ALOZIE PMT PDG Project

CHAPTER ONE
INTRODUCTION
1.1 Background of study
A resource is an entity that contributes to the accomplishment of project activities
such as manpower, material, money, equipment, time or space Hisman (2015). The
crucial factor in successful implementation of a construction project not only
depends on the quality and quantity of work, but also largely depends on
availability of resources. All activities involved in the project require certain
amount of resources. Each activity is allocated with a specific resource and must be
completed within the time limit, otherwise it may adversely affect the overall
duration of the project. The main objective of any construction project organization
is to utilize the resources to the optimum level. The availability of certain resources
may fluctuate due to various reasons. The intention is not to waste the resources
Hisham (2015), material procurement and storage on construction sites need to be
properly planned and executed to avoid the negative impacts of material shortage or
excessive material inventory on-site. Construction projects contain numerous inter-
dependent and inter-related activities. The fast changing environments of the
present era impose numerous financial, legal, ethical, environmental and logistic
constraints. They interact technically, economically and socially within the
environment as well as with other organisation, structures and systems. These
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projects employ voluminous resources. But they have in-built difficulties,
uncertainties and risks. These pose series of problems concerning resources, like
how much they are required, ‘where they are going to come from’, ‘when they
should be inducted at site’, where they should be housed’, ‘how to optimise their
utilisation’ and ‘when to demobilise’ .In general, construction projects are of high
value, and they employ huge resources of men, materials and machines. Major
works involve heavy investments- say from a hundreds of cores of rupees to a few
thousands of rupees, the use of high level technology and need an open ended
model for effective management of resources. (Ayangade, 2009).Due to the
resource-driven nature of construction management, Resource Management is
really a difficult task. The construction manager must develop a plan of action for
directing and controlling resources of workers, machines and materials in
coordinated and timely manner in order to deliver a project within the frame of
limited funding and time. Hence, aside from a technology and process focus, a
resource-use focus must be adequately addressed in describing a construction
method or operation in a project plan. The construction industry is a sector of the
economy that transforms various resources into constructed, physical, economical
development. (ESTIJ AUG 2012). It embraces the process by which the said
physical infrastructure are planned, designed, procured or produced, altered,
repaired, maintained, and demolished. The industry comprises of organizations and
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persons which include companies, firm and individuals, working as consultants,
main contractors and sub- contractors, material and component producers, plant and
equipment suppliers, builders and merchants. (Martin, Brett 2006)
In general, construction projects are of high value, and they employ huge resources
of men, materials and machines. But they have in built difficulties, uncertainties
and risks. These pose series of problems concerning resource, like how they should
be inducted to site, where they should be housed, how to optimise their utilization
and when to demobilize (ESTIJ AUG 2012).
1.2 Statement of problems
Resources management has been considered to be the major problem on
construction site due to ineffective managing of site during planning and execution
process. The nature of the construction industry is unique in characterized by
complex deployment pattern of resources resulting in risk and uncertainty inherent
in every phase of the project life cycle. In fact a state – of –the art resource
management is essential for a construction project to succeed in fulfilling its
project objectives.
1.3 Aim and objectives of the Study
The aim of this study is to assess the impact of effective management of resource
on project delivery in Imo State using selected projects. To achieve this aim, the
following objectives are to be carried out:
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i. To examine the extent to which human resources management affects
project delivery
ii. To assess the effect of financial resources management on successful project
delivery
iii. To evaluate the effect of procurement management on successful project
delivery
iv. To assess the effect of communication management on successful project
delivery
1.4Research Questions
i. To what extent does human resources management affect project delivery in
Imo State?
ii. To what extent does financial resources management affect successful
project delivery?
iii. To what extent does procurement management affect successful project
delivery?
iv. To what extent does communication management affect successful project
delivery?
1.5 Research Hypotheses
H01: Human resources management does not have significant effect on project
delivery in Imo State
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H02: Financial resources management does not have significant effect on project
H03: Procurement management does not have significant effect on project
H03: Communication management does not have significant effect on project
1.6 Significance of study
Findings from the study would inform these officials on the necessary measures
that to need to be taken to ensure that county project resources are well managed
and push for identification of loopholes in the management of these resources. The
study was crucial in emphasizing the need for established and formalized project
resource plans, schedules and frameworks and systems for ensuring that the
utilization of these resources is monitored and controlled for better project
performance.
The findings would be crucial in highlighting how poor and delayed project
resource allocation has influenced the success of road projects within the county
and measures being undertaken in order to diversify project resource sources
especially when there are delays in disbursements from the national government.
This could guide in the development of adequate project mobilization plans. The
findings could also form a basis for carrying out assessments of project resource
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optimization in the county in order to identify the areas of resource wastage or
underutilization and how the county can deploy its project resources to attain
maximum project outcomes.
The study findings could also assist the policy makers in the national government
such as the Ministry of works that could assist in tightening the prudence
utilization of project resources at the county level in order to seal the loopholes for
project resource misappropriation.
This study would also be fundamental in expanding the body of literature on
project resource management which is scanty and more fundamentally providing a
perspective of the study topic.
The findings from the study would be a point of reference to other researchers who
might be willing to advance on research work of related field or provoke further
research in this area.
1.7 Scope of the Study
1.7.1. Content Scope
The study focused on impact of effective management of resource on project
delivery and approved the variables are Human resources management, financial
resources management, procurement management and communication
management as the independent variable which affect project delivery.
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1.7.2. Geographical Scope
The study was conducted in using selected project in Owerri
1.7.3. Time Scope
The study covered the period two months, from September, 2023 to October, 2023
when the project was implemented which emphasized strengthening functional
units
1.8 Limitation of the study
The major limitation in this study that could be addressed in future research is the
limited access to data.
Limited Access to Data; It was difficult to get respondents from our primary
source of data. This involves the personal interview through questionnaire with
most of the contractors and managers of the three organizations. Most of the times,
when you want to see them. The will either not available or the protocol which you
will pass through before you will be given access to see them. This limitation can
be addressed in future research by redesign or restructure the research in a different
way.
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CHAPTER TWO
LITERATURE REVIEW
2.1 Conceptual Review
2.1.1 Resource Management Practices
Management of resources is the deployment of resources of the organization
effectively and efficiently at the time they are required (Watt, 2007).On basis of
project management, managing of resources is developing of techniques, processes
and philosophies of the most appropriate approach of allotting resources to
activities or tasks of a given project (Maserang, 2012). Management of resources
within a project is inclusive of the procurement and deployment of external and
internal resources that are prerequisite for project delivery. Its major focus is
prioritization when it comes to utilization of resources, monitoring production and
usage of resources and measurement of the effectiveness of resources (Engwall&
Jerbrant, 2003; Petrovic& Van Bruwaene, 2004). According to Frame (2003),
management of resources is an aspect of project planning which converges on
supplies utilized in the production of deliverables of a project. Management of
resources of a project is often inclusive, but not limited to, costs of materials, labor
and equipment within the work of the project (Kerzner & Kerzner, 2017).
Management of resources is a very crucial element in the phase of project planning
since it is inclusive of timeframe and cost of resources utilized in delivering
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individual tasks (Westland, 2007).Thus, managing of resources is a vital part in
project management as it makes sure that implementation of a project is in
accordance with overview and scope ascertained during the phase of planning.
Resource planning is the act of allocating and utilizing resources that include
people, machinery and equipment and its aim is to maximize resource efficiency,
while simultaneously giving an overview of resources’ availability and capacity
(Monk & Wagner, 2012). According to Umble, Haft and Umble (2015) resource
planning involves assigning the right tasks to the right team members at the right
