ALPHA UNIVERSITY COLLEGE

THE EFFECT OF PROJECT MANAGEMENT PRACTICE ON

PROJECT SUCCESS:

A CASE STUDY ON ETHIO-TELECOM’S ERICSON CIRCLE (SR,

SWR AND SER) MOBILE NETWORK TELECOM EXPANSION
PROJECT

BY:

MOLLA YIMER

ADVISOR:

AFEWORK GETACHEW (PhD)

MAY 2020

ADDIS ABABA, ETHIOPIA

 DECLARATION
I, Molla Yimer, declare that this work entitled ―The Effect of Project Management Practice on
Project Success: a case study on Ethio-telecom’s Ericson Circles (SR, SWR and SER) mobile
network Telecom Expansion Project‖, is the outcome of my own effort and study and that all
sources of materials used for the study have been duly acknowledged. I have produced it
independently except for the guidance and suggestion of my Research Advisor and internal
examiner. This study has not been submitted for any degree in this University or any other
University. It is offered for the partial fulfillment of the degree of Master of Arts in Project
management.

Name: Molla Yimer

Signature____________________________

Date_______________________________
 ADVISOR‘S APPROVAL SHEET

As thesis research advisor, I hereby certify that I have read and evaluated this thesis prepared
under my guidance by Molla Yimer entitled ―THE EFFECT OF PROJECT MANAGEMENT
PRACTICE ON PROJECT SUCCESS: A CASE STUDY ON ETHIO-TELECOM‘S ERICSON
CIRCLE (SR, SWR AND SER) MOBILE NETWORK TELECOM EXPANSION PROJECT‖.

I recommend that it be submitted as fulfilling the thesis requirement.

_____________________ ______________ ___________

Name of Principal Advisor Signature Date

 EXAMINERS’ APPROVAL SHEET
As members of the Board of Examiners of the Masters of Project Management thesis open
defense examination, we certify that we have read and evaluate the thesis; entitled ―The Effect of
Project Management Practice on Project Success: a case study on Ethio-telecom‘s Ericson
CIRCLE (SR, SWR and SER) mobile network Telecom Expansion Project‖. Prepared by Molla
Yimer ID: MPM 02/13/005/10 and examined the candidate. We recommend that the paper be
accepted as fulfilling the thesis requirement for Master‘s Degree of Project Management.

Chairperson: ______________ __________ ________

Name Signature Date

Internal Examiner: ____________ __________ _________

Name Signature Date

External Examiner: _____________ ___________ _________

Name Signature Date

AFEWORK GETACHEW (PHD) ______________ ____________

Advisor: Signature Date
 ACKNOWLEDGEMENTS
Above all, I am thankful to almighty God for giving me the inspiration, ability, health and
discipline to make it through the program. Then, my Special thanks go to my adviser, Dr.
Afework Getachew, for his generous support, guidance and valuable comments throughout the
development of this study.

I would also like to thank Ethio Telelcom specially employees and the managers who have been
working on Ericsson Circle (SR, SWR and SER) ethio telecom mobile network expansion
Project for their willingness to participate in the study. Last but not my least, special admiration
goes to my family, especially to my wife Alemnesh Tesfaye and children for their care, support
and encouragement as well as, for their tolerance every time I sacrifice my family time for the
project study.

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 Table of Contents
Contents Page
ACKNOWLEDGEMENTS ............................................................................................................. i

Table of Contents ............................................................................................................................ ii

List of Tables ................................................................................................................................. vi

ACRONYMS AND ABBREVIATIONS .................................................................................... viii

Abstract .......................................................................................................................................... ix

CHAPTER ONE ............................................................................................................................. 1

INTRODUCTION .......................................................................................................................... 1

1.1 Background of the study ...................................................................................................... 1

1.2 Background of the organization ............................................................................................ 2

1.3 Statement of the problem ...................................................................................................... 4

1.4 Basic Research Question .................................................................................................. 6

1.5 Objective of the Study ...................................................................................................... 6

1.51. Specific Objectives ......................................................................................................... 6

1.6 Significance of the Study ...................................................................................................... 6

1.7 Scope of the study ................................................................................................................. 7

1.8 Definition of terms ................................................................................................................ 7

1.9 Organization of the Study ..................................................................................................... 8

CHAPTER TWO ............................................................................................................................ 9

LITERATURE REVIEW ............................................................................................................... 9

2. Introduction .......................................................................................................................... 9

2.1 What is Project? .................................................................................................................... 9

2.2 Project Constraints ................................................................................................................ 9

2.3 Project Management ............................................................................................................ 10

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 2.3.1 What is Project Management? ...................................................................................... 10

2.3.2 The importance of project management ....................................................................... 11

2.3.3 The Importance of project management in telecommunication projects ..................... 11

2.4 Project Management success and Project Success .............................................................. 13

2.5 Project Management Practice .............................................................................................. 15

2.5.1 PROJECT MANAGEMENT KNOWLEDGE AREAS ......................................... 18

2.5.2 Project Management Process Groups ........................................................................... 24

2.5.3 PLANNING PROCESS GROUP ................................................................................. 25

2.5.4 Level of Project Planning ............................................................................................. 26

2.6 Empirical review ................................................................................................................. 28

2.6.1 The effect of Project management Knowledge area related practices on project success
............................................................................................................................................... 28

2.6.2 The effect of Project planning practices on project success ......................................... 29

2.7 Conceptual Framework ....................................................................................................... 31

CHAPTER THREE ...................................................................................................................... 32

RESEACH METHODOLOGY .................................................................................................... 32

3.1 Research Methods and Design ............................................................................................ 32

3.2 Source of Data ..................................................................................................................... 32

3.3 Target Population ................................................................................................................ 32

3.4 Sample size and Sampling method ..................................................................................... 33

3.5 Data Collection Methods and Procedures ........................................................................... 33

3.6 Reliability and Validity ....................................................................................................... 33

3.7 Analysis of the Data ............................................................................................................ 35

3.8 Ethical Considerations......................................................................................................... 36

CHAPTER FOUR ......................................................................................................................... 37

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DATA ANALYSIS, INTERPRETATION AND DISCUSSION ................................................ 37

4.1 Response Rate ..................................................................................................................... 37

4.2 Demographic profile of respondents .................................................................................. 37

4.2.1. Gender of the respondents. .......................................................................................... 39

4.2.2. Age of the respondents ................................................................................................ 39

4.2.3. Educational Level ........................................................................................................ 39

4.2.4. Work experience in the Company ............................................................................... 39

4.2.5. Respondents‘ Job level (position) in the organization................................................. 39

4.2.6 Project Work Experience .............................................................................................. 40

4.3 Descriptive Statistics ........................................................................................................... 40

4.3.1 Project Management Knowledge Areas practice.......................................................... 40

4.3.2 Scope management practice ......................................................................................... 40

4.1.1. Human resource management Practice....................................................................... 42

4.1.2 Project Communication Management....................................................................... 43

4.1.3 Level of project planning practice ............................................................................ 46

4.1.4 External Factors ........................................................................................................ 49

4.1.5 SR, SWR &SER TEP Project Success Measurements ................................................. 51

4.2 Correlations and Regression Analysis............................................................................ 52

4.2.1 The Relationship between project management practice and SR, SER and SWR project
success. .................................................................................................................................. 52

4.2.2 Relationships between Scope management practice and Project success ................ 53

4.2.3 Relationships between Human resource management practice and Project success.... 54

4.2.4 Relationships between communication management practice and Project success ..... 55

4.2.4 Relationships between stakeholder management practice and Project success ........... 55

4.2.5 Relationships between project planning practice and Project success ......................... 55

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 4.2.6 Relationships between External factors and Project success ........................................ 56

4.3 Regression Analysis ............................................................................................................ 56

4.3.1 Tests of Regression ................................................................................................. 56

4.3.1.1 Multi Collinearity Test ........................................................................................... 56

4.3.1.2 Normality Test..................................................................................................... 57

4.3.1.3 Assumption of Linearity and Homoscedasticity test........................................... 58

4.3.1.4 Outliers (presence of influential cases biasing our model) ................................ 58

4.3.2 Regression Analysis Result .......................................................................................... 58

4.4 Interview Analysis.............................................................................................................. 60

4.4.1 Level of understanding about Project Management Practices ...................................... 60

4.4.2 Level of Understanding about Project Success ............................................................ 61

4.4.3 Critical Factors affecting the success of a project ........................................................ 61

4.4.4 Observed Project implementation gaps/challenges ...................................................... 62

4.4.5 Major Lessons learned from the Ericson project .......................................................... 63

4.4 Discussion ...................................................................................................................... 65

CHAPTER FIVE. ......................................................................................................................... 67

SUMMERY OF FINDING, CONCLUSION AND RECOMMENDATION .............................. 67

5.1 Summary of the findings ..................................................................................................... 67

5.2 Conclusion........................................................................................................................... 69

5.3 Recommendations ............................................................................................................... 70

5.4 Limitations of the Study ..................................................................................................... 71

5.5 Suggestions for Further Research ....................................................................................... 72

References: .................................................................................................................................... 74

ANEX I ......................................................................................................................................... 80

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 List of Tables

Table 2.1 Literature review matrix: Most cited PM practices by researchers .............................. 16

Table 3.1: Cronbach‘s Alpha ........................................................................................................ 34

Table: 4.1. Response Rate ............................................................................................................. 37

Table 4.2. Demographic characteristics of respondents ............................................................... 38

Table 4.2 Scope management practice.......................................................................................... 41

Table 4.3. Human resource management practice ........................................................................ 42

Table 4.4. Project communication management practice ............................................................. 44

Table 4.5. Project stakeholder management practice.................................................................... 45

Table 4.6. Level of project planning practice ............................................................................... 46

Table 4.7. External factors ............................................................................................................ 50

Table 4.8. Project Success Measurements .................................................................................... 51

Table 4.9 Norm for Evaluating the Magnitude of a Correlation................................................... 53

Table 4.10 Correlations between project management practices and project success .................. 54

Table 4.11. Multi collinearity test ................................................................................................. 57

Table 4.12 Model summery .......................................................................................................... 59

Table 4.13 ANOVA ...................................................................................................................... 59

Table 4.14 Coefficients ................................................................................................................. 60

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 Figures

Figure 1. Key Planning Process Group activities. ........................................................................ 26

Figure: 2. Conceptual Framework of the study ............................................................................ 31
Figure 3: Test of normality ........................................................................................................... 57
Figure: 4. Linearity and Homoscedasticity ................................................................................... 58

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ACRONYMS AND ABBREVIATIONS

CEO…………………Chief Executive Officer

ET............................... Ethio-Telecom
ETC………………… Ethiopian Telecommunication Corporation
GTP………………… Growth and Transformation Program
HLD………………… High Level Design
HR……………………Human Resource
ICT………………….. Information Communication Technology
LLD…………………. Low Level Design
PMBOK………………Project Management body of knowledge
PM……………………Project Management
PMI…………………...Project Management Institute
PMO…………………. Project Management Office
PRO…………………. Project Roll Out
SR……………………. Southern Region
SWR…………………. South Western Region
SER…………………. South Eastern Region
TEP…………………. Telecom Expansion Program
WBS………………… Work Breakdown Structure
ZTE………………….. Zhongxing Telecommunication Equipment

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 Abstract
The purpose of this study is to assess the project management practices of ethio telecom SR,
SWR&SER mobile network expansion project and their effect on project success. Descriptive
and explanatory design were applied to address the specific objectives of the study and reach at
specific conclusion. Data was gathered using the questionnaire from 107 respondents directly
participated in the project. To have high validity, no sampling technique was used as the whole
target population was considered for the study. Besides, using semi-structured interview
questions, qualitative data was also collected from purposefully selected 3 project managers and
1 program manager. The findings of the study revealed that, PM knowledge area and project
planning practices were moderately practiced except the following observed problems: full
scope of the project was not understood from the very start, training, reward and recognition
were not properly practiced, Stakeholders were not managed well. Project planning was not
practiced well, there was lack of incorporating the view of all stakeholders, lack of allocating
sufficient time for project design, project schedule was not properly determined and the planned
project end date was not realistic, project risk was not identified, analyzed and risk response
plan was not properly developed at the planning stage. Concerning external factors vendor
performance in delivering materials on time and with the right quality was not satisfactory and
vendor project team members lacks commitment to accomplish the project on time. Results from
correlation analysis shows, there is significant positive correlation between the PM knowledge
area practices, project planning and project success but no significant correlation between
external factors and project success. Result from multiple linear regression shows, except
planning the PM knowledge areas and external factors not significantly explain the project
success. Based on these finding, the study recommends: ethio telecom should have to develop an
accurate and efficient project planning before project execution as well as the project scope
should be clearly defined from the very start, better to have a culture of developing appropriate
risk management and lesson learned documentation to prevent unexpected risks and failures in
the future projects.

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Key Words: Project Management Practices, Project Succe

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 CHAPTER ONE
INTRODUCTION
1.1 Background of the study

The PMBOK® defines project management related concepts and provides guidelines and best
practices for managing individual projects. The PMBOK® further publishes the generally
recognized standard for project management, which describes the established norms, methods,
processes, and practices, as developed and evolved over time by practitioners, and considered to
be good practices for most projects most of the time. Good practice means that there is general
agreement that the tools, skills, processes, techniques and application of knowledge presented
can significantly improve project success. This does not denote that this knowledge can be
uniformly applied to all projects; the organization and project team must determine which
techniques are appropriate for each given situation using this guidance (PMI, 2013).

The use of project management practices is one of the most essential factors that affect project
success. Empirical research has shown that very often even the basic approach to project
management in organizations is not ideal and it is difficult for senior management to
acknowledge and accept this notion (Alsulamy, Gupta, and Sloan, 2014). The concept of project
management practices being formalized is based on the principal assumption that the use of
commonly accepted project management practices will enhance and improve project outcome
(Papke-Shields, Beise, and Quan, 2010).

The application of project management in the Telecommunication industry has evolved in the
last few decades. Project management is embraced in the industry to proactively manage
telecommunication projects such that expected outcomes (products or services), will fulfill the
purpose upon which they are embarked upon. Several organizations in the industry do face
challenges as they implement these projects even with secure procedures and practices to ensure
success. However, more efforts have been made in identifying and applying procedures,
practices, standards, structures and methodologies towards achieving success in ICT project
implementation management in the Telecommunication industry. (Ogunberu, 2018).

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Ethio Telecom, previously known as the Ethiopian Telecommunications Corporation (ETC), is
an integrated telecommunications services provider in Ethiopia, providing internet, mobile
communications and telephony services. To improve the service quality and network coverage
Ethio-telecom launched a 1.6 billion USD worth Telecom Expansion Program (TEP) this clearly
shows the commitment of the government and the company towards the development of the
sector. (GTP Report, 2012/13). According to the TEP-Charter (2014), there are several
responsibilities assigned to the governance bodies. The critical success factors summarized in the
charter are: full support from the government, full support of Executive Management Board
(EMB), empowered program managers, qualified and sufficient resources, commitment of the
program management team, appropriate incentives to drive need behavior to deliver the expected
milestones, standard process, quick decision making, resource availability, proper change
management and escalation procedures, realistic schedule and communication at all levels to
create ownership.

While the above critical success factor stated in the TEP charter, the project undertaken by
Ericson failed to meet time cost and Quality Targets in addition to not being compatible with the
existing Ethio telecom network. Therefore, assessing ethio telecom‘s project management
practice effect for the successful accomplishment of the mobile telecom expansion project is
important. Thus, this research shades lights on the below main questions: -

 How project management practice is being applied in SR, SWR and SER mobile network
expansion project
 What is the effect of project management practices on the project success?
 What challenges were faced during project implementation?

1.2 Background of the organization

The introduction of telecommunication in Ethiopia dates back to 1894. Ethiopian

Telecommunications Corporation is the oldest public telecommunications operator in Africa. In
those years, the technological scheme added to the integration of the Ethiopian society when the
wide open wire line system was laid out connecting the capital with all the main administrative
cities of the country. After the end of the war against Italy, during which telecommunication
network was damaged, Ethiopia re-organized the Telephone, Telegraph and Postal services in
1941. In 1952 the the Imperial Board of Telecommunications (IBTE) was formed by

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proclamation No. 131/52 in 1952. The Board had full financial and administrative autonomy and
was in charge of the provision and expansion of telecommunications services in Ethiopia.

