DEBRE BIRHAN UNIVERSITY

College of Business and Economics

Department of Management
Master of Business Administration
Research on

The Practice and Challenge of Project Management in Non-

Governmental Organization in Selected Local NGO’s in Debre Birhan
City Administration.
By:

Abebe Ayal /PGE/260/11/

A Research Project Submitted in Partial Fulfillment of the

Requirements for Obtaining the Degree on Masters of
Business Administration/MBA/

Advisor: Bekele Meaza(PhD)

June, 2021
DEBRE BERHAN

ETHIOPIA

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 DEBRE BIRHAN UNIVERSITY
College of Business and Economics
Department of Management
Master of Business Administration

The Practice and Challenge of Project Management in Non-

Governmental Organization in Selected Local NGO’s in Debre Birhan
City Administration.

BY: Abebe Ayal

Approved by Board of Examiners

Examiner ________ Signature ________ Date _________
Examiner _________Signature _______ Date _________
Advisor _________Signature __________ Date ________

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Declaration
I hereby declare that the study which is being presented in this thesis entitled “the
practice and challenge of project management in non-governmental organization
in selected local NGO’s in Debre birhan city administration.” is original work of my
own. It had not been presented for a partial fulfillment for any educational qualification at
this university or any other and in any projects by any means, and all the resources
materials used for this thesis had been accordingly acknowledged.
________________________ ___________________
Abebe Ayal

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Letter of Certification
This is to certify Abebe ayal has carried out this thesis entitled “the practice and
challenge of project management in non-governmental organization in selected
local NGO’s in Debre birhan city administration” under my supervision. This work is
original and suitable for the submission in partial fulfillment of the requirement for the
award of Master degree in business administration.

Advisor: Bekele Meaza (PhD) Signature: ____________________

Date: _______________________

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Acknowledgement

I would like to express my gratitude to my supervisor Bekele Meaza(PhD)

for the useful comments, remarks, and engagement through the entire process of this
study. Furthermore, I like to thank the participants in my study, who have willingly
shared their precious time during the process of filling questionnaire. I would like to
thank my beloved wife; she has supported me throughout entire process, both by
keeping me motivated and helping me putting pieces together. I will be grateful for my
kids Saron, Maryamawit and Yeamanueal for your patience and time when I was
engaged on this paper. This accomplishment would not have been possible without
your support. Mam miss you is heartbreaking for me. May GOD rest in peace.

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Abstract

The study sought to assess the practices and challenges of project management in non-
governmental organization in selected local NGO’s which operates in Debre birhan city
administration. The research design is descriptive. The researcher selected six local
NGOs from 11 no religious local NGOs/population of the study/. The data collection
tools were interview and questionnaire. Questionnaires distributed to the team members
and individuals who are involved with the project management. Interview was
conducted with the program manager and project coordinator, unit heads and
supervisors. The data obtained through questionnaire has been analyzed quantitatively
using descriptive statistics: frequency and percentage through SPSS version 25
software. Moreover, the data obtained using interviews has been analyzed qualitatively.
The finding of the result reveals that; Organizations have clearly articulated strategic
plan, mission and objectives/goals with the participation of stakeholder. Performance
indicators identified to measure the progress of goal/objectives. Identification, analysis
and assessment of stakeholders were integral part of the organization. Importance of
project manager technical capability and facilitation skill for project management were
identified as key finding. The result of monitoring and evaluation was used to made
adjustment of the project. Low commitment of Stakeholders towards planned projects,
Lack involvement of end users of project participants, Lack of Project Management
Skills and training in project management, deficits/ accumulation of funds, lack of proper
documentation and sharing of impacts, Ineffective monitoring and evaluation system
and COVID-19 pandemic were the main challenges that the research was identified.

The organization should design appropriate strategy to enhance full participation of end
users/ participants, give attention for monitoring and evaluation system effectiveness,
due attention to staff capacity building on different issues and assessment should be
done on commitment problem of stakeholders to develop appropriate strategy that
minimize the problem are the recommendation that given by the research.

Key words: -project management, goals and objectives, stakeholder, planning,

implementation, monitoring and evaluation and challenge of project management.

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Acronyms

CSA: Civil society agency

DBCA: Debre Berhan city administration

EDA: Emanuele development association

ESD: Education for sustainable development

JeCCDO: Jerusalem children and community development organization

NGO: Nongovernmental organization

PCM Project cycle management

PM: Project management

TBCFDO: Tesfa Berhan Child and Family development organization

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List of tables

Table 1 Summary of NGOs which are currently implemented projects in DBCA -- 25

Table 2 Sex of respondents-------------------------------------------------------------- 30

Table 3 Age of respondents--------------------------------------------------------------- 30
Table 4 Position of the respondents ---------------------------------------------------- 30
Table 5 Years of experiences ------------------------------------------------------------ 31
Table 6 Is it first experience -------------------------------------------------------------- 31
Table 7 Educational background--------------------------------------------------------- 31
Table 8 Size of the project----------------------------------------------------------------- 33
Table 9 Size of staff------------------------------------------------------------------------- 33
Table 10 Age of project---------------------------------------------------------------------- 34
Table 11 Project goal and objectives---------------------------------------------------- 35
Table 12 Stakeholder practices ---------------------------------------------------------- 36
Table 13 Planning practices--------------------------------------------------------------- 38
Table 14 Implementation practices------------------------------------------------------ 40
Table 15 Monitoring and evaluation practice------------------------------------------ 43
Table 16 challenge of project management-------------------------------------------- 46

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Table of Contents

Declaration ..................................................................................................................................... i

Letter of Certification.................................................................................................................... ii

Acknowledgement ....................................................................................................................... iii

Abstract ......................................................................................................................................... iv

Acronyms ....................................................................................................................................... v

Table of Contents ....................................................................................................................... vii

Chapter one................................................................................................................................... 1

1.1. Introduction to the study ................................................................................................... 1

1.2. Background of Study ........................................................................................................ 3

1.3. Statement of the problem................................................................................................. 5

1.4. Objectives ........................................................................................................................... 6

1.4.1. General objective ....................................................................................................... 6

1.4.2. Specific objective ....................................................................................................... 6

1.5. Organization of the paper /division of chapter .............................................................. 7

Chapter two ................................................................................................................................... 8

Literature review ..................................................................................................................... 8

2.1 Introduction to Literature Review .............................................................................................. 8

2.2. Theoretical review the literature ............................................................................................... 8
2.3. Empirical review of the literature ............................................................................................ 20
2.4. Conceptual Framework for the Study .................................................................................... 22
CHAPTER 3 ................................................................................................................................ 24

Methodology of the Research .............................................................................................. 24

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 3.1. Research Design ...................................................................................................................... 24
3.2. Research Method ..................................................................................................................... 24
3.3 Data Sources and Data Gathering Tools ............................................................................... 25
3.4. Target Population, sample and Sampling Techniques ....................................................... 25
3.5 Data Analysis Method ............................................................................................................... 27
3.6. Reliability and validity tests ..................................................................................................... 28
3.7. Ethical Consideration ............................................................................................................... 28
CHAPTER FOUR ....................................................................................................................... 29

Results and discussion.......................................................................................................... 29

4.1 Introduction ................................................................................................................................. 29

4.2. Back- ground Information of respondents and organizations ........................................ 30
4.3. Project goal and objectives ................................................................................................. 35
4.4. Stakeholder practices .......................................................................................................... 36
4.5. Planning practices ................................................................................................................ 38
4.6. Implementation practices .................................................................................................... 40
4.7. Monitoring and evaluation practices .................................................................................. 44
4.8. Challenges of project management ................................................................................... 46
Chapter five ................................................................................................................................. 51

Summery, conclusion and recommendations.................................................................... 51

Reference .................................................................................................................................... 55

Appendix ...................................................................................................................................... 59

1. Data collection tools .................................................................................................... 59

2. Profile of NGOs working in Debre Berhan city Administration ............................. 64

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Chapter one
1.1. Introduction to the study
It is universally agreed that non- governmental organizations are operating in different
nations and parts of the world. Human needs, poverty and injustice are the essential
reasons for the existence of aid agencies. Resources are depleting, on the contrary,
human needs and wants are increasing to unlimited extent. For this reason, poverty and
injustice have been aggravated and have been widen their existence especially in the
poorest countries of the world. As a result, non- governmental organizations performing
various projects to help the communities of those countries in order to fulfill their needs,
eradicate poverty and neutralize injustice.

Project management plays a significant role in utilizing scarce resources properly and
improving positive contribution of NGOs in venerable community.

The Importance of 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. Project management enables organizations to
execute projects effectively and efficiently. 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/services 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;

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  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 Poorly managed projects or the absence of

project management may result in

 Missed deadlines, cost overruns, poor quality, 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.

Effective and efficient project management should consider a strategic competency

within organizations. It enables organizations to:

 Tie project results to business goals, compete more effectively in their markets,
Sustain the organization, and Respond to the impact of business environment
changes on projects by appropriately adjusting project management plans (a
guide to the project management body of knowledge. Sixth edition, 2017).

MANAGEMENT OF PROJECTS

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. Goals appear straightforward and achievable, however, projects
continue to run late, exceed their budgets or fail to meet project objectives.
Projects are better designed to respond to expected uncertainties, whereas project
tasks demand proper planning and may be more challenging to project teams, when
compared to routine work. In addition, the PMBOK® Guide (2000) points out that its
project management mythology is only ―…applicable to most projects most of the time‖.
This leads to the questions ―what‖ shall be used ―when?‖ Most surprisingly, these
questions remain unanswered.
Project management methodologies are not designed to be generic but applicable to all
projects at any given time, as they need to be adapted to individual project objectives, in
order to achieve consistent project management success.
Therefore, it appears that either PM methodologies are wrongly applied or project
management does not directly influence the success of projects.

Project management is the application of knowledge, skills, and tools necessary to

achieve the project‘s requirements. The knowledge, skills, and tools are usually grouped
into activities or processes. PMI‘s PMBOK ® Guide identifies five process groups. Some
of the activities within these groups include:

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Project initiation, Project planning, Project execution, Project monitoring and control and
Project closure (H a r o l d K e r z n e r, 2017)

Project Management involves various aspects that include how to plan, organize,
monitor and control activities that are involved in a project and the involvement of all the
parties in order to attain the objectives of the project within set time, budget and
performance metrics (Turner, 2016). According to Adeyemi (2013), all the firms value
the idea of the management of the project due to an organized procedure of project
control and it is the best procedure in which dependable project results can be arrived at
during execution of a new project and influential tool that could enhance the ability of an
organization to achieve better performance.

This paper tries to see the project management practices and challenges of
organizations based on project management knowledge areas. These are the project
integration management, project scope management, project schedule management,
project cost management, project quality management, project resource management,
project communication management, project risk management, project procurement
management, and project stakeholder management.

This paper overall aims assessing the project management practices and challenges in
a non-governmental organizations development projects that implemented in Debre
Birhan city administration.

1.2. Background of Study

Civil society has long existed in Ethiopia in the form of traditional mutual self-help
associations (Pankhurst and Eshete, 1958, in Anheier, 1987). These systems were
established by individuals, households, religious bodies and society at large with the
main purpose of dealing with various social problems. Such forms include ―Debo‖ and
―Mahber‖ forms of self-help association, ―Afersata‖ which provided mutual aid and
reconciliation as well as ―Ekub‖ a form of rotating saving and credit association, and
―Edir‖ an insurance type funeral association (Beurden, 1998, Clark, 2000).
In the 1930s missionaries or faith-based organizations such as the Norwegian Lutheran
Church were the first groups of NGOs that began to work as non-governmental bodies
opening schools, health care centers and providing other services. In the 1950s and
1960s the Ethiopian Red Cross, Boy Scout Association, Women Welfare Association,
Young Men‘s Christian Association (YMCA) and Young Women‘s Christian Association
(YWCA), Swedish Save the Children and other similar organizations and associations
came into the picture.
The history of NGOs in Ethiopia is closely associated with providing relief services. The
1974, and later on in 1984, famine in the northern parts of Ethiopia attracted a large

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number of foreign agencies, NGOs and international charity organizations to engage in
providing humanitarian relief services (Ketete and Amare,2006). Such agencies
included Oxfam, Catholic Relief Services, and the American Cooperative Agency for
Relief Everywhere (CARE) (Habteyes, n.d., p. 2). They concentrated on saving lives
through humanitarian assistance as funds were raised through Band Aid and other
charitable movements (Hancock, 1989).
After immediate humanitarian crisis subsided, their focus shifted towards rehabilitation
and gradually moved to development programs. Although recurring droughts still make
humanitarian assistance one of the major activities of NGOs, with improvements in the
social situation they moved progressively towards undertaking sustainable development
activities (Clark, 2000).
Like Ethiopian NGO evolution, in Debre Birhan city administration too, NGOs trace their
roots since 1984 famine. Currently 16 NGOs operating on 24 projects/programs in the
city administration. Currently most of implementing programs focused on education,
health, women empowerment, disability and other social services with total budget of
149768144.35 ETB.

Back ground of Study Area

Debre Birhan is found in North Shewa Zone of ANRS. It is astronomically located in an
approximate geographical coordinates between 90 38‘00‘‘-09041‘ North Latitudes and
390 30‘00‘‘-39032‘East Longitudes. In relative terms, it is situated at about 130 kms
road distance from Addis Ababa (the national capital) and at about 696 kms from Bahir
Dar (the regional capital) on the main highway to Dessie and/or to Mekele. The town is
bounded by weredas of North Shewa Zone of ANRS which is an indication of good
potential. Currently, it is classified with 9 kebeles under municipal status and wereda
level and serves as a center for North Shewa Zone and Basonna Wereda too. The total
area of Debre Birhan under the municipal (wereda level) jurisdiction (including the
surrounding rural areas) is estimated to be about 18,008.95 hectares while the existing
built-up area under urban occupation is some about 2200 hectares that, in general,
implies the available excessive expansion areas within its jurisdiction. The shape of the
town, as identified in the existing study, is somewhat linear (elongated) following inlets
and/or outlets of major roads which is identified as one of the planning issues in this SP
preparation to maintain compact shape so as to optimize the required infrastructure and
service expansion expenses (Da-Ya, 2014). Debre Birhan has a population of
120,399/54, 442 males and 65,957 females (Debre Berhan city finance and economics
development office, 2020/2021).

