13 which indicates the higher contribution of the projects
for the bank. In relation to Project management practices adopted by the bank were helpful for the
success of the projects an average mean of 4.15 was obtained showing that project management
practices adopted were helpful for the overall success of the projects. From the above table 4.6.1
we can conclude that with an average mean of 3.8 IT projects in the bank are very valuable for the
overall performance of the bank and successful in their implementation.
34 | P a g e
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction
This chapter tries to present the main conclusion reached from the results of the study. The main
aim of this study was to assess the project management practices of bank of Abyssinia PMO IT
projects. Summaries of the findings, conclusion and recommendations that can help bank of
Abyssinia to improve its project management practices in order to boost its competitive advantage
are included.
5.2 summary of the findings

Based on the analysis done on chapter four, the next findings were recognized.
 Concerning the general project management practice questions the respondents have put
their agreement that the need and benefit of project management is recognized by the bank
management. This was evidenced by; the bank has provided support for project
management development like providing trainings to its teams, following standard project
management processes, trying to put in place project managers who have broaden project
management knowledge base.
 Regarding education 60% of respondents have achieved second degree and 40% have first
degree indicating that the team members of the projects have sufficient educational
qualification to run the project. Whereas the field of study the team members passes
through is not related to project management for most of the respondents surprisingly, only
4 or 10% of respondents were learned project management in their educational history.
 About project experience above 45% of respondents or 18 respondents project experience
is below 2 years. And 55% of respondents or 28 respondents project experience ranges
from 2 up to six years.
 Related to project management trainings provided by the bank, 62.5% of respondents or
25 respondents are not provided with project management trainings. Only 37.5% of
respondents or 15 respondents were provided with trainings related to project management
by the bank.
35 | P a g e
 The other finding here is gender mix of the team members. Based on the respondents
answer Among the respondents 80% (32) were males and only 20% (8) were females.
 Regarding the knowledge areas, the practice of risk management has got a minimum
average mean score.
 project cost management, project quality management and project procurement
management have got satisfactory and good average mean score.
 project schedule management, project resource management and project communication
management have got a better average mean score.
 Project integration management, project scope management and project stakeholder
management have got a very good average mean score.
5.3 Conclusions
The main aim of this study was to assess the project management practices of bank of Abyssinia
PMO IT projects. The study addressed three research questions and the sections below provide the
conclusion drawn from the data regarding each of these questions.
Concluding the findings of project integration management, project scope management and project
stakeholder management practices are very well practiced compared to the standard and the other
knowledge areas which implies the projects have attained a good practice level in adopting those
practices.
Project schedule management, project resource management and project communication

management knowledge area practices are also better practiced implying that additional efforts
can improve the practices and reached an excellent level of practice.
Project cost management, project quality management and project procurement management are
practices on the third place which their level of practice is satisfactory.
The core finding of this study lies on risk management practice that get a minimum mean average
score compared to both the standard and the other knowledge areas implying that risk management
practice of the bank is low.
Regarding the success of the projects the respondents answer is very positive and got an average
mean score of 3.8 which is very similar to the practice level of the project management knowledge
36 | P a g e
areas in the bank this shows that the good practice of project management practices in the projects
helps bank of Abyssinia to improve its project success and performance.
From the finding of the study it is shown that any of the ten project management knowledge areas
have not scored an average mean score of 4.
5.4 Recommendation
Before making recommendations here, it must be made clear that any recommendation made here
should be viewed as being part of the requirements to give Bank of Abyssinia S.C the “leading
commercial bank in east Africa by the year 2030” (Bank of Abyssinia S.C 2019). The application
of these recommendations will not transform the bank overnight and will certainly not guarantee
the success of projects.
 The first recommendation is that the company and all project members should implement
standard risk management practices. Special Efforts should be extended in Developing risk
management plan, identifying risks, performing qualitative and quantitative risk analysis,
planning risk response, implementing agreed upon risk responses and monitoring risks.
 Efforts should be exerted towards project quality management, project cost management
and project procurement management.in order to maintain and improve the current project
management practice of the bank.
 The bank should provide project management trainings for its project team members and
checking the trainings are in fact addressing team members
 It is recommended that it will be very helpful to enhance the capacity of the program
management office in every aspect in order to maintain and improve implementation of
standardized project management practices for successful completion of projects.
 The last but not the least focuses should be on implementing all project management
knowledge area practices in the bank with a standard, recommending that to achieve
excellence in project management and in overall operational performance the bank should
empower the program management office in every aspect.
37 | P a g e
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ADDIS ABABA UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
SCHOOL OF COMMERCE
Graduate program
Research Questionnaire
Dear Sir/Madam,
I am a project management student at AAU undertaking a research titled “Assessment of project