The Imperial Board of Telecommunications of Ethiopia, which became the Ethiopian

Telecommunications Authority in 1981, was engaged in charge of both the operation and
regulation of telecommunication services in the wake of the market restructurings. In 1996, the
Government established a distinct regulatory body, the Ethiopian Telecommunication Agency
(ETA) by Proclamation 49/1996, and during the same year, by regulation 10/1996, the Council
of Ministers set up the Ethiopian Telecommunications Corporation (ETC). Under the supervision
of the ETA, the major duty of ETC is maintaining and increasing telecommunication services in
the country and providing domestic and international telephone, telex, and other communication
on services. In this respect, currently ETC is the only operator of any telecommunication related
service (Bogale, 2005).

Ethiopian Telecommunication Corporation was transformed to new arrangement called currently

Ethio telecom by 2010, which is a state owned company. Ethio telecom is the sole telecom
service supplier in Ethiopia and provides different products and services like internet, mobile,
land line connection, data service and ISP services like email, web site, domain name and others
(Anbessie, 2017).

As a measure of continued effort to expand telecommunication infrastructure and service, a large

scale IP-NGN project with a capital outlay of 1.5 Billion USD was launched in year 2008 and the
project resulted in creating 23 Million Cellular mobile core network, and 2.4 Million fixed line
capacity (Wubshet, 2017). As per the company profile, in 2010 the mobile service subscribers
reached 6.5 Million, Internet 187,346 and fixed line 1 Million. With respect to enabling citizens
to benefit from universal telecommunication service access the rural kebeles (villages) who have
access to telecommunication service in 5 km radius increased from 13% in 2005 to 62.14% in
2010.

After the end of the IP-NGN project, in year 2013, the government planned and executed a
Telecom Expansion Project (TEP) with an investment amount of 1.6 Billion USD. The Telecom
Expansion project was executed in the second half of the first 5 years Growth and
Transformation Plan (GTP I). As of June 2015, the country has achieved high subscription levels
by raising the number of mobile subscribers to 40 Million, and Internet users to 10 Million.

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The TEP has resulted in Mobile service penetration of 44%, and Internet penetration has also
reached 11%. The Country‘s 85% of geographic area has coverage of mobile service. If only
inhabitable areas are taken, this can be considered as 100% coverage (Wubshet, 2017).

The mobile network coverage consists of 3G and 2G services, and 4G LTE technology
deployment in the capital Addis Ababa. The government has also been working towards
enhancing its international internet gateway capacity/bandwidth through international fiber optic
links via neighboring countries Djibouti, Kenya and Sudan. The current international bandwidth
capacity stands at 27.3 Gbps (Wubshet, 2017).

1.3 Statement of the problem

Projects and initiatives are implemented to ensure sustainable growth of nation economy and to
create broad linkages within the economy. To implement these projects successfully and to meet
the functional aim of the projects within their service life time, an efficient PM practice needs to
be adopted from the planning stage to end (Haron et al, 2017). John (1999), also pointed out the
need for fulfilling the primary requirements of a project i.e. detailed project scope definition as
poorly defined scope can affect project time and cost. According to Koskela and Howell (2002),
project management practices attempt completion of the project as intended; getting it done most
efficiently by minimizing cost and achieving external goals related to customer needs. The
application of best Project Management (PM) practices is of critical importance for organizations
who run huge and complexes telecom expansion projects like Ethio telecom. The question arises
what a best practice is: Kerzner (2010) defined PM practice as a more effective and resourceful
method for achieving a goal that is better than other methods, processes and techniques being
previously observed.

In 2014, Ethio telecom launched telecom infrastructure expansion project with Ericson being the
main vendor. Ericsson company initially had agreed with Ethio telecom on the four circle of the
company‘s project namely SSWR, SR, SWR and SER of the company. As per the agreement,
Ericsson was supposed to provide Ethio Telecom with its 2G/3G mobile communication related
products and services such as planning, tuning, designing, optimization and deployment for all of
the circles with agreed completion time to be in December 2016. However, as per the
researcher‘s direct observation, due to underperformance of Ericson, one of the circle-SSWR
was given to another Company called Huawei. In addition, Ericson failed to deliver the project

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on the agreed time and delivered majority of its project targets lately in July 2019. As the local
newspaper called ‗‘the reporter‘‘ reported in 2018, the project undertaken by Ericsson was not
completed as per the time and quality requirements specified on the contact agreement due to
this network quality problem observed specially around towns of Adama, Jimma and Nekemte.

Furthermore, as per the preliminary interview the researcher had with a project manager who has
been directly involved, the project carried out by ET with Ericson company was started before
HLD, site survey and LLD design preparation, Project completion time was decided before
conducting site survey, scope of the project was also not defined properly and there was project
team competency and commitment related problems. This indicates that the presence of project
management practice related gaps. Related studies conducted on Ethio telecom TEP project
implementation also revealed that the presence of gap in Planning, monitoring & Leadership of
projects (Woldemariam, 2019). Nigussie (2018) also found that scope monitoring and control
process was poorly practiced, there was no formal time management process, activity duration
estimation and periodic update of project schedule were poorly practiced. Concerning External
factors, vendors‘ performance, weather condition, geographical topography of the project sites,
regional government bureaucracy, dependency on other organizations and local contractors were
the main external factors challenging project on time implementation (Mideksa, 2017).

What is more is that project management practices of ET, Ericson circle project have not been
studied thoroughly due to confidentially kept project performance data. Plus, there is very
limited available document in the company that clearly indicates studies conducted or lesson
learned in project implementation, in addition, as far as the researcher knowledge the effect of
project management practices and external factors has not been deeply studied taking the case of
ET, Ericson circle. In order to implement huge projects like Telecom expansion program (TEP)
successfully and to meet the functional aim of the projects within their lifetime, an efficient
project management practice and knowing the specific problem of the project undertaking or
conducted is an important for an organization, because the effective implementation of project
management practices and use of the processes, tools and templates of project management
increases the chance of success of a project. Therefore, organizations undertaking projects need
to assess their project management practice. (Crisan, 2010). Thus, it is the researcher‘s intention
to analyze the effect of ET‘s project management practices on the success of SR, SWR and SER

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(Ericson‘s Circle) mobile network expansion project and to point out best project management
practices that ensure project success.

1.4 Basic Research Question

The study attempted to find answers for the below major research questions:

1. What is the effect of project Management knowledge area practices on project success?
2. What is the effect of project planning practices on project success?
3. What are the effects of external factors on the project success?

1.5 Objective of the Study

The main objective of this research is to identify the effects of ethio telecom‘s project
management practices on the success of SR, SWR and SER TEP mobile network expansion
projects.

1.51. Specific Objectives

Specifically, this research objective aims:

 To analyze the effect of Project management knowledge area practice on the project
success.
 To analyze the level of project planning practice effect on the project success.

 To analyze the effect of external factors on project success

1.6 Significance of the Study

Launching and implementing multimillion dollar investment projects require ethio telecom to
deal with highly complex and challenging project issues which may demand advanced project
management practice, knowledge and skills so as to provide scientific and contextually to proved
solutions for problems in each steps of the project. Therefore, this study will help ethio telecom:-

 To take a lesson and to improve project management practice gaps on ongoing or future
project and it will help for the company to not repeat similar mistakes.
 It will serve as a good input for the companies to know and document best practices of
the project management so as to use in the future projects by making some adjustments.

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 Furthermore, researchers will use this research out comes as a base to investigate more
about country level project management practices in Ethiopia.
 No doubt that the research already gave great experience for the student researcher
regarding research methodology and future problem solving activities.

1.7 Scope of the study

In terms of concept the scope is limited to the study of project management practices (the
Independent Variable-Scope, HR, Communication, stakeholder, project planning and external
factors) and their effect on SR, SER and SWR TEP Phase 1, mobile network expansion Project
success (Independent variable - schedule, budget, project goals and objectives and team
satisfaction).In terms of time scope, the study deals with a 5-year period (2014-2019) to assess
the effects of project management practices on project success. Of course, respondents were
asked, at current point of time, to share their experience considering the 5-year period. Since the
staffs who participated on Ericson‘s circle project were working centrally at Addis Ababa,
geographically, the research study is limited to Addis Ababa, specifically, at Ethio-Telecom‘s
Central Microwave station (Tikur Anbessa area).

1.8 Definition of terms

Telecom Expansion Project (TEP): TEP was launched in 2013 to achieve the telecom sector
objectives in the Growth and Transformation Plan (GTP I) of the Ethiopian government and
targeted to solve quality, coverage and capacity challenges (TEP-Charter, 2013). It included
mobile and wireless, backbone transmission, information system network expansion, capacity
and quality improvement.

Project Management: Project management is the application of knowledge, skills, tools, and
techniques to project activities to meet the project requirements. Project management is
accomplished through the appropriate application and integration of the project management
processes identified for the project.

Practices: Generally accepted management and administrative activities and decisions from the
starting to the ending of a project. They are factors that are practiced in project implementation
and influence project success or failure if not properly managed. Practices may include
techniques, tools, methods, or approaches used effectively to arrive at the desired outcome

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(Menon, 2015). Accordingly, a best practice is a technique, method, or process that is believed to
be more efficient and effective in achieving a goal than any other techniques, methods and
processes, when applied to a particular condition or circumstance (Ilies, et al., 2010).

Project success: is defined by the level of efficiency the project achieved to reach the project
objectives.

Project Management Plan – The document that describes how the project will be executed,
monitored, and controlled.

Project Planning – The process of thinking through and making explicit the objectives, goals,
and strategies necessary to bring the project through its life-cycle to a successful termination
when the project‘s product, service, or process takes its rightful place in the execution of project
owner strategies (Cleland & Ireland, 2006).

1.9 Organization of the Study

This study contains five chapters. Chapter one deals with the introductory parts of the research,
Chapter two reviews related literatures, Chapter three focuses on methods of data collection and
data analysis, Chapter four deals with data analysis, interpretation and discussion and Chapter
five delivers summery of key findings, conclusion and recommendation.

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 CHAPTER TWO

LITERATURE REVIEW
2. Introduction
This chapter presents the theoretical and empirical literatures, and concepts related with the topic
of the study. This literature review part is to provide a summary of previous related studies and
various literatures on the research problem areas. The bodies of literature are discussed based on
the specific nature of the relevant literatures that relates to this study and the available literature
is aimed to review the major concept and research problem related with this research topic.

2.1 What is Project?

A project is a temporary endeavor undertaken to create a unique product, service, or result.
Unique product, service, or result implies that a projects are undertaken to fulfill objectives by
producing deliverables (PMBOK, 2017). Wysocki (2014) defined the concept of project as a
sequence of unique, complex, and connected activities that have one goal or purpose and that
must be completed by a specific time, within budget, and according to specification. It is also
defined by Tayntor (2010), as a unique, finite set of multiple activities intended to accomplish a
specific goal. A project is made up of a group of interrelated work activities that are limited by
the project boundary (scope), available budget for the project and duration (schedule) within
which the project is expected to be delivered, to deliver capital assets (project deliverables)
needed to achieve the strategic goals of an organization (Ogunberu A.O. et.al, 2016).

Projects are temporary, but their deliverables may exist beyond the end of the project. Projects
may produce deliverables of a social, economic, material, or environmental nature. For example,
a project to build a national monument will create a deliverable expected to last for centuries.
(PMBOK, 2017). Thus, in general, the definitions of project emphasize the characteristics of
projects as unique in nature, having a defined timeframe and approved budget.

2.2 Project Constraints

Project constraints are anything that can either restrict the actions of project team or dictates their
actions (Heldman, 2009). The project triple constraints are primarily scope, time and cost while
the enhanced constraints include time, cost, risk, scope, quality, resources, customer satisfaction
(Mulcahy, 2009). The triple constraints work in tandem with each other implying that a change
in one directly affects the other two. Time constraint is usually presented in the form of enforced

9
deadline from senior management within which the project is expected to be completed. Budget
or cost constraint limits the project‘s ability to utilize funds on the project. It has a potential of
restricting the project scope. Scope elements define the deliverables and the boundary within
which the project will be implemented. Quality constraints are restricted by the specifications of
the product or service and also the expected standards required. Resource constraint deals with
availability of resources (both internally to the project team and externally to other supports
required for project execution) for project execution in terms of required skills, quantity,
experience and so on (Heldman, 2009).

Projects are a key way to create value and benefits in organizations. In today‘s business
environment, organizational leaders need to be able to manage with tighter budgets, shorter
timelines, scarcity of resources, and rapidly changing technology. The business environment is
dynamic with an accelerating rate of change. To remain competitive in the world economy,
companies are embracing project management to consistently deliver business value (PMI,
2017).

2.3 Project Management

2.3.1 What is Project Management?

Project management is the application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements (PMI, 2017). It involves planning, organizing,
directing, and controlling of company resources for a relatively short-term objective that has
been established to complete specific goals and objectives (Kerzner, 2009). According to Robert
K.Wysocki (2014) project management is designed to answer what business situation is being
addressed, what does the business need to do, what will you do, how will you do it, how will you
know you did it and how well did you do. Project management is an organized common-sense
approach that utilizes the appropriate client involvement in order to meet sponsor needs and
deliver expected incremental business value. It encompasses many different skills, such as
understanding the interdependencies among people, technologies, budgets, and expectations;
planning the project to maximize productivity; motivating others to execute the plan; analyzing
the actual results; and reworking and tuning the plan to deal with the realities of what really
happens as the project is executed (Howes , 2001).

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2.3.2 The importance of project management

Effective project management helps individuals, groups, and public and private organizations to:

 Meet business objectives; Satisfy stakeholder expectations, be more predictable, increase

chances of success, deliver the right products at the right time, resolve problems and
issues, Respond to risks in a timely manner, optimize the use of organizational resources,
identify, recover, or terminate failing projects, manage constraints (e.g., scope, quality,
schedule, costs, resources), balance the influence of constraints on the project (e.g.,
increased scope may increase cost or schedule), and Manage change in a better manner
(PMBOK, 2017).

Poorly managed projects or the absence of project management may result in:

 Missed deadlines, cost overruns, rework, uncontrolled expansion of the project, loss of
reputation for the organization, unsatisfied stakeholders and failure in achieving the
objectives for which the project was undertaken (PMBOK, 2017).

2.3.3 The Importance of project management in telecommunication projects

The implementation of information and communication technology projects especially for

development in the telecommunication sector had been on the increase over the years. However,
these projects have been recording high failure rates, possibly, due to poor project scope, design
and management. Project sponsors, project managers and project team members must understand
the processes and methods involved in managing projects in order to improve upon success rates
(United Nations, 2010). Among telecommunication firms, managers of projects (sponsors,
project managers, team members and other stakeholders) must see project management as a
method, discipline and a process that has a set of tools for planning, implementing, maintaining,
monitoring and evaluating the progress of project tasks and activities in order to accomplish
organizations‘ goals and objectives (United Nations, 2010).
Top managers who plan to introduce the project management discipline in telecommunication
projects, or who wish to improve existing project performance, must pay attention to socio-
cultural background of team members, organizational structures in place, experience and so on.
Project management demands quality information, discipline and goal-orientation and requires

11
team-working skills, rather than rigid functional divisions. In summary, key factors to consider
as project management elements in ICT projects include; people, process and technology
(Ogunberu, A.O., Akintelu, S.O. and Olaposi, T.O. 2018). The people are to be developed,
managed and improved upon so that they can effectively manage the processes and activities
involved in implementing telecommunication projects. The project manager must understand the
roles and participation of the people on the project including stakeholders and beneficiaries.
Their expectations and general psyche must be well managed through efficient stakeholders‘
analysis and documentation. This will help, a great deal, in ultimately meeting up with their
expectations since they are the ultimate consumer of the product, result or service of the project.
A well designed procedure and strict adherence to this procure helps the project team to
effectively manage ICT projects including Telecommunication projects. Following such laid-
down approved procedures usually help to discover potentialities and enhance capabilities or
competencies of project team members. Process re-engineering are crucial to the implementation
of ICT projects in order to eliminate redundancies and improve upon the way projects are
implemented (United Nations, 2010). This is achieved through the implementation of project
management in projects execution by telecommunication firms.