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 1.3. Statement of the problem

Majority of nongovernmental organization projects are resourced by donor funding. It

can be governments, institutional donors, private sectors and the process of accessing
these is very competitive. If the accountability mechanisms that are delivery of outputs
and activities and budget utilization are met, there is possibility of either getting a
rewards or sanctions by the funding entity. To remain in the game, the non-
governmental organizations need to deliver the project to the standard and to the
satisfaction level of the donors and the implementing NGO should make sure that
during implementation, the organization should follow standard rules and regulations.
Most donors put a lot of pressure on the recipient countries on the projects that are
financed by them. Not complying with this requirements and standards will result in the
NGO ‗s to become out of business.
Most NGO projects have done very well in delivery of outputs and activities - which
basically is the core of project management -delivery within time, budgets and scope,
but weak at impact level to mean that the delivery of this project might not make any
change in reversing poverty, inequality, restoration on economic growth at macro level.
The overall performance of a project is a key factor to ascertain the success of a
project. This is usually determined by the attainment of the project objectives and the
sustainability of the project thereafter.
For projects to meet a certain planned goal, it must meet the appropriate practice and
must have knowledge of the project management. Although most project-based
organizations know about the use of these practices, implementing them accordingly
have been a challenge. in which some are using the traditional way of managing
projects. Because of this, non-governmental organizations faced a number of
challenges during project management.

Turner and Muller (2015) observe that those that are involved in the project\ handling,
fail to take a proactive approach to overcoming the uncertainties. As a result of this,
project delays and budget overruns are usually encountered due to an overlook of
potential risk. Insufficient information and ineffective management of project not only
caused project cost overrun, completion delays but also termination before completion.
Non-Governmental Organizations‘ projects continue to be common in every entity of
existence in additional to the policy makers in regards to both locally and internationally
developments, however, the deprived performance of projects and the disappointments
of project appeared to be a common scenario (Gregg & Ana, 2016).
Nearly all the projects were not accomplished in the estimated timeline, quality and
budget (Rotich, 2014). Just as mirrored by Ika, Diallo and Thuillier (2012) ―project
failures have become a routine with majority of the projects working under complexity of

5
risks and uncertainties, external pressures, unforeseen actions, changing needs,
unreliable restrictions and contradictory resources flow, all these are harmful to projects‘
success in NGO‘s in Nairobi County‖ (pg, 12). Project teams amongst NGOs are faced
daily with complicated tasks associated to project implementation (Achieng, 2016).
These challenges are allied amidst excessive workload, hectic activities, fragmentation
and superficiality.
Several studies have been undertaken on monitoring and evaluation on project
performance. For instance, Rogito (2010) carried out a research on the influence of
monitoring and evaluation on different projects and found out that projects are poorly
implemented because few implementers have trainings in M&E, poorly done baseline
survey study leading to the failure of the project.

To this end, the research assesses what practices and challenges does local NGOs
have in Debre Birhan towards project management.
Research Questions
To help meet the study objectives, the following overarching questions guided the study;
1. How NGOs practices on the issues of project identification and planning in
selected local NGOs which operate in Debre Birhan City Administration.
2. What are the practices of project implementation in selected local NGOs which
operate in Debre Birhan City Administration?
3. What are the practices of project monitoring and evaluation in selected local
NGOs which operate in Debre Birhan City Administration?
4. What major challenges are encountered during project management in selected
local NGOs which operate in Debre Birhan City Administration?

1.4. Objectives
This research has two objectives; these are general and specific objectives.

1.4.1. General objective

The general objective of this study is to assess practices and challenges of project
management of selected local nongovernmental organizations that operates in Debre
Birhan city administration.
1.4.2. Specific objective
The specific objectives of the study are emanated from the main objectives. They guide
the accomplishment of the main objective effectively. The specific objectives of this
study are:
 To assess the practices of project identification and planning in selected local
NGOs which operate in Debre birhan city administration.
 To assess the practices of project implementation in selected local NGOs
which operate in Debre birhan city administration.

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  To assess the practices of project monitoring and evaluation in selected local
NGOs which operate in Debre birhan city administration.
 To identify major challenges encountered during project management of
selected local NGOs which operate in Debre Birhan city administration.

1.5. Organization of the paper /division of chapter

This research paper is organized in five chapters. Chapter one covers the introduction
of the study. It also illustrates the background of the study, the statement of the
problem, objectives of the study and research questions, delimitation and scope of the
study.
Chapter two contains literature review. It presents definition of projects and the different
factors that led to practices and challenge of project management.
Chapter three contains the research methodology. The chapter outlines the research
design, target population, sampling procedures, and data collection instruments. The
chapter also explains how data will be analyzed.
Chapter four contains data analysis and presentations of results and finally the last
chapter deal with summary of finding, the research conclusion and recommendations.

7
Chapter two

Literature review

2.1 Introduction to Literature Review

This chapter discusses the literature review of the research study. Literature review
provides the study with an explanation of the theoretical rationale of the problem being
studied as well as what research has already been done and how the findings relate to
the problem at hand. In this chapter, literature was reviewed under the raised factors on
study objectives, this relied on earlier works which were obtained from published
reference material such as magazines and journals, and these provided an overview of
major past activities that had earlier been undertaken on the topic under study. The
Chapter covered the critical analysis of theoretical literature review, empirical literature
review, and the identified research gaps.

2.2. Theoretical review the literature

Concept of project
A project can be considered to be any series of activities and tasks that: Have a specific
objective to be completed within certain specifications, have defined start and end
dates, have funding limits (if applicable), consume human and nonhuman resources
(i.e., money, people, equipment) and are multifunctional (i.e., cut across several
functional lines) (A guide to the project management body of knowledge (PMBOK®
guide). -- Fifth edition, 2013)

Project Management

Project management, involves five process groups as identified in the PMBOK® Guide,
namely:

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  Project initiation, selection of the best project given resource limits, recognizing
the benefits of the project, preparation of the documents to sanction the project
and assigning of the project manager,
 Project planning focused on definition of the work requirements, definition of the
quality and quantity of work, definition of the resources needed. scheduling the
activities and evaluation of the various risks.
 Project execution includes negotiating for the project team members, Directing
and managing the work, working with the team members to help them improve,
 Project monitoring and control, Tracking progress, comparing actual outcome to
predicted outcome, analyzing variances and impacts and making adjustments.
 Project closure, verifying that all of the work has been accomplished, contractual
closure of the contract, financial closure of the charge numbers and
administrative closure of the paperwork
Successful project management can then be defined as having achieved the project
objectives:
● Within time, within cost, at the desired performance/technology level, while utilizing
the assigned resources effectively and efficiently, accepted by the customer the
potential benefits from project management are:
● Identification of functional responsibilities to ensure that all activities are accounted
for, regardless of personnel turnover, minimizing the need for continuous reporting,
identification of time limits for scheduling, identification of a methodology for trade-off
analysis, measurement of accomplishment against plans, early identification of
problems so that corrective action may follow, improved estimating capability for future
planning, knowing when objectives cannot be met or will be exceeded unfortunately, the
benefits cannot be achieved without overcoming obstacles such as:
● Project complexity, customer‘s special requirements and scope changes,
organizational restructuring, project risks, changes in technology, forward planning and
pricing
Project management can mean different things to different people. quite often, people
misunderstand the concept because they have ongoing projects within their company
and feel that they are using project management to control these activities. In such a
case, the following might be considered an appropriate definition:
Project management is the art of creating the illusion that any outcome is the result of a
series of predetermined, deliberate acts when, in fact, it was dumb luck. / A guide to the
project management body of knowledge (PMBOK® guide). -- Fifth edition, 2013)

The importance of 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

9
through the appropriate application and integration of the project management
processes identified for the project. Project management enables organizations to
execute projects effectively and efficiently. 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/services 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.

Poorly managed projects or the absence of project management may result in missed
deadlines, cost overruns, poor quality, 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.

Effective and efficient project management should consider a strategic competency

within organizations. It enables organizations to:
Tie project results to business goals, compete more effectively in their markets, sustain
the organization, and respond to the impact of business environment changes on
projects by appropriately adjusting project management plans (a guide to the project
management body of knowledge. Sixth edition, 2017).

Project cycle management

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According to Miguel (2009), the theoretical definitions of the phases considered in a
system life cycle that can be applied to project are: conceptual phase, planning phase,
test phase, implementation phase and closure phase. The first step begins with the
evaluation of risks and impacts according to time, cost and quality required and the
project‘s practicability. On the planning phase, further than the preparation of the
system support document, it settles specific and realistic parameters for project term,
cost and quality. Afterwards, the necessary documentation must be completed and
verified in order to evaluate if the project operations are able to start. On the
implementation phase the product or service, under development during the project, is
introduced to the market. Finally, the project is assessed and this procedure can help
and support future projects in the organization.

Projects vary in size and complexity. All projects can be mapped to the following generic
life cycle structure:
Starting the project, Organizing and preparing, carrying out the project work, and
Closing the project.
This generic life cycle structure is often referred to when communicating with upper
management or other entities less familiar with the details of the project. It should not be
confused with the Project Management Process Groups, because the processes in a
Process Group consist of activities that may be performed and recur within each phase
of a project as well as for the project as a whole. The project life cycle is independent
from the life cycle of the product produced by or modified by the project. However, the
project should take the current life-cycle phase of the product into consideration. This
high-level view can provide a common frame of reference for comparing projects—even
if they are dissimilar in nature (A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. 2013).

The ICB 3.0 standard (Caupin et al., 2006) describes the project management
competences in three different ranges – technical, behavioral, and contextual
competences. Some examples related to the technical competences are: project
requirements and objectives, scope and deliverables, risk and opportunities, quality,
teamwork, problem resolution, cost and finance, communication and information
and documentation. The behavioral competences deal with the personal relationship
between individuals and groups in projects and are personal skills and attributes of
team members that should contribute to project success. Some examples are
leadership, engagement and motivation, self-control, creativity, results orientation,
conflict and crisis and openness. The contextual competences deal with the interactions
between project and its context with the permanent organization. They clearly state the
project importance on a broader picture of the organization. Some examples are:
personnel management, finance and legal.

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Project Management Practices

In order to measure the level at which project management practices were

implemented, PMBOK and PRINCE2 practices were used for benchmarking. The level
of implementation is measured by the level of agreement that the respondents'
organizations engage in the following practices in their projects: having a project charter
before starting to implement a new project; reviewing cost plans periodically; reviewing
time plans periodically; and implementing communication plans. These four practices
are used to emphasize different aspects of the level of implementing project
management: project governance; reviewing and using the basic plans of time and cost;
and using communication plans. Without clearly identifying the project manager, it is
difficult to manage projects effectively, because the mechanism for assigning the
responsibility of managing organizational resources is imperfect. Therefore, the first
question, on the use of a project charter before starting a project, is used as a
governance requirement to delegate the responsibility for implementing the project to a
project manager (Project Management Institute, 2013a, b).
Project planning is perceived to have an impact on project efficiency, in terms of
delivering the output on time within cost; and on effectiveness, in terms of project
performance and customer satisfaction (Zwikael and Globerson, 2006; Zwikael et al.,
2014). However, planning which takes no account of changes in the environment and
goals is probably useless (Dvir and Lechler, 2004). Therefore, in this research, planning
goes hand in hand with controlling the index at the level of PM implementation. The next
two questions were about reviewing the cost and time plans. Unlike the studies that use
specific practices to indicate planning (Papke-Shields et al., 2010; Zwikael et al., 2014)
as indicators for measuring the concept of planning, this research asked about
―reviewing plans periodically‖.
The reason is that changes in plans are more important to project success than the
quality of planning itself (Dvir and Lechler, 2004). Finally, stakeholders' engagement is
negatively affected unless effective and continuous communication with them is
maintained throughout the identifying, planning, executing and controlling of the project
(Beringer et al., 2013; Heravi et al., 2015). A project may fail if poor communication
leads to the stakeholders' feeling uninvolved. Thus, a question was asked about
implementing a communication plan because it is one of the basic requirements for
successful project management.

Goal and Objectives

12
JOSEPH HEAGNEY (2012 & 2016): Once a mission statement has been developed,
you can write your project objectives. Note that objectives are much more specific than
the mission statement itself and define results that must be achieved in order for the
overall mission to be accomplished. Also, an objective defines the desired end result.

Goal setting has traditionally been based on past performance. This practice has tended
to perpetuate the sins of the past. An objective must be SMART, with each letter
standing for a condition as follows: Specific, Measurable, Attainable, Realistic and Time
limited

Stakeholders practices

(PMBOK 2013) defines project stakeholders as an individual, group, or organization

who may affect, be affected by, or perceive itself to be affected by a decision, activity, or
outcome of a project. The project management literature recognizes that project
stakeholders are important for project success for at least four reasons. First, the project
needs contributions (financial and nonfinancial resources) from stakeholders; second,
stakeholders often establish the criteria for assessing the success of the project; third,
stakeholders‟ (potential) resistance may cause various risks and negatively affect the
success of the project; and fourth, the project may affect stakeholders in both negative
and positive ways.