time, so that your project delivers the required outputs, without any delays and
conflicts. Therefore, a proper resource plan will help in reducing budgeting and
help forecasting accurately project expenses and lead to better project performance.
Resource scheduling is a set of actions and methodology used by organizations to
efficiently assign the resources they have to jobs, tasks or projects they need to
complete, and schedule start and end dates for each task or project based on
resource availability (Gordon & Tulip, 2017). Chan, Chua and Kannan (2018)
observe that resource scheduling makes for better time estimates, as it provides one
more metric by which to measure your project schedule. With resource scheduling
comes superior organization for projects, teams, sites, equipment and any other
resource associated with the project. All this sets the stage for an intelligent
distribution of resources among your project tasks. Schwindt (2016) observe that
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resource allocation is the process of assigning and scheduling available resources
in the most effective and economical manner. Projects will always need resources
and resources are scarce. The task therefore lies with the project manager to
determine the proper timing of those resources within the project schedule.
According to Engwall and Jerbrant, A. (2018) resource allocation in project
management is important because it gives a clear picture on the amount of work
that has to be done and allows to plan and prepare for the project’s implementation
or achieving goals which makes it possible to analyze existing threats and risks to
the project resulting to better project performance. Resource monitoring refers to
the process of keeping track of all project-related metrics including team
performance and task duration, identifying potential problems and taking
corrective actions necessary to ensure that the project is within scope, on budget
and meets the specified deadlines (Elonen & Artto, 2019). Lyons, Runge,
Laskowski and Kendall (2019) observe that resource monitoring plays a pivotal
role in determining sustainable abstraction volumes, the feasibility of
developments, and strategy for efficient overall management of the resource.
Therefore, resource monitoring helps project managers to track, analyse and report
on relevant information and data throughout the life cycle of a project.
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2.1.2 Effective Implementation of projects
Project implementation through agile project management is designed to collect
good practices information and lessons learned from previous projects to guide
new projects. This feedback serves as information to manage new projects
effectively and transfer past experiences of past projects for the effectiveness of
new projects. Measuring the effectiveness of such past projects depends on the
existence of a method for measuring their degree of success. The concept appears
simple and straightforward, however many researchers over the years have
attempted to define and measure project success, a difficult and elusive concept
with many definitions (Thomas and Fernandez, 2008). The definition of project
success is ambiguous (Salleh, 2009). Pinto et al (1998) offer two main reasons for
project success ambiguity. First it is still not clear how to measure project success
because project stakeholders perceive project success or failure differently and thus
the outcome differently. Second is that the list of success or failure factors vary in
various studies in literature. (Munns and Bjeirmi 1996; Cooke-Davis 2002) in an
attempt to resolve the ambiguity in defining project success made a distinction
between project success and project management success. They defined project
success to be long-termed in nature oriented towards the expected total life span of
the completed project. Project management success is oriented towards planning
and control in the context of the short term life of the project development and
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delivery. PMBOK (2008) stated that a project is successful if it achieves the triple
objective outcome of within time, scope, and quality. This is the traditional view of
project management as used by Munns and Bjeirmi (1996). It implies the
successful achievement of time, cost and quality objectives, as well as the quality
of the project process (Erling et al, 2006). Turner (2004) identifies on time, within
budget and to specification especially for information technology projects as the
standard for judging success. Erling et al (2006) stated that overall project success
deals with the wider and longer term impact of the project, which means both
project management success and project product success. They noted that project
success can be determined at the end of the project, which means in many cases,
success criteria will be determined months or years after finishing the project,
especially public projects. Baccarini (1999) used the concept project success in a
different approach, viewing it as product success, which implies the quality and
impact of the end product to the end user (in terms of satisfaction of user(s) needs,
meeting strategic organizational objectives, satisfaction of stakeholders’ need)
when a project execution is finished.
2.1.3 Human Resources and project implementation
Human resources in project management comprises of project employees, vendor
staff and subcontract labour. It also means ensuring that they know what needs to
be done, when and how. According to Werner & DeSimone (2006), Human
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Resource Management can be defined as the effective selection and utilization of
employees to achieve the goals and strategies of the organization, and also the
goals and needs of employees. Human Resources is said to be effective when the
available talents and energies of people who are working in an organization
contribute to the creation and realization of the mission, vision, strategy, and goals
of the organization. Thus, human resources could enable the company to create
more value (Hill and Jones, 2004). This is the result why it is vital to manage and
develop human resources effectively in any project organization (Priti, 2004).
Investigations on the link between HRM and project performance has extensively
been done in the US and the UK. Several authors point out that research needs to
be conducted in others contexts (Ericksen & Dyer, 2005; Wright et al., 2005).
Research on HR practices and their link to firm’s performance in most cases do not
address the issue of horizontal integration and vertical alignment. This is centrally
to HRM principle of synergetic relationship among various practices. Indeed there
is a need to have measures of the contribution of synergetic relationship of these
practices to performance of projects. According to Wanyama (2009), the
relationship between HR practices and performance can be investigated in various
ways. First independent HR practices and their contribution to project performance
can be investigated. Importantly, synergetic relationship among the HR variables
and contribution to project performance should be explored. Koca & Uysal (2009)
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researched on HRM practices and firms performance and found out that HRM
practices have a strong relationship with project performance but weak relationship
with market performance. Additionally, Khan (2010) investigated the effects of
HRM practices and found a positive significant relationship between practices and
organizational performance. Uysal and Koca (2009) found out that recruitment,
training and performance based pay all have a significant positive relationship with
project organization performance. Additionally khan (2010) investigated and found
a significant positive relationship between recruitment and selection, training and
development, performance appraisals and compensation on one hand and
organizational performance on the other.
2.1.4 Finances and project implementation
These are the costs associated with the project, they include costs for labour hours,
purchase of software and purchase price for material and equipment required for
the project among others. Project budget is the third constraint included in the iron
triangle of constraints, and one that receives a lot of attention in relation to failed
projects. If the project scope and schedule cannot be altered, then this constraint
will usually need to be altered to allow for project completion (Turner, 2004). The
budget will often be the determining factor in deciding exactly how a project will
be executed, as one of the decisions that may need to be made is whether to buy or
build the solution. Depending on available internal resources and the available
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external offerings, this decision will influence whether a certain service is supplied
internally to the organization or sourced from external contractors and suppliers
(PMI, 2008). Managing the budgetary constraint also involves calculating the
necessary funds pertaining to risk management, it is admittedly difficult to produce
an accurate project cost estimate that takes into account the risks and uncertainties
capable of causing costs overruns (Lester, 1998). If it is deemed that a particular
detrimental scenario has a high probability of occurring during the project
implementation, funds may need to be assigned to diminish or minimize any
potential negative effects. This is usually designated in the budget in the form of a
contingency reserve. The pro ect’s cost management processes are: resource
planning, cost estimation, cost budgeting and cost control (Schwalbe, 2007).
Resource planning involves the processes of determining technology, equipment as
well as personnel. Cost estimation deals with approximations of all the costs for
carrying out all anticipated activities. Once approximations have been made for the
total costs, cost allocation is then made for individual activities through the process
of cost budgeting. After the project has started, it is necessary to control the cost
changes that occur during deployment. There is however a strong interaction and
overlapping of the processes among themselves. One of the most popular methods
of cost control and management according to White’s and Fortune’s empirical
survey is the Activity-Based Costing (White & Fortune, 2002). This is however yet
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to take effect in Africa and Kenya as well. The purpose of ActivityBased Costing
(ABC) is to measure costs and therefore profitability based on the cost of time.
This leads to accuracy in cost tracking as well as measuring resource capacity