According to Ogunberu et.al (2016) Project management is quite essential for a more efficient
telecommunication project implementation and service delivery process that minimizes the risks
of cost overruns, schedule slippages, quality improvement and increases the chances of success.
The use of proper project management is rapidly becoming a requirement in many
telecommunications oriented companies and environments. Use of Project Management tools
and techniques can make the difference between meeting or not meeting project scope, budgetary
and time requirements. Meeting these constraints is becoming more and more critical and the
competition escalates, and companies compete for shares of the market. Sometimes an even
more significant problem is the customer satisfaction which is closely related to producing what
the customer wants, within the required cost and time. Or more accurately, producing what the
customer really wants (Avison and Torkzadeh, 2009).

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2.4 Project Management success and Project Success

Project success is undoubtedly one of the most popular issues that has been particularly
prominent in academic and business research over the past decades. The notion of what
properties constitute a successful project has been much discussed in the project management
field without being able to highlight a commonly acceptable definition until nowadays (Pinto &
Slevin, 1988a; Baccarini, 1999; Müller & Judgev, 2012). From a scientific point of view,
significant differentiations and deviations between the various considerations and approaches can
be distinguished in respect with the ways that success can practically be attributed to a project.
Project success should be interpreted based on the perspectives of the different stakeholders
(owner, contractor, project manager, client, user, community), as a result a project could be
regarded a success for some parties and a failure for others respectively.

De Wit (1988) considers that a distinction should be made between the project management
success and project success in attempt to properly evaluate success. These are two concepts that
are closely related, but they can show significant differences. Project management success is
determined based on fundamental success criteria/restrictions, while project success refers to the
overall accomplishment of the goals and objective of a project. It is noted that ―good project
management can contribute towards project success but is unlikely to prevent project failure‖
(De Wit, 1988). According to Munns and Bjeirmi (1996), the relationship between project
success and project management success is less dependent than originally believed, as these
notions should be clearly separated so as to assess project success. Both concepts concentrate on
the successful execution of a project, but they reflect completely different objectives and
character. For example, there are projects that were not completed within the predetermined
restrictions (poor project management) and tend to be great successes over time and vice versa
(Munns and Bjeirmi, 1996). On the contrary, Baccarini (1999) distinguishes project success in
two aspects: project management success (focusing on project process and predetermined
restrictions) and product success (focusing on the effects of project outcomes). Complementary,
Lim and Mohamed (1999) suggest two perspectives of analyzing project success, justifying to a
certain extent the usual differences between the various perceptions. Specifically, the macro
viewpoint is related to the implementation degree of the overall plan of a project in the
operational stage and the micro viewpoint refers to the achievement route on the individual

13
levels and components of a project at the completion of the execution stage respectively.
Summarizing, an overlap between project success and project management success can be
detected, but the latter is essentially a subset of the overall success of a project (Munns and
Bjeirmi, 1996).

Furthermore, it is widely accepted that project success consists of two fundamental components,
namely project success criteria and project success factors. Project success criteria are the
dependent variables (principles, measures, standards) that measure and evaluate the successful
outcome of a project, while project success factors are the independent elements of a project (set
of circumstances, facts, elements, and influences) that can increase the likelihood of success. In
other words, success criteria are used to measure success whilst success factors facilitate the
achievement of success respectively (Lim and Mohamed, 1999; Ika, 2009; Turner, 2009; Müller
and Judgev, 2012).

Generally, Time - schedule, cost - budget, user satisfaction, quality-performance, business and
commercial performance are the most frequently used success criteria, followed by technical
specifications and requirements, stakeholders‘ satisfaction, strategic goals/objectives and
competitiveness, functionality, project team satisfaction and safety. Some researchers also refer
to contractor satisfaction, future perspective and environmental impact, while handful are those
that support that effectiveness and suppliers‘ satisfaction can influence project success
(Lamproua, et.al 2018).

The critical factors influencing the success of projects are identified and commonly related
to the following areas:

 Project: clear goal, realistic schedule, adequate funds, resources, size and complexity of
a project,
 Project management practices: integration, scope, time, cost, quality, human resources,
communication, risk, procurement and stakeholder management
 Project manager and leadership: leadership, management of changes, effective conflict
resolution, communication,
 Project team members: communication, technical background, qualified team,
 Organization: top management support, responsibility and authority chart,

14
  External environment: client, technological environment, political environment, social
environment, physical environment.

Based on the above literature, for the purpose of this study the researcher used five Major criteria
to measure the project success

1. Time: The project was successfully completed within the expected time
2. Budget: The project was successfully completed with the planned budget
3. Goals and Objectives: The project successfully met the expected goals and objectives
4. Quality: The quality standard of the project maintained
5. Project team satisfaction

2.5 Project Management Practice

Application of best Project Management (PM) practices is of critical importance for

organizations that run huge and complexes telecom expansion projects like Ethio telecom. The
question arises what a best practice is: Kerzner (2010) defined PM practice as a more effective
and resourceful method for achieving a goal that is better than other methods, processes and
techniques being previously observed. He also stressed that the adoption of Best practices by
organizations is an evolutionary process which takes times and adaptability to execute and
implement. It is a procedure whereby standard methods for carrying out various tasks are
developed and followed. The field of project management, since it is very beginning and
execution, has been dominated with the idea of development and identification of best practices
for achieving maximum optimal output and researchers have tried to identify best practices for
project management from time to time. (Fariz.et.al, 2016).

Fraz et.al (2016) by reviewing different literatures they found that among PM practices, project
scope management, project HR management, project communications management, project
stakeholder management and project planning are the most frequently cited PM practices by
researchers

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Table 2.1 Literature review matrix: Most cited PM practices by researchers

Source Fraz et.al (2016).

Similarly, Chou and Yang (2012) in their research, found that not all the project management
body of knowledge (PMBoK®) techniques/tools/skills have significant effect on project
performance but performance does have mutual inter-correlations between some PMBoK®
practices. The results however can be limited and affected by the social, cultural and
technological changes in project management practices – they suggesting that it may be
necessary to; ―expand the scale of survey and even a cross-nation comparison‖. According to
Ramabadron et al., (1997) there is a relationship between PM practices and project performance.
Certain PM practices adopted do not necessarily have a significant satisfactory influence on
projects performance whilst some have. There would therefore be the need to promote optimum
practices and a second look taken at others that confront the success of building projects.

Zwikael (2009) ,In order to identify which of the nine knowledge areas have the greatest impact
on project success, used a model that includes the nine knowledge areas as independent variables
and project success as dependent variable which is measured by four variables of success (time,
cost, quality and customer satisfaction). Accordingly, Zwikael ranked the nine knowledge areas
based on their impact on project success as: time, risk, scope, human resource, integration,
quality, communication, cost and procurement from the highest to the lowest and also
summarized different rankings for different industries (construction & engineering, software,
production, communications, services and government).

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Research indicates that despite the implementation of project management practices across
varying organizations and projects, projects continue to fail in meeting project objectives,
outcomes, and stakeholders‘ expectation (Raz and Michael, 2001). Although, past studies have
suggested that there is little evidence of the relationship between project management practices
and improved project success (Thomas and Mullaly, 2007; Besner and Hobbs, 2013). However,
the extent to which there could be variation in the use of the different project management
practices remains unclear.

More specifically, the questions of which practices within the formal project management
standards managers‘ do use in project implementation remains unresolved. Furthermore, there
are a limited number of studies that have surveyed PMs to examine the relationships between
project management techniques and project success (for example, Dvir, Raz, and Shenhar, 2002;
Besner and Hobbs, 2006; Papke-Shields, Beise, and Quan, 2010; Chou and Yang, 2012). Many
of these studies surveyed the organizations rather than PMs to conclude what practice affects
project success, which is inconclusive, and this area of project management research is under
studied with gaps in the literature.

There are many factors that affect project success such as project management practices
(integration, scope, time, cost, quality, human resources, communication, risk, procurement and
stakeholder management) and project size (number of employees in the project, project costs and
project duration). The PMBoK® guide is the universal standard for project management
published by the renowned Project Management Institute (PMI). According to Ilies, et al. (2010),
the Project Management Body of Knowledge (PMBOK) is a collection of processes and
knowledge areas generally accepted as best practice within the project management discipline.
The effective use of Project Management practices such as those included in PMBoK® can lead
to better project outputs as it contains standard practices, processes to follow, techniques and
tools to adopt, diverse knowledge and required methods for different business operations for
effective results (PMI, 2013).

According to PMI (2013) the PMBOK® structure includes five process groups, ten knowledge
areas, and 47 project management processes. The knowledge areas group the PM processes by
project management content. The 47 project management processes are grouped into five distinct
sets: PMBOK® (PMI, 2013) identifies the standard processes that should be performed by a

17
project manager. Of the 47 processes identified in the PMBOK®, 24 (51%) are planning
processes.

2.5.1 PROJECT MANAGEMENT KNOWLEDGE AREAS

A Knowledge Area is an identified area of project management defined by its knowledge

requirements and described in terms of its component processes, practices, inputs, outputs, tools,
and techniques. Although the Knowledge Areas are interrelated, they are defined separately from
the project management perspective. The ten Knowledge Areas identified in PMBOK guide are
used in most projects most of the time. 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).

1. Project Integration Management

As indicated in PMI 2017 the main activity in the project integration management process groups
are Develop Project Charter, Develop Project Management Plan, Direct and Manage Project
Work, Manage Project Knowledge, Monitor and Control Project Work, Perform Integrated
Change Control, Close Project or Phase.

According to Chou (2012) & Kerzner (2017) 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.

Project integration management also includes making decisions about choices of allocation of
resources, making trade-offs among competing objectives and alternatives and managing
interdependencies among all project management practice areas (ul Musawir, et al., 2017).
2. Project Scope Management

Project scope management is closely aligned with integrated change control and the project
manager needs to focus on what is needed to complete the project successfully (Pheng, 2017).

18
The project scope management process contains the procedures which confirm that project will
be completed as planned and intended if it is only comprises the required work (Al-Rubaiei, et
al., 2018). The PMI (2017) defined the processes of project scope management in the following
ways:

Plan Scope Management: The process of creating a scope management plan that documents
how the project and product scope will be defined, validated, and controlled.

Collect Requirements: The process of determining, documenting, and managing stakeholder

needs and requirements to meet project objectives.

Define Scope: The process of developing a detailed description of the project and product.

Create Work Breakdown Structure (WBS): The process of subdividing project deliverables
and project work into smaller, more manageable components.

Validate Scope: The process of formalizing acceptance of the completed project deliverables.

Control Scope: The process of monitoring the status of the project and product scope and
managing changes to the scope baseline

3. Project schedule management

Project schedule management is the process of comparing actual schedule performance to the
baseline schedule to determine variances, evaluate possible alternatives, and take the appropriate
action (Richman, 2011). The ultimate measure being project success, based on effective control
of time management processes, tools and practices. The development and management of
realistic project schedule and project plan is a primary responsibility of the project manager to
complete the project on time. The project scheduling provides a detailed plan that represents how
and when the project will deliver the products, services, and results defined in the project scope
and serves as a tool for communication stakeholders‘ expectations, and as a basis for
performance reporting (PMI, 2017).

According to the PMBOK, the project schedule management includes the following process:

19
Planning schedule management: is the process of establishing the policies, procedures, and
documentation for planning, developing, managing, executing, and controlling the project
schedule.

Defining activities: is the process of identifying and documenting the specific actions to be
performed to produce the project deliverables.

Sequencing activities: is the process of identifying and documenting relationships among the
project activities.

Estimating activity duration: is the process of estimating the length of time or period needed to
complete individual activities with the estimated resources.

Developing schedule: is the process of analyzing activity sequences, duration, resource

requirements, and schedule constraints to create the project schedule model for project execution
and monitoring and controlling.

Controlling schedule: is the process of monitoring the status of the project to update the project
schedule and manage changes to the schedule baseline

4. Project Cost Management

Project cost management involves several stages such as planning, estimating, budgeting,
financing, funding, managing and controlling costs (Schwalbe, 2015). Therefore, the project can
be completed within the planned and approved budget. Project cost management emphases on
the process of creating policies, procedures and planning and documenting costs, expenditure
and controlling costs. Furthermore, 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 will establish an authorized a baseline for the project cost (Alotaib,
2019).

5. Project Quality Management

According to the PMI (2017) the 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‘ expectations. Project

20
quality management consists of all processes and activities related to performing organizational-
related quality policies, aims and objectives as well as responsibilities (Kerzner, 2017). 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 (Alotaib, 2019). As cited by
Atsbha (2019) from PMBOK this knowledge area consists

Plan Quality Management: The process of identifying quality requirements and/or standards
for the project and its deliverables, and documenting how the project will demonstrate
compliance with quality requirements and/ or standards.

Manage Quality: The process of translating the quality management plan into executable quality
activities that incorporate the organization‘s quality policies into the project.

Control Quality: The process of monitoring and recording the results of executing the quality
management activities to assess performance and ensure the project outputs are complete,
correct, and meet customer expectations.

6. Project Human Resource Management

Project human resources management consists of several processes such as organization,

managing and leading project team. The team in a project will usually comprise of people who
are assigned tasks and responsibilities to complete the project. The project team members have
different types of skills and knowledge which enable them to accomplish the assigned tasks and
activities. In general, project HR management focuses on planning HR and processes which help
in identifying and documenting the roles and responsibilities of staff in the project as well as
reporting relationships between team members. HR management considers the availability of
team members to complete the activities in projects (Redman and Wilkinson, 2006). It also
focuses on developing competencies of the team members that contribute to enhance project
performance. HR management has some inputs such as activity resources requirements,
enterprise environmental factors and organizational process assets.

21
 7. Project Communication Management:

It describes the possible means by which an information can be sent or received, either through
communication activities, such as meetings and presentations, or artifacts, such as emails, social
media, project reports, or project documentation (PMI, 2017). Generating, collecting,
distributing, updating, and storing project-related data and documentation in a standardized
manner and ultimately disposing of project related information is important to achieve effective
information exchange (Sherif, 2006). There are 3 project communication processes in the PMI
(2017).

Planning communications management: is the process of developing an appropriate approach

and plan for project communication activities based on the information needs of each stakeholder
or group, available organizational assets, and the needs of the project.

Managing communications: is the process of ensuring timely and appropriate collection,

creation, distribution, storage, retrieval, management, monitoring, and the ultimate disposition of
project information.

Monitoring communications: is the process of ensuring the information needs of the project
and its stakeholders are met.

8. Project Risk Management:

Risk is an event or condition that disrupts the implementation of a project and reduces chances of
achieving schedule, cost, and quality objectives of projects if it is not mitigated timely. Every
project has its own risk and if not properly managed can result in a failure of the project. Risk
management is the process of identifying, analyzing, mitigating or responding and monitoring
risks in order to decrease its impact on project success. Many researches accepted risk as one of
the main factors influencing projects success (Karadsheh, et al., 2009; Eid, et al., 2015; Bhatia &
Kapoor, 2011; De Bakker, et al., 2010).

According to the PMI (2017), risk management includes the following processes:

Plan Risk Management: is the process of defining how to conduct project risk management
activities.

22
Identify Risk: is the process of identifying individual project risks and the sources of overall
project risk, and documenting their characteristics.

Risk Analysis: Risk analysis includes qualitative and quantitative methods. Qualitative risk
analysis is the process of prioritizing individual risks for further analysis or action by assessing
their source of uncertainty, their impact or other characteristics. Quantitative risk analysis is the
process of numerically analyzing each identified project risks or other sources of uncertainty on
the project objectives.

Plan Risk Response: is the process of developing options, selecting strategies, and agreeing on
actions to address or mitigation of overall risk exposure and uncertainty, treat individual project
risks.

Monitor Risks: Monitoring risk is the process of monitoring the implementation of agreed-upon
risk mitigation plans, tracking identified risks, identifying and analyzing new risks, evaluating
risk process effectiveness throughout the project.

9. Project Procurement Management:

Project procurement management includes the processes necessary to purchase or acquire

products, services, or results needed from outside the project team (PMI, 2017). The PMI (2017)
discussed the project procurement management processes as follows:

Plan Procurement Management: The process of documenting project procurement decisions,

specifying the approach, and identifying potential sellers.