Almost any person or organization with an interest in a project can be termed a

stakeholder. The type and interest of a stakeholder are of great importance to a project
manager since they enable him or her to use these interests to the greatest benefit of
the project. The process of listing, classifying and assessing the influence of these
stakeholders is termed stakeholder analysis. Stakeholders can be divided into two main
groups:
1. Direct (or primary)
2. Indirect (or secondary)
Direct Stakeholders
This group is made up, as the name implies, of all those directly associated or involved
in the planning, administration or execution of the project. These include the client,
project sponsor, project manager, members of the project team, technical and financial
services providers, internal or external consultants, material and equipment suppliers,
site personnel, contractors and subcontractors as well as end users. In other words,
people or organizations directly involved in all or some of the various phases of the
project are called direct stakeholders.
Indirect Stakeholders

13
This group covers all those indirectly associated with the project, such as internal
managers of the organization and support staff not directly involved in the project,
including the HR department, accounts department, secretariat, senior management
levels not directly responsible for the project and, last but not the least, the families of
the project manager and team members.
A subsection of indirect stakeholders are those representing the regulatory authorities,
such as national and local government, public utilities, licensing and inspecting
organizations, technical institutions, professional bodies and personal interest groups
such as stockholders, labor unions and pressure groups (Project Management,
Planning
and Control 7th edition 2017).

Stakeholders are defined by Rob and Chris as ‗those who have a stake in the success
of the organization‘ (Batsleer, Cornforth & Paton1991: 39). Due to the nature of the
organizations, which mainly focus on meeting social purpose, stakeholders‘ consultation
is proposed to be one of the critical factors for the success of NGOs strategic planning
process. Fowler said, ‗strategic planning is not a linear process for NGOs because the
nature of sustainable development processes means that they cannot impose but have
to negotiate. Therefore, for NGOs any plan has to be arrived through a process of
consultation through down-up-down-up, inside-outside-inside process between the
organization and its key stakeholders. (Fowler, 1997: 48) Here what Alan tried to say is
there should be consultation with the people at grassroots target groups level for their
input on the development processes which need to be up to the organizational mission
and objectives and it will go down back to the grassroots to show the agreement with
the overall engagements of the organization to meet the needs of the people. This again
has to be consulted with the other actors outside the organization and be synthesized
with the internal organizational objectives. The consultation has to through all the
phases i.e. designing, implementation, reviewing, evaluation and revision, etc. It is
through these consultation processes, the strategic plan secure commitment from
different groups and be able to share responsibility for meeting the organizations‘
objectives.

Njogu (2016) carried out a study on the Influence of Stakeholders Involvement on

Project Performance in Nema Automobile Emmission Control Project in Nairobi County,
Kenya. This study adopted descriptive survey research design. The study population
was 181 respondents who were managers, project managers, operation managers,
supervisor and quality control officers. Stratified sampling was used adopted. The
questionnaire was used to collect primary data. The study revealed that stakeholder
Involvement in project monitoring has a positive and significance influence in
Automobile Emission control project Performance.

14
Adan (2012) study investigated the Influence of stakeholders‘ role on performance of
constituency development fund projects a case of Isiolo North Constituency, Kenya.
Descriptive research design was utilized. The study targeted those who represented
155 CDF projects in Isiolo North Constituency. Semi structured questionnaire and
interview schedules were used to collect data. Descriptive and inferential analysis was
applied. This study found that the role of project implementation by project managers
and government officials‘ role led to better performance of projects.
Nyandika and Ngugi (2014) study examined the influence of stakeholders' participation
on performance of road projects at Kenya National Highways Authority (KeNHA). The
study used questionnaire and interview schedules to collect both quantitative and
qualitative data. The study population was 251 respondents obtained from Prequalified
Contractors, KeNHA Top management (Job group 7-10) and prequalified consultants
who were selected using a stratified random sampling method. The study established
that the performance of roads projects is determined by project communication,
feasibility study, holding seminars and conferences.

Planning

Planning is determining what needs to be done, by whom, and when, in order to fulfill
one‘s assigned responsibility. There are nine major components of the planning phase:
● Objective: a goal, target, or quota to be achieved by a certain time
● Program: the strategy to be followed and major actions to be taken in order to achieve
or exceed objectives
● Schedule: a plan showing when individual or group activities or accomplishments will
be started and/or completed
● Budget: planned expenditures required to achieve or exceed objectives
● Forecast: a projection of what will happen by a certain time
● Organization: design of the number and kinds of positions, along with corresponding
duties and responsibilities, required to achieve or exceed objectives
● Policy: a general guide for decision-making and individual actions
● Procedure: a detailed method for carrying out a policy
● Standard: a level of individual or group performance defined as adequate or
acceptable
The most important responsibilities of a project manager are planning, integrating, and
executing plans. Almost all projects, because of their relatively short duration and often
prioritized control of resources, require formal, detailed planning. The integration of the
planning activities is necessary because each functional unit may develop its own
planning documentation with little regard for other functional units.
Planning, in general, can best be described as the function of selecting the enterprise
objectives and establishing the policies, procedures, and programs necessary for
15
achieving them. Planning in a project environment may be described as establishing a
predetermined course of action within a forecasted environment.
The project‘s requirements set the major milestones. If line managers cannot commit
because the milestones are perceived as unrealistic, the project manager may have to
develop alternatives, one of which may be to move the milestones. Upper-level
management must become involved in the selection of alternatives.
The project manager is the key to successful project planning. It is desirable that the
project manager be involved from project conception through execution. Project
planning must be systematic, flexible enough to handle unique activities, disciplined
through reviews and controls, and capable of accepting multifunctional inputs.
Successful project managers realize that project planning is an interactive process and
must be performed throughout the life of the project.
One of the objectives of project planning is to completely define all work required
(possibly through the development of a documented project plan) so that it will be
readily identifiable to each project participant. This is necessity in a project environment
because:
● If the task is well understood prior to being performed, much of the work can be
preplanned.
● If the task is not understood, then during the actual task execution more knowledge is
gained that,
in turn, leads to changes in resource allocations, schedules, and priorities.
● The more uncertain the task, the greater the amount of information that must be
processed in order to ensure effective performance.
These considerations are important in a project environment because each project can
be different from the others, requiring a variety of different resources, but having to be
performed under time, cost, and performance constraints with little margin for error.
There are two proverbs that affect project planning:
● Failing to plan is planning to fail.
● The primary benefit of not planning is that failure will then come as a complete
surprise rather than being preceded by periods of worry and depression. Without proper
planning, programs and projects can start off ―behind the eight ball.‖ Consequences of
poor planning include:
● Project initiation without defined requirements
● Wild enthusiasm
● Disillusionment
● Chaos
● Search for the guilty
● Punishment of the innocent
● Promotion of the nonparticipants (PMBOK® Guide, 10 Edition, 2009)

16
Novo, Landis and Haley (2017) study investigated on project planning and its role in
the success of project management. The study was carried out to discover project
manager skills together with its competency in leadership and how they can lead to
project success. The study results revealed that planning process are directly related
with the project manager competency. Similarly, the project managers‘ leadership
skills and project success is strongly correlated.
Buba and Tanko (2017) study examined the influence of project planning on quality
performance of construction projects. A total of 43 questionnaires were distributed to 3
key groups of respondents who included Quantity Surveyors, Builders, and Architects
who were project managers in Nigeria. It was established that the ability of a project
manager in giving direction is the best leadership style and contributes to the best
artistic quality of the project and also leads to better inter-functional relationships.
Yang, Huang and Wu (2011) carried out a study on the association among project
planning and project success. The study used questionnaires to measure the leadership
style of the project manager, the success of the project in regard to scope, budget,
quality and client satisfaction. The study findings show that better project management
leadership leads to better project team members‘ relationships. The study also revealed
that teamwork spirit has a statistical significance influence on project performance

Implementation

During project execution, results may require planning updates and rebase lining. This
may include changes to expected activity durations, changes in resource productivity
and availability, and unanticipated risks. Such variances may affect the project
management plan or project documents and may require detailed analysis and
development of appropriate project management responses. The results of the analysis
can trigger change requests that, if approved, may modify the project management plan
or other project documents and possibly require establishing new baselines. A large
portion of the project‘s budget will be expended in performing the Executing Process
Group processes.

Monitoring and Evaluation

Phiri (2015) did a study on how monitoring and evaluation influence project performance
in African Virtual University (AVU), Kenya. Two projects successfully implemented by
AVU, the Multinational Project (MNP) and the Virtual University for Cancer Control
Network (VUCCnet) were analysed through a mixed research design of ex- post facto
and survey to determine a possible M&E- project performance relationship. Spearman

17
correlation showed a positive relationship of 0.6 between M&E and project performance
for both projects. The study concluded that M&E needs to be implemented in full and
systematically in order to influence project performance. Considering that projects are
implemented by institutions that have structures, it is hereby recommended that an M&E
unit should be part of an institution.
Waithera and Wanyoike (2015) in their study looked at how project Monitoring and
Evaluation influence performance of Youth Funded Agribusiness Projects in Bahati Sub-
County, Nakuru County, Kenya. A census was conducted on the target population of 50
agribusiness youth funded group projects. Data was collected through structured
questionnaires. Findings showed that only the training of staff had a statistically
significant influence on project monitoring and evaluation performance of youth funded
agribusiness projects (p value of 0.01, ˂0.05). The study concluded that youth fund
managers should consider offering short, formal monitoring and evaluation training
courses to all youth groups that apply for the funds.
Ngatia (2016) study looked at institutional determinants of participatory monitoring and
evaluation systems implementation among community based development projects in
Kibera Slum, Kenya. This study employed a descriptive survey research design. The
target population was 138 respondents from which same sample of 122 was obtained
from. The study concluded that the factors Influencing Performance of Monitoring and
Evaluation of Government Projects in Kenya have numerous weaknesses, which if not
readdressed will seriously affect the success of the program.
These include funds required in carrying out some running costs of traversing the vast
Narok East Sub County and payments like allowances for M&E committee are
inadequate leading to poor execution of M & E activities.

Monitoring is an aspect of project management performed throughout the project.

Monitoring includes collecting, measuring, and distributing performance information, and
assessing measurements and trends to effect process improvements. Continuous
monitoring gives the project management team insight into the health of the project and
identifies any areas that may require special attention. Control includes determining
corrective or preventive actions or re- planning and following up on action plans to
determine whether the actions taken resolved the performance issue. The Monitor and
Control Project Work process is concerned with:
• Comparing actual project performance against the project management plan;
• Assessing performance to determine whether any corrective or preventive actions are
indicated, and then recommending those actions as necessary;
• Identifying new risks and analyzing, tracking, and monitoring existing project risks to
make sure the risks are identified, their status is reported, and that appropriate risk
response plans are being executed;

18
• Maintaining an accurate, timely information base concerning the project‘s product(s)
and their associated documentation through project completion;
• Providing information to support status reporting, progress measurement, and
forecasting;
• Providing forecasts to update current cost and current schedule information;
• Monitoring implementation of approved changes as they occur; and
• Providing appropriate reporting on project progress and status to program
management when the project is part of an overall program.

Challenges of Project Management

Turner and Muller (2015) observe that those that are involved in the project\ handling,
fail to take a proactive approach to overcoming the uncertainties. As a result of this,
project delays and budget overruns are usually encountered due to an overlook of
potential risk. Insufficient information and ineffective management of project not only
caused project cost overrun, completion delays but also termination before completion.
Non-Governmental Organizations‘ projects continue to be common in every entity of
existence in addition to policy makers to both locally and international developments.
However, the deprived performance of projects and the disappointments of project
appeared to be a common scenario (Gregg & Ana, 2016).
Nearly all the projects were not accomplished in the estimated timeline, quality and
budget (Rotich, 2014). Just as mirrored by Ika, Diallo and Thuillier (2012) ―project
failures have become a routine with majority of the projects working under complexity of
risks and uncertainties, external pressures, unforeseen actions, changing needs,
unreliable restrictions and contradictory resources flow, all these are harmful to projects‘
success in NGO‘s in Nairobi County‖ (pg, 12). Project teams amongst NGOs are faced
daily with complicated tasks associated to project implementation (Achieng, 2016).
These challenges are allied amidst excessive workload, hectic activities, fragmentation
and superficiality.
Several studies have been undertaken on monitoring and evaluation on project
performance. For instance, Rogito (2010) carried out a research on the influence of
monitoring and evaluation on different projects and found out that projects are poorly
implemented because few implementers have trainings in M&E, poorly done baseline
survey study leading to the failure of the project.

19
2.3. Empirical review of the literature

Stakeholder practices

The study conducted by (samuel menza mkutano, 2018), that it is very vital to ensure the
stakeholders are involved in project planning and implementation for the brainstorming
on project ideas. The study concludes that the ways of promoting project ownership and
sustainability by the stakeholders should include: formulation and implementation
processes which satisfy all and stakeholders in a project, paying attention to
stakeholders in order to satisfy those involved or affected, and ensuring maximum
participation of all the stakeholders.

The identification of the direct stakeholders should begin as early as possible in the
planning phase to have an overview of the high number of participants. Their
importance for the project and their possible impact during the project realization should
be analyzed as early as possible in the planning phase. Stakeholder management will
help to coordinate problems and to involve the stakeholders in early stages of the
planning phase. The early stakeholder involvement in planning will not only avoid
conflicts in later stages of planning, it will also enhance the acceptance of the project by
the public (BMVBS, 2012). This could help to reduce the planning duration especially
the duration of the approval phase.

Project planning
BLEN (2019) Lack of effective planning affects effective implementation of donor funded
projects. The study concludes that SCI has well organized project work plan that is
mutually understood by all employees before project implementation. In addition, project
detailed work plan are discussed before project implementation, poor planning in
projects affect projects completion time, cost and its quality, clarity on project work plan
for staff members affect the projects implementation and agreed SCI do not always
implemented projects in time.