excesses and constraints. It also helps to decide what costs contribute to
profitability. The costs of risk mitigation are attributed to appropriate project tasks
and subtracted from project margins (Barkley, 2004). As the name suggests, Cost-
Benefit Analysis identifies, specifies and evaluates a proposal’s costs and benefits
Field & Keller, 1998). It is a typical financial measurement tool, which is also used
to measure organizational value. According to PMI’s survey, Cost-Benefit
Analysis is a tool which is directly related to choosing the best project or finding
the best solution to the project mission. According to Besner & Hobbs (2006) 37%
of respondents of White’s and Fortune’s empirical survey answered that they make
use of Cost-Benefit Analysis in project management (White & Fortune, 2002)
2.1.5 Material Usage Management and Project Performance
Ren et al., 2011 did a survey on material handling in mining the physical
infrastructure in UK. It used a Descriptive research analysis and it was discovered
that a lot of Just-In Time benefits on cost are derived during high inflation
resulting to great rise in the cost of holding stock of materials. It suggested that
companies should be able to focus on planning of materials required, and the time
they are required. The study didn’t show evidently the level of association that
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exist between material consumption and the performance of a project. The study
only focused on materials and performance of construction projects.
Ren et al., (2011) did a survey on effects of planning of materials on project
performance on a number of agricultural organizations. It focused on large scale
agricultural projects that have taken long to be completed in London. This survey
discovered that the management of a project has the main objective attaining the
level of materials the financiers had projected towards that project. With this study,
these expectations cab be articulated in three groups; projects producing favored
performance with least anomalies, projects producing desired outcome within the
anticipated budget, project producing desired outcome contained in the stipulated
time. Nonetheless, the study failed to contemplate a lot of other factors prevailing
and trying to take projects out of their desired outcome.
Sanchezz and Hayas (2018) studied impact of material management on project
delivery. He used descriptive analysis. They discovered that Materials management
is made challenging by price fluctuations, materials shortages, damage and
wastage, delays in supply and lack of storage space. Consequently, they
recommended on adopting ICT-based method in managing materials on
construction projects. They further explored the ICT techniques presently being
used on construction projects. Proper management of the materials used in
construction influences the chances of overall project success in construction
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sector on the basis of productivity, project duration, cost and quality. Wastage of
materials should as well be reduced during construction so that profit in
construction companies can be maximized. The study only recommended on ICT-
based approach as a better way of managing construction materials thus
overlooking other material management practices like proper material planning,
ordering and controlling.
2.2 Theoretical Framework
2.2.1 Theory of Constraints
This is a theory by Goldratt (1984), which maintains that a system is faced by
constraints that limit it from achieving its objectives. Some of these limiting factors
emanate from production, planning, production control, managing a project,
logistics, accounting, and measurement of performance and other paths of business
which might impact on performance. In this theory, constraints define the output of
a given system whether or not they are recognized. The aim of the top management
is finding appropriate ways to minimize the constraints of a system in the
organization. This way the organization can effectively be able to realize its goals
and maximize profits. This theory describes the causes of the system constraints
and also sheds light on the best ways to deal with these constraints (Goldratt,
2006). An organization operates with the help of systems. A system can be
described as a collection of independent and interrelated process which works
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together in generating outputs from inputs when pursuing certain goals. The
limitation for this system is a constraint which prevents the system from its efforts
of achieving organizational goals (Noreen, Smith,& Mackey, 2008). Theory of
constraints is applicable in this study since the planning, scheduling, allocation and
monitoring of project resources are constraints that face project teams in counties
when carrying out road infrastructure projects. The best way to handle such kind of
a problem is to find ways of countering these challenges to remove barriers in
implementing road projects (Ruhl, 2011). Resource management is an important
aspect in executing road projects and should be undertaken in an effective manner
in order to improve success of these endeavors. Among the impediments affecting
success of projects are inadequate resources that are poorly allocated to project
tasks. These limitations highly contribute to failure of project completion resulting
into inefficiencies and delays which might result in increased costs of projects.
2.2.2 Resource Based View Theory
This is a theory by Barney (1991) which indicates that the possession of resources
which are strategic provides a given organization with a superb chance of creating
a competitive advantage over their rivals. This competitive edge can aid the
organization in enjoyment of unassailable profits as when compared to similar
competing groups. Managers of projects have a role of utilizing resources which
are made available throughout the cycle stages of a project in ensuring their
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success as compared to implementation of projects of other institutions as follows;
identification and classification of the resources within the firm, estimation of
capabilities and vulnerabilities in relation to their rivals, identification of
opportunities in ensuring that resources are utilized in a better way, identification
of capabilities of the firm, assessing the ability of resources to generate rent and
how capable they are in terms of maintaining sustainability, selection of a the best
resource exploitation strategy within the firm in relation to its rivals and
identification of gaps in the resources that need to be bridged (Johnstone &
Brenman,1996). This theory is an exploration of the desire for the right form of
planning and implementation of projects on the basis of availability of resources.
Based on this, management makes use of the readily obtainable resources and
utilizing them for maximum success of projects in place. This theory is thus
fundamental as it stresses on the correct form of planning, scheduling, allocation
and monitoring of project resources towards ensuring that projects are successful.
2.2.3 Resource Dependence Theory
This study was based on resource dependence theory by Pfeffer and Salancik
(1978). The theory describes projects as being exposed not only to internal but also
to external contingencies. The contingencies arise because projects depend on the
resources of its environment which are necessary for the project organization to
exist and excel in successful completion of projects. External factors are able to
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control these resources to a certain degree which can influence the behaviour of
project team members and build external dependence. To increase control of power
over resources and ensure successful completion of projects, project organizations
try to minimize their own dependence or increase the dependence of others on
themselves (Ulrich & Barney, 2014). In doing so, resource dependence theory
proposes theoretically and empirically that project organizations concentrate more
on resources which are critical for their long term survival. A good portion of the
work by Pfeffer and Salancik (1978) concentrates on how a project organization
can manage resource dependence on its environment to ensure a successful
outcome. The theory is important because an organisation’s ability to gather, alter
and exploit raw materials faster than competitors can be fundamental to success.
Resources are often controlled by organisations not in the control of the
organisation needing them, meaning that strategies must be carefully considered in
order to maintain open access to resources.
2.3 Empirical Review
Mosago (2013) assessed impacts of financial monitoring on success of programs
undertaken by international NGOs in Kenya. A mixed methods research design
was used. There was a positive link between financial monitoring and programme
performance for INGOs. The study underscored that the programme performance
for INGOs could be greatly improved if on site visits, financial desk reviews and
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periodic financial review meetings were conducted. Financial monitoring needed
to be conducted frequently. Thorough monitoring, reorienting and intensifying
monitoring greatly contributed to more cost-effective, socially effective and
successful programmes. Financial monitoring reduced the chances of funds being
misallocated as they were utilized for the core business of the programs existence.
However, the contextual setting of this study varies as it focuses on projects which
are different from the one being undertaken.
Ochieng (2014) investigated the degree to which resource management influenced
the execution of projects undertaken by mobile communications firms within
Kenya. Study relied upon the design of descriptive survey. Investigations revealed
that enough efforts to monitor and control the project resources ensured that
project funds were spent appropriately as planned and with proper authorization.
The study noted that the tools for monitoring progress and how often financial
auditing and reporting were undertaken helped to eliminate waste and served as a
performance monitoring tool. Financial auditing was found to be very important in
assessing the process and system used in capturing and reporting project costs.
However, the study focused on projects undertaken privately by mobile
communications firms which are different from public road projects undertaken by
Kakamega County hence the findings of the study cannot be automatically
generalized to fit the case under study.
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Kamwana and Muturi (2014) evaluated the level of success of projects which were