Conduct Procurements: The process of obtaining seller responses, selecting a seller, and
awarding a contract.

Control Procurements: The process of managing procurement relationships, monitoring

contract performance, making changes and corrections as appropriate, and closing out contracts.

10. Project Stakeholder Management:

Stakeholders are individuals, peoples and organizations related with the project who may affect
the project or be affected by the project. According to McElroy & Mills (2000), Stakeholders are
individuals or a group of individuals, who are influenced by or able to influence a project.

23
Project stakeholders may include top managements, project manager, resource manager, project
team, peers in the projects, customers, suppliers or vendors, contractors, government and so on.
Managing stakeholders is about identifying stakeholders, their interest level, and their influence
potential to the project; and managing and controlling the relationships and communications
between stakeholders and the project. In addition, McElroy & Mills (2000) indicated that the
purpose of stakeholder management is to achieve project success through the continuing
development of their interrelationships. Therefore, appropriate project stakeholder management
practices are important in project implementation success. The PMBOK (PMI, 2017) described
Project Stakeholder Management processes as follows:

Identify Stakeholders: The process of identifying project stakeholders regularly and analyzing
and documenting relevant information regarding their interests, involvement, interdependencies,
influence, and potential impact on project success.

Plan Stakeholder Engagement: The process of developing approaches to involve project

stakeholders based on their needs, expectation, interests, and potential impact on the project.

Manage Stakeholder Engagement: The process of communicating and working with

stakeholders to meet their needs and expectations, address issues, and foster appropriate
stakeholder engagement involvement.

Monitor Stakeholder Engagement: The process of monitoring project stakeholder relationships

and tailoring strategies for engaging stakeholders through the modification of engagement
strategies and plans.

2.5.2 Project Management Process Groups

A Project Management Process Group is a logical grouping of project management processes to

achieve specific project objectives. Process Groups are independent of project phases. Project
management processes are grouped into the following five Project Management Process Groups:
 Initiating Process Group. Those processes performed to define a new project or a new
phase of an existing project by obtaining authorization to start the project or phase.

24
  Planning Process Group. Those processes required to establish the scope of the project,
refine the objectives, and define the course of action required to attain the objectives that
the project was undertaken to achieve.
 Executing Process Group. Those processes performed to complete the work defined in
the project management plan to satisfy the project requirements.
 Monitoring and Controlling Process Group. Those processes required to track, review,
and regulate the progress and performance of the project; identify any areas in which
changes to the plan are required; and initiate the corresponding changes.
 Closing Process Group. Those processes performed to formally complete or close the
project, phase, or contract.

2.5.3 PLANNING PROCESS GROUP

According to PMI (2017) the Planning Process Group consists of those processes that establish
the total scope of the effort, define and refine the objectives, and develop the course of action
required to attain those objectives. The processes in the Planning Process Group develop the
components of the project management plan and the project documents used to carry out the
project. The nature of a project may require the use of repeated feedback loops for additional
analysis. As more project information or characteristics are gathered and understood, additional
planning will likely be required. Significant changes that occur throughout the project life cycle
may initiate a need to revisit one or more of the planning processes and, possibly, one or both of
the Initiating processes. This ongoing refinement of the project management plan is called
progressive elaboration, indicating that planning and documentation are iterative or ongoing
activities. The key benefit of this Process Group is to define the course of action to successfully
complete the project or phase.
The project management team seeks input and encourages involvement from relevant
stakeholders while planning the project and developing the project management plan and project
documents. When the initial planning effort is completed, the approved version of the project
management plan is considered a baseline. Throughout the project, the Monitoring and
Controlling processes compare the project performance to the baselines.

25
Figure 1. Key Planning Process Group activities.

2.5.4 Level of Project Planning

The goal of the planning phase of a project is to prepare the structure for project execution and
control. Planning is an important factor for project success (Cooper & Kleinschmidt, 1995;
Fortune & White, 2006; Zwikael, Shimizu, & Globerson, 2005) and as such is recognized as one
of the critical success factors of project management (Johnson et al., 2001; Pinto & Slevin, 1988;
Zwikael and Sadeh, 2007). However, some criticism of project planning practices can also be
found in the literature, especially as regards the ability to accurately estimate cost and schedule
during planning. For example, Flyvbjerg, Holm, and Buhl (2002) investigated 258 transportation
infrastructure projects, worth US$90 billion and representing different project types,

26
geographical regions, and historical periods. The authors found overwhelming statistical
significance that the cost estimates used to decide whether such projects should be builtare
highly and systematically misleading. They suggest that one should not trust cost estimates and
cost-benefit analyses produced by project promoters and their analysts. This can lead to high cost
overruns at the end of the project (e.g., Keil, Rai, Ellen, Mann,& Zhang, 2003). Bigelow (1998)
criticizes the importance of planning by quoting project managers who claim that planning takes
too much time and that customers do not know what they want.

Project planning involves specifying a set of decisions concerning the way in which project work
should be executed in the future. The primary purpose of planning is to establish a set of
directions in sufficient detail that the project team can be told what must be done, when it must
be done, and what resources to use in order to successfully produce project deliverables
(Meredith & Mantel, 2006). The major benefits from quality planning are: (1) to eliminate or
reduce uncertainty, (2) to improve efficiency of the operation, (3) to obtain a better
understanding of project objectives, and (4) to provide a basis for monitoring and controlling
work (Kerzner, 2006). A project manager is responsible for completing the project to the
satisfaction of all relevant stakeholders. Therefore, project managers should not only make
certain that their actions are executed according to plan, but more importantly, that the plan is
reliable and properly represents Stakeholders‘ requirements.
According to Kerzner (2009), most individuals recognize the quantitative tools for planning,
scheduling, and controlling work. It is essential that project managers comprehend completely
the operations of each department. The only way to minimize risk is for organizations to plan
better.

Yeo (1995) stated that in pre-project planning, the planning and learning process undertaken is
more important that the plans actually produced. Yeo (1995) noted that during the planning
process, participants and participating organizations are constructing mental models of the
complex economic, technological, social and political variables that will influence the project.
Although the project plan may continue to change and evolve, the knowledge gained through the
process of planning will allow improved teaming and decisions throughout the duration of the
project.

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2.6 Empirical review

2.6.1 The effect of Project management Knowledge area related practices on project
success

Mukopi (2016), studied the factors that influence implementation of telecommunication network
equipment projects in the case of Safaricom Limited and he concluded that: scope management,
time management, cost management, procurement and communication managements are the
most critical success factor for the successful implementation of telecommunication network
equipment projects.

Zwikeal (2009) analyze the relative importance of knowledge areas by calculating the impact of
their related planning processes on project success. A knowledge area is important to project
success when the higher extent of use of its related processes significantly improves project
success. In the study first, the degree of use of each knowledge areas were calculated as an
average of its related planning processes. Then, a multivariate regression analysis was conducted
with all nine KAs as independent variables and four project success measures as the dependent
ones. He found that seven knowledge areas have a substantial impact on project success. This
means that the more frequently planning processes—which are related to these knowledge areas
—are performed, the better project success is. The knowledge areas that most contribute to
project success during planning are Time, Risk, Scope, Human Resources, and Integration. Cost
and Procurement are the knowledge areas that contribute least to project success, maybe because
they are practiced mainly during project execution.

This finding is aligned with the Pareto principle (or, ―20/80 Rule‖), which claims that 20% of all
possible causes impact 80% of the result (Craft & Leake, 2002). The project planning knowledge
areas that most influence project success results are Time, followed by Risk, Scope, and Human
Resources. The knowledge areas that have the lowest impact on project success are Cost and
Procurement. Although these results do not suggest that some KAs are not important, still a more
focused approach that prioritizes potential investment in different project management processes
is required.

Nigussie (2018) in her study ―Assessment of core Project constraints Management Practice: In
the Case Of Information System Project In ethio-Telecom‖ regard to project scope management

28
her finding implies that relevant stakeholders were involved in scoping process, and the presence
of formal process to prepare scope management plan are practiced properly while standardized
tool in the scope defining process, in preparing scope dictionary, and in scope monitoring and
control process were poorly practiced . Concerning project time management, the project has
approved time schedule. Even though there was worthless application of formal time
management process, use of WBS in scheduling, identified activities sequenced in the schedule,
estimated activity duration. Particularly the project found to be in poor practice on periodic
update of project schedule.

Wahid (2018) in his study about ethio telecom project management maturity level indicated that
―Project stakeholder management, project quality management, integration management and
scope management have maturity level greater than 2.2 and none of the ten project management
knowledge areas, nor any of their processes, is rated at a maturity level of 5. This shows that
especially Scope and Stakeholder knowledge areas are not well practiced in ethio telecom
Telecom expansion projects.

Belete (2019) studied about Stakeholder management practice in Ethio telecom and indicated
that ethio telecom fails to organize separate functional unit for managing stakeholder
relationship, conflict of interest, change of requirement, and there is lack of clear understanding
on stakeholder management processes.

2.6.2 The effect of Project planning practices on project success

Numerous researchers and studies have identified planning as a critical success factor to project
success (Fortune & White, 2006; Murphy, Baker, & Fisher, 1974; Pinto & Slevin, 1987). In an
empirical study of IT projects, Aladwani (2002b) found that project planning can significantly
influence the variation in the success of organizational IT projects. Conversely, failure to
document milestone deliverables and due dates in project plans (Kappelman et al., 2006), failure
to reconcile project schedule deadlines with project plans, and ignoring early project delays
without revision to the overall project schedule (McKeeman, 2001), were all found to be
significant contributors to IT project failure.

One experiment by Dvir, Raz, and Shenhar (2003) found that project success was not influenced
by the level of implementation of traditional project management processes and procedure.

29
However, they found that the development of both functional requirements and technical
specifications did result in improved project success. Saarinen (1990) found that IT projects that
have problems with requirements specification are more likely to fail than those that do not.

A study by Nebiyat belay (2017) on ―Examining the practice of ethiopian airline in planning and
scheduling of aircraft heavy maintenance projects‖ found that The imposition of the flight
operator on the planning and scheduling process due to downtime of aircrafts during
maintenance, the lack of benchmarks for work processes, lack of clear work description among
organization units, low involvement of the project manager in the planning and scheduling
process are the issues identified in the study.
Müller and Turner (2001) reported a correlation between post-contract planning (detailed
planning after a contract had been signed) and project schedule variance. They report that a
quality of post-contract planning that is at least good is required to meet schedule goals. As cited
by serrador (2013) Tausworthe (1980) also, notes the impact of the work breakdown structure
(WBS) as an important planning tool with demonstrated benefits on software project success.

MEDHIN HAFTOM (2019) studied Project management practice with especial focus in project
lifecycle and he found that TEP was good in practicing Initiation, planning, execution,
monitoring & control and closing phase activities but the project Lack identifying possible risks
and detail scope statement preparation at planning phase, lack of timely escalation of problems
impeding project team‘s performance to execute the project and regularly updating project
schedules at execution phase, lack of proper identification and documenting of lessons learned at
closing phase. Lack of proper coordination with stakeholders also one of the challenge for the
successful implementation of the project. According to the result from his multiple linear
regression analysis, except planning all the other project phase practices and challenges
significantly explain the project success.

Tadesse (2019) in his assessment on practice and challenges of project planning in commercial
bank of Ethiopia he found out that the major challenges that the Commercial Bank of Ethiopia
faces in the project planning process are lack of adequate and effective project time
management, lack of integration between projects, lack of experienced project managers, lack of
qualified and experienced project teams, lack of project management training, inefficient and

30
insufficient communication between project managers and team member and absence of
documenting lessons learned and best practices.

2.7 Conceptual Framework

The conceptual framework specifies the crucial process, which is useful to show the direction of
the study. Mugenda (2008) defines conceptual framework as a concise description of
phenomenon under study accompanied by a graphical or visual depiction of the major variables
of the study. According to Young (2009), conceptual framework is a diagrammatical
representation that shows the relationship between dependent variable and independent variables.
By considering different literatures and studies the below will be used as a frame work for this
study.

Figure: 2. Conceptual Framework of the study

Source: Adapted based on Fraz et.al (2016) and developed by the researcher based on
previous studies.

31
 CHAPTER THREE
RESEACH METHODOLOGY
This chapter presents the research design, population and sampling, sources of data, data
Collection method and methods of data analysis. It will also describe the data processing and
data analysis methods.

3.1 Research Methods and Design

According to WangRui & Guhongfe (2016); In general, there are three research methods in
social sciences: (a) qualitative, (b) quantitative, (c) mixed methods. Since, the data was collected
via questionnaire distribution by close ended questionnaires and interview, the study used both
quantitative and qualitative research methods (mixed methods). Tashakkori and Teddlie (2013),
argue that multiple methods provide better opportunities to answer research questions and they
allow to better evaluate the extent to which the research findings can be trusted, and inferences
made from them.
This study will use both descriptive and explanatory designs. Descriptive research design refers
to the transformation of raw data into a form that would provide information to describe a set of
factors in a situation that will make them easy to understand and interpret. It also attempts to
describe or define a subject, often by creating a profile of a group of problems, people, or events,
through the collection of data and tabulation of the frequencies on research variables or their
interaction, (Cooper and Schindler, 2006). The explanatory part is use for correlations and
regressions to assess the relationships or associations between the practices (independent
variables) and the project performance (dependent variable).

3.2 Source of Data

This research use both primary and secondary data. The primary data will be collected through
questionnaire and interview whereas the secondary data was collected from all relevant
documents such as books, journal articles, published and unpublished research papers, and
company project performance press releases.

3.3 Target Population

The study is focused on assessing project management practices of mobile network Telecom
Expansion Project (TEP) that was took place in SR, SWR and SER parts of Ethio Telecom
regions, starting December 2014. The Project Management Office (PMO) of TEP project was

32
established by the name TEP office which includes program director, program managers, project
managers, project coordinators and supervisors, and project professionals (TEP-Charter, 2013).
So, the target population for this study will be 150 Ethio Telecom employees in PRO and
Engineering department under network division, specifically TEP program Manager, project
managers, Supervisors, coordinators and Experts and staffs who participated on the project
implementation of SR, SWR and SER mobile network expansion project. PRO and Engineering
department are selected for this study because these teams are the one who have the overall
responsibility for the successful initiation, planning, design, execution, monitoring, controlling
and closure of mobile network expansion project of the Ethio telecom.

3.4 Sample size and Sampling method

The focus of study is on employees and management members of Network division in Ethio
telecom who are responsible for project implementation and design. The total number of
employees of the two departments (PRO and Engineering) who were responsible for project
implementation and design in SR, SER and SWR project at Ethio Telecom was 150. In order to
ensure high validity and generalizability, the study takes all the target population using census.
Therefore, the study considered all of 150 employees of PRO and Engineering departments who
have been directly participated in the Ericson Circle projects.

3.5 Data Collection Methods and Procedures

The researcher used both questionnaire and interview method of data collection to gather
primary data from the project managers to core project staffs to collect original data from its
original source. The researcher also conduct face to face semi-structured interview and
distributed 5 point Likert scale close ended questioners to 135 PRO and Engineering department
staffs, experts, supervisors, coordinators and manger available at Microwave, Addis Ababa and
interview conducted with purposely selected 4 key informants‘ (3 project managers and 1
program Manager) face to face to get detail project management practice, challenges during
project implementation and the overall project success of SR, SWR and SER.

3.6 Reliability and Validity

According to Kothari, (2004) reliability is the consistency of results provided by the measuring
instrument. A consistent finding of data collection technique, analysis, or procedure yielded is
reliability (Saunders et.al.2009). The reliability analysis was done by using SPSS by Cronbach‘s
alpha test. This is done mainly to see the internal consistency with in the collected data. In

33
dealing with reliability test, Cronbach‘s alpha coefficient was made on each variable. Cronbach‘s
alpha reliability coefficient normally ranges between 0 and 1. The closer Cronbach‘s alpha
coefficient is to 0, the lesser the internal consistency of items in the scale and the closer to 1.0
Cronbach‘s alpha the greater the internal consistency of the items in the scale. Based on this, as
we can see from the SPSS result table 3.1, the Cronbach‘s alpha coefficient for each item was
tested and the result shows there is high internal consistency. Because based on George and
Mallery, (2003) rule of thumb, a Cronbach‟s alpha coefficient greater than 70% (.7) is good.