Project Implementation
This stage of management brings together the end product. In this stage, three items of
the golden triangle, namely; the cost, the time and the scope have to be seriously
considered. A number of authors say that there could be more advanced factors to
influence the success of a project. Baker, Murphy (1974) and Fisher (1988) says that
the variables for the success of a project are commitment of the team in the project,
efficient cost allocation; required set of skills for the managing team, availability of
financing; proper planning and governing practices, proper documentation and well laid

20
out guidelines to run the project. Pinto and Slevin (1988), added support form
management. Setting informed visions and mission, procuring entity involvement and
properly set practices adds up to the success of a project. There is a different opinion
form one scholar, Lechler (1998), argues that if a team has in place proper strategies for
communication, and properly approved technology, then the project will be successful.

BLEN (2019) concludes in her study that clarity on complex internal and external rules
affects effective project implementation by SCI. The study noted that SCI project staffs
have mutual understanding of internal and external rules and regulations. All project
team clearly understand the expectations of their specific roles and responsibilities with
regard to both internal and external rules and regulations but still the study also noted
that there are staffs who do not understand their expectations with regard to both
internal and external rules and regulations.
(2015 Helgi T Ingason findings) stated that, Standard project management tools and
techniques were applied in many cases: e.g. start-up meetings, scope definition, quality
assessment, defining of a formal project organization, formal project close down,
requirement analysis, execution description, WBS and team enforcement—these were
the most frequently used tools according to the participants. The key success factors in
the implementation were support by the management and direct participation of
management, as well as direct participation of the employees in the implementation
process.

Monitoring and Evaluation

Samuel / 2019/ study findings indicated that monitoring and evaluation of project
activities was carried out to enhance project success. The aggregate mean score for
monitoring and evaluation was 4.12 which indicated that monitoring and evaluation
influenced project performance to a great extent. Correlation and regression analysis
revealed that there was a positive and significant relationship between monitoring and
evaluation and performance of NGOs projects in Nairobi City County, Kenya.

Challenges of project management

The findings of Osama, Salih and Rozzeta (2019), research were identified the top 5
barriers hindering nonprofit organizations in Saudi Arabia from adapting BEMs are the
followings:
1. The lack of a culture of continuous improvement
2. The lack of organization strategy
3. Lack of qualified employees
4. Lack of customer orientation

21
5. The lack of clear organizational roles and responsibilities

Amin Akhavan Tabassia, and others(2018) research recognize that, the following as
the prominent demotivation components affecting the overall performance and
efficiency of project managers in many projects: unclear relationship between standards
and performance, lack of financial incentive strategies; method to align intangible
outcomes, time-consuming decision-making process by clients; remuneration scale;
systematic biases and influence of culture in project outcomes, delay in responding to
request for information; project management maturity at project and organization level,
shortage of skilled labour force; shortage of materials; setting up the key performance
indicators for supplier evaluation, clarity and completeness of technical specifications;
frequent changing orders during execution; and rework activities.

The challenges that organizations face are increasingly related with their ability to
continuously improve their processes, acquire unique skills, difficult to imitate or
replicate and enabling them to achieve high performance and sustained competitive
advantages (Teece, 2007). This factor is also corroborated by the markets speed and
dynamism that make organizations require more methods, processes, techniques and
tools to support and streamline their decision making (Maylor, Brady, Cooke-Davies, &
Hodgson, 2006). Follows that the degree of strategic alignment between organizational
structure and the market will eventually constrain the organization's performance
(Srivannaboon, 2006).

2.4. Conceptual Framework for the Study

The study used the following conceptual framework that shows the interactions of the
key study variables. The independent variables were: Setting of mission and
goal/objective, Project need identification, project planning, project implementation,
project monitoring and evaluation and communication. While dependent variable was
the practices of project management and challenge of project management. It was
hypothesized that these independent variables will have significant influence on
practices and challenge of project management. Structural representation of this model
is illustrated in Figure 2.1.

22
 Conceptual Framework for the Study

Independent variables

Setting mission and

goal/objectives

Stakeholder analysis Dependent variables

Project planning Practices of project management

Challenge of project management

Project
implementation

Project monitoring
and evaluation
23
CHAPTER 3

Methodology of the Research

This chapter presents a description of the research design and the methodology used in
the study. The research method, the sources and types of data, methods of data
analysis are presented in detail.

3.1. Research Design

This study has been designed in such a way to generate both qualitative and
quantitative information as both are relevant for the study. The qualitative research
approach is used to get insight of the respondents on the very ideas of practices and
challenges of project management in the NGO context.
This has given chance for the respondents to express their views and opinions beyond
ticking the structured questionnaire. Thus, interview was used to capture and
summarize the respondents‘ opinions on the use, benefit and challenges of practices
and challenge of project management in their own experiences. On the other hand,
questionnaire was also used for generating quantitative data which can be measurable
to formulate facts which is helpful for generalizing findings.

3.2. Research Method

24
The study focused on the non-governmental organizations practices and challenges of
project management to enhance their organizational effectiveness. Since project
management is a management tool which used by all types of organizations, this study
looks into the practices and challenges of project managements in the non-profit
organizations taking selected NGOs responses. Therefore, in this study, the student
researcher uses descriptive type of analysis as the main focus of the study is to look
into the change in the sector with regards to the understanding the benefit practice and
challenges of project management for the NGOs. Descriptive research is also known as
statistical research, describes data and characteristics about the population being
studied. It enables to answer the question what, who, where, when and how.
Description method is used for frequencies, averages and other statistical calculations.
Often the best approach, prior to writing descriptive research, is to conduct a survey
investigation.

3.3 Data Sources and Data Gathering Tools

The researcher has used primary sources of data to get adequate and relevant
information about the topic.
Primary data sources

Primary data is data collected directly from firsthand experiences. It can be generated
through interviewing people and questionnaire administration.
In this research, the primary data sources are questionnaire and interview. In order to
gather information about practices and challenges of project management from
employees of target NGOs.

3.4. Target Population, sample and Sampling Techniques

3.4.1 Target Population
This study focused only on the charities or NGOS registered as local NGOs and
working in Debre Berhan city administration. Based on the data of Debre Berhan city
administration finance and development office, currently there are 15 registered NGOs
functioning in city administration. From these four of them are religious based NGOs
which operate in the city administration. The rest elven local NGOs which operate in the
city, were the population of the study. Thus 6 local NGOS were selected from the
population based on the following criteria. There were, budget capacity, implemented
projects, religious status and NGOs status/ i.e. locally or internationally/.
Table 1: Summery of NGOs which are currently implementing projects in DBCA

25
No. Name of NGOs capital Status of NGO
allocated
1 Kalehiwot children development 11,690,700.00 Religious
2 Education for sustainable development 16,285,719.70 Non-religious
3 Tesfa Berhan CFDO 13,180,875.00 Non-religious
4 Fana new generation Ethiopia 2,434,514.00 Non-religious
5 Help peoples with disability organization /HPDO/ 12,056,148.14 Non-religious
6 Fawi Ethiopia chapter 1,242,627.90 Non-religious
7 Emanuel development organization 38,243,052.00 Non-religious
8 New Testament /Addis Kidan/ 8,848,350.00 Religious
9 Mulu Wongel 4,999,000.00 Religious
10 Mekane Iyesus 8,272,960.00 Religious
11 Jerusalem children and community development 14,905,660.50 Non-religious
12 Kids care community services support 4,877,316.00 Non-religious
association
13 Vision for Ethiopia 7,679,279.80 Non-religious
14 Women health association Ethiopia 3,097,830.00 Non-religious
15 Hope center 1,954,111.00 Non-religious

The following are non-religious and local NGOs which were selected as sample of the
study. These are; education for sustainable development/ESD/, Tesfa Berhan Child and
Family Development organization/TBCFDO/, Help people with disability
organization/HPDO/, Emanuel development Association/EDA/, Jerusalem children and
community development/JeCCDO/ and Vision for Ethiopia.

3.4.2. Research sampling method

The sampling method used in the research was non –probability sampling method. The
non-probability method targeted on specific individuals; project managers, project
coordinators, field coordinators, project officers, unit heads and supervisors. Mainly non-
probability sampling methods used purposive sampling. According to the definition
given on the IGNOU Quantitative Analysis for Managerial Application (MS8) Booklet 4,
purposive sampling is a nonprobability sampling method where restrictions are put on
the possible inclusion of a member in the sample. Purposive sampling method is used
in many sampling survey as it is designed based on practical considerations.

In this particular study, the researcher used purposive sampling methods as the focus of
the study was mainly on non-governmental organizations practices of strategic planning
process. Thus, the questionnaire developed for the purpose was distributed only for

26
NGOs in six different categories. In addition, people who have close know-how of the
NGOs were selected to provide their opinion through interview using guided checklist.
The population sample was clearly defined using the following selection criteria:
 Local NGOs are legally registered by the CSA law;
 It is currently operational in Ethiopia/ Debre Berhan city administration/; and
 It has been investing more than 7 million birr;
 Non-religious NGOs

3.4.3. Sample Size

Based on the above criterion, the potential respondent organizations were selected from
six local NGOs operating in Debre Berhan city administration. The participants were
purposefully selected from the position of managers, vice managers, program
managers, project coordinators, project officers, unite heads, filed coordinators, and
supervisors. Based on this criteria 36 participants selected from six local NGOs who
operates in Debre Berhan city administration. Then each organization was contacted to
ensure the accessibility of the respondents to share their practices as the main focus is
on the NGOs executives.

Then the questionnaire was distributed to six organizations (i.e. 55% from non-religious
NGOs) which operates in Debre Berhan city administration), as listed in the attachment.
These organizations are engaged on diverse development activities in Debre Berhan
city administration all were categorized as local NGOs.
Interview questions distributed for eighteen program managers, project coordinators,
unit heads and supervisors.

3.5 Data Analysis Method

Data analysis is a process of inspecting, cleaning, transforming and modeling data with
goal of highlighting useful information, suggesting conclusions and supporting decision
making.
The analysis follows the type of data gathered and the research methodology employed
for the analysis. For example, in quantitative research, the information obtained from the
respondents was expressed in numerical form while in qualitative research the
information cannot be numbered.
Thus, the data collected through questionnaire was edited, classified, coded and
encoded into a computer using SPSS software. The frequency and percentage
distribution of the respondents was presented in tabular and/or graphic forms. Then, the
results of the data were described in relation to the objectives of the study and few

27
issues where both qualitative and quantitative date were generated the result was
triangulated to ensure complementarities of ideas. Finally, the conclusion and
recommendations were provided based on the analysis and interpretation of the data.
3.6. Reliability and validity tests
Instrument Reliability
Kothari (2004) defines validity as the extent to which a test to measure what we actually
with the accuracy and precision of a measurement procedure. The questionnaires
reliability was checked by the Cronbach‟s. Alpha test coefficient using SPSS software
and the result will be acceptable and reliable if it measures >= 0. 756. The reliability of
this research questioners were checked by Cronbach‟s Alpha test coefficient using SPSS
software and the result was =0.949. this shows that questioners were relabel and
acceptable for this research.

Instrument Validity

Orodho (2009) defines validity as the accurateness and accuracy of the deductions that
are made on the basis of the study findings. Validity of the research instruments was
done through expert judgment by the supervisor and the researcher to ensure there was
no potential biasing effect of different items on the questionnaire. It also helped
ascertain the feasibility of the study techniques and perfect the questionnaires concepts
and working.

3.7. Ethical Consideration

Ethical consideration is paramount for every study. Ethical issues apply to all research
approaches and to every stage of research that is, in the identification of the research
problem, data collection, data analysis and interpretation, and lastly in the writing and
dissemination of the research (Creswell, 2009). Ethical issues involve matters of
access, ―confidentiality and anonymity of the participants, the participants‘ consent as
well as legal issues like intellectual ownership, confidentiality, privacy, access and
acceptance and deception‖ (Johnson and Christensen, 2008). Since this study
concerned sensitive issues and stakeholder involvement, the highlighted ethical
considerations were adhered to. This involved applying for research permit, informed
consents, acknowledged cited sources, authenticated reporting and confidentiality and
anonymity of the respondents. The respondents were assured of their confidentiality
that no one would be victimized for information he or she provided since the study was
only used for academic purpose.

28
CHAPTER FOUR

Results and discussion

4.1 Introduction
In this study mixed (quantitative and qualitative) research design was used to assess
and describe project management practices and challenges focusing on local NGOs
which are currently operating in Debre Berhan city administration. Accordingly,
quantitative and qualitative data were collected from 6 local NGOs. 35 questioners
properly and neatly collected from 36 proposed participants. From 18 proposed
participants, eighteen participants responded interview questioners properly.
In order to meet the objectives of this study, the research questions were structured in
seven parts: the first part dealt with background information, the second part focused
on mission and objectives, the third one give due attention for stakeholder issues, the
forth one dedicated on planning, fifth one committed on implementation part, six part
focused on monitoring and evaluation and the last one emphasized the challenge of
project management.

29
The result was presented by indicating first the background information about
respondents and their organization, followed by project mission and goal/objective,
stakeholder, planning, implementation, monitoring and evaluation and challenges of
project management. Finally, the quantitative data was triangulated with the findings
from the qualitative part of this study.
4.2. Back- ground Information of respondents and organizations

Under this sub title background information of the respondents explain properly.
Background information of the respondents categorized into two. These are personal
information of the respondents and information about respondent‘s organization.
4.2.1. Personal Information of the Respondents

In this title key personal information of the respondents explained properly. These were,
respondents sex, age, position held in the organization, year of experiences and
educational background.

4.2.1.1. Sex of respondents

Table 2.