financed by World Bank in particular KPLC projects was impacted by financial
monitoring. A descriptive study design was applied. It was established that the
monitoring of financial resources channeled to these projects was positively and
significantly influencing success of the projects. It was highlighted that monitoring
the funds enhanced their wise usage for the envisioned purposes and enhanced the
creation of value for the beneficiaries. Financial resource monitoring ensured that
cases of diversion of project resources to other purposes and interests outside the
project scope and work plans were minimized. Monitoring how the resources were
used ensured that projects were implemented in accordance to the set budget and
time frames. The study underlined the role of unexpected audits where there was
suspicion of resource misuse by financiers. However, the contextual setting of this
study varies and focuses on different projects from the ones considered in this
current study.
Jha and Iyer (2016) assessed the significant dynamics that affected the quality
projects in the industry of construction within India. The study made use of the
design of descriptive survey. It emerged from the research that appropriate
monitoring of project resources and provision of feedback that was timely
regarding assisted in the supervision of the level of workmanship in executing the
projects which improved their quality. Ensuring that all cases of inappropriate use
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of project resources, whether material, labor, plant and machinery or finances were
monitored well and reporting done on time, the anticipated project quality was
attained. However, the study was carried out in a different setting and focuses on
different projects from those considered in this study hence a contextual gap.
2.4 Research gap
While it would be true to say that quite a number of authors have addressed the
issue of resource management, the author feels that the subject of the impact of
effective management of resource on project delivery in Imo State using selected
projects is not well covered. This is due to a number of reasons which create a gap
to be researched on. Many models have been formulated for both resource
planning and leveling and cited by different authors such as Abeyasinghe et al.
(2001); Ballard, (2000); Bandelloni et al. (1994); Easa (1989); Fathi and Afshar
(2008); Garmsiri and Abassi (2012); Hegazy, (1999); Hussain et al. (2014);
Iranagh and Sonmez (2012); Jun (2010); Kastor and Sirakoulis (2009); Leu and
Yang (1999); MacKenzie (2013); Mattila and Abraham (1998a); Mattila and
Abraham (1998b); Yesugey (2014); Reddy and Nagaraju (2015); Schweiz (2014);
Senouci and Adeli (2001); Senouci and Eldin (2004); Son and Mattila (2004); and
Son and Skibniewski (1999). However, all these models have been postulated by
authors from developed countries for their construction industries. This means that
using these models for the Nigeria industry would therefore be misleading. The
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same argument holds for the challenges, barriers and benefits associated with
resource leveling established in this literature review. Further, some of the
challenges, barriers and benefits associated with resource management found in
literature review have been based on the manufacturing sector in the developed
countries.
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CHAPTER THREE
METHODOLOGY
3.1 Research Design
The study adopted a descriptive survey design. This design was preferred because
it was more effective and enabled the researcher to collect relevant data that
answered the research questions. In addition, descriptive research helps to study
and report on the situation as it exists and also helps a researcher in describing the
attitudes, values and characteristics of a phenomenon (Mugenda & Mugenda,
1999). Orodho (2003), states that descriptive survey involves information
collection through interviews or administering questionnaires to a sample
population. This approach enabled the researcher to get an understanding of
assessing the impact of effective management of resource on project delivery in
Imo State using selected projects.
3.3 Target Population
According to Mugenda (2008), the target population is the entire set of similar
items or objects that a researcher identifies in his or her research. The study
targeted the stakeholders of different selected projects in Imo State.
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3.4 Sample Size and Sampling Technique
Sampling is the process through which a researcher identifies the people, places or
things to be studied (Kombo & Tromp, 2006). The study employed random
purposive sampling and snow balling sampling in reaching respondents for the
study. Thus 57 stakeholders of different project constructions were sampled. Due
to large size of the target population, the researcher used the Taro Yamani formula
to arrive at the sample population of the study.
n= N
1+N(e)2
n= 178
1+ 178(0.05)2
= 178
1+ 178(0.0025)
= 123
3.5 Data Collection Instruments
3.5.1 Questionnaire
Both quantitative and qualitative data were collected in this study. The
questionnaire was the instrument for used in collecting primary data from the
stakeholders used. The questionnaire comprised of questions, which were based on
the objectives of this study. The questionnaire entailed both close-ended and open
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ended questions. The questionnaire was divided into two sections, the background
information and the research questions sections. Furthermore, the research
questions section was divided into sections according to the research objectives on
a Likert scale. The advantage of using both structured and unstructured
questionnaires is that they are easier to analyse and also permit greater depth of
response whereby respondents are given responsibility of giving their own
personal response. This helps in minimising subjectivity and makes it possible to
use quantitative analysis.
3.6 Validity and Reliability
In social sciences, measurement issues differ in that they are related to the
quantification of abstract, intangible and unobservable constructs. In many
instances, then, the meaning of quantities is only inferred. Most concepts in the
behavioral sciences have meaning within the context of the theory that they are a
part of. Therefore, the research instruments chosen must be able to measure the
concepts meaningfully, accurately and efficiently.
3.6.1 Validity of the Research Instruments
Validity is the extent to which an instrument is true to what it purports to measure
(Mugenda & Mugenda, 2003). It is an indicator of the extent to which the
inferences made from the research results are accurate and meaningful. The
research instruments were validated in terms of content and face validity. The
28
researcher sought experts‟ opinion in assessing validity of the instrument. The
questionnaire of the pilot study was assessed and weakness identified for example
few blank spaces, inaccurate responses, and in consistency on the instrument. The
questionnaire was then modified accordingly and pretested on subjects who were
not the actual sample. The subjects were encouraged to write comments and
suggestions concerning instructions, clarity and relevance of the statements.
3.6.2 Reliability of the Research Instruments
Reliability refers to the consistency of data arising from the use of a particular
research method. Mugenda and Mugenda (2008), states that reliability is the
measure of the extent to which a research instrument will give the same result
consistently after repeated trials over a period. In this study, split-half method was
used to test the reliability of the research instruments. Tests were divided into two
halves of odd and even items. The sets were then separated into two different
groups. Correlation coefficient for the two sets of scores was calculated to show
the extent to which the two sets of the test provided the same results for internal
consistency of the test
3.7 Data Analysis and Presentation
Because both closed-end and open-end questionnaires were used in the study, both
quantitative and qualitative data was collected. For content analysis, data was
scored by calculating the percentages, mean and frequencies. The Statistical
29
Package for Social Sciences (IBM SPSS Version 23) software was used for this
analysis.
3.7.1 Multiple Linear Regressions
Multiple linear regression (MLR), also known simply as multiple regression, is a
statistical technique that uses several explanatory variables to predict the outcome
of a response variable. The goal of multiple linear regression is to model the linear
relationship between the explanatory (independent) variables and response
(dependent) variables. In essence, multiple regression is the extension of ordinary
least-squares (OLS) regression because it involves more than one explanatory
variable.
Multiple regressions is the most widely used technique in the social sciences for
measuring the impacts of independent (or explanatory) variables on a dependent
variable. Regression—more technically, ordinary least squares (OLS) regression—
generally assumes that the dependent variable is continuous. Yet many of the
dependent variables social scientists wish to study are not continuous. Indeed,
many have only two possible values (an event did, or did not, occur), and are
termed binary (or dichotomous) variables
Formula for multiple regressions
Yi = B0 + B1X1 + B2X2 + … + BnXn + e
30
Where
Yi = dependent variable
Xn = explanatory variable/ independent variable
B0 = intercept
Bn = slope coefficient for each explanatory variable
e = the model error
3.8 Ethical Considerations
Before data collection, the researcher sought authorization from the various project
to carry out research. The researcher also assured the respondents of confidentiality
of the information obtained and farther that the information was solely be used for
the purpose of the study. Individuals will be given the option to refuse to
participate if the so wish. The dignity, privacy and interest of the participants were
treated with utmost respect. Research data from this study was confidential and all
participants remained anonymous. Where required and deemed necessary, due
credit was given to parties contributing to the research. Bryman (2011) states that it
is the researcher bears the responsibility of carefully assessing the possibility that
the research may cause harm to the participants, and to the extent that it is possible,
the possibility of harm should be minimized.
31
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 Demographic Characteristics of our respondents
Fig 1: Age Group
The chart above shows the distribution of the age from the responses of our
respondents, from the chart we can see that we have few respondents who are