Table 3.1: Cronbach’s Alpha

Variables No of Cronbach‘s Alpha
Items
Project Scope management practice 5 .780
Project HRM practice 5 .774
Project Communication Management 5 .875
Project Stakeholder management 4 .751
Level of project Planning practice 14 .811
External factors 7 .713
Project Success 5 .838

Total Items Reliability Statistics

Cronbach's Alpha N of Items
.911 45
Source: SPSS output (2020)

According to the Cronbach‘s Alpha values presented in table 3.1, the value of individual
variables ranges from minimum 0.713 to maximum value of 0. 875.Henece, the researcher
conclude that it has internal consistency and is reliable for further analysis.

―Validity refers to the extent to which a test measures what we actually wish to measure.
Validity is the most critical criterion and indicates the degree to which an instrument measures
what it is supposed to measure. Validity can also be thought of as utility. In other words, validity

34
is the extent to which differences found with a measuring instrument reflect true differences
among those being tested‖ (Kothari, 2004).

To maintain validity of the study the following activates were conducted:

o The research questions, the conceptual framework, the data collection instruments and
questioners were aligned to make sure the study focus on what it expects to measure.
o Besides, both content and face validity of the questionnaire was investigated with the
support of experts in the area of Project management. The supervisor of the study, 2
classmates, 2 experts were asked to rephrase or edit any items found unclear,
inappropriate or irrelevant.
o To ensure high validity and generalizability, the study takes all the target population
using census
o The conceptual framework was adapted from the existing reviewed literature forwarded
by known researchers in the area of project management and modified a little bit to suite
the objectives of the study.

3.7 Analysis of the Data

For this research, the data was collected using questionnaires and interview and the gathered data
analyzed quantitatively using numerical value and qualitatively using a description to identify the
problems. Data were analyzed and presented to enable the researcher to answer the research
questions and meet the objective of the study from which conclusions and recommendations was
drawn. It is based on the statement of the problem, research objective and research questions.
The collected quantitative and qualitative data was coded, analyzed and interpreted by SPSS
version 20. The software is one of the powerful software which can generate the statistic result
by saving all the data into the software.

In order to assess the effect of independent variables on dependent variable multiple linear
regression is applied. The model applied to show this effect is presented as follows;

Y = β0 + β1X1 + β2X2 + β3X3 + β4X4 + β4X4+ β4X4+ ε

Where:

Y = Dependent Variable (Project success)

35
β0 = Intercept (value of Y when X= 0)

β1 = Slope

X1= Scope management practice

X2= HR management practice

X3= Communication management practice

X4= Stakeholder management practice

X5=level of project planning practice

X5=External factors

ε = the error

3.8 Ethical Considerations

Ethics are norms or standards of behavior that guide moral choices about our behavior and our
relationships with others. The goal of ethics in research is to ensure that no one is harmed or
suffers adverse consequences from research activities (Cooper & Schindler, 2003). Obeying
ethical rules is vital in conducting research. Hence, the following ethics will be considered while
conducting this research: - Quantitative survey respondents and qualitative survey informants
will be provided with detail explanation about the overall objective of the study ahead of time;
Participants of the study will be informed that the data will be used only for the intended
academic purpose; and Respondents will be inquired in highly respected manner.

36
 CHAPTER FOUR
DATA ANALYSIS, INTERPRETATION AND DISCUSSION

This chapter deals with analysis, interpretation and discussion of the gathered data from Telecom
expansion project in ethio telecom SR, SER&SWR region through structured questionnaires and
key informants‘ interviews. The chapter organized in three main parts. The first part is concerned
with the demographic characteristics of respondents and the second part focused on analyzing,
interpreting and discussion of the collected data from close ended Questioner and interviews.

4.1 Response Rate

A total of 135 questionnaire copies were administered, of which 107 were fully completed
representing 79.25% response rate. Despite several follow ups 20.75% failed to respond.
Response rate refers to the number of subjects sampled in a study who respond to the research
instruments. A response rate of 50% was deemed adequate for analysis and reporting, response
rate of 60% was good and a response rate of 70% and over was considered very good (Mugenda
& Mugenda, 2003). The study returned a very good response rate at 79.25% and was considered
adequate for analysis and reporting. All the data gathered were organized, tabulated and analyzed
using SPSS V.20 software to get intuitive result.

Table: 4.1. Response Rate

Questionnaire
distributed(excluding 4 Questionnaire
Total study Returned rate (in
interviewees and 11 returned with
population %)
questionnaires used for response
pretesting)
150 135 107 79.25%

Source: SPSS output (2020)

4.2 Demographic profile of respondents

This Section summarizes the gender of respondent, age of respondent, work experience (service
years) in the organization, experience in TEP implementation, educational level and respondents
position (Level) in the organization. The main focus of this section is to show the proportion of
female and male respondents, their work experience in the company, their experience in

37
implementing TEP, educational level of employees in the projected. Based on this, we will see
all the demographic characteristics of the respondents one by one as below

Table 4.2. Demographic characteristics of respondents

Characteristics Frequency Percent (%)
Age
20-29 4 3.7
30-39 90 84.1
40-49 9 8.4
Above 50 4 3.7
Total 107 100.0
Gender
Male 84 78.5
Female 23 21.5
Total 107 100.0
Level of Education
Diploma 5 4.7
Degree 81 75.7
Masters 21 19.6
Total 107 100.0
Work experience in the organization in years
0-5 3 2.8
6-10 32 29.9
11-15 37 34.6
Above 15 35 32.7
Total 107 100.0
Project Work Experience on Project implementation
Less than 6 months 3 2.8
6 months-1 years 2 1.9
More than 2 years-4 years 8 7.5
More Than 4 years 94 87.9
Total 107 100.0
Job Position in the project
Staff 41 38.3
Specialist 34 31.8
Coordinator 5 4.7
Supervisor 20 18.7
Expert 6 5.6
Manager 1 .9
Total 107 100.0
Source: SPSS output (2020)

38
4.2.1. Gender of the respondents.
As shown in the above Table 4.1, 78.5 present of the respondents were male and 21.5 percent
were female respondents. This may imply that the gender proportion of employees in the project
is not balanced.

4.2.2. Age of the respondents

The respondents were also asked to indicate their age interval and as indicated in Table 4.1
above, Majority of the respondents are in the age group of 30-39 years of age which accounts
84.1% from the total respondents followed by age group of 40-49 (8.1%), 20-29 (3.7%) and
Above 50 (3.7%) respectively. From this we can conclude that largest proportion of employees
in Telecom expansion project is young people.

4.2.3. Educational Level

Regarding their educational level of the respondents, 5 (4.7%) of the respondents are Diploma
holder whereas 81(75.7%) of the respondents are Degree holder and the remaining 21(19.6%) of
the respondents are Masters Holders

4.2.4. Work experience in the Company

As shown above in table 4.1, the staffs were asked to show their work experience in the company
and majority 37 (34.6 %) of them have 11-15years of work experience, 35 (32.7%) of the
respondents have above 15 years work experience and 32(29.9 %) of the respondents have 6-10
years of work experience in the company and the remaining 3(2.8%) within the interval of below
5 years of working experience in the company. This indicates majority of the staff assigned in
the project have more than 10 years of work experience or can be said adequate number of senior
staffs were assigned in the project and this might positively contribute for successful
implementation of the project.

4.2.5. Respondents’ Job level (position) in the organization

Respondents were also asked to show their current job level in the organization and as depicted
in table 4.1 above, majority of the respondents of the questionnaire 41(38.3%) are at staff level in
their current position followed by second large in number 34 (31.8%) is at specialist level and
the 20 (18.7 %) are supervisor and the remaining are coordinator positions which account
5(4.7%) and Manager 1 (.9%). This implies all the respondents are professional in their field of
job assigned.

39
4.2.6 Project Work Experience
Regarding to how long the respondents have been assigned and working in SR, SER and SEW
telecom expansion project, 94 (87.9 %) of the respondents have above 4 years‘ experience and 8
(7.5%) of the respondents have an experience of 2-4 years while 3(2.8 %) employees are having
experience between 6monthts- 2 years and 1.9 of them have below 6 months‘ work experience in
SR, SER and SEW telecom expansion project. This may imply that majority of the respondents
have adequate experience of implementing Telecom expansion project in this project circle and
have enough understanding to consider and value their response equally in this research.

4.3 Descriptive Statistics

4.3.1 Project Management Knowledge Areas practice
Respondents were asked to rate the effect of project management practice on project success on a
five point Likert scale type ranging from 1 to 5.

(1=strongly disagree, 2=Disagree, 3=Neutral, 4=Agree, 5=strongly agree), and the analysis of the
mean score is based on the below assumptions from Robert Burns,(2008) the mean score has been
computed for each component of the variables and analysis is presented for each variables. The
average mean result together with their respective variables was separately presented analyzed
and interpreted,

o If the mean statistical value is between 0 to 1.5 it implies the respondents strongly
disagreed.
o If the mean statistical value is between 1.5 to 2.5 it implies the respondents disagreed.
o If the mean statistical value is between 2.5 to 3.5 it implies the respondents were
undecided or neutral.
o If the mean statistical value is between 3.5 to 4.5 it implies the respondents were agreed.
o If the mean statistical value is above 4.5, it implies that the respondents were strongly
agreed.

4.3.2 Scope management practice

Project scope, is the work that must be done to deliver a product with the specified features and
function to the end user. And the product, which will be delivered through the project, should
satisfy both the customer and the stakeholder (Reedy,2016). This implies, identifying project
scope right from the beginning is mandatory to bring satisfaction of stakeholders with the
deliverables and avoid misunderstanding about the specific features of the deliverables.

40
Consequently, Ericsson circle project participants were asked whether scope of the work was
identified at high level in the project lifecycle or not. The response collected on how the scope
management is practiced in the project is presented as follows and the Mean is interpreted based
on the above Robert Burns,(2008) assumption.

Table 4.2 Scope management practice

Mean Std.
1=SD 2=D 3=N 4=A 5=SA
Devia
Items tion # (%) # (%) # (%) # (%) # (%)
Project requirements were 3.04 1.088
properly collected, clearly
defined and full scope of the
project was understood from
the very start 1.9% 40.4% 20.2% 26.9% 10.6%
Project and product scope 3.16 .982
verifications were properly
made 32.7% 27.1% 31.8% 8.4%
Project work was subdivided 3.59 .941
to smaller manageable
components ( there was Work
breakdown structure ) 18.3% 18.3% 50% 13.5%
Project scope control was 2.79 1.062
made against the planned one 11.2
for every scope statement % 32.7% 23.4% 30.8% 1.9%
Scope change /scope creep/ 3.58 .867
implemented after TOP
management approval 1.9% 5.4% 38% 41.3% 13%
Average Mean Value 3.23 .988

Source: SPSS output (2020)

41
As illustrated in the above table, the practice of collecting, defining and understanding project
requirements were observed to a moderate extent as shown by mean value of 3.04 but with the
largest variation in responses received as indicated by the standard deviation of 1.088. in terms
of frequency, significant number of respondents (40.4%) clearly disagreed to the fact that ethio
telecom has implemented collected, defined and understood project requirements. similarly,
practices of project scope verification, project work breakdown, project scope control and project
scope change management were also observed to moderate extent as shown by mean value of
3.16, 3.59, 2.79 and 3.58, respectively. Among project scope management practices, project
scope control practice has the least mean value of 2.79 but still with large variability in response
as shown by standard deviation of 1.062.

Generally, the practices of scope management i.e. project requirement understanding, practices
of project scope verification, project work breakdown, project scope control and project scope
change management are observed to a moderate level, if not to great extent, as shown by mean
value of 3.23 but with great variability in response as shown by 0.988 standard deviation.
Clearly, moderate level of practice is not enough especially for today‘s complex and costly
projects.

4.1.1. Human resource management Practice

The response collected on how the Human resource management practice in the project is
presented as follows: -

Table 4.3. Human resource management practice

Mean Std. 1=SD 2=D 3=N 4=A 5=SA
Deviation
Items % % % % %
Staff Appointed for 3.21 1.079
the project based on
educational
qualification and
experience 5.6 % 26.2% 16.8% 44.9% 6.5%
Selection of 3.02 1.073
Managers/coordinators
for the project based
on integrity and
leadership qualities 10.3% 21.5% 28.0% 36.4% 3.7%

42
Qualified and 3.44 1.020
sufficient human
resource have been
supplied for project
implementation. 5.6% 15.9% 14% 57.9% 6.5%
Project management 2.54 1.118
training was provided
for project team 19.6% 32.7% 25.2% 18.7% 3.7%
Project team 2.46 1.049
performance were
evaluated and best
performer recognized
and reward 19.6% 35.5% 26.2% 16.8% 1.9%
Average Mean Value 2.93 1.068

Source: SPSS output (2020)

Table 4.3 discusses on human resource management practice on the project. From the frequency
table more respondents 48(44.9%) agreed that Staff Appointed for the project was based on
educational qualification and experience with the mean value 3.21. Regarding to Selection of
Managers/coordinators 39(36.4%) respondents agreed that the selection was based on integrity
and leadership quality while 30(28.0%) of the respondent was neutral which is the largest
respondent number next to agreed respondents with mean value 3.02. Project participants were
asked whether Qualified and sufficient human resource have been supplied for project
implementation or not and majority of the respondents 62(57.9%) were agreed with the mean
value 3.44. Similarly, respondents in this section were asked whether Project management
training was provided for project team and Project team performance were evaluated and best
performer recognized and reward and majority of the respondents were disagree and strongly
disagree with mean value 2.54 and 2.46 respectively. So from this finding we can understand that
project management training and reward and recognition were not practiced well in the project.
4.1.2 Project Communication Management
The response collected on how the project communication management practice in the project is
presented as follows: -

43
Table 4.4. Project communication management practice
Std. 1=SD 2=D 3=N 4=A 5=SA
Mea
Items Deviatio
n % % % % %
n
There was timely communication 19.60 26.20 33.60 11.2%
3.18 1.156 9.30%
of project information % % % )

When the budget or schedule was

revised, the changes and reasons
44.90 33.60
for the change were 2.57 0.825 6.50% 15%
% %
communicated to all members of
the project team
There were Monitoring and
controlling communications
throughout the entire project life 24.30 27.10
3 1.064 9.30% 35.5 3.70%
cycle to ensure the information % %
needs of the project stakeholders
are met
There was effective bottom-up
10.30 25.20 34.60
communication among the project 2.93 1.043 28% 1.90%
% % %
team members
There was effective top-down
23.40 34.60
communication among project 2.99 1.042 8.40% 28% 5.60%
% %
team members
Average Mean Value 2.93 1.026
As illustrated in the above table 4.4, the mean score of respondents on the presence of timely
communication of project information is 3.18 with standard deviation of 1.156 which indicates
the respondents are uncertain on the presence of timely project information communication. But
from the frequency table 44.8 % of the respondents agreed on the presence timely information
communication to the team. Similarly, the respondents‘ tendency about the presence of
monitoring and controlling of communications throughout the entire project life cycle to ensure
the information needs of the project stakeholders are met, presence of effective bottom-up
communication among the project team members and there was effective top-down
communication among project team members were uncertain with respective mean value 3,2.93
and 2.99. So from this we can understand that the communication practice in the project was
moderately practiced.