Category Frequency Percent

Female 4 11.4
Male 31 88.6
Total 35 100.0
As indicated in table 1, from six local NGOs who participated in this study only 11.4%
were female respondents and the rest 88.6 % of the respondents were male.

4.2.1.2. Age of respondents

Table 3

Category Frequency Percent

21-35 15 42.9
36-45 17 48.6
46-55 2 5.7
56 and above 1 2.9
Total 35 100.0

30
As table 2 indicated, 42.9% of the respondents were under the age category of 21-35,
48.6% of respondents were under age category of 36-45. These data show that 91.5%
of the respondents were under age category of 21-45. Respondents‘ age category
shows that participants are at the age of energetic enough to accomplish to
accomplished their duties with better performance and are able to face any challenges.

4.2.1.3. Position of respondents in the organization

Table 4.
Category Frequency Percent
Project manager 3 8.6
Project coordinator 8 22.9
Project officer 18 51.4
others please specify 6 17.1
Total 35 100.0

Under these questioner, majority of the respondents/ 51.4%/ were project officers
position holders, next project coordinator position has significant share/22.9%/ of the
respondents, only 8.6% of respondents were project managers and 17.1 respondents
have another positions in the organization.

4.2.1.4. Year of experiences

Table: 5.
Category Frequency Percent
less than 3 years 3 8.6
3 to 5 years 10 28.6
more than five years 22 62.9
Total 35 100.0

Among these respondents 62.9% have more than five years‘ experiences, 28.6% of the
respondents were from three to five years‘ experiences and only 8.6% of respondents
have less than three years work experiences. These indicated that most of
respondents/91.5 %/ have acquired different experience on different positions.

4.2.1.5. Is it first experiences

Table 6.
Category Frequency Percent

31
 Yes 7 20.0
No 28 80.0
Total 35 100.0

As the table 4.5 demonstrates 80 % of the respondents were working minimum of more
than one organization and the rest of respondents /20 %/ were first organization since
they employed.

4.2.1.6. Educational Background

Table 7
Category Frequency Percent
diploma level 1 2.9
degree level 18 51.4
Master level 16 45.7
Total 35 100.0

Concerning educational background of the respondents, the above table shows that
51.4 % of respondents were 1st degree holders, 45,7 % of respondents were 2nd degree
holders. This data shows that 97.1 % of respondents were 1st degree holder and above.
The data shows that respondents have had the required qualifications to lead project
management.

4.2.2. Information about the organization

Under this subtitle, key information about the organizations was addressed. Some of
key the information about the organization are year of establishment, main services that
the organization provided for the community, organization size from project
implementation perspective, organization size from total staff number and duration of
project implementation period.

4.2.2.1. Name of the Organization

Questions were collected from thirty-five respondents from the following six local
NGOS. From Education for Sustainable Development, 8 respondents
participated, from Emanuel Development Association, 9 respondents participated, from
Help People with Disability Organization/HPDO/, 2 respondents participated, from
Jerusalem Children and Community Development Organization, 4 respondents

32
participated, Tesfa Berhan Child and Family Development Organization, 9 respondents
participated and from Vision for Ethiopia, 3 respondents participated.

Moreover, eighteen interview questions collected from six local NGOs of

managers‘/program coordinators, project coordinators, unit heads and supervisors.

4.2.2.2. Year of establishments

Three of the respondents did not respond to this question. The rest of respondents
confirmed that these local NGOs were established from 1984 to 2010 years.

4.2.2.3. Main Services Provided by Six Local NGOs

According to respondents, the six local NGOs which operate in the city administration
have been providing the following main services. These are capacity building of
stakeholders, education access and quality, economic empowerment/job
creation/livelihood, disaster risk redaction, community based rehabilitation, disability
issues, child development and wellbeing, child right protection and prevention of child
abuse, women empowerment, environment protection, reduce youth unemployment,
water and sanitation health, agriculture, HIV/AIDS and health, emergency response,
sexual reproductive health and vocational trainings are the summarized services that
are being provided currently by these local NGOs.

4.2.2.4. Size of the project

Table 8.
Category Frequency Percent
1-5 projects 21 60.0
6-10 projects 11 31.4
10-20 projects 1 2.9
Over 20 projects 2 5.7
Total 35 100.0

As table 4.7 displays, 60 % of respondents inveterate that their organization managed 1

to 5 projects, 31.4% of the respondents confirmed that their organization managed 6 to
10 projects and 8.6 % of the respondents confirmed that their organization managed
more than 10 projects.

4.2.2.5. Size of staff

33
 Table 9.
Category Frequency Percent
1-5 people 14 40.0
5-20 people 4 11.4
20-50 people 16 45.7
over 50 people 1 2.9
Total 35 100.0

As table 4.9. shows that, 40% of respondents assured that their organization have 1 to
5 staff size, 11.4 % of respondents responded that their organization has 5 to 20 staff
and 45.7 % respondents assured that their organization staff size was from 20 to 40 and
only 2.9 % respondent responded more than 50 staff with employed in the organization.

4.2.2.6. Age of projects

Table 10

Category Frequency Percent

1-2 years 1 2.9
Above 2 years 34 97.1
Total 35 100.0

As indicated in table 9, 97.1% of respondents replied that they have experience of

executing projects above two years.

The following are the main summary of biographic of respondents and organization.
These are;
 Respondents who were participated on this study has adequate educational back
ground. Respondents positions confirmed that respondents are directly
participated on project management. All most all of the respondents have been
on active working age. 91.5% respondents have more than three years working

34
 experiences and current organization is not the first organization of the
respondents.
 Selected organizations currently implemented different projects. Organization
that participated on this research have been implemented at least two round five-
year strategic plan. Organization have been implemented significant number of
project size and staff number. Last, organization have more than two years‘ age
of implemented projects.
These biographic data of respondents and organizations have significant contribution to
get accurate, timely and experience based information/data which is reliable input for
this research.
4.3. Project goal and objectives

In this sub topic five questions were developed and distributed for respondents. The
questioners focused on mission and goal/ objectives. The respondents were to tick their
response from five options for each questions.

Table 11.

Strongly Strongly
No. Variable disagree disagree neutral Agree agree
The organization has clearly
1 articulated mission/goals 1/2.9%/ 3/8.6/ 7/20%/ 24/68.6%/
All the stakeholders understand
2 the organization‘s mission 1/2.9%/ 4/11.4%/ 8/22.9%/ 16/45.7%/ 6/17.1%/
The development of the
mission, goals and objectives
are based on research and
analysis of the external and
3 internal environment 1/2.9%/ 3/8.6%/ 3/8.6%/ 14/40%/ 14/40%/
The organization has
performance indicators to
measure progress towards the
achievement of the goals and
4 objectives 1/2.9%/ 3/8.6%/ 1/2.9%/ 12/34.3%/ 18/51.4%/
The organization has a written
strategic plan with a clear
5 timeframe 1/2.9%/ 2/5.7%/ 9/25.7%/ 23/65.7%/

35
 As the table shows, most of the organizations have clearly articulated mission
statements. According to the data collected 20% and 68.6% participants agreed and
strongly agreed respectively. Even if organization have clear mission statements,
understanding of respective stakeholders on the mission statement was below seventy
percent. 80% of the respondents responded that their mission, goals and objectives
were developed based on research and analysis of the external and internal
environment. This type of mission, goal and objective development not only scientific
but also important to participate a number of project staff throughout the process. All
these are good for developing sense of ownership throughout the organization.
More than 85% of respondents confirmed that organizations have articulated
performance indicators to measure the progress of goals and objectives. Again more
than 91% of respondents replied that their organization has strategic plan with in clear
time frame.
These questioners‘ respondents show that mission and goals/objectives were clearly
articulated, mission and goals/objectives were developed based on research and
analysis of external environments. Performance indicators were developed and the
organization has strategic plan with define time.

On the another side qualitative data has proven that most project participants were clear
about mission and objective of their organization. To improve understanding on mission
and objectives, more awareness creation session is needed.

The data collected using questioner and interview have similar findings on articulated
mission and objectives, project participants‘ clarity on mission and goal/objectives, way
of developing mission and goal, performance indicator to measure performance and
written strategic plan.

4.4. Stakeholder practices

Table 12.

Strongly Strongly
No. Variable disagree Disagree neutral agree agree
The organization is able to
1 identify key stakeholders. - 1/2.9%/ 5/14.3%/ 9/25.7%/ 20/57.1%/
The results of stakeholder need
assessments are integrated into
2 the planning process. 2/5.7%/ 2/5.7%/ 3/8.6%/ 16/45.7%/ 12/34.3%/

36
 Stakeholders are involved in the
review of the organization‘s
3 mission and strategies. 3/8.6%/ 2/5.7%/ 6/17.1%/ 18/51.4%/ 6/17.1%/
Project priorities are based on
the actual needs of the target
4 groups. 1/2.9%/ 2/5.7%/ 7/20%/ 13/37.1%/ 12/34.3%/
Project priorities and services
are defined in collaboration with
5 the stakeholders. - 2/5.7%/ 7/20%/ 16/45.7%/ 10/28.6%/
The Project is seen as a
valuable resource by the
6 stakeholders - 2/5.7%/ 4/11.4%/ 14/40%/ 15/42.9%/
The project regards its
7 stakeholders as full partners. - 3/8.6%/ 5/14.3%/ 13/37.1%/ 14/40%/
Stakeholders were appropriately
monitored and engaged. 2/5.7%/ 2/5.7%/ 3/8.6%/ 20/57.1%/ 8/22.9%/
stakeholder expectations are
8 appropriately managed. 1/2.9%/ 5/14.3%/ 10/28.6%/ 15/42.9%/ 4/11.4%/

As the data presented 82.8% of respondents either agreed or strongly agreed that their
organization properly identify key stakeholders. 80% of the respondents confirmed that
stakeholder analysis and assessment were integral part of organization planning
process. Regarding stakeholder involvements in development of organization mission
and strategies 51.4% and 17.1% of respondents agreed and strongly agreed
respectively. 17.1% of the respondents were neutral on this issues.
37.1% and 34.3% of respondents agreed and strongly agreed respectively on the
issues that priorities develop based on the actual needs of target community. Significant
number of respondents/ 28.6% were neutral/disagreed and strongly disagreed.

82.9% of respondents assure that their organization project is understood as valuable

resource by their stakeholders. Stakeholders were appropriately monitored and
engaged by their organization according to 80% of respondents. Regarding properly
management of stakeholder expectations 45.8% of the respondents confirmed strongly
dis agreed/disagreed/neutral.

Data collected from interview questioner‘s participants confirmed that stakeholders

properly identified and listed. These were government offices, community/beneficiaries,
donors, business owners, individuals, NGOs, CBOs. Their involvement explains as
fundraising, planning, implementation, monitoring and evaluation, share responsibility

37
 and building ownership. However, stakeholders are criticized for have lack of
commitment.

Both qualitative and quantitative findings revealed that participants understood the
importance of stakeholder identification, participation and monitoring their needs. This
type of stakeholder identification was one of the input to achieve project
objectives/goals.
In the contrary, both qualitative and quantitative research findings confirmed that there
were gaps on stakeholder expectation management and stakeholder commitment.

Researches done on this issues confirmed that ―it is very vital to ensure the
stakeholders are involved in project planning and implementation for the brainstorming
on project ideas. The study concludes that the ways of promoting project ownership and
sustainability by the stakeholders should include: formulation and implementation
processes which satisfy all and stakeholders in a project, paying attention to
stakeholders in order to satisfy those involved or affected, and ensuring maximum
participation of all the stakeholders (samuel menza mkutano, 2018).‖

Another study also stated that ―The identification of the direct stakeholders should begin
as early as possible in the planning phase to have an overview of the high number of
participants. Their importance for the project and their possible impact during the project
realization should be analyzed as early as possible in the planning phase. Stakeholder
management will help to coordinate problems and to involve the stakeholders in early
stages of the planning phase. The early stakeholder involvement in planning will not
only avoid conflicts in later stages of planning, it will also enhance the acceptance of the
project by the public (BMVBS, 2012).‖

The finding of these research proved that stakeholder identification, participation and
monitoring their need were similar results with different research findings.
4.5. Planning practices
Table 13.
Strongly Strongly
No. Variable disagree Disagree neutral agree agree
How would you rate the project
planning process of your
1 project? 2/5.7%/ 4/11.4%/ 20/57.1%/ 9/25.7%/
Project planning aids in
communicating project
2 objectives and strategies and 2/5.7%/ 2/5.7%/ 17/48.6%/ 14/40%/

38
 the ways to achieve them.

Project planning lead to

achievement of project goals of
completion with in time and
3 resource 2/5.7%/ 5/14.3%/ 11/31.4%/ 17/48.6%/
Lack of a work breakdown
structure in project leads to
4 failure of projects 2/5.7%/ 3/8.6%/ 8/22.9%/ 7/20%/ 15/42.9%/
Risk planning motivates
project members and lead to
5 achievement of project goals 1/2.9%/ 3/8.6%/ 5/14.3%/ 17/48.6%/ 9/25.7%/
Members involvements in
budget development and time
estimation motivates them lead
6 to achievement of project goals 1/2.9%/ 7/20%/ 16/45.7%/ 11/31.4%/
How else has planning
7 influenced project performance 1/2.9%/ 1/2.9%/ 3/8.6%/ 18/51.4%/ 12/34.3%/
Does lack of effective planning
have any impact on successful
implementation of project at
8 your organization 1/2.9%/ 1/2.9%/ 3/8.6%/ 14/40%/ 16/45.7%/
Implementation plans are jointly
developed by all the appropriate
9 stakeholders 1/2.9%/ 5/14.3%/ 9/25.7%/ 12/34.3%/ 8/22.9%/

As the above figure shows, 82.8% of respondents have rated either agreed or strongly
agreed their organization project planning process. 48.6% and 40 % of participants
agreed and strongly agreed respectively, that planning is important tool to communicate
project objectives and strategies of the organizations.