management practices and their impact on project success in case of bank of Abyssinia PMO IT
projects” for the partial fulfilment of the requirement of Master of Arts (MA) degree in Project
Management. This survey is part of academic research that aims to assess the current level in
project management practice of BOA’s PMO and assess the contribution of project management
practices on successful implementation of IT projects. The achievement of the research’s aim
depends on your cooperation in filling out this survey questionnaire. The first component of the
questionnaire is allotted to the demographics of the respondents in terms of age, sex, educational
experience, work experience and soon. The second portion of the questionnaire is composed of
questions on the ten knowledge areas of project management where you, the respondent is
expected to fill simply by ticking on boxes allotted. The third on is composed of questions related
to project success.
I am grateful for your time and responses. You are not expected to write your Name. All the
information you provide will be kept in strict confidentiality and it will be only used for this
academic research only.
I thank you in advance for your priceless cooperation.
Sincerely yours
Biruk Dage
+251-915-62-39-51
41 | P a g e
birukdage@yahoo.com
Part I
General Information
Put your answer by providing a tick mark

1. Gender male female
2. Age 20-30 31-40 41-50 51-60
3. Educational background Diploma BA Degree Master’s Degree Above
4. Field of study ___________________________
5. Work experience in years _________________
6. Experience in years on projects ________________
7. Current position ______________________________
8. Have you provided with trainings related to project management by the bank?
Yes
No
If yes, please specify the type of training you received ______________________________________
_________________________________________________________________________________
_________________________________________________________________________________
9. Do you have a formal training outside the bank? In project management
Yes
No
If yes, please specify the type and level of the training _____________________________________
_________________________________________________________________________________
_________________________________________________________________________________
Part II questions on project management knowledge areas and practices
Answer the questions based on your knowledge of practice of project management in your project experience.
(5 = Strongly Agree, 4= Agree, 3= neutral, 2= Disagree, 1= strongly Disagree)
General project management practices 5 4 3 2 1
1 Is the need and benefit of project management recognized by the bank management?
2 Does the management of the bank provide support for project management development?
3 Does the bank provide project management training for its project management team?
4 Does the bank have standard project management processes and methodologies?
5 Do project managers of the bank have intense knowledge base of project management?
6 Are project management processes, methodologies and procedures applied formally in managing
in managing projects?
42 | P a g e
Project integration management 5 4 3 2 1
1 A project charter was developed (document that authorize the project and the project manager )
2 Project management plan was developed ( defining, preparing and coordinating all plan
components)
3 Project work was managed ( performing the work defined in the project management plan)
4 Project work was monitored and controlled ( tracking, reviewing and reporting project progress)
5 Changes were controlled
6 project knowledge was managed (using existing and creating new knowledge to contribute
organizational learning)
Project scope management 5 4 3 2 1
1 Plan scope management was defined (document how the project scope will be defined, validated
and controlled)
2 Requirements were clearly stated ( determining, managing and documenting stakeholder needs
and requirements)
3 There was defined scope ( detailed description of the project)
4 WBS (work breakdown structure) was created – subdividing project work in to manageable
component.
5 The scope was validated ( formal acceptance of the project deliverable
6 Changes to the scope were controlled
Project schedule management 5 4 3 2 1