44
Project stakeholder management practice

The response collected on how the project stakeholder practice in the project is presented as
follows: -

Table 4.5. Project stakeholder management practice

Items Mea Std. 1=SD 2=D 3=N 4=A 5=SA
n Devi
ation # (%) # (%) # (%) # (%) # (%)
Stakeholders were 3.61 .810
identified 2.8% 8.4% 17.18% 67.3% 3.7%
There was proper 2.89 .718
coordination with
all stakeholders 1.9% 26.2% 53.3% 218.7%
Stakeholders‘ 2.71 .948
participation in the
project was
managed well 12.1% 25.2% 39.3% 21.5% 3.7%
Project status 3.02 1.081
updates are
provided to key
stakeholders
regularly 9.3% 25.2% 23.4% 38.3% 3.7%
Average Mean 3.06 .889
Value
Source: SPSS output (2020)

Regarding to stakeholder management practice project participants were asked whether

stakeholders identified or not and majority of the respondents 72(67.3%) with mean value 3.61
agreed that stakeholders were identified properly. While regarding to proper coordination with
all stakeholders and Stakeholders‘ participation in the project was managed well majority with
mean value 2.89 and 2.71 do not agree with the statement or remain neutral and this might show
that there was a gap in proper stakeholder coordination and managing stakeholders properly. The
last points asked to respondents were Project status updates are provided to key stakeholders
regularly, accordingly more respondents 41(38.3%) tendency is to the agreement with mean
value 3.02. Generally, we can say that project stakeholder management is practiced moderately.

45
4.1.3 Level of project planning practice
In this sub section, respondents were asked to express their level of agreement on how the
presumed project planning practice were under taken in the SR, SWR and SER ethio telecom
mobile network telecom expansion project. The responses were rated from 1 (strongly disagree)
to 5 (strongly Agree) to all questions regarding project planning practice.

The response collected on how the level of project planning practiced in the project is presented
as follows: -

Table 4.6. Level of project planning practice

1=SD 2=D 3=N 4=A 5=SA
Std.
Items Mean
Deviation % % % % %
High level document
that defines how the
project is to be
executed, monitored
3.55 0.954 0.90% 19.60% 13.10% 56.10% 10.30%
and controlled and
closed was prepared
before the project
execution
The view of all project
stakeholders are taken
into account in every 2.48 0.862 10.30% 44.90% 32.70% 11.20% 0.90%
steps of project
planning
Roles of stakeholders is
identified during the 3.57 0.87 0.90% 15% 17.80% 58.90% 7.50%
planning stage
The project scope,
Major Deliverables,
assumption and
2.92 1.117 11.20% 27.10% 26.20% 29.90% 5.60%
constants was well
defined in the planning
phase
Project planning
activities are completed
2.88 1.226 11.20% 27.10% 26.20% 29.90% 5.60%
prior to project
execution
Sufficient time is given
for project design and 2.16 0.982 27.10% 43.00% 17.80% 11.20% 0.90%
quantity preparation/

46
development

Schedule of the project

was appropriately 2.73 0.935 7.80% 35.30% 35.30% 19.60% 2%
determined
Planned project end
2.04 1.009 37.90% 30.10% 23.30% 7.80% 1%
date was realistic
The project schedule is
updated regularly,
incorporating 2.78 0.974 10.30% 28% 37.40% 22.40% 1.90%
unplanned work as
needed
Team members are
motivated and
2.62 0.82 7.50% 37.40% 41.10% 14%
committed to participate
in the planning process
Project Human
Resource Management
2.85 0.969 11.20% 19.60% 43.90% 23.40% 1.90%
Plan is prepared during
the planning phase
Project Risk is
identified during the 2.85 0.877 4.70% 30.80% 41.10% 21.50% 1.90%
planning stage
Project risk analysis is
conducted and
2.87 0.728 2.80% 23.50% 59.80% 12.10% 1.90%
quantified during the
planning stage
Risk response planning
prepared in the planning 2.75 0.79 5.60% 28% 54.20% 10.30% 1.90%
stage
Over all mean 2.79 0.937
Source: SPSS output (2020)

In this section, respondents were asked whether High level document that defines how the
project is to be executed, monitored and controlled and closed was prepared before the project
execution was prepared or not, Majority of the respondents 60(56.1%) with mean of 3.55 agreed
that High level document was prepared before the execution phase.

Most projects have multiple stakeholders with different views on the project‘s purpose and
different expectations of what the project must achieve (Lyytinen & Hirschheim, 1987). These
stakeholders might include the people who originally identified the need for the project, those

47
who fund the project, those who stand to benefit from the project, the people who are impacted
by the project and its outputs, the project team members, and the people who have to oversee the
project. Each has a vested interest in the project‘s outcome, with different expectations and
perceptions. Regarding to stakeholder management planning practice the respondents were asked
whether the view of all stakeholder incorporated in the planning phase or not, significant number
of respondents disagree with mean value 2.48. Majority of the respondents 63(58.9%) with mean
value 3.57 are agreed that the role of the stakeholders was identified during the planning stage.

Respondents were asked whether The project scope, Major Deliverables, assumption and
constants was well defined in the planning phase, significant number of respondents are not in
agreement with the idea and improvement is needed in this regard because well-defined project
scope will help as a reference for the project manager during project execution to perform the
required activities only and keep the project within quality, budget and schedule. Similarly,
respondents were asked to answer whether project planning activities are completed prior to
project execution and majority of them uncertain and have disagreement tendency this might
show that the detail plan (project site survey) of the project not completed before the project
execution.

Concerning Project schedule management planning the project participants were asked whether
Sufficient time is given for project design and quantity preparation/ development and majority of
the respondents 70% with mean value 2.16 are disagreed. Similarly, respondents were asked
whether Schedule of the project was appropriately determined, accordingly significant number of
respondents are uncertain and disagree. Majority of the respondents are uncertain and in
disagreement state about the project schedule is updated regularly and about the incorporation of
unplanned work as needed. Lastly under project schedule management planning part Majority of
the respondents 68% with mean value 2.04 agreed that the Planned project end date was not
realistic. From this finding generally project schedule management planning was not practiced
properly in SR, SER and SWR ethio telecom TEP.

Regarding project human resource planning practice the respondents were asking 3 questions to
state their agreement or disagreement whether project team members are motivated and
committed to participate in the planning process and project human resource management plan is
prepared during the planning phase and the majority do not agree with the statement or remain

48
neutral and this might show that there was a gap to engage project team during the planning
process and number of human resource for the project was not planned properly in accordance
with WBS.

Finally, under the level of project planning practice section the respondents were asked about
project risk management practice. Majority of the respondents are remaining uncertain and do
not agreed for the identification of project risk at the project planning stage with mean value
2.85. Similarly, majority of the respondents are uncertain whether project risk analysis is
conducted and quantified during the planning stage and the preparation of risk response planning
at the project planning stage with mean value 2.87 and 2.75 respectively.

Generally, the finding under the level of project planning practice shows that except project
integration management practice, Project scope planning, project schedule planning, human
resource planning and Risk planning were not practiced well. In an empirical study of IT
projects, Aladwani (2002b) found that project planning can significantly influence the variation
in the success of organizational IT projects. Conversely, failure to document milestone
deliverables and due dates in project plans (Kappelman et al., 2006), failure to reconcile project
schedule deadlines with project plans, and ignoring early project delays without revision to the
overall project schedule (McKeeman, 2001), were all found to be significant contributors to IT
project failure.

4.1.4 External Factors

Under this subsection External factors that are presumed as obstacles for successful
implementation of SR, SWR and SER TEP projects are listed in table 4.7 below and how these
external factors affect the successful completion of the project presented as follows: -

49
Table 4.7. External factors
1=SD 2=D 3=N 4=A 5=SA
Std.
Items Mean
Deviation % % % % %
The vendor supplied
Materials needed as per 1.97 0.976 38.30% 36.40% 15% 10.30%
the schedule
The vendor supplied
Materials needed as per 2.09 0.937 31.80% 34.60% 26.20% 7.50%
the desired Quality
Manpower from vendor
side were professional 3.44 0.569 3.70% 48.60% 47.70%
and Experienced
Manpower from Vendor
side were Committed to
2.07 0.418 5.60% 82.20% 12.10%
accomplish the project as
per the baseline plan
Local contractor (SME)
capacity was the main
2.81 0.848 40.20% 44.90% 8.40% 6.50%
challenge for project
delay
Land acquisition process
was the main challenge 2.93 1.007 2.80% 37.40% 32.70% 18.70% 8.40%
for project delay
There were Electric
Utility & Road
Availability problem to 2.94 1.097 11.20% 25.20% 25.20% 34.60% 3.70%
implement the project on
time
Over all Mean Average 2.61 0.836
Source: SPSS output (2020)

As illustrates in the above table 4.7, Majority of the respondents 80(74.7%) with mean value
1.97 agreed that the vendor was not supplied the needed materials for the project on time.
Similarly, majority of the respondents 71(66.4%) are agreed that the vendor didn‘t supplied the
materials as per pre-defined qualities. Regarding to whether the manpower presented by the
vendor were professional and their project experience 52(48.6%) of the respondents are neutral
while 51(47.7%) of the respondents agreed as the man power supplied by the vendor were
professional and have experience in the project work. Concerning the commitment level of
Vendor manpower to accomplish the given work on time Majority of the respondents 93.8%

50
with mean value 2.07 are agreed that the they were not committed to accomplish the project
work on time. Generally regarding to Vendor related cases the finding sought that big gap from
vendor side.

As part of the external factors respondents were asked to state their agreement and disagreement
about local contractor‘s capacity, Land acquisition process as the main challenges for the project
delay majority of the respondents are disagreed with respective mean value 2.81 and 2.93.
Regarding to Electric Utility & Road Availability as a main challenge for the project delay
significant amount of the respondents 37(34.6%) with mean value 2.94 agreed that Electric
Utility & Road Availability were challenge during project implementation.

4.1.5 SR, SWR &SER TEP Project Success Measurements

This sub section is mainly envisioned to assess the success level of SR, SWR and SER mobile
rollout projects in terms of the below listed project success measurements.

Table 4.8. Project Success Measurements

Std. 1=SD 2=D 3=N 4=A 5=SA
Items Mean Devia
tion # (%) # (%) # (%) # (%) # (%)

The intended objective

and goal of the project 3.56 1.039 1.90% 18.70% 17.80% 44.90% 16.80%
achieved
The Project was 42.10
1.87 0.943 38.30% 10.30% 9.30%
completed on time %
The project utilized the
16.80
planned budget 2.45 0.914 30.80% 45.80% 3.70% 2.80%
%
efficiently
All the quality standard
of the project was 2.39 0.888 15% 40.20% 32.70% 11.20%
delivered
The project team 27.10
2.31 1.068 30.80% 29% 10.30% 2.80%
members are satisfied %
Over All mean 2.516 0.970
Source: SPSS output (2020)

Regarding whether the intended objective and goal of the project achieved or not Majority of the
respondents 66(61.7%) with mean value 3.56 agreed that the intended objective and goal of the
project achieved. The majority of the respondents 86(80.4%) with mean score value 1.87 are not

51
agreed for the on time completion of the project. Similarly, the project participants were asked
whether the project utilized the planned budget efficiently or not, in this regard majority of the
respondents 51(47.6%) with mean score value 2.45 are not agreed. Similarly, majority of the
respondents were not agreed with all the quality standard of the project was delivered and the
project team members are satisfied with respective mean score 2.39 and 2.31.

Brandon (2006) in his definition of project success explained that ―Cost, time, and quality (often
referred to as the Iron Triangle) have formed the prime basis for measuring project success for
the last 50 years. This classic criterion remains the most broadly used measure of project success.
Its core value is in offering a simple, direct measure of performance of a project and the project
management expertise applied to complete the project within the limits of the most immediate
design parameters (time, cost, and scope). However, it has major restrictions. Most critically, it
focuses on the means rather than the ends of the investment from the organizational perspective.
It takes limited or no account (depending on how scope is defined and measured) of whether the
main project deliverable fulfilled the purpose for which it was intended and whether the
objectives of the project‘s investors were achieved. For example, it is not unusual, especially in
IS projects, for a project that is late, over budget and/or under-delivered against specifications to
be declared a success, because it still delivered a benefit to the client/users and/or to the investing
business. This suggests that the presence of additional project success measurement.
(Bannerman,2008)

If we evaluate SR, SWR and SER project success in terms of the iron triangle (Time, Cost and
Quality) the project was not successful but based on the finding the intended objective and goal
of the project is achieved though still the project team members were not satisfied.

4.2 Correlations and Regression Analysis

4.2.1 The Relationship between project management practice and SR, SER and SWR
project success.
In this section we will look the relationship between SR, SWR and SER project success and the
Practice of Project Knowledge areas management (Scope, Human resource, Communication and
Stakeholders management), Level of project planning practice and External factors using Bivrate
Pearson correlation to see the strength, significance and direction of their relationship. A
correlation coefficient has a value ranging from -1 to 1: values closer to the absolute value of 1

52
indicating that there is a strong relationship between the variables being correlated whereas
values closer to 0 indicate that there is little or no linear relationship. The sign of a correlation
coefficient defines the type of relationship between the variables being correlated. A positive
correlation coefficient shows that there is a positive linear relationship between the variables
(Field, 2009).

The level of significance and interpretation of the correlation result was made based on Somekh
and Lewin (2005) criterion for evaluating the magnitude of a correlation.

 r values between 0 and 0.33 (0 and −0.33) indicate a weak positive (negative) linear
relationship.
 r values between 0.34 and 0.66 (-0.3 and −0.66) indicate a moderate positive (negative)
linear relationship.
 r Values between 0.67 and .99 (−0.67 and −99) indicate a strong positive (negative) linear
relationship

Table 4.9 Norm for Evaluating the Magnitude of a Correlation

SN. Correlation coefficient (+/- r) Strength of relationship
1 r<0.33 weak relationship
2 r- between 0.34 and 0.66 moderate relationship
3 r- between 0.67 and 0.99 strong relationship
Source: Somekh, B. & Lewin C. (2005)

4.2.2 Relationships between Scope management practice and Project success

As can be seen in the below table 4.10 project success and scope management practices are
significantly correlated at 1% level of significance or P- value is 0.004 which is less than 1% or
we have more than 99% level of confidence. The coefficient of correlation (r) between scope
management practice and project success is 0.280 which is below the cutoff point and this imply
that the two variables are weakly correlated however they have significant correlation. The
coefficient of correlation has also positive sign and this shows the two variables are positively
correlated and they move in same direction. From this we can say that as Scope management
practices are properly practiced project success of SR, SWR and SER will be increased to some
extent.

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Table 4.10 Correlations between project management practices and project success
Scope HR Communica Stakeholder Planning Externa Project
tion l factors success
Scope 1
HR .405** 1
Communication .169 .483* 1
*

Stakeholder .472** .578* .660** 1

*

Planning .340** .617* .641** .609** 1

*

External factors -.066 -.007 .100 .029 -.005 1

Project Success .280** .443* .319** .439** .547** .127 1
*

.004 .000 .001 .000 .000 .194

**. Correlation is significant at the 0.01 level (2-tailed).
Source: SPSS output (2020)

4.2.3 Relationships between Human resource management practice and Project success

In similar way the relationship between Human resource management practice and project
success of SR, SER and SWR was measured and as can be seen from Table 4.10 above the
degree of association between Human resource management practice and project success is
tested. Project success and human resource management practices are significantly correlated at
1% level of significance; P- value is 0.000 which is less than 1% or we have more than 99%
level of confidence. The coefficient of correlation (r) between Human resource and performance
is 0.443 which is greater than the minimum cutoff point (0.33) but less than the strong
association cutoff (0.66) and this imply that the two variables are moderately correlated and they
have significant correlation. The coefficient of correlation has also positive sign and this show
the two variables are positively correlated or they move in same direction. From this we can say
that as Human resource management practices are properly practiced the project success will be
increased to moderate extent.

54
4.2.4 Relationships between communication management practice and Project success

As shown in table 4.10 above, project success and Communication management practices are
significantly correlated at 1% level of significance or P- value is 0.001 which is less than 1% or
we have more than 99% level of confidence. The coefficient of correlation (r) between
Communication management practice and project success is 0.319 which is below the cutoff
point and this may imply that the two variables are weakly correlated though they have
significant correlation. The coefficient of correlation has also positive sign and this
demonstration the two variables are positively correlated and they move in same direction. From
this we can say that as Communication management practices are properly practiced project
success of SR, SWR and SER will be increased to some extent.

4.2.4 Relationships between stakeholder management practice and Project success

As we can observe from Table 4.10 above the relationship between Stakeholder management
practices and the project success are significantly correlated at 1% level of significance; P- value
is 0.001 which is less than 1% or we have more than 99% level of confidence. The coefficient of
correlation (r) between Stakeholder management practice and project success is 0.439 which is
above the cutoff point and this may imply that the two variables are moderately correlated. The
coefficient of correlation has also positive sign and this show the two variables are positively
correlated and they move in same direction. From this we can say that as stakeholder
management practices are properly practiced the project success of SR, SWR and SER will be
increased to some extent.