As the above figure shows, 20% and 42.9% of respondents agreed and strongly agreed
that lack of work brake down in project leads to failure in their respective organization.

48.6% and 25.7% of participants agreed and strongly agreed respectively that Risk
planning motivates project members and lead to achievement of project goals.

39
 Regarding importance of members‘ involvements in budget development and time
estimation motivates them lead to achievement of project goals, 45.7% and 31.4%
agreed and strongly agreed respectively.

Concerning the influence of planning on project performance, 51.4% and 34.3% of

respondents agreed and strongly agreed respectively.

Regarding the impact of lack of effective planning on the successful implementation of

projects in the organization, 40% and 45.7% of respondents agreed and strongly agreed
respectively.

Concerning, developing implementation plans jointly by all the appropriate stakeholders

34.3% and 22.9% were agreed and disagreed respectively.

Inclusion, the following points are main research findings. Planning is one of
communication tool, planning lead to achievement of project goals, work brake down is
important to project success, risk planning and involvement of concerning bodies on
planning lead to success, planning influences project performance and effective
planning has impact on successful implementation.

Researches findings concluded the following remarks on this issue.

―BLEN (2019) Lack of effective planning affects effective implementation of donor

funded projects. The study concludes that SCI has well organized project work plan that
is mutually understood by all employees before project implementation. In addition,
project detailed work plan are discussed before project implementation, poor planning in
projects affect projects completion time, cost and its quality, clarity on project work plan
for staff members affect the projects implementation and agreed SCI do not always
implemented projects in time.‖

In general, it is possible to conclude that this research finding has similar result that
done by other scholars.

4.6. Implementation practices

Table 14.
Strongly Strongly
No. Variable disagree disagree neutral Agree agree
Is there an organized project
work plan that is mutually
1 understand by all employees in 1/2.9%/ 3/8.6%/ 4/11.4%/ 17/48.6%/ 10/28.6%/

40
 your department before project
implementation starts
Are project detailed work plan
discussed before project
2 implementation 1/2.9%/ 1/2.9%/ 3/8.6%/ 18/51.4%/ 12/34.3%/
Does poor planning in project
affects projects completion time,
3 cost and its quality 1/2.9%/ 2/5.7%/ 6/17.1%/ 8/22.9%/ 18/51.4%/
Does clarity on project work plan
for staff members affect the
4 projects implementation 1/2.9%/ 2/5.7%/ 2/5.7%/ 13/37.1%/ 17/48.6%/
Does your organization have
always implement projects on
5 time 2/5.7%/ 4/11.4%/ 5/14.3%/ 17/48.6%/ 7/20%/
Does your organization
implements project work plan
6 effectively. 1/2.9%/ 4/11.4%/ 3/8.6%/ 18/51.4%/ 9/25.7%/
Does all staff have mutual
understanding of internal and
7 external rules and regulations? 1/2.9%/ 2/5.7%/ 6/17.1%/ 18/51.4%/ 8/22.9%/
All project team clearly
understand the expectations of
their specific roles and
responsibility with regard to both
internal and external rules and
8 regulations. 1/2.9%/ 3/8.6%/ 5/14.3%/ 18/51.4%/ 8/22.9%/
Do you believe that your
organization provides enough
induction on donor and internal
rules and regulations for project
staffs before project
9 implementation. 1/2.9%/ 1/2.9%/ 7/20%/ 16/45.7%/ 10/28.6%/
Do project managers have a
role in facilitating project
10 implementation 1/2.9%/ 2/5.7%/ 5/14.3%/ 7/20%/ 20/57.1%/
Do you think project managers‘
technical capability is significant
11 in project management 1/2.9%/ 2/5.7%/ 15/42.9%/ 17/48.6%/

41
As depicted on the above table 48.6% and 28.6% of participants of the study agreed
and strongly agreed that there was an organized project work plan which is mutually
understand by all employees in their department before project implementation started.

The above table shows that 51.4% and 34.3% of participants agreed and strongly
agreed respectively that project detailed work plan discussed before project
implementation.

Findings of this study indicates that 22.9% and 51.4% of participants agreed and
strongly agreed respectively that does poor planning in project affects projects
completion time, cost and its quality. However, 17.1% respondents were neutral this
indicated that these respondents may have knowledge gap how poor planning affects
time, cost and quality of the project.

As reveled on the above table 37.1% and 48.6% of participants were agreed and
strongly agreed correspondingly that clarity on project work plan for staff members
affect the projects implementation. This shows that majority of respondents/85.7%/
have clear understanding that how staff understanding on organization plan was
important for effective implementation.

Regarding project implementation time, the above table displays that 48.6% and 20% of
respondent agreed and strongly agreed correspondingly. But significant number of
participants/ 17.1% and 14.3%/ either strongly disagreed/disagreed or neutral on this
issue.

As shown on the table above 51.4% and 25.7% of respondents agreed and strongly
agreed respectively on the issues their organization implements project work plan
effectively. But significant number of respondents/ 14.3% and 8.6% / either strongly
disagreed/disagreed or neutral. These data point out that projects are not implemented
effectively and planned.
The above table shows that, 51.4% and 22.9% of respondents agreed and strongly
agreed that, all project team clearly understood the expectations of their specific roles
and responsibility with regard to both internal and external rules and regulations and
staffs have mutual understanding of internal and external rules and regulations.

Findings of this study indicates that 45.7% and 28.6% of respondents agreed and
strongly agreed correspondingly that their organization provides of enough induction on
donor and internal rules and regulations for project staffs before project implementation.
This finding confirmed that majority of the respondents have been understanding about

42
importance of planning orientation of donor and organization policy before
implementation started.

As reveled on the above table, 20% and 57.1% of respondents agreed and strongly
agreed that project managers have a role in facilitating project implementation.

As the above figure shows, 42.9% and 48.6% respondents agreed and strongly agreed
respectively that project managers‘ technical capability is significant in project
management.

Data collected from interviewee were identified the following points as challenge of
implementations. These are budget shortage, stake holder commitment problem,
outbreak and spread of COVID-19, fund scarcity, restricted donor requirement,
corruption, poverty, peace and security problem, ownership problem, delay in fund
release and lack of understandings among stakeholders.
To overcome the challenges, the participants explain the following points. These are;
use COVID-19 preventive mechanisms and discussion held to solve this issues to
increase sense of ownership.
Moreover, project status which are being implemented currently were identified.
According to this data all projects have been implemented in good way except in
eastern Amhara region/Kemissie and North shoa zone/ due to conflict.

On this area researches done by‖ Adan 2012 concluded that the role of project
implementation by project managers and government officials‘ role led to better
performance of projects.‖

Another research done by‖ BLEN (2019) The study concludes that clarity on complex
internal and external rules affects effective project implementation by SCI. The study
noted that SCI project staffs have mutual understanding of internal and external rules
and regulations. All project team clearly understand the expectations of their specific
roles and responsibilities with regard to both internal and external rules and regulations
but still the study also noted that there are staffs who do not understand their
expectations with regard to both internal and external rules and regulations.
(2015 Helgi T Ingason findings) stated that, Standard project management tools and
techniques were applied in many cases: e.g. start-up meetings, scope definition, quality
assessment, defining of a formal project organization, formal project close down,
requirement analysis, execution description, WBS and team enforcement—these were
the most frequently used tools according to the participants. The key success factors in

43
 the implementation were support by the management and direct participation of
management, as well as direct participation of the employees in the implementation
process.‖

One can conclude safely that this research finding have similar result with other
researches that done by other scholars on this issue.
4.7. Monitoring and evaluation practices

Table 15.
Strongly Strongly
No. Variable disagree disagree neutral agree agree
A clearly documented monitoring
and evaluation system exists that
1 guide project implementation. 1/2.9%/ 5/14.3%/ 7/20%/ 14/40%/ 8/22.9%/
There is defined/clear project
monitoring and evaluation staff
2 roles and responsibilities. 2/5.7%/ 11/31.4%/ 15/42.9%/ 7/20%/
Baseline and impact data are
3 collected and analyzed regularly. 3/8.6%/ 4/11.4%/ 10/28.6%/ 12/34.3%/ 6/17.1%/
The organization reports the
project monitoring and evaluation
activities timely for decision
4 makers. 1/2.9%/ 3/8.6%/ 8/22.9%/ 17/48.6%/ 6/17.1%/
Results of evaluation are used to
5 make adjustments to the project 1/2.9%/ 4/11.4%/ 6/17.1%/ 10/28.6%/ 14/40%/
Ongoing monitoring and
6 evaluation 1/2.9%/ 9/25.7%/ 17/48.6%/ 8/22.9%/
Is there a well-defined way of
communicating projects been
7 implemented in your theme 1/2.9%/ 2/5.7%/ 6/17.1%/ 17/48.6%/ 9/25.7%/
Information with regard to project
progress updated is timely
8 communicated 1/2.9%/ 1/2.9%/ 7/20%/ 17/48.6%/ 9/25.7%/

As the above table shows, 40% and 22.9% of the respondents agreed and strongly
agreed that a clearly documented monitoring and evaluation system exists that guide
project implementation in their organization. However, regarding this issue noteworthy
number of respondents/ 17.2 % and 20%/ either strongly disagreed/disagreed or
neutral. This implies that on this specific issue the organization do not have monitoring

44
and evaluation guide line or do not provided proper orientation about the guide line for
their staff.

As reveled on the above table 42.9% and 20% of the respondents agreed and strongly
agreed that there was defined/clear project monitoring and evaluation staff roles and
responsibilities. Yet, 31.4% of participants were neutral on this specific issue, these
responses indicated that in the organization has less attention towards monitoring and
evaluation system.
Finding of this study indicated that 34.3% and 17.1% of respondents agreed and
strongly agreed that baseline and impact data are collected and analyzed regularly.
But, 20% and 28.6% of respondents were either strongly disagree/disagree and neutral
on this issue. This implies that baseline and impact data were not collected and
analyzed regularly.

The above table shows that 48.6% and 17.1% participants agreed and strongly agreed
respectively that the organization reports the project monitoring and evaluation activities
timely for decision makers. In contrast, 11.5% and 22.9% of respondents strongly
disagree/disagree and neutral respectively on the issue. From this. One can infer that
monitoring and evaluation activities were not reported timely for decision makers.

As the above table shows, 28.6% and 40% of participants agreed and strongly agreed
correspondingly that results of evaluation are used to make adjustments to the project.
But 14.3 and 17.1% of respondents strongly disagree/disagree or neutral.

Regarding presences of a well-defined way of communicating projects been

implemented in their theme and timely communicated Information with regard to project
progress updated the findings shows that 48.6% and 25.7% of respondents agreed and
strongly agreed respectively.

Data collected through qualitative methods come up with the following findings
regarding monitoring and evaluation. Some Organizations have monitoring and
evaluation guidance, stakeholder involvement in monitoring and evaluation increase
project performance, monitoring and evaluation is important to make appropriate
correction and improve their performance. But there were some respondents who said
the organization have weak monitoring and evaluation system.

Other researchers research findings regarding monitoring and evaluations.

―Samuel / 2019/ study findings indicated that monitoring and evaluation of project
activities was carried out to enhance project success. The aggregate mean score for

45
 monitoring and evaluation was 4.12 which indicated that monitoring and evaluation
influenced project performance to a great extent. Correlation and regression analysis
revealed that there was a positive and significant relationship between monitoring and
evaluation and performance of NGOs projects in Nairobi City County, Kenya.‖

―Waithera and Wanyoike (2015) in their study looked at how project Monitoring and
Evaluation influence performance of Youth Funded Agribusiness Projects in Bahati Sub-
County, Nakuru County, Kenya. The study concluded that youth fund managers should
consider offering short, formal monitoring and evaluation training courses to all youth
groups that apply for the funds.‖

It is concluded that this research finding have similar result with other researches that
done by other scholars.

4.8. Challenges of project management

Table 16.
Strongly Strongly
No. Variable disagree Disagree neutral agree agree
Lack of Project Management
Skills and training in project
1 management 5/14.3%/ 10/28.6%/ 6/17.1%/ 8/22.9%/ 6/17.1%/
Lack of clearly defined Rules
and procedures for project
2 management 8/22.9%/ 8/22.9%/ 7/20%/ 9/25.7%/ 3/8.6%/
Lack of Clear vision and goals
3 of the project 11/31.4%/ 8/22.9%/ 7/20%/ 4/11.4%/ 5/14.3%/
gaps in defining key
performance indicators, the
4 retrieval, collection, preparation 5/14.3%/ 7/20%/ 10/28.6%/ 11/31.4%/ 2/5.7%/

46
 and interpretation of data for
monitoring and evaluation
Limited resources and
budgetary allocations for
5 monitoring and evaluation 6/17.1%/ 6/17.1%/ 9/25.7%/ 9/25.7%/ 5/14.3%/
Lack of Process for project
knowledge management and
6 capturing lessons learned 9/25.7%/ 7/20%/ 9/25.7%/ 5/14.3%/ 5/14.3%/
Lack of skilled personnel with
7 adequate capacity 5/14.3%/ 10/28.6%/ 6/17.1%/ 7/20%/ 7/20%/
Lacking clear roles and
responsibilities among team
8 members. 4/11.4%/ 9/25.7%/ 4/11.4%/ 12/34.3%/ 6/17.1%/
Lack of effective
communication between
9 stakeholders 4/11.4%/ 10/28.6%/ 5/14.3%/ 7/20%/ 9/25.7%/
Low commitment of
Stakeholders towards planned
10 projects 4/11.4%/ 5/14.3%/ 7/20%/ 10/28.6%/ 9/25.7%/
Lack involvement of end users
11 of project participants 4/11.4%/ 6/17.1%/ 7/20%/ 13/37.1%/ 5/14.3%/
Lack of transparency and
integrity in the procurement
12 process. 5/14.3%/ 11/31.4%/ 10/28.6%/ 7/20%/ 2/5.7%/
Lack of well-prepared contracts
with much detail and clear-
13 documentation 5/14.3%/ 8/22.9%/ 10/28.6%/ 9/25.7%/ 3/8.6%/

Findings of this study indicates that, 22.9% and 17.1% respondents agreed and strongly
agreed respectively on the issue that Lack of Project Management Skills and training in
project management. Nonetheless, 14.3% and 28.6% strongly disagreed and
disagreed respectively on this issue and 17.1% of participants did not identify
themselves nether disagreed nor agreed.