1 Plan schedule management was developed ( policies & procedures to plan, develop, manage,
execute and control project schedule)
2 Activities were defined ( specific actions to be performed in a given schedule)
3 Sequence of activities were defined (identifying and documenting r/ship among activities)
4 Activity duration was estimated (estimating the number of work periods needed to complete
individual activities with the estimated resources)
5 Project Schedule was developed (activity sequences, durations, schedule constraints and
resource requirements were analyzed to develop project schedule model)
6 Schedule was controlled ( monitoring the status of the project to update the schedule and
manage schedule base line
Project cost management 5 4 3 2 1
1 Plan cost management was developed (a plan defining how to estimate, budget, manage,
monitor and control costs)
2 Cost estimates were developed (an approximation of the monetary value of resources)
3 Determine budget ( establish an authorized cost baseline)
4 Costs were controlled ( monitoring the status of the project costs and manage cost baseline)
Project quality management 5 4 3 2 1
1 Plan quality management was developed (document how to demonstrate compliance with
quality standards)
2 Quality was managed (translating quality plan to executable activities)
3 Quality was controlled (monitoring and recording activities to assess and ensure performance
Project resource management 5 4 3 2 1
1 Plan resource management was developed ( a plan that defines how to estimate, acquire and
manage physical and team resources)
2. Activity resources were estimated ( the type and quantities of resources needed)
3 Resources were acquired ( resources necessary for the project work)
4 A project team was developed
5 The team was managed ( tracking performance, providing feedback, resolving issues ..
6 Resources were controlled (ensuring resources are available as planned monitoring the
planned versus actual use of resources
Project communication management 5 4 3 2 1
1 Plan communication management was developed ( a plan for project communication based on
the information needs of each stake holder)
2 Communication was managed ( ensuring the ultimate disposition of project information )
3 Communication was monitored ( ensuring the information needs of the project & stakeholders
were met)
43 | P a g e
Project risk management 5 4 3 2 1
1 Plan risk management was developed ( a plan defining how to conduct risk management )
2 Risks were identified ( identifying individual and overall project risk)
3 Qualitative risk analysis were performed (prioritizing risks for further analysis by assessing their
probability of occurrence and impact )
4 Quantitative risk analysis were performed ( numerically analyzing risks on project objectives)
5 Risk response was planned (options, strategies and actions were addressed to minimize exposure
6 Agreed up on Risk responses were implemented
7 Risks were monitored (monitoring the implementation, identifying and analyzing new risks )
Project procurement management 5 4 3 2 1
1 Procurement management plan was developed
2 Resources were determined
3 Potential sources were identified
Project stakeholder management 5 4 3 2 1
1 Stakeholders were identified
2 Stakeholder engagement was planned (it was planned to involve stakeholders based on their
interest)
3 stakeholder engagement was managed (there was communication and appropriate r/ship with
stake holders)
4 Stakeholder engagement was monitored ( was modification of strategies and plans possible)
Part III Questions related to project success
1 IT projects implementation in BOA usually completed within budget
2 Results of IT projects in BOA met customers requirements
3 IT projects has contributed to the overall operational performance of the bank
4 In general project management practices used by BOA for projects was helpful for the overall
success of the project
If you have any other factor, please specify

___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
Thank you for your precious time
44 | P a g e
APPENDIX
1.Cronbach’s alpha for all constructs

Reliability Statistics
Cronbach's
Alpha Based on
Cronbach's Standardized
Alpha Items N of Items
.965 .966 54
2. Cronbach’s alpha, mean and SD for general project management practices

Cronbach's
Alpha Based on
.659 .703 6
Item Statistics
Mean Std. Deviation N
the need and benefit of project management is

4.60 .591 40
recognized by the bank
the management provide support for pm
4.25 .742 40
development
the bank provide training for pm team 3.73 .905 40
the bank has a standard pm process and
3.43 .958 40
methodologies
project managers have intense knowledge 4.03 .577 40
project management process methodologies and
3.53 .599 40
procedure are applied formally
3 Cronbach’s alpha, mean and SD for project stakeholder management
Cronbach's
Alpha Based on
.850 .854 6
45 | P a g e
Item Statistics
a project charter was

3.80 .791 40
developed
project management plan
4.05 .876 40
was developed
project work was managed 4.00 .716 40
project work was monitored
4.00 .679 40
and controlled
changes were controlled 3.80 .823 40
project knowledge was
3.75 .776 40
managed
4 Cronbach’s alpha, mean and SD for project scope management
Cronbach's
Alpha Based on
.894 .897 6
Item Statistics
plan scope management was

4.00 .847 40
defined
requirements were clearly defined
4.03 .768 40
there was defined scope 4.03 .698 40

work breakdown structure was
3.88 .791 40
created
scope was validated 3.90 .744 40
changes to scope were controlled 3.48 .877 40
46 | P a g e
5 Cronbach’s alpha, mean and SD for project schedule management
Cronbach's Alpha Based

Cronbach's Alpha on Standardized Items N of Items
.836 .835 6
Item Statistics
plan schedule management was developed

3.70 .687 40
activities were defined 3.93 .730 40

sequence of activities were defined
4.08 .730 40
activity duration was estimated

3.75 .707 40
project schedule was developed

3.83 .675 40
schedule was controlled 3.68 .694 40
6 Cronbach’s alpha, mean and SD for project cost management
Cronbach's
Alpha Based on
.921 .921 4
Item Statistics
plan cost management was developed

3.75 .809 40
cost estimates were developed

3.83 .844 40
budget was determined 3.73 .847 40
47 | P a g e
costs were controlled 3.55 .846 40
7 Cronbach’s alpha, mean and SD for project quality management
Cronbach's
Alpha Based on
.878 .889 3
Item Statistics
plan quality management was