4.2.5 Relationships between project planning practice and Project success

In this subsection we will see the level of correlation between project planning practices and the
project success of SR, SWR, SER. As we can see from Table 4.10 above the relationship between
planning practices and the project success is checked by Pearson correlation (2-tailed) and
significantly correlated at 1% level of significance or P- value is 0.000 which is less than 1% this
implies we have more than 99% level of confidence. The coefficient of correlation (r) between
planning practice and project success is 0.547 which is above the cutoff point and this may imply
that the two variables are moderately correlated. The coefficient of correlation has also positive

55
sign and this show the two variables are positively correlated or they move in same direction.
From this we can say that planning practices are properly practiced the project success of SR,
SWR and SER will be increased to some extent.

4.2.6 Relationships between External factors and Project success

In this subsection we will see the level of correlation between External factors and the project
success of SR, SWR, SER. As we can observe from Table 4.10 above the relationship or degree
of association between External factors and the project success is checked by Pearson correlation
(2-tailed) and the result reveled that External factors doesn‘t have that much significant relation
with the project success.

4.3 Regression Analysis

Regression analysis is a way of forecasting an outcome variable from one predictor variable
(simple regression) or several predictor variables (multiple regressions) (Field, 2009). This study
tried to assess the effect of project management practices on project success. Project
Management Knowledge areas practice, project planning practice and the external factors were
considered as independent or explanatory variables and project success (Schedule, Budget,
Project goals and objectives and Tem satisfaction) as dependent variable.

Before estimating the coefficients, some tests are made like multi collinearity, normality,
linearity, Homoscedasticity and presence of influential outliers to check whether the model is
properly formulated or not.

4.3.1 Tests of Regression

4.3.1.1 Multi Collinearity Test

Multi collinearity test is mainly intended to check whether the explanatory variables are linearly
correlated each other or not. Because if independent variables are highly correlated each other,
they are talking about the same thing and cannot be considered as independent. Multi collinearity
can be tested with the help of tolerance and variance inflation factor (VIF). As rule of thumb, If
the value of tolerance is less than 0.2 or 0.1 and, simultaneously, the value of VIF 10 and above,
then the multi collinearity is problematic. Kutner et.al (2004) suggest that if VIF is greater than

56
10 then multi collinearity is high. Accordingly, the model was tested whether it is free from this
problem or not and as can be seen from below table 4.11 there is no problem of multi collinearity
in the model.

Table 4.11. Multi collinearity test

Coefficients
Collinearity Statistics
Tolerance VIF
(Constant)
HR management practice .693 1.443
Scope Management practice .537 1.862
Communication management practice .434 2.306

Stakeholder management practice .395 2.529

External factors .978 2.243
project planning practice .446 1.022
Source: SPSS output (2020)

4.3.1.2 Normality Test

This assumption tested by looking at the P-P plot for the model. The closer the dots lie to the
diagonal line, the closer to normal the residuals are distributed. As illustrated in the below figure 3
the P-P plot for the model suggested that the assumption of normality of the residuals have been
met i.e. the values of the residuals are normally distributed.

Figure 3: Test of normality

Source: SPSS output (2020)

57
 4.3.1.3 Assumption of Linearity and Homoscedasticity test

As suggested by Coakes&Steed(2003) an examination of residual scatterplots is employed to test

the assumption of linearity. As evidence from residual scatter plot Figure 4 there is no clear
relationship between the residuals and the predicted value of the dependent variable, indicating
that linearity between them. Furthermore, the variance of residuals is considered equal or same
for all predicted value of dependent variable, which provided support of homoscedasticity.
Therefore, the assumptions of linearity and homoscedasticity in the analyses have been fulfilled.

Figure: 4. Linearity and Homoscedasticity

Source: SPSS output (2020)

4.3.1.4 Outliers (presence of influential cases biasing our model)

Our final assumption tested by the Cook‘s Distance statistic for each participant. Any values
over 1 are likely to be significant outliers, which may place undue influence on the model, and
should therefore be removed and your analysis rerun. In our case, Case No.63 found as an outlier
and removed before conducting the analysis.

4.3.2 Regression Analysis Result

The multiple linear regression part in this study is mainly intended to assess whether the
presumed explanatory variables are significantly affecting the dependent variable or whether the
practices and external factors have significant effect on project success. Based on this,

58
coefficient of the four knowledge area practice, planning practice and External factors were
estimated as below. Coefficients of Planning, is significant at 1% level of significance. But
coefficient of scope management practices, stakeholder management practice, communication
management and human resource management practice and External factors are not significantly
explaining project success at all as the probability value is greater than 5%.

Furthermore, the overall significance of the model is also tested using F-statistics and it is
significant at 1% level of significance but the overall variation in the dependent variable
explained by the explanatory variables is only 58.7% (adjusted R squared) and the remaining
41.3 % variation on the dependent variable is explained by other unobserved factors that are not
included in the model.

Table 4.12 Model summery

R R Square Adjusted R Std. Error of the
Square Estimate Sig. F Change
.785a .616 .587 .347 .000
Source: SPSS output (2020)

Table 4.13 ANOVA

Model Sum of df Mean Square F Sig.
Squares
1 Regression 19.357 6 3.875 64.241 .000b

Residual 45.406 99 0.419

Total 64.763 105

a. Dependent Variable: Project Success. b. Predictors: (Constant), scope mgt. HR mgt.

Communication mgt. stakeholder mgt., planning and External factors
Source: SPSS output (2020)

It can be inferred from the regression result that the most critical factor (practice) that is highly
and significantly explaining SR, SER and SWR project success is planning practice with
coefficient of 0.88 and P < 0.01. This may indicate that as practices in the project panning are
properly practiced and increase by one unit while other factors remain unchanged, SR, SER and

59
SWR project success increased by 0.88. And this may imply that as planning practice in project
properly planned and efficiently practiced, Project success will be enhanced with .88 proportion
and thus, SR, SER and SWR project success is highly determined by the effectiveness of project
planning practice.

Table 4.14 Coefficients

Unstandardized t Sig.
Coefficients

B Std. Error
(Constant) .468 .464 3.009 .050
Scope Management practice .021 .092 .824 .103
HR management Practice .131 .111 1.978 .082
Communication Management .169 .114 1.487 .090
practice
Stakeholder management practice .220 .149 2.472 .074
Project Planning practice .881 .152 6.833 .000
External factor .208 .117 1.775 .119
Source: SPSS output (2020)

4.4 Interview Analysis

Project managers are assumed to have bigger picture in understanding the ups and downs of their
project starting from planning up to completion and this make them the right contact persons for
the researcher to have better broader understanding regarding their project management
practices, challenges faced/ lesson learned during the implementation of SR, SER and SWR
(Ericson circle) project. Accordingly, the qualitative data gathered from 3 project managers and
1 program manager, via the interview data collection method, is summarized below:

4.4.1 Level of understanding about Project Management Practices

To understand the general view of project managers regarding the extent of project management
practices being implemented in Ericson‘s circle project, respondents were asked about what
project management practices they have commonly or less commonly observed/practiced. To
support the respondents in remembering the practices, lists of possible project management

60
practices were also mentioned to them. Accordingly, all of the 4 respondents indicated that
almost all Project management practices such as Quality planning, Risk management planning,
communication scope management practices, human resource management practices and project
planning practices are most commonly observed/practiced. whereas, practices such as Project
stakeholder management practices and project communication management practices are less
commonly observed/practiced. As Fraz et.al (2016) pointed out, best project management
practices that involve the most common ones like scope management, human resource
management, project planning, project stakeholder and project communication practices are
crucial for the success of today‘s complex projects. So at this level, it is possible to indicate that
the respondents have basic understanding of project management practices about which the study
focus on.

4.4.2 Level of Understanding about Project Success

To have a general understanding about how project managers view project success, respondents
were asked how they define project success. All the respondents commonly indicated that they
categorize a given project as successful if the project is completed within the planned budget and
time, meeting the planned goals and objectives of the project. With this view, respondents were
asked if the Ericson‘s circle ethio telecom project was successful or not. Accordingly,
respondents commonly agreed that the Ericson circle project was not considered as successful as
it was not completed with the planned budget and schedule, in addition there was repetitive
rework to improve the network quality but at the end with lots of effort the project quality has
been maintained. Regarding to achieving high level objectives and goals like increasing the
network coverage and capacity of mobile network, swap the old legacy network equipment and
providing 2G/3G service up to the rural level, the project was successful.

4.4.3 Critical Factors affecting the success of a project

Respondents were also asked to list out the critical factors which they think are important for the
success of a given project. All the respondents commonly indicated that good project planning,
capable and committed human power, and effective project governance are critical factors. While
2 project managers indicated additional factors-communications between and among project
groups, while 1 program director and 1 project manager commonly added-vendor and project
human resource selection decisions/practices as critical factors for the success of projects. So far,

61
the literature has no final list of critical project success factors but the respondents mentioned
almost commonly cited project success factors. The fact that ET‘s project managers mentioned
commonly cited project success factors indicates their level of understanding regarding what
makes a given project successful. Besides, most of the mentioned project success factors are also
component of our main independent variables-PM knowledge area practice and project planning
practices.

Accordingly, all respondents commonly agreed that all the PM practices mentioned have positive
contribution to the success of projects but only if they are practiced appropriately. 2 managers
indicated how poor project management practices like scope management practices negatively
affected the Ericson‘s circle project success particularly in terms of meeting the exact objectives
and goals of the project within the planned schedule.

After understanding how the project managers view the critical factors, respondents were asked a
follow up questions which ask what factors they think are important for the unsuccessful
completion of the Ericson‘s circle project in terms of time and budget. Accordingly, 2
respondents indicated poor implementation of project governance and poor scope management
practices as the main factors while 1 manager indicated lack of flexible project management
practice from the vendor side according to him the vendor was very procedural and while 1
project managers cited the external factors like quality or capacity problem of the vendor,
country wide infrastructural problems like limited power supply etc.

4.4.4 Observed Project implementation gaps/challenges

Regarding the ethio telecom Ericson‘s circle project, respondents were asked to point out the
major gaps/challenges they have observed in relation with Ericson‘s project. Accordingly, the
gaps reported by the respondents are categorized and discussed as follows:

1) Observed Gaps in relation with Project Management Practices

o As ethio telecom SR, SER and SWR projects program director indicated, Lack
of effective stakeholder‘s management practices has been observed. This caused
rough relation between ET and the vendor Ericson. The relation between ET
and the vendor was aggravated specially by repetitive penalty given for the
vendor when they failed to complete each phases of the project. Stakeholder
management practices are especially important in such cases as bad relations

62
 among project participants can negatively affect the completion of projects
effectively and efficiently.
o 2 project managers indicated that the project scope was poorly defined and
frequently changed. As Pheng (2017) indicated project scope management is
very critical in terms of meeting the desired needs of a project within the
planned budget and schedule. Poorly prepared project scope affects project
performance in terms of cost, schedule and quality.
o 1 respondent indicated that Lack of well-established project risk identification
and mitigation strategies was observed.
o 1 respondent indicated that Project were not conducted (implemented) in
accordance with the project charter, the project charter was well prepared by
including lesson learned from NGN.
o All 4 respondents commonly indicated that there Lack of project management
skills and experience from the vendor as well as from ethio telecom side.
2) Other Gaps in relation with external factors
o 2 project managers indicated Vendor‘s side manpower competency problem
especially at the beginning phase the man power from the vendor side were lacks
appropriate knowledge and skill to implement the project.
o 1 program manager also indicated resource and logistics related gaps especially
at the beginning-the right resources were not available at the right time, project
materials were not properly managed and some materials were even missed from
o According 2 project managers and 1 program manager, there was frequent power
interruption and poor backup battery performance
o 2 project managers indicated gaps in relation external factors competency
problems like small enterprises that built poor foundation for network that could
not carry the desired network tower.

4.4.5 Major Lessons learned from the Ericson project

Respondents were also asked about the lessons they learned from the implementation of the
Ericson‘s project. This is also another way of understanding the gaps/challenges the project
managers have faced. Based on the inputs of respondents, the lessons learned are summarized
below:

63
o 3 respondents clearly indicated the need for proper project planning and scope
management practice. As respondents indicated, at the beginning, the project plan
and scope was not properly prepared and it was being changed frequently leading to
inefficient budget and time management. Poorly prepared project scope could also
lead to unrealistic project completion deadlines for the vendor which may result in
failure of the vendor to meet the target. So, respondents pointed out the need to
improve the practice of project planning and scope management practices.
o 1 program manager indicated that in sectors like telecommunication, the technology
changes frequently and investing huge project that don‘t give further flexibility will
be costly. With this in mind, the project was made to be scalable that allows network
upgrading from 2G up to 4G with low fixed cost. Thus, the need to have open ended
projects that enable further possibility of flexibility/upgrading with less additional
cost is important lesson learned.
o 2 project managers indicated that they have learned a lot in project management due
to TEP specifically in Ericson circle ethio telecom projects. This is very important
for future projects ethio telecom manages as PM knowledge area practices are one of
the critical success factors for projects. Accordingly, Ethio telecom project managers
learned mainly the need to enforce vendors to transfer their knowledge/skill to ET
staffs after completing their projects. The need for more project management
knowledge, skill and experience in conducting future projects is another lesson
learned from Ericson project
o 1 program manager indicated that they have learned for the need for effective
stakeholder‘s management practices specially at the beginning phase of projects as
they faced challenges in securing the needed electric power and lands. To mobilize
and effectively utilize all the resources required by the project, involving and
managing all the stakeholders is very important to successfully complete a given
project with desired objectives, time and schedule. Securing Organizational and
government support is crucial in getting all the resources required for a project.

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4.4 Discussion

The purpose of this study was to assess the ethio telecom Project management practices and
investigate the relationship with the project success a case study on SR, SWR and SER Mobile
network telecom expansion project. The study identified four practice from Project Knowledge area
management, Level of project planning practices and External factors and tried to analyze the data
from the respondents which were participated in the project. All the variables had an acceptable level
of reliability with Cronbach‟s alpha > 0.7.

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). In our descriptive statistics analysis, the selected four
project management knowledge area were practiced Moderately. From scope management
knowledge area, the majority of the respondents were agreed on the presence of WBS and the
approval of the scope change by the top management. The application of project scope
management practices has significantly impacted project success leading to fulfilled customer
expectation and satisfaction; better resource allocation and timely project delivery.
Telecommunication firms should therefore make it mandatory for scope management practices
to be employed in the implementation of all telecommunication projects since low success rates
were recorded in projects implemented without scope management practices. (Ogunberu,2018)
The respondents were not satisfied on the presence of project management related training and
best performer were not selected and recognized during the project implementation, so to keep
the team motivation and accomplish the project as per the bassline ethio telecom need to work
strongly in this areas. According to the survey, it can‘t be decided that the information need of all
stakeholders was not satisfied at the required level throughout the project lifecycle. Since there
are different stakeholders who needs different kind of information at different time the
communication has to be designed and implemented effectively. Regarding to stakeholder
management practice the stakeholder was properly identified, concerning managing the
stakeholder and providing relevant information in regular basis to the stakeholders the
respondents were uncertain. Proper project stakeholder management make a difference in the
performance of a project, the survey finding also revealed this, to have successful stakeholder

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management there should be well-organized and separate project stakeholder management unit,
in this project most responsibility was on the shoulders of the project directors and managers.
Heerkens (2002) also explained that, project management really consists of two major phases doing
the right project and doing the project right. Ensuring that your project is based upon a true need and
that it is justified from a business standpoint are two important aspects of doing the right project.
Project planning, on the other hand, is all about doing the project right. Project planning gets more
attention than any other aspect of project management and justifiably so. It‘s hard to imagine how a
project could be successful without some planning. In regression results as can be seen from the table
4.11 above, it has the highest coefficient from all the factors and is significantly explaining the
project success. The finding from interview also shows that the project planning was not practiced
properly and they consider poor planning as the main reason for the project delay and over budget
utilization.