As the findings of this study indicates that, 25.7% and 8.6% respondents agreed and
strongly agreed respectively on the issue that lack of clearly defined Rules and
procedures for project management. Nonetheless, 22.9% and 22.9% strongly
disagreed and disagreed respectively on this issue and 20% of participants did not
identify themselves nether disagreed no agreed.

47
Findings of this study indicates that, 11.4% and 14.3% respondents agreed and strongly
agreed respectively on the issue that Lack of Clear vision and goals of the project.
Nonetheless, 31.4% and 22.9% strongly disagreed and disagreed respectively on this
issue and 20% of participants did not identify themselves nether disagree nor agree.

Findings of this study indicates that, 31.4% and 5.7% respondents agreed and strongly
agreed respectively on the issue that gaps in defining key performance indicators, the
retrieval, collection, preparation and interpretation of data for monitoring and evaluation.
Nonetheless, 14.3% and 20% strongly disagreed and disagreed respectively on this
issue and 28.6% of participants did not identify themselves nether disagree nor agree.

Findings of this study indicates that, 17.1% and 17.1% respondents agreed and strongly
agreed respectively on the issue that Limited resources and budgetary allocations for
monitoring and evaluation. Nonetheless, 25.7% and 14.3 % strongly disagreed and
disagreed respectively on this issue and 25.7% of participants did not identify
themselves nether disagreed nor agreed.

Findings of this study indicates, 14.3 % and 14.3% respondents agreed and strongly
agreed respectively on the issue that lack of Process for project knowledge
management and capturing lessons learned. Though, 25.7% and 20 % strongly
disagreed and disagreed respectively on this issue and 25.7% of participants did not
identify themselves nether disagreed nor agreed.

As the above table shows, 20 % and 20% respondents agreed and strongly agreed
correspondingly on the issue that lack of skilled personnel with adequate capacity.
Nevertheless, 14.3% and 28.6 % strongly disagreed and disagreed correspondingly on
this issue and 17.1% of participants did not identify themselves neither disagreed nor
agreed.

As the finding indicated, 34.3 % and 17.1% respondents agreed and strongly agreed
correspondingly on the issue that lacking clear roles and responsibilities among team
members. Still, 11.4% and 25.7 % strongly disagreed and disagreed correspondingly on
this issue and 11.4% of participants did not identify themselves neither disagreed nor
agreed.

As the finding indicated, 20 % and 25,7% respondents agreed and strongly agreed
correspondingly on the issue that lack of effective communication between

48
stakeholders. Still, 11.4% and 28.6 % strongly disagreed and disagreed
correspondingly on this issue and 14.3% of participants did not identify themselves
neither disagreed nor agreed.

As shown on the above figure, 28.6 % and 25,7% respondents agreed and strongly
agreed respectively on the issue that Low commitment of Stakeholders towards planned
projects. However, 11.4% and 14.3 % strongly disagreed and disagreed respectively on
this issue and 20 % of participants did not identify themselves neither disagreed no
agreed.

As shown on the above figure, 37.1 % and 14.3% respondents agreed and strongly
agreed respectively on the issue that there was problem in involvement of end users of
project participants. Nevertheless, 11.4% and 17.1 % strongly disagreed and disagreed
respectively on this issue and 20 % of participants did not identify themselves neither
disagreed no agreed.

As shown on the above table, 20 % and 5,7% respondents agreed and strongly agreed
respectively on the issue that there was transparency and integrity problem in the
procurement process. Nevertheless, 14.3% and 31.4% strongly disagreed and
disagreed respectively on this issue and 28.6% of participants did not identify
themselves neither disagreed nor agreed.

As reveled on the above table, 25.7 % and 8.6% respondents agreed and strongly
agreed respectively on the issue that lack of well-prepared contracts with much detail
and clear-documentation. Nevertheless, 14.3% and 22.9% strongly disagreed and
disagreed respectively on this issue and 28.6% of participants did not identify
themselves neither disagreed nor agreed.

The variables that focused on the challenge of project management were sum up as
follow. These were;
 On these issues significant number of respondents (from 11.4%/) to (28.6%)
neither agreed nor disagreed on the issues.
 Variables like, lacking clear roles and responsibilities among team members, Low
commitment of Stakeholders towards planned projects and Lack involvement of
end users of project participants were identified as the challenge of project
managements by more than 50% respondents.
 Regarding, Lack of Project Management Skills and training in project
management and lack of skilled personnel with adequate capacity variables,
respondents‘ response did not have significant differences /disagree (42.9 and
agree 40/.

49
Concerning challenge of project management, the following challenges were explained
by the participants through interview. These are; Lack of skill to write proposal and
reports, Deficits/ accumulation of funds, poor planning, lack of proper documentation
and sharing of impacts and staff turnover, Stakeholders commitment to support the
project, Corruption is a challenge to address the community/project beneficiaries, less
focus to monitoring and evaluation, Unable to perform all planned activities timely,
Ineffective monitoring and evaluation system, Shortage of grant and COVID-19.
Participants were explained the impact of these challenges from their organization
perspective. These were;
Less wining proposals, donor dissatisfaction and cut of budgets, less visibility, it affects
the performance, the intended objectives not achieved, Poverty, Ineffective quality,
unable to meet objective of the projects, Inability to address community‘s felt needs,
limited project performance affects community health, income and instability.

To overcome these challenges, participants forwarded the following alternative

solutions. These are; provision of different trainings for staff to fill skill gaps, revision of
plans, automating documentation systems, Frequent discussion with stakeholders, The
organization have to deal with to minimize the challenges and built teamwork as far as
the challenge is within the organization, Through discussion with staff conduct
monitoring and visiting on selected projects, By devising strategies like increasing local
resource mobilization and adherence with COVID 19 protocols involved in economic
support for targets

Research findings on the issues were presented as follow, ―Turner and Muller (2015)
observe that those that are involved in the project\ handling, fail to take a proactive approach to
overcoming the uncertainties. As a result of this, project delays and budget overruns are usually
encountered due to an overlook of potential risk. Insufficient information and ineffective
management of project not only caused project cost overrun, completion delays but also
termination before completion.‖
As stated on these findings, fail to take proactive to overcome uncertainty, which cause for
project delay and budget over run, inefficient information and ineffective management were the
main cause of project management challenge.
―Non-Governmental Organizations projects continue to be common in every entity of existence
additionally to the policy makers in regards to both locally and internationally developments.
However, the deprived performance of projects and the disappointments of project appeared to
be a common scenario (Gregg & Ana, 2016).‖

―The findings of Osama, Salih and Rozzeta (2019), research was identified the top 5
barriers hindering nonprofit organizations in Saudi Arabia from adapting BEMs are the
followings:

50
1. The lack of a culture of continuous improvement
2. The lack of organization strategy
3. Lack of qualified employees
4. Lack of customer orientation
5. The lack of clear organizational roles and responsibilities.‖

This research finding was supported by the research done by different researchers
regarding challenge of project management. To recapitulate the following were
identified challenges of project managements based on the findings. These were,
 Lack of clear roles and responsibilities among team members,
 Low commitment of Stakeholders towards planned projects,
 Lack involvement of end users of project participants,
 Lack of Project Management Skills and training in project management,
 lack of skilled personnel with adequate capacity
 Deficits/ accumulation of funds,
 lack of proper documentation and sharing of impacts,
 staff turnover,
 Corruption is a challenge to address the community/project beneficiaries,
 poor planning and unable to perform all planned activities timely,
 Ineffective monitoring and evaluation system,
 COVID-19 pandemic

Chapter five
Summery, conclusion and recommendations

In this final chapter, summaries of the findings, conclusion and the suggested
recommendations about the practices and challenges of project management in non-
governmental organization in selected local NGO‘s in Debre Berhan city administration
are presented.

51
5.1 SUMMARY OF THE FINDINGS

This section dealt with the summary of the findings generated from data analysis. The
summary was done along with the objectives of the study.

To assess the practices and challenges of project identification and planning in selected
local NGOs which operate in DBCA was the first objective. Clearly articulated mission
and objective/goal developed based on scientific research. Organization staff
participated during the process of mission and objective/goal development.
Organizations have the practices of clearly articulated performance indicators to
measure the progress of goal/objectives. Strategic plans developed properly with clear
time frame. Identification, analysis and assessment of stakeholder were integral part of
planning.
Following these stakeholders participated in reviewing of the organization‘s mission and
strategies, defined project priorities and services.

These help the organization to monitor and engage stakeholder and stakeholder
expectations are appropriately managed as valuable resource. Respondents confirmed
that organizations have good planning process, used planning to communicate
objective and strategies of the organizations. Members involvement, work breakdown
structure and risk planning were lead to success of project. Moreover, effective planning
was important tool to proper utilization of resource and timely implementation.

Second objective was to assess the practices of project implementation in selected local
NGOs that operates in DBCA. Majority of respondents‘ project manager technical
capability and facilitation skill are important points for project management. Organization
provided enough induction on donor and internal rules and regulations. All project teams
have clear understanding about their specific role and responsibility. Clarity on project
work plan for the team significantly project timely implementation. On the another side
poor planning knowingly affect project completion time, incurred high cost and project
quality. There was organized project work plan which mutually understand by all
respective department and project detail work plan discussed before project
implementation.
Third objective assess the practices of project monitoring and evaluation in selected
NGOs in DBCA. Most of respondents confirmed that monitoring and evaluation systems
exist in the organization and staff role and responsibility clearly define. Base line and
impact data were collected and analyzed regularly and reports communicate timely for
decision makers. Ongoing monitoring and evaluation conducted and result of evaluation
were used to made adjustments the project.

52
Objective four focused on to identify major challenges encountered during project
management of selected local NGOs that operate in DBCA. Respondents identified as
challenge of project management in the organizations. These were; lack of skill and
training in project management. Lack of clear role and responsibility among team
members. Lack of effective communication between stakeholders. Low commitment of
stakeholders to wards planned activities. Low participation of end users. There were
Skill gap to write reports and proposals in the organizations. Poor planning, unable to
perform all planned activities, poor documentation system and ineffective monitoring
and evaluation system common hitches in the organizations. COVID-19 pandemic and
deficit/accumulation of fund were another contests of the organization.

5.2 CONCLUSIONS

The major objective of the study is to assess practice and challenge of project
management in NGOs in selected local NGOs in Debre Berhan city administration,
based on the findings the following conclusions are forwarded.

 As noticed from study findings, organization have been clearly articulated

mission objectives/goals and strategies. The project performance indicators were
developing in the organization which help in order to measure progress towards
the achievement of the stated goals and objectives.
 Concerning stakeholders‘ practices, the result indicates that organizations are
able to identify key stake holders. Project priorities and services were defined in
collaboration with stakeholders, stakeholder expectations were not properly
monitored and managed. Stake holders have low commitment of planned
projects
 Results of planning practices, in the organization project planning used to
communicate project objectives and strategies. Work brake down, risk planning
and team members‘ involvements motivates them lead to achievements of
project goals.
 Findings prevails that organization has the following implementation practices.
These were, an organized project work plan that mutually understood by all
employees in each department before project implementation starts.
 Regarding to monitoring and evaluation practices, Organizations have been
install monitoring and evaluation system with clear staff role and responsibility.
Base line and impact data were collected and communicate decision makers.
Result of evaluation used to adjust projects.
 Even if monitoring and evaluation system installed in the organization the system
was not effective as the system.

53
  The following were the main challenges that organizations faced. These were;
 Lack of clear roles and responsibilities among team members,
 Lack of involvement of end users of project participants,
 Lack of Project Management Skills and training in project management,
 lack of skilled personnel with adequate capacity
 Deficits/ accumulation of funds,
 lack of proper documentation and sharing of impacts,
 Corruption is a challenge to address the community/project beneficiaries,
 poor planning and unable to perform all planned activities timely,
 COVID-19 pandemic

5.3 RECOMMENDATIONS

The researcher recommends the following points for better improvement in its future
projects of similar kind, bearing in mind the uniqueness of every project.

 organizations should take into account stakeholder‘s involvement appropriately

by managing stakeholder‘s expectation with need assessment. Moreover, the
project should identify key stakeholders and should consider them as full
partners. This will help the organization in managing achieving the objective of
the project with minimum difficulties.
 The organization should design appropriate strategy to enhance full participation
of end users/ participants.
 Organizations should give attention for monitoring and evaluation system
effectiveness further to established monitoring and evaluation system.
 Organizations should have given due attention to staff capacity building on
different issues
 Last but not least, assessment should be done on commitment problem of
stakeholders to develop appropriate strategy that minimize the problem.