3.75 .776 40
developed
quality was managed 3.65 .622 40
quality was controlled 3.60 .778 40
8 Cronbach’s alpha, mean and SD for project resource management
Cronbach's
Alpha Based on
.913 .915 6
Item Statistics
plan resource management was developed

3.88 1.090 40
activity resources were estimated

3.68 1.047 40
resources were acquired 3.65 1.099 40

a project team was developed
3.95 1.108 40
the team was managed 4.03 .920 40

resources were controlled 3.55 1.037 40
48 | P a g e
9 Cronbach’s alpha, mean and SD for project communication management
Cronbach's
Alpha Based on
.862 .864 3
Item Statistics

plan communication management was
developed 3.80 .687 40
communication was managed

3.78 .800 40
communication was controlled

3.90 .709 40
10 Cronbach’s alpha, mean and SD for project risk management
Cronbach's
Alpha Based on
.827 .829 7
Item Statistics
plan risk management was developed 3.48 .816 40

risks were identified 3.30 .992 40
qualitative risk analysis were performed 3.03 .920 40
quantitative risk analysis were performed 3.15 1.001 40
risk response was planned 3.10 1.008 40
agreed upon risk responses were
3.13 .939 40
implemented
risks were monitored 3.15 1.075 40
49 | P a g e
11 Cronbach’s alpha, mean and SD for project procurment management
Cronbach's
Alpha Based on
.894 .899 3
Item Statistics
procurement management
3.58 .984 40
plan was developed
resources were determined 3.55 .932 40
potential sources were
3.80 .823 40
identified
12 Cronbach’s alpha, mean and SD for project stakeholder management
Cronbach's
Alpha Based on
.949 .949 4
Item Statistics
stakeholders were identified 4.20 .758 40

stakeholder engagement
3.78 .768 40
was planned
3.95 .783 40
was managed
3.80 .758 40
was monitored
50 | P a g e

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Assessment of project management practices in case of Bank of

Abyssinia PMO IT projects

Biruk Dage Borga

A project work submitted to Addis Ababa University school of commerce in

Advisor: Adane Atara (PhD)

ADDIS ABABA UNIVERSITY SCHOOL OF COMMERCE

Assessment of project management practices

By: Biruk Dage Borga

Advisor: Adane Atara (PhD)

Assessment of project management practices

By: Biruk Dage Borga

Approved by Board of Examiners

Name Biruk Dage Borga

Advisor: Adane Atara (PhD)

Table 3.6.1 ReliabilityStatistics………………………………………………………………18

Table 3.6.2 Reliability Statistics of the constructs………………………….……..……….....19

Table 4.3.1 Demographic profile of respondents…………………………………..…………20

Table 4.4.1 General project management practices………………………..…………………23

Table 4.5.1 Project Integration Management ………………………………..………………24

Table 4.5.2 Project Scope Management ……………………………………………...……..25

Table 4.5.3 Project Schedule Management …………………………………………………27

Table 4.5.4 Project Cost Management ………………………………………………………28

Table 4.5.5 Project Quality Management ……………………………………………….…..28

Table 4.5.6 Project Resource Management …………………………….…………………...29

Table 4.5.7 Project Communication Management ……………………..…………………...30

Table 4.5.8 Project Risk Management ………………………………….…………………..31

Table 4.5.9 Project Procurment Management ………………………………………………32

Table 4.5.10 Project Stakeholder Management …………………………………………….32

Table 4.5.11 PM Knowledge areas Mean and SD ………………………………………….33

Table 4.6.1 Project Success………………………………………………………………….34

Figure 2.3.1 Conceptual Framework………………………………………………………16

BOA – Bank of Abyssinia s.c

PMO – Program/Project Management office

PMBOK – Project Management Knowledge Areas

PMI – Project Management Institute

APM – Association of Project Management

PRINCE – Projects in Controlled Environment

ICB – International Competence Baseline

PMP – Project Management Proffesional

IPMA – International Project Management Association

Key words : project, project management practices , knowledge areas

1.1.1 Back ground of the organization

1.3 Research questions

1.4 Research objectives

1.4.2 Specific objective

1.6 Scope of the study

1.7 Limitation of the study

1.8 organization of the study

2.2 Theoretical review

2.2.1 project management body of knowledge

2.2.1.1 project integration management

2.2.1.2 project scope management

2.2.1.3 project schedule management

2.2.1.4 Project cost management

2.2.1.5 project quality management

2.2.1.6 Project resource management

2.2.1.7 Project communication management

2.2.1.8 project risk management

2.1.1.10 project stakeholder management