within the age group of 31 – 40 years, with most of our respondents being above
40, this shows that our sample is mainly made up experienced and matures
persons.
32
Fig 2: Gender
The chart above showed us the gender distributions from the responses of our
respondents, from the chart we can see that we have more male respondent when
compared to the female respondents, this could be as a result of more men taking
up management opportunities.
Fig 3: Level of Education
33
The chart above shows us the level of education our respondents have attend, from
their responses we can see that most of our respondents have acquired their
bachelor’s degree, followed by those who have their Diploma, then those who have
their Master’s degree and Doctorate degrees.
Fig 4: Field of training
The chart above shows the field where our respondents are currently working in,
the charts shows us that most of our respondents are working in the business
management unit, this is followed by those who works in the project management
unit, this is closes followed by those who are in the building construction unit and
then those who are not working in any of the sectors listed.
34
Fig 5: Years of Experience
The chart above shows us the number of years of experience which our
respondents have in their specific industries, from our respondents we can see that
most of our respondents have 11 -15 years of experience in their industry, this is
followed by those who have less than 5 years of experience, then those who have 6
– 10 years of experience, this is closely followed by those who have above 20
years of experience and finally those who have 16 – 20 years of experience.
4.2 Data Presentation.
This section shows the presentation of data from our respondents, the table shows
us the choices made by my respondents on the different topics and different
questions asked.
35
Our respondents were asked to tick against their choice. e.g “SA-STRONGLY
AGREE”, “A-AGREE”, “N-NOT SURE”, “D-DISAGREE”, “SD-STRONGLY
DISAGREE”
Table 4.1: Human resource management
SA A N D SD
There are qualified and competent employees Working in this
project 28 22 25 23 25
The number of employees for this project are Enough to carry out
all the activities required 30 25 21 27 20
The method used to recruit employees is Effective 23 29 22 34 15
The workers in this project are very much Cooperative 24 28 22 23 26
The management sometimes delegate Authority to the workers 25 21 23 30 24
The workers are competent enough to receive Delegation of
authority 28 25 20 27 23
The employees are trustworthy and can carry Out duties without
close supervision 22 26 34 21 20
The employees are motivated through various Means like better
remuneration, paid Holidays, promotions etc. 31 17 29 23 23
Employees are paid their salaries and wages Promptly 23 16 40 17 27
Internal training of the employees is carried Out from time to
time. 28 34 21 20 20
The table above shows the responses of our respondents on the effect of human
resource management on the delivery of projects in Imo State.
Our respondents were asked to tick against their choices SA, A, N, D, SD.
36
From the table we can see that most of our respondents (28), strongly agreed that
there are qualified and competent employees Working in this project, they also
strongly agreed (30) that the number of employees for this project are Enough to
carry out all the activities required, but they disagreed (34) that the method used to
recruit employees is Effective and agree (28) that the workers in this project are
very much Cooperative.
Most of our respondents (30) disagreed that management sometimes delegate
Authority to the workers, but were not sure (34) whether the employees are
trustworthy and can carry Out duties without close supervision and finally agreed
(34) that Internal training of the employees is carried Out from time to time.
Table 4.2: Financial management
SA A N D SD
Records that relate to finances are kept well 28 32 18 20 25
Financial records are safe from manipulation by unauthorized
persons 21 17 32 21 32
Keeping of records bring about efficiency in Management of
Finances 19 32 26 19 27
There is a budget made for this project 23 24 30 34 12
We have strictly stuck to the budget to this far 25 26 19 30 23
The budget has been helpful in management of finances 23 28 18 27 27
The suppliers and employees are paid their dues in time 24 23 25 25 26
We have not received any complaints from suppliers and
employees as regards payments 27 21 30 24 21
The payments for any transaction is done by IFMIS 20 26 26 27 24
The use of IFMIS for payment is efficient in managing finances 24 27 22 25 25
37
The table above shows the responses of our respondents on the effect of financial
resource management on the delivery of projects in Imo State.
From the responses of our respondents most of them agreed (32) that records that
relate to finances are kept well, most of them strongly disagreed (32) that financial
records are safe from manipulation by unauthorized persons, they also disagreed
(30) that the projects have been strictly done on projects.
From the responses of our respondents they also strongly disagree (26) that
suppliers and employees are paid their dues in time, and they agree (27) that the
use of IFMIS for payment is efficient in managing finances.
Table 4.3: Procurement management
SA A N D SD
Training and Sensitization of officers on procurement act 2005 and
2006 28 18 18 31 28
Officers participation in tendering processes 23 26 21 24 29
Public entities comply with the public procurement procedure 35 19 26 24 19
Procurement entities apply appropriate procurement methods 23 18 29 25 28
Entities use standard tender documents from PPOA 22 28 28 18 27
Procurement staff are qualified and experienced to handle
procurement process 19 28 27 20 29
Procurement officers make informed decisions 22 22 28 27 24
Tender evaluation is conducted by competent persons 25 23 17 26 32
Procurement opportunities are advertised using appropriate medium 27 22 32 23 19
38
There is effective monitoring and auditing 34 14 22 30 23
The table above shows the responses of our respondents on the effect of
procurement management on the delivery of projects in Imo State.
The results from our respondents shows us that most of them strongly disagree (29)
that officers participation in tendering processes, but they strongly agree (35) that
public entities comply with the public procurement procedure, most of them (29)
were not sure when asked if procurement entities apply appropriate procurement
methods.
From the responses of our respondents we can see that most of them strongly
disagree (29) that procurement staff are qualified and experienced to handle
procurement process, most of our respondents also strongly disagreed (32) that
tender evaluation is conducted by competent persons.
Table 4.4: Communication management
SA A N D SD
Communication between management and workers is done through
internal memos 20 28 18 33 24
Use of internal memos to communicate to the workers is found to be
effective 24 33 20 23 23
Information is exchanged between the project managers, county
government managers and other concerned parties through e-mails 25 26 14 28 30
Use of e-mails, texts and telephone calls to communicate to the county 25 33 22 23 20
39
officials and other concerned parties in project management found to
be effective
Both vertical and horizontal channels of communications are employed
while passing information 16 29 30 16 32
Use of both vertical and horizontal channels of communication is
effective in exchanging information among the project team. 19 39 20 23 22
The languages that are being used to communicate is English which
are understood by all and never vernacular 16 28 23 26 30
The use of English has brought about clear understanding of the
information being passed hence effective in Communication 28 25 25 25 20
There has been freedom for everybody in the team to exchange
information without any limitation 33 20 16 26 28
All the recipients of the information do give feedback to ensure
communication process is complete 24 22 22 29 26
The table above shows the responses of our respondents on the effect of
communication management on the delivery of projects in Imo State.
The responses from our respondents show that most of them disagree (28) that
communication between management and workers is done through internal
memos, but they agree (39) Use of internal memos to communicate to the workers
is found to be effective, they also agree (33) that the use of e-mails, texts and
telephone calls to communicate to the county officials and other concerned parties
in project management found to be effective.
40
They also strongly disagree (32) that both vertical and horizontal channels of
communications are employed while passing information but most of them agree
(39) that the use of both vertical and horizontal channels of communication is
effective in exchanging information among the project team, they also strongly
agreed (28) that the use of English has brought about clear understanding of the
information being passed hence effective in Communication.
Finally they disagree (29) that all the recipients of the information do give
feedback to ensure communication process is complete.
4.3 Data Analysis
REGRESSION ANALYSIS
The regression analysis was used to test for any significant impact of our
independent variable on our dependent variable
Human Resources
Table 1: Descriptive Statistics for the Human resource Management
Descriptive Statistics
Std.
Mean Deviation N
Human Resource
3.15 1.401 123
management
There are qualified and
competent employees 2.96 1.451 123
Working in this project
41
The number of
employees for this
project are Enough to 2.85 1.430 123
carry out all the
activities required
The method used to
recruit employees is 2.91 1.324 123
Effective
The workers in this
project are very much 2.99 1.434 123
Cooperative
The management
sometimes delegate
3.06 1.422 123
Authority to the
workers
The workers are
competent enough to
2.93 1.447 123
receive Delegation of
authority
The employees are
trustworthy and can
carry Out duties 2.93 1.325 123
without close
supervision
The employees are
motivated through
various Means like
2.92 1.446 123
better remuneration,
paid Holidays,
promotions etc.
42
Employees are paid
their salaries and wages 3.07 1.380 123
Promptly
Internal training of the
employees is carried 2.76 1.399 123
Out from time to time.
The table above shows us the descriptive analysis from our respondents on the
effect of human resources on the delivery of projects, the table shows us the mean,
standard deviation and number of respondents.
H0: Human resources management does not have significant effect on project
H1: Human resources management has significant effect on project delivery in Imo
State
Table 2: Model Summary for Human Management.