54
Reference
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informal settlements, a case of Undugu Society of Kenya. Retrieved from
http://erepository.uonbi.ac.ke /11295/97492

Adan, I. H. (2012). Influence of stakeholder‘s role on performance of constituencies

development fund projects a case of Isiolo North Constituency, Kenya.
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Tabassia, A. A., et al (November 2018): Challenges for Project Management in the 21st
Century. Tabassi et al.(7th), Kuching, Sarawak, Malaysia (ICBEDC- 21-23)

BLEN, D. (2019): Factors Affecting Successful Implementation of Projects in

International Nongovernmental Organizations in Ethiopia: The case of Save the
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Nyandika, O. F., & Ngugi, K. (2014). Influence of Stakeholders' Participation on
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57
58
Appendix
1. Data collection tools

DEBRE BERHAN UNIVERSITY

FACILITY OF BUSINESS AND ECONOMICS
MASTERS OF BUSINESS ADMINISTRATION

This questionnaire is designed to collect information on practices and challenges of

project management on local NGOs in Debre Berhan city administration. The
information will be used as a primary data for this study which the researcher is
conducting as a partial fulfillment of his study at DBU for completing master of business
administration. Believing that your frank and genuine responses have valuable
contribution to the quality of the findings of this study, the researcher would like to ask
you kindly to complete this questionnaire as truthfully as possible. I would also like to
inform you that the response you provide will be kept confidential. I want to express my
heartfelt thanks in advance for taking part in this endeavor. Abebe Ayal Phone No:
+251911397390/ 0941221083 Email: nigatab21@yahoo.com

SECTION A: BACKGROUND INFORMATION

1. PERSONAL INFORMATION OF THE RESPONDENTS

1. Indicate Gender Male [ ] Female [ ]

2. Indicate your age bracket 21 – 35 [] 36 – 45 []

46 – 55 [ ] 56 and above [ ]
3. Indicate your Position in the organization
Project Manager []

Project Coordinator [ ]
Project Officer []
Others. Please specify -----------------------------------

4. Indicate the number of years of experience

59
 Less than 3 years []

3 to 5 years []
More than 5 years []
5. Is this your first organization?
Yes [ ]

No [ ]
6. Indicate your education background
High School []

Diploma Level []
Degree Level []

Master‘s Degree []
other, please specify ________________________

2. INFORMATION ABOUT THE ORGANIZATION

1. Name of the organization----------------------------------------------------------------------

2. Year of establishment ------------------------------------------------------------------------------
3. Main services that your organization provides to the community------------------------
------------------------------------------------------------------------------------------------------------
---------
4. What is the size of your organization in terms of number of projects per year?
1. 1-5 projects [ ]
2. 6-10 projects [ ]
3. 10 – 20 projects [ ]
4. Over 20 projects [ ]
5. What is the size of your projects staff?

1 – 5 people [ ]
5 – 20 people [ ]
20 – 50 people [ ]
Over 50 people [ ]

6. How old is the biggest project you have executed as an organization?

0 – 1 Years
1 – 2 Years

60
 Above 2 years

SECTION B: PRACTICES OF PROJECT MANAGEMENT

Please select the best scale that best describe your response and put √ mark
Strongly disagree=1 Disagree=2 Neutral=3 Agree=4 strongly Agree=5

No. Project goals and Objectives 1 2 3 4 5

1 The organization has clearly articulated mission/goals
2 All the stakeholders understand the organization‘s mission
3 The development of the mission, goals and objectives are
based on research and analysis of the external and internal
environment
4 The organization has performance indicators to measure
progress towards the achievement of the goals and objectives
5 The organization has a written strategic plan with a clear
timeframe
Stakeholder practices
1 The organization is able to identify key stakeholders.
2 The results of stakeholder need assessments are integrated
into the planning process.
3 Stakeholders are involved in the review of the organization‘s
mission and strategies.
4 Project priorities are based on the actual needs of the target
groups.
5 Project priorities and services are defined in collaboration with
the stakeholders.
6 The Project is seen as a valuable resource by the stakeholders
7 The project regards its stakeholders as full partners.
8 Stakeholders were appropriately monitored and engaged.
9 stakeholder expectations are appropriately managed.
Planning practices
1 How would you rate the project planning process of your
project?
2 Project planning aids in communicating project objectives and
strategies and the ways to achieve them.
3 Project planning lead to achievement of project goals of
completion with in time and resource

61
4
Lack of a work breakdown structure in project leads to
failure of projects
5
Risk planning motivates project members and lead to
achievement of project goals
6 Members involvements in budget development and time
estimation motivates them lead to achievement of project goals
7 How else has planning influenced project performance
8 Does lack of effective planning have any impact on successful
implementation of project at your organization
9 Implementation plans are jointly developed by all the
appropriate stakeholders
Implementation practices
1 Is there an organized project work plan that is mutually
understand by all employees in your department before project
implementation starts
2 Are project detailed work plan discussed before project
implementation
3 Does poor planning in project affects projects completion time,
cost and its quality
4 Does clarity on project work plan for staff members affect the
projects implementation
5 Does your organization have always implement projects on time
6 Does your organization implements project work plan
effectively.
7 Does all staff have mutual understanding of internal and
external rules and regulations?
8 All project team clearly understand the expectations of their
specific roles and responsibility with regard to both internal and
external rules and regulations.
9 Do you believe that your organization provides enough induction
on donor and internal rules and regulations for project staffs
before project implementation.
10 Do project managers have a role in facilitating project
implementation
11 Do you think project managers‘ technical capability is significant
in project management
Monitoring and evaluation
1 A clearly documented monitoring and evaluation system exists

62
 that guide project implementation.
2 There is defined/clear project monitoring and evaluation staff
roles and responsibilities.
3 Baseline and impact data are collected and analyzed regularly.
4 The organization reports the project monitoring and evaluation
activities timely for decision makers.
5 Results of evaluation are used to make adjustments to the
project
6 Ongoing monitoring and evaluation
7 Is there a well-defined way of communicating projects been
implemented in your theme
8 Information with regard to project progress updated is timely
communicated

Challenge of project management

Please select the best scale that best describes your response and put ‟√‟ mark

Strongly disagree=1 Disagree=2 Neutral=3 Agree=4 strongly Agree=5

No. Challenge of project management 1 2 3 4 5

1 Lack of Project Management Skills and training in project
management
2 Lack of clearly defined Rules and procedures for project
management
3 Lack of Clear vision and goals of the project
4 gaps in defining key performance indicators, the retrieval,
collection, preparation and interpretation of data for monitoring
and evaluation
5 Limited resources and budgetary allocations for monitoring and
evaluation
6 Lack of Process for project knowledge management and
capturing lessons learned
7 Lack of skilled personnel with adequate capacity
8 Lacking clear roles and responsibilities among team members.
9 Lack of effective communication between stakeholders
10 Low commitment of Stakeholders towards planned projects
11 Lack involvement of end users of project participants
12 Lack of transparency and integrity in the procurement process.

63
13 Lack of well-prepared contracts with much detail and clear-
documentation

Interview questions

First and for most I like to thank you for your willingness to give respond to my
questions. My name is Abebe Ayal I am a Master of business administration students in
Debre Berhan University collage business and economics. For my project research
work, I study practices and challenge project management on local NGO in Debre
Berhan city administration. Thus, I kindly request your response for the following
questions.

1. Who are the project stakeholders and in what way the project involves these
stakeholders? ______________________________________________-
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________

2. Does the project participants clear about the mission and purpose of the project? -----
---------------------------------------------------------------------------------------------------------------------

3. What are the practices of your organization in handling communication, monitoring

and evaluation factors?--------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------

4. What goes good currently implemented projects?------------------------------------------------

---------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------

5. What are the challenges the project faced during the implementation and how they
are solve? ------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------

64
---------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------

6. What are the projects that you have been involved with your organization projects? --
---------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
7. What is your role? ---------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------
8. What are the major challenge/s related to project management that you have been
involved? -------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
9. What is the impact/s of the mentioned challenges in the project you have been
involved with? -------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------
10. How does the organization deal with those challenges? -------------------------------------
---------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
11. Please mention three of most significant challenging factors among listed in the
questionnaire in your organization project management ------------------------------------------
---------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------------------------
12. What recommendations do you have on what should be do to improve the
performance of Non-government organization projects? ------------------------------------------
---------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------------

65
66
 2. Profile of NGOs working in Debre Berhan city Administration
(According to the data of Debre Berhan finance and development office)

Project
participants Impleme Signatory
No Funding Name of Planned Religion
Name of project Duration ntation government
. organization NGO budget status
Indire area organization
Direct
ct
Region finance and
Kalehiwot Kebele economic
compassion children Sep2019- 500/270
1 child sponsorship 11,690,700.00 03፣04፣0 development, health, religious
International developm Aug2024 m & 230F
& 06 education, women and
ent
children bureaus
Making the First
Zone finance and
International 1000 Days
economic
child Counting! February2018 All
550,284.90 210 development, health
development Nurturing Babies -July2020 kebele
and women and
initiative[ICDI] Toddlers for a
children departments
Better Future
Zone finance and
economic
Birhan Youth
development,
Education Development Skill jan2020- All
PSI 4,954,140.00 500 agriculture, women
for Training Dec2022 kebele
and children and non-
sustainabl entrepreneur
2 vocational and religious
e
technical departments and local
developm
Zone finance and
ent
economic
jan2019- All
ICT 7,114,658.80 4350 development and
dec2021 kebele
education
departments
Solar Learning Region finance and
Ethiopia-solar economic
July2018-
Solar Africa vocational 3,666,636.00 120 development, water
feb,2023
training& and energy and
entrepreneurship vocational and

64
 program technical bureaus

Region finance and

economic
development, health,
Integrated child Kebele non-
child fund July17-June education, women and
3 TBCFDO and family 13,180,875.00 01,08, 02 religious
Ethiopia 2022 children, animal
development & 06 and local
development and
vocational and
technical bureaus
Woreda finance and
addressing socio-
economic
economic Kebele
British oct2018- development, women
challenges 163,258.00 25 02,04 &
Council MAr2020 and children and
through active 06
vocational and
citizenship
technical offices
advance the
inclusion of Woreda finance and
Fana new non-
children with economic
4 generation Dec2018-Nov religious
CSSP disability through 1,119,422.00 300 development,
Ethiopia 2020 and local
active education and women
participation of the and children offices
community
Innovative Kebele Woreda finance and
approach for economic
SYHLA/YNS oct2019- 01፣02፣03
Youth SRH: On 1,151,834.00 5000 development, health
D
line platform for
March 2022 ፣05 and and Youth/culture and
behavioral change 06 sport.
Zone finance and
Promotion of
economic
Inclusive non-
Jan2020- development,
5 ALL WE CAN HPDO Learning through 503,089.00 not listed religious
Dec2020 education and social
Providing relevant and local
and labor affairs
support service
departments

65
 Build the fulfilling
capacity of special
need education
units in selected
primary schools
Zone finance and
for the provision
economic
of specialized
May 2020- All development,
EDTF service s for 3,434,106.00 not listed
April 2022 kebele education and social
neglected children
and labor affairs
with disabilities to
departments
be effectively and
meaningfully
integrated in
regular school
system
The promotion of
inclusion of Zone finance and
children and economic
youths with visual Jan 2019- development,
FFVI 6,455,983.45
impairment in Dec2021 education and social
regular education and labor affairs
& self-supporting departments
activities
Promotion of
Inclusive
Zone finance and
Learning
economic
Light for the Environment for jan2020- All
1,662,970.00 development and
world children with Dec2022 kebele
women and children
disabilities in
departments
regular school
system
Woreda finance and
Beyond Numbers
Fawi economic
-Towards Gender Nov 2019-
6 CSSP Ethiopia 1,242,627.90 development, women
transformation at mar2021
chapter and children and
FAWE Ethiopia
social affairs offices
Emanuel Region finance and
non-
Mention for developm community based jan,2019- 50000 economic
7 25,423,855.00 1000 Kebele 5 religious
mention ent child sponsorship dec2021 0 development, health,
and local
organizati education, women and

66
 on children bureaus

Region finance and

economic
Caring for
Oct2017- development, health,
USID/FHI360 Vulnerable 12,819,197.00
February2022 women and children
Children
and social and labor
affairs bureaus
Zone finance and
religious
Children economic
Compassion Addis jan 2019- and
8 development 8,848,350.00 246 development and
International Kidan dec2023 internatio
project women and children
nal
departments
Zone finance and
religious
Child economic
Compassion Mulu Jan2017- kebele and
9 Development 4,999,000.00 140 development and
International wongeal Dec2021 05 internatio
Project women and children
nal
departments
Region finance and
religious
Child economic
Compassion መካነ Jan1,2016- and
10 Development 8,272,960.00 230 1250 development,
International እየሱስ Project
Dec31,2020
education, women and
internatio
nal
children bureaus
Integrated Zone finance and
Intervention for economic
Ethiopia social protection Kebele development, health,
April2019-
Australia and Livelihood 9,989,787.50 22400 02,06 education, women and
Jerusalem mar2023
Foundation Improvement of and 08 children, social and
children
disadvantaged labor affairs
and non-
groups departments
11 communit religious
Zone finance and
y and local
Engaging economic
developm
community development,
ent sep2018-
SIDA structures towards 4,915,873.00 315 education, women and
Aug2021
sustainable local children and social
development and labor affairs
departments

67
 Zone finance and
Kids care community based economic
communit social service development,
non-
y services program for jan2020- education, women and
12 4,877,316.00 2757 religious
support destitute children, Dec2022 children, social and
and local
associatio elders, youth and labor affairs,
n women vocational and
technical departments
Zone finance and
Child economic non-
covenant Vision for jan2020- Kebele
13 development 7,679,279.80 685 development, health, religious
International Ethiopia Dec2022 09
project education, women and and local
children departments
Women
non-
health aug2020- kebele
14 3,097,830.00 25 religious
associatio jul2023 02
and local
n Ethiopia
Woreda finance and
economic non-
Hope July 2020- kebele
15 1,954,111.00 development and religious
center jun2022 09
women and children and local
offices
149,768,144.35

68