The descriptive statistics findings indicated that from external factors vendor related factor were the
major reasons which affects the SR, SER and SWR project performance Electric power availability
and the SME performance on the civil work were among the reasons for the project delay while ethio
telecom was good in cooperating with local administration for land facility but still there was some
limitation to provide land for mobile network tower installation in the towns.

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 CHAPTER FIVE.

SUMMERY OF FINDING, CONCLUSION AND RECOMMENDATION

The chapter covers five major sections. These include the summary of the findings, conclusion of
the study, limitations encountered during the study, recommendations and suggestions for future
research.

5.1 Summary of the findings

The major findings of the study are summarized below:

o From the descriptive statistics analysis, majority of the respondents with M=3.23
SD=.988 believed that Scope management practices were neither strongly practiced nor
totally forgotten. The interview result also shows that ethio was not good in scope
management practice.
o The finding reveled that human resource management was moderately practiced with
M=2.93 SD=1.068 while the respondents feel that project management training and
reward and recognition were not practiced well in the project. From the interview
analysis sufficient man power were assigned but the knowledge and skill of the project
member was not strong enough to support and control the vendor at the required level.
This result is supported by the interview analysis.
o Though the mean value M=2.93, SD=1.026 reveled that respondents are moderately
agreed on the communication management practice from the frequency distribution table
also shows that most respondents were uncertain about the proper practice of
communication management during the project.
o From Stakeholder management practice survey the respondents were uncertain about the
presence of proper coordination with stakeholders, whether project status updates are
provided to key stakeholders regularly or not and Stakeholders‘ participation in the
project was managed well. Majority of the respondents agreed only on the proper
identification of the stakeholders with mean value M= 3.61, SD=. 810.The interview
result also revealed that ethio telecom project team as interface with different
stakeholders they were faced different challenges, there was conflict of interests even the
project was suspended due to vendor underperformance and the work resumed after
serious negotiation with the top management.

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o Based on the survey finding the integration management planning activity was only well
practiced but the remaining planning activity were not practiced properly and needs
improvement.
o The interview finding also revealed that proper planning was not done before the project
execution, project scope, human resource and materials for the project estimated and
ordered based on the nominal plan. The actual work of the project was beginning before
basic project plan like HLD, Site survey and LLD preparation and the plan was prepared
parallel with project implementation. Regarding Time (schedule) management, the
planned project end date other schedule related elements were not estimated properly
o Furthermore, the data gather from the interview revealed that the potential risks of the
project were not identified properly, risk mitigation and response strategy were not
developed.
o Majority of the respondents with mean value M=1.97, SD= 0.976 agreed that the vendor
didn‘t supplied project related material on time; similarly, the majority of the respondents
with mean value (M=2.09, SD= 0.937) agreed that project materials were not supplied as
per the standard and the manpower from the vendor side were not committed to
accomplish the project work as per the bassline plan. This finding also supported by the
interview, as compared with other vendors who were participated in the project the
overall performance of the vendor who awarded SR, SWR and SER TEP mobile role out
project was not satisfactory. This accounts the significant contribution for the schedule
delay and over budget utilization.
o The performance of SME, availability of Electric utility and land acquisition process
were not challenge in the project implementation. In fact, according to the finding from
the interview there was power interruption but due to strong coordination with EEU the
impact of the problem was minimized.
o Accordingly, as per the survey result, majority of respondents indicated that the project
was not completed within the planned budget and schedule, and the quality standard of
the project was also not satisfied but through strong close follow, monitoring and
evaluation at the end the quality standard improved.
o The degree of association between project management practices with project success
was assessed using correlation analysis. The result shows, Scope management and

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 Communication management practice have weak but positive correlation with project
success. Human resource management, Stakeholder management & planning practices
have positive and moderately strong association and Communication and External factors
have no association with project success. To assess the effect of each project practice and
External factors on project success, regression analysis was conducted and the result
shows, planning have strong significant positive effect on project success. While the four
knowledge management practice, External factors have no significant effect on project
performance.

5.2 Conclusion

Based on the findings of the study, the below conclusions are drawn:

 Considering the moderate level of project scope management practices as well as the
frequent scope changes observed in ET‘s Ericson circle project especially at the
beginning phase, it is possible to conclude that ET was not in a position to collect all the
project requirements and objectives at the initial stage and failed to develop a complete
and long lasting project scope that eventually affected the success of the project.
 As the findings indicates, there was lack of project management skill and experience and
lack of project staff motivation. This indicates that among human resource management
practices, ET has shown low level of project management training and
reward/recognition management practices.
 The study concludes that ET has less significant level project planning, stakeholder
management and human resource management practices while managing Ericson‘s circle
projects.
 The finding indicates that there is positive and statistically significant relationship
between Project stakeholder management practices and project success. This result shows
that Project stakeholder management practices is one of the factors affecting project
success in mobile network expansion project of Ethio telecom.
 The finding also shows that project human resource management practice and project
success has statically significant relationship. This indicates that proper human resource

69
 management practice is one of the factors affecting project success in mobile network
expansion project of Ethio telecom.
 Though the project was not successful in terms of the traditional project success
measurement and project team satisfaction, it was good in achieving its goals, objectives and
delivering telecommunication service with good quality with some incompatibility problems.
From this the project was good in delivering all the expected deliverables and currently
giving the required service to the society except elapsing extra budget and to a great extent
extended in its completion date from 2 years almost to 5 years.

5.3 Recommendations

o Before starting a project, Ethio-Telecom should properly identify project requirements and
objectives by involving all concerned work units and experts so as to develop the right
project scope that enable the company completes a project within the desired quality, budget
and schedule.
o McElroy & Mills (2000) indicated that the purpose of stakeholder management is to achieve
project success by involving stakeholders and securing their cooperation. In relation with, ET
needs to improve its stakeholder management practices especially at the beginning stage of
projects as it is critical to secure all the necessary project resources before starting a project.
In addition to enhancing the job of program directors to involve more stakeholder
management tasks, establishing a separate stakeholder management section could be more
supportive.
o Communication is possibly the most important success factor since there is the need to
build stronger cooperative relationship through continuous engagement and information
sharing as well as harmonization of stakeholder plans at all levels. So as to facilitate the
fulfillment of this strong need well designed and appropriate communication plan should
always be in place. Moreover, the top- down and the Top up communication should be
effective so as to make all the project stakeholder on the same page.
o To successfully accomplish the project within the required standard, focus, essential
elements, budget and schedule and the correct sequence, ethio telecom should have to
prepare the project plan before project execution and unplanned work should be
incorporated in the master plan as needed.

70
 o Sufficient lead time should also be allocated for site survey and approval of low level
design (LLD) before project execution. This will minimize the contract amendment and
scope change made at different level of the project implementation.
o It would be better if project schedule estimation done based on work package and activity
with clear resource requirements. Clear activity sequencing and critical path mapping will
help ethio telecom as well as the vendor to set realistic project accomplishment time.
o Recognizing lessons learned and correctly documenting them for future use is very
helpful, ethio telecom should develop a strong culture of lessons learned documentation
at every project performed by the organization this will be helpful not to repeat similar
mistakes in the future projects.
o Ethio telecom should take great care in selecting and awarding vendors, vendor
performance should be monitored and evaluated regularly and based on the needs,
selective support should be provided to the vendor. In addition to keep the project on
schedule and budget ethio telecom top management should take corrective measure
wisely for any discrepancies as fast as possible.
o SR, SER and SWR project was not completed within the planned budget and schedule.
Thus, ethio telecom should have to develop an accurate and efficient planning of
resources and activities as well as scope managements, risk identification and mitigation
plans and strong auditing system should be practiced to avoid additional budget and time
requests in future projects. Specially the project schedule should be realistic and
estimated by using scientific methods like CPM, this method helps ethio telecom to know
the maximum, minimum and the total time required to complete the projects.

5.4 Limitations of the Study

Data collection was also limited by the busy schedules of the respondents. The researchers had to
exercise utmost patience and make extra effort in reminding respondents and making constant
follow-ups so as to acquire sufficient data from respondents. Some of the respondents
approached were reluctant in giving some information fearing that the information sought would
be used to intimidate them. The researcher handled the problem personally convincing and
assuring respondents that the information will be treated as confidential and would be used
purely for academic purposes. The other possible limitation is the fact that some respondents

71
may not exactly remember project practices they implemented. Besides, it is likely that some of
the subjective responses obtained from the respondents may minimally affect the objectivity of
the research inputs.

The fact that there is a limited/almost non available accumulated knowledge on project
management practices or secondary documents like project performance reports made the
research process challenging but interesting one. The last but honest limitation is the fact that the
student researcher lacks thorough practical experience in conducting such research.

However, to reduce the negative impact of the limitations described above, the following major
actions were taken:

o Related studies conducted locally and in other related closely related developing
countries were reviewed together with extensive study about issues of project
management practices.
o While collecting data, briefed respondents/personally administering data collection
instruments/ about the purpose of the study and contents of the data collection
instruments so as to ensure respondents give the right information without being confused
or without making assumptions.
o Not to be affected by possible wrong memory of respondents, to let respondents use a
questionnaire with listed choices to pick
o In addition to following/implementing the feedback of this research‘s adviser, books
written on research methods as well as previously prepared thesis papers, journal articles
were reviewed so as to quickly improve/refresh the student researcher‘s knowledge
regarding the processes of research.

5.5 Suggestions for Further Research

This study was limited to one company project case Specifically Ethio telecom TEP -Ericson‘s
circle projects (SR, SER and SWR), and hence its findings cannot be generalized to other Ethio
telecom TEP or other public organizations in Ethiopia and else. What is more is that there is no
enough study conducted on project management practices and their effect on project success
especially considering vendors‘ side project management practice. Therefore, this study suggests
similar studies to be conducted on non-telecom other sectors including vendors that directly

72
provide their service based on projects. Furthermore, the study does not end up with list of
ultimate or universally agreed project management practices that guarantee project success.
Therefore, the study suggests others to research further and attempt to develop best project
management practices/standards for each sectors/project types. Besides, other external factors
that can potentially affect the performance/success of projects such as the role of vendor
financing on the quality/performance of projects, political environment, socio-cultural
environment, technology need to be studied further.

73
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 ANEX I
Alpha University College School of Graduate Studies
Department of Project Management

Dear respondents, the purpose of this questionnaire is to gather data on ―The Effect of Project
Management Practice on Project Success: a case study on Ethio teleom Ericson’s Circle
(SR, SWR and SER) Mobile network Telecom Expansion Project‖. The study is purely for
academic purpose and thus not affects you in any case. So, your genuine, frank and timely
response is vital for successfulness of the study. Therefore, I kindly request you to respond to
each items of the question very carefully.
In order to examine the effects of project management practice on project success in ethio
telecom, the researcher prepared the following questions with regard to Ericsson Circle
(SR,SWR &SER mobile network expansion projects, please put tick (√) on the appropriate box
to indicate the extent to which you agree or disagree with each statement. It will take 15 to 20
minutes of your time to complete the questionnaire. In case of any question please contact me via
mobile +251 9-11-50-98-42.
Instruction: In all cases where answer options are available, tick (√) inside the given box.

Part I: Demographic Profile of Respondents

1. Age: 20-29 30-39 40-49 above 50 50

2. Gender: Male Female

3. Level of Education: Certificate Diploma Degree Masters PHD

4. Work experience in the organization in years: 0-5 6-10 11-15 above 15

5. Project Work Experience on Project implementation:

Less than 6 months 6 months to 1 year more than 1 year to 2 year

More than 2 years to 4 years more than 4 years

6. Your Job Position in the project :

Staff Specialist Coordinator Supervisor Expert

Manager Director

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 Part II: Project Management Practice

Kindly tick (√) on the five scale of all questions under each category that best describes your
perception/observation/Experience of how project management is being practiced in relation
with Ericson‘s project circle (SR, SWR & SER).

We Use the following 5 scale: Meaning

SD - Strongly Disagree N- Neutral SA- Strongly Agree

D-Disagree A- Agree
A) Project Management knowledge Areas practice

Scope management practice, please put (√) in the Choice box SD D N A SA

Project requirements were properly collected, clearly defined and full

scope of the project was understood from the very start

Project and product scope verifications were properly made

Project work was subdivided to smaller manageable components ( there

was Work breakdown structure )

Project scope control was made against the planned one for every scope
statement

Scope change /scope creep/ implemented after TOP management approval

Human resource Management, please put (√) in the Choice box SD D N A SA

Staff Appointed for the project based on educational qualification and

experience

Selection of Managers/coordinators for the project based on integrity and

leadership qualities

Qualified and sufficient human resource have been supplied for project
implementation.

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Project management training was provided for project team

Project team performance were evaluated and best performer recognized

and reward.

Project Communication Management, please put (√) in the SD D N A SA

Choice box

There was timely communication of project information

When the budget or schedule was revised, the changes and reasons for the
change were communicated to all members of the project team.

There were Monitoring and controlling communications throughout the

entire project life cycle to ensure the information needs of the project
stakeholders are met.

There was effective bottom-up communication among the project team

members
There was effective top-down communication among project team
members

Project Stakeholder management, please put (√) in the Choice SD D N A SA

box

Stakeholders were identified

There was proper coordination with all stakeholders

Stakeholders‘ participation in the project was managed well

Project status updates are provided to key stakeholders regularly

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 B) Level of project Planning practice, please put (√) in the Choice box

Project Integration Management planning SD D N A SA

High level document that defines how the project is to be executed,

monitored and controlled and closed was prepared before the project
execution.

The view of all project stakeholders are taken into account in every steps
of project planning

Roles of stakeholders is identified during the planning stage

Project scope Management Planning SD D N A SA

The project scope, Major Deliverables, assumption and constants was

well defined in the planning phase

Sufficient time is given for project design and quantity

preparation/ development

Project Schedule Management Planning SD D N A SA

Project planning activities are completed prior to

project execution

Schedule of the project was appropriately determined

Planned project end date was realistic

The project schedule is updated regularly, incorporating unplanned work

as needed

Project Human Resource Management panning SD D N A SA

Team members are motivated and committed to participate in the

planning process

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Project Human Resource Management Plan is prepared during the
planning phase

Project Risk Management planning SD D N A SA

Project Risk is identified during the planning stage

Project risk analysis is conducted and quantified during the planning

stage

Risk response planning prepared in the planning stage

Part II: External Factors

External factors (please put (√) in the Choice box) SD D N A SA

The vendor (Ericson) supplied Materials needed as per the schedule

The vendor (Ericson) supplied Materials needed as per the desired Quality

Manpower from vendor (Ericson) side were professional, experienced and

Committed to accomplish the project as per the baseline plan.

Local contractor (SME) capacity was the main challenge for project delay

Land acquisition process was the main challenge for project delay

There were Electric Utility & Road Availability problem to implement the
project on time.

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 Part III: SR, SWR &SER TEP Project Success Measurements

Think of the TEP project you have been participated (SR, SWR, SER) and put (√) in the box that best
describes your agreement and disagreement to the following Project Success Measurements.

Project Success Measurements, please put (√) in your Choice SD D N A SA

box

The intended objective and goal of the project achieved

The Project was completed on time

The project utilized the planned budget efficiently.

All the quality standard of the project was delivered

The project team members are satisfied

Thank you for your time!

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 Annex II - Interview Questions
Alpha University College School of Graduate Studies

Department of Project Management

Title of the thesis ―The Effect of Project Management Practice on Project Success: a case
study on Ethio telecom Ericson’s Circle (SR, SWR and SER) mobile network Telecom
Expansion Project.

Interview Questions for Project Managers and Program manager in Network Division of
Ethio Telecom:

❖ Questions related with overall Project management practice, challenges during project
implementation and Ericson Circle (SR, SWE &SER) project Performance.
1. What do you know about project management practices? Can you mention those practices
you have observed in ET?
2. Would you explain how was project team members assigned(organized) from both parties
and their contribution for the accomplishment of the project as per the bassline plan?
3. How do you define a successful project? What criteria do you see to categorize a given
project as successful?
4. What factors do you think affect project successes? Can you explain in it in relation with the
Ericson project?
5. What gaps have you observed in the implementation of Ericson‘s project?
6. What lessons did you learn from the Ericson project?

Thank you!

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