Model Summaryb
Adjusted R Std. Error of Durbin-

Model R R Square Square the Estimate Watson
1 .710a .962 .716 1.390 .208
The table above shows us the model summary for the responses of our respondents
on the significant impact of human resources on the delivery of projects.
43
The R, in the model is the correlation Statistic which is used to test for the strength
of the relation, sine we have an R value of 0.710 we have a strong positive
correlation between our dependent variable (Project delivery) and our independent
variable (human resources), this shows us that better human resources management
leads to better project delivery.
The R square in the model is the test statistic to check how well the independent
variable can predict the variations in the dependent variable, it is used to check if
there exist a relationship between the dependent and independent variables, we
have an R square value of 0.962 which is 96.2% this shows us that the quality of
human resources can predict the project delivery 96.2% with 96.2% accuracy
Conclusion
The results from our analysis show us that human resource significantly affects
project delivery in Imo State.
H0: the regression model is not significant
H1: the regression model is significant
44
Table 3: the ANOVA table for human resources
ANOVA
Sum of
Model Squares df Mean Square F Sig.
1 Regression 23.058 10 2.306 1.194 .003
Residual 216.307 112 1.931
Total 239.366 122
The table above is the ANOVA analysis for the significance of the regression
model
Decision Rule
If the p –value is < 0.05 we reject the null hypothesis
Conclusion
Since the p-value = 0.003 < 0.05 we reject the null and therefore conclude that the
regression model is significant and human resource management significantly
affect project delivery in Imo state.
Table 4: the coefficients of the regression model for Human Resources
Coefficientsa
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 4.361 .908 4.803 .000
There are qualified and competent
-.087 .091 -.090 -.956 .341
employees Working in this project
The number of employees for this -.094 .091 -.096 -1.031 .305
project are Enough to carry out all
the activities required
45
The method used to recruit
.183 .101 .173 1.819 .072
employees is Effective
The workers in this project are very
-.087 .092 -.089 -.946 .346
much Cooperative
The management sometimes
-.223 .093 -.226 -2.386 .019
delegate Authority to the workers
The workers are competent enough
-.001 .088 -.001 -.007 .994
to receive Delegation of authority
The employees are trustworthy and
can carry Out duties without close .024 .100 .023 .240 .811
supervision
The employees are motivated
through various Means like better
-.030 .089 -.031 -.341 .733
remuneration, paid Holidays,
promotions etc.
Employees are paid their salaries
-.136 .097 -.134 -1.404 .163
and wages Promptly
Internal training of the employees is
.057 .094 .057 .603 .548
carried Out from time to time.
a. Dependent Variable: Human Resource management
The table above shows the coefficients of the regression model for the impact of
human resources management on project delivery.
It shows us the independent variables in the model that significantly affects the
dependent variable.
46
Financial Management
Table 5: the descriptive statistics for financial resource management

Std.
Mean Deviation N
Financial Management 2.70 1.390 123
Records that relate to
2.85 1.464 123
finances are kept well
Financial records are
safe from manipulation
3.21 1.416 123
by unauthorized
persons
Keeping of records
bring about efficiency
3.02 1.388 123
in Management of
Finances
There is a budget made
2.90 1.270 123
for this project
We have strictly stuck
3.00 1.426 123
to the budget to this far
The budget has been
helpful in management 3.06 1.445 123
of finances
The suppliers and
employees are paid 3.05 1.425 123
their dues in time
47
We have not received
any complaints from
suppliers and 2.93 1.392 123
employees as regards
payments
The payments for any
transaction is done by 3.07 1.368 123
IFMIS
The use of IFMIS for
payment is efficient in 3.00 1.426 123
managing finances
effect of financial resources on the delivery of projects; the table shows us the
mean, standard deviation and number of respondents.
H0: Financial resources management does not have significant effect on project
H1: Financial resources management has significant effect on project delivery in
Imo State
Table 6: Model Summary for Financial Management.

Model Summary
1 .779 .878 .794 1.394 2.251
on the significant impact of financial resources management on the delivery of
projects.
48
The R in the model is the correlation Statistic which is used to test for the strength
variable (financial resources management), this shows us that better financial
resources management leads to better project delivery.
financial resources management can predict the project delivery with 87.8%
accuracy
Conclusion
The results from our analysis show us that financial resource management
significantly affects project delivery in Imo State.
Table 7: the ANOVA table for financial resources management
ANOVAa
Sum of
1 Regression 18.364 10 1.836 .946 .005b
Residual 217.506 112 1.942
Total 235.870 122
a. Dependent Variable: Financial Management
model
Decision Rule
49
Conclusion
regression model is significant and financial resource management significantly
Table 8: the coefficients of the regression model for Financial Resources

Coefficientsa
1 (Constant) 2.221 .922 2.409 .018
Records that relate to
-.130 .090 -.137 -1.444 .152
finances are kept well
Financial records are
safe from manipulation
-.015 .095 -.016 -.160 .873
by unauthorized
persons
Keeping of records
bring about efficiency
.009 .094 .009 .099 .922
in Management of
Finances
There is a budget made
.041 .107 .038 .384 .702
for this project
We have strictly stuck .153 .092 .156 1.663 .099
to the budget to this far
50
The budget has been
helpful in management -.088 .092 -.092 -.961 .339
of finances
The suppliers and
employees are paid -.037 .093 -.038 -.401 .689
their dues in time
We have not received
any complaints from
suppliers and .057 .094 .058 .611 .543
employees as regards
payments
The payments for any
transaction is done by .210 .101 .206 2.085 .039
IFMIS
The use of IFMIS for
payment is efficient in -.045 .094 -.046 -.481 .632
managing finances
a. Dependent Variable: Financial Management
financial resources management on project delivery.
dependent variable.
51
Procurement Management
Table 9: Descriptive Statistics for the Procurement resource Management
Std.
Mean Deviation N
Procurement
2.98 1.385 123
Management
Training and
Sensitization of officers
3.11 1.492 123
on procurement act
2005 and 2006
Officers participation in
3.08 1.452 123
tendering processes
Public entities comply
with the public 2.78 1.440 123
procurement procedure
Procurement entities
apply appropriate 3.14 1.416 123
procurement methods
Entities use standard
tender documents from 3.00 1.408 123
PPOA
Procurement staff are
qualified and
3.10 1.399 123
experienced to handle
procurement process
Procurement officers
make informed 3.07 1.380 123
decisions
52
Tender evaluation is
conducted by 3.14 1.500 123
competent persons
Procurement
opportunities are
2.88 1.365 123
advertised using
appropriate medium
There is effective
2.95 1.492 123
monitoring and auditing
effect of procurement management on the delivery of projects; the table shows us
the mean, standard deviation and number of respondents.
H0: Procurement management does not have significant effect on project delivery
in Imo State
H1: Procurement management has significant effect on project delivery in Imo

State
Table 10: Model Summary for Procurement Management.

Model Summaryb
1 .768 .872 .711 1.392 2.097
b. Dependent Variable: Procurement Management
on the significant impact of procurement management on the delivery of projects.
53
The R, in the model is the correlation Statistic which is used to test for the strength
variable (procurement management), this shows us that better procurement
management leads to better project delivery.
procurement management can predict the project delivery with 87.2% accuracy
Conclusion
The result from our analysis shows us that procurement management significantly
affects project delivery in Imo State.
Table 11: the ANOVA table for procurement management

ANOVAa
Sum of
1 Regression 16.852 10 1.685 .869 .564
Residual 217.115 112 1.939
Total 233.967 122
54
a. Dependent Variable: Procurement Management
model
Decision Rule
Conclusion
regression model is significant and procurement management significantly affect
project delivery in Imo state.
Table 12: the coefficients of the regression model for Procurement management
Coefficientsa
1 (Constant) 4.868 .987 4.931 .000
Training and
Sensitization of officers
.044 .087 .047 .508 .612
on procurement act
2005 and 2006
Officers participation in
-.032 .089 -.033 -.353 .725
tendering processes
Public entities comply -.100 .090 -.104 -1.108 .270
with the public
procurement procedure
55
Procurement entities
apply appropriate -.076 .092 -.078 -.833 .407
procurement methods
Entities use standard
tender documents from -.177 .093 -.180 -1.902 .060
PPOA
Procurement staff are
qualified and
-.151 .095 -.153 -1.591 .114
experienced to handle
procurement process
Procurement officers
make informed -.125 .093 -.124 -1.336 .184
decisions
Tender evaluation is
conducted by -.026 .087 -.029 -.305 .761
competent persons
Procurement
opportunities are
.033 .096 .033 .349 .728
advertised using
appropriate medium
There is effective
-.012 .086 -.013 -.143 .887
monitoring and auditing
a. Dependent Variable: Procurement Management
procurement management on project delivery.
dependent variable.
Communication Management
56
Table 13: Descriptive Statistics for the Communication management
Std.
Mean Deviation N
Communication
2.85 1.353 123
Management
Communication
between management
3.11 1.390 123
and workers is done
through internal memos
Use of internal memos
to communicate to the
2.90 1.411 123
workers is found to be
effective
Information is
exchanged between the
project managers,
county government 3.10 1.495 123
managers and other
concerned parties
through e-mails
Use of e-mails, texts
and telephone calls to
communicate to the
county officials and 2.84 1.381 123
other concerned parties
in project management
found to be effective
57
Both vertical and
horizontal channels of
communications are 3.15 1.385 123
employed while passing
information
Use of both vertical and
communication is
2.92 1.359 123
effective in exchanging
information among the
project team.
The languages that are
being used to
communicate is English
3.21 1.380 123
which are understood
by all and never
vernacular
The use of English has
brought about clear
understanding of the
2.87 1.402 123
information being
passed hence effective
in Communication
There has been freedom
for everybody in the
team to exchange 2.97 1.541 123
information without
any limitation
58
All the recipients of the
information do give
feedback to ensure 3.09 1.432 123
communication process
is complete
effect of communication management on the delivery of projects, the table shows
us the mean, standard deviation and number of respondents.
H0: Communication management does not have significant effect on project
H1: Communication management has significant effect on project delivery in Imo
State
Table 14: Model Summary for Communication Management.
Model Summaryb
1 .801 .961 .886 1.294 1.753
b. Dependent Variable: Communication Management
on the significant impact of communication management on the delivery of
projects.
The R in the model is the correlation Statistic which is used to test for the strength
variable (communication management), this shows us that better communication
management leads to better project delivery.
59
communication management can predict the project delivery with 88.6% accuracy
Conclusion
The results from our analysis show us that communication management
significantly affects project delivery in Imo State.
Table 15: the ANOVA table for communication management

ANOVAa
Sum of
1 Regression 35.974 10 3.597 2.150 .006
Residual 187.392 112 1.673
Total 223.366 122
a. Dependent Variable: Communication Management
model
Decision Rule
Conclusion
regression model is significant and communication management significantly
60
Table 16: the coefficients of the regression model for Communication management
Coefficientsa
1 (Constant) 2.262 .826 2.739 .007
Communication
between management
-.128 .091 -.131 -1.402 .164
and workers is done
through internal memos
Use of internal memos
to communicate to the
.164 .084 .171 1.955 .053
workers is found to be
effective
Information is
exchanged between the
project managers,
county government -.043 .080 -.048 -.540 .591
managers and other
concerned parties
through e-mails
Use of e-mails, texts .128 .089 .130 1.440 .153
and telephone calls to
communicate to the
county officials and
other concerned parties
in project management
found to be effective
61
Both vertical and
communications are -.147 .086 -.151 -1.707 .091
employed while passing
information
Use of both vertical and
communication is
.029 .089 .029 .323 .747
effective in exchanging
information among the
project team.
The languages that are
being used to
communicate are
.189 .095 .193 1.991 .049
English which are
understood by all and
never vernacular
The use of English has
brought about clear
understanding of the
-.152 .085 -.157 -1.794 .076
information being
passed hence effective
in Communication
There has been freedom -.056 .081 -.064 -.691 .491
for everybody in the
team to exchange
information without
any limitation
62
All the recipients of the
information do give
feedback to ensure .213 .086 .226 2.479 .015
communication process
is complete
a. Dependent Variable: Communication Management
communication management on project delivery.
dependent variable.
63
CHAPTER FIVE
DISCUSSION, CONCLUSION AND RECOMMENDATION
5.1 Introduction
This chapter gives the summary of the study findings, discussions of the research
findings where the findings are compared with the findings of other relevant
studies which were earlier carried out, conclusions that were drawn by the
researcher according to the findings of the study and the recommendations made
by the researcher for the status improvement. The study further illustrates the
recommendations that can be adopted by the relevant authority to ensure effective
management practices on project performance. The researcher also recommends
the study for further studies.
5.2 Summary of the Study Findings
The study was conducted to assess the influence of effective management practices
on project performance. The specific objectives of the study included; to evaluate
the extent at which effective Human Resource Management influences project
performance; to examine the influence of effective Financial Management on
project performance; to establish the influence of effective Procurement
Management on project performance; and to assess how effective Communication
Management influences project delivery. Descriptive statistics using bar chart of
responses were obtained.
64
5.3 Conclusion
From the responses gathered from project team, there was a strong appreciation of
management practices and its effect on project performance within the industry.
With regards to the specific project management practice issues, there was
unanimous agreement on each on project performance. For instance, many of the
respondents indicated that there was no effective regular monitoring and auditing
of projects thus has a significant effect on project performance.
Majority of the respondents cited that there were failures in project delivery time
lines. For example many noted that this was as a result of delays in getting
resources and shortage of finances to be major causes of project delivery time
overrun. Proper project planning and budgeting with regular project review
becomes necessary for effective project performance.
From the above findings it was concluded that qualified and competent employees,
adequate number of staff, cooperation amongst staff was good and delegation of
authority to staff should be encouraged. Management method of recruiting
employees should clearly be understood by candidates, be open to public scrutiny,
give equal opportunity for selection on merit and ability; on level of motivation
they should show staff clear expectations, valued, trusted, encouraged and
motivated to give their best including paying their salary and wages promptly.
65
The findings indicate that people who are managed well will give their best to
support management mission. The study acknowledges the importance of effective
financial management in terms of ensuring finance record safety, project budgeting
and use of IFMIS in financial transactions. However, a lot need to be done in terms
of project budget controls to prevent cost overruns. To be looked at also is the
causes of delay of payment to suppliers.
On effective procurement management the study acknowledges the importance of
skilled and competent employees in procurement management. In Public
Procurement Procedures and regulations, mechanisms need to be put in place to
ensure compliance. Competence of employees involved in tender evaluations
should be improved. Monitoring and auditing of projects should be done and
procurement opportunities should be advertised using appropriate methods.
The study acknowledges the role of effective communication of using appropriate
means to reach the project team such as internal memos, vertical and horizontal
channels of communication, sharing of ideas and communicating in the language
clearly understood by everybody in the project team.
5.4 Recommendation
As a result of these study findings, the researcher put forward the following
recommendations: It is important to deploy qualified and competent employees,
adequate number of staff, ensure cooperation amongst staff and delegation of
66
authority to staff should be encouraged. The organizations to improve on
recruitment procedures which should clearly be understood by candidates be open
to public scrutiny, give equal opportunity for selection on merit and ability.
On low level of motivation management should show staff clear expectations,
value, trust and encourage them so as to enhance motivation and overcome delay
of salary and wages payment challenges.
On effective financial management organizations should improve on project
budget controls and prompt payment to contractors. Supply of project resources
supply should also be improved to overcome project delivery timelines and cost
overruns. Expand the use IFMIS in financial transactions to enhance efficiency.
The organization is advised to train procurement staff on evaluation of tenders. It is
also use appropriate methods of procurement opportunities and to undertake
regular monitoring and auditing of projects. To Improve on In Public Procurement
Procedures and regulations compliance, put in place appropriate mechanisms.
Monitoring and auditing of projects should be done regularly and procurement
opportunities should be advertised using appropriate methods.
On effective communication the transfer of information amongst the project team
organization to improve on the use internal memos, vertical and horizontal
channels of communication, sharing of ideas and communicating in the language
67
clearly understood by everybody in the project team. Staff should be facilitated to
have computers and internet services for email communication.
5.6 Recommendations for Further Research
Further research should be undertaken on the following areas: effective Human
Resource Management influences on project performance; influence of effective
Financial Management on project performance; influence of effective Procurement
Management on project performance; effective Communication Management
influences project performance since the study findings on each and every research
question indicate just a mere extent of agreement on influence on project delivery.
68
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Appendix
Department of Project management

technology
Federal University of Technology
P.M.B 1526, Owerri
Imo State
Dear Respondents
I am Alozie Okwukwe Princewill, from Federal University of technology, pursuing

a Post graduate diploma in Project management technology. I’m interested in
learning more about impact of effective management of resource on project
delivery in Imo State using selected projects. I will ask you several questions.
The information you provide will be used to develop better education programs for
construction stakeholders. DO NOT write your name on this questionnaire. The
answers you give will be kept strictly confidential; they will only be used for
statistical analysis. No one will know what you write. Answer the questions based
on what you really do and to the best of your ability. Completing the survey is
voluntary. If you don’t want to answer a question, just leave it blank.
Yours faithfully
…………………………………….
74
Questionnaires
Section A: Demographic Characteristics of our respondents
1. Age Group
31-40
41-50
Above 50
2. Gender
Male
Female
3. Level of Education
Diploma
Bachelor’s degree
Master’s degree
Doctorate degree
4. Field of training
Business management
Project management
Building construction
5. Years of Experience
1-5 yrs
6.10 yrs
11-15 yrs
16-20 yrs
75
Above 20 yrs
Section B: Human resource management

SA A N D SD
There are qualified and competent employees Working in this
project
The number of employees for this project are Enough to carry out
all the activities required
The method used to recruit employees is Effective
The workers in this project are very much Cooperative
The management sometimes delegate Authority to the workers
The workers are competent enough to receive Delegation of
authority
The employees are trustworthy and can carry Out duties without
close supervision
The employees are motivated through various Means like better
remuneration, paid Holidays, promotions etc.
Employees are paid their salaries and wages Promptly
Internal training of the employees is carried Out from time to
time.
Section C: Financial management

SA A N D SD
Records that relate to finances are kept well
Financial records are safe from manipulation by unauthorized
persons
Keeping of records bring about efficiency in Management of
Finances
There is a budget made for this project
We have strictly stuck to the budget to this far
76
The budget has been helpful in management of finances
The suppliers and employees are paid their dues in time
We have not received any complaints from suppliers and
employees as regards payments
The payments for any transaction is done by IFMIS
The use of IFMIS for payment is efficient in managing finances
Section D: Procurement management
SA A N D SD
Training and Sensitization of officers on procurement act 2005 and
2006
Officers participation in tendering processes
Public entities comply with the public procurement procedure
Procurement entities apply appropriate procurement methods
Entities use standard tender documents from PPOA
Procurement staff are qualified and experienced to handle
procurement process
Procurement officers make informed decisions
Tender evaluation is conducted by competent persons
Procurement opportunities are advertised using appropriate medium
There is effective monitoring and auditing
Section E: Communication management

SA A N D SD
Communication between management and workers is done through
internal memos
Use of internal memos to communicate to the workers is found to be
effective
Information is exchanged between the project managers, county
77
government managers and other concerned parties through e-mails
Use of e-mails, texts and telephone calls to communicate to the county
officials and other concerned parties in project management found to
be effective
Both vertical and horizontal channels of communications are employed
while passing information
Use of both vertical and horizontal channels of communication is
effective in exchanging information among the project team.
The languages that are being used to communicate is English which
are understood by all and never vernacular
The use of English has brought about clear understanding of the
information being passed hence effective in Communication
There has been freedom for everybody in the team to exchange
information without any limitation
All the recipients of the information do give feedback to ensure
communication process is complete
78

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CHAPTER ONE

1.1 Background of study

A resource is an entity that contributes to the accomplishment of project activities

crucial factor in successful implementation of a construction project not only

availability of resources. All activities involved in the project require certain

Hisham (2015), material procurement and storage on construction sites need to be

excessive material inventory on-site. Construction projects contain numerous inter-

dependent and inter-related activities. The fast changing environments of the

constraints. They interact technically, economically and socially within the

environment as well as with other organisation, structures and systems. These

model for effective management of resources. (Ayangade, 2009).Due to the

resource-driven nature of construction management, Resource Management is

directing and controlling resources of workers, machines and materials in

resource-use focus must be adequately addressed in describing a construction

method or operation in a project plan. The construction industry is a sector of the

economy that transforms various resources into constructed, physical, economical

physical infrastructure are planned, designed, procured or produced, altered,

repaired, maintained, and demolished. The industry comprises of organizations and

equipment suppliers, builders and merchants. (Martin, Brett 2006)

and when to demobilize (ESTIJ AUG 2012).

1.2 Statement of problems

Resources management has been considered to be the major problem on

process. The nature of the construction industry is unique in characterized by

complex deployment pattern of resources resulting in risk and uncertainty inherent

management is essential for a construction project to succeed in fulfilling its

1.3 Aim and objectives of the Study

following objectives are to be carried out:

ii. To assess the effect of financial resources management on successful project

iii. To evaluate the effect of procurement management on successful project

iv. To assess the effect of communication management on successful project

i. To what extent does human resources management affect project delivery in

ii. To what extent does financial resources management affect successful

iii. To what extent does procurement management affect successful project

iv. To what extent does communication management affect successful project

1.5 Research Hypotheses

delivery in Imo State

delivery in Imo State

H03: Procurement management does not have significant effect on project

delivery in Imo State

H03: Communication management does not have significant effect on project

delivery in Imo State

1.6 Significance of study

utilization of these resources is monitored and controlled for better project

and measures being undertaken in order to diversify project resource sources

maximum project outcomes.

project resource misappropriation.

This study would also be fundamental in expanding the body of literature on

project resource management which is scanty and more fundamentally providing a

perspective of the study topic.

might be willing to advance on research work of related field or provoke further

research in this area.

1.7 Scope of the Study

1.7.1. Content Scope

The study focused on impact of effective management of resource on project

resources management, procurement management and communication

management as the independent variable which affect project delivery.

The study was conducted in using selected project in Owerri

1.7.3. Time Scope

when the project was implemented which emphasized strengthening functional

1.8 Limitation of the study

limited access to data.

be addressed in future research by redesign or restructure the research in a different

2.1 Conceptual Review