Influence of Local Culture On Project Management Practices in Tanzania A Case Study of Arusha City Council Joseph L Sung'areti

INFLUENCE OF LOCAL CULTURE ON PROJECT MANAGEMENT PRACTICES
IN TANZANIA
A CASE STUDY OF ARUSHA CITY COUNCIL
JOSEPH L SUNG’ARETI
Master of Science in Project Planning and Management of the Institute of
Accountancy Arusha
November, 2023
INFLUENCE OF LOCAL CULTURE ON PROJECT MANAGEMENT PRACTICES
IN TANZANIA
A CASE STUDY OF ARUSHA CITY COUNCIL
JOSEPH L SUNG’ARETI
MPPM-01-0006-2022
A Research Dissertation Submitted in partial fulfilment of the requirements for
the Master of Science in Project Planning and Management of the Institute of
Accountancy Arusha
November, 2023
DECLARATION
I, JOSEPH L SUNG’ARETI, declare that this dissertation is my own original work and that it has
not been presented and will not be presented to any university for similar or any other degree award.
Signature…………………………………………
Date………………………………….
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CERTIFICATION
I MOHAMED MWANGA, the undersigned certify that I have read and hereby recommend for
acceptance by Institute of Accountancy the dissertation entitled: “The influence of local culture
on project management practices in Arusha City Council” in fulfillment of the requirements for
the degree of Master of Science in Project Planning Management offered at the Institute of
Accountancy Arusha.
……………………………………………………..
(Supervisor Signature)
Mr. MOHAMED MWANGA
Date ………………………………
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COPYRIGHT © 2023
This dissertation should not be reproduced by any means, in full or in part, except for short extract
in a fair dealing, for research or private study, critical scholarly review or discourse with an
acknowledgement. No part of this dissertation may be reproduced, stored in any retrieval system,
or transmitted in any form or by any means without prior written permission of the author or The
Institute of Accountancy Arusha.
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DEDICATION
To my late mother; JOYCE SUNG’ARETI
You’re the starting switch of my research writing journey, Rest in Peace Cute Mama
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ACKNOWLEDGEMENTS
Inexpressible gratitude to Jesus Christ, whose guiding light and unwavering strength have been my
source of inspiration throughout this academic journey. In times of challenge and triumph, I am
reminded of the profound truth captured in Mark 9:23, "All things are possible to him who believes."
This dissertation is a testament to the faith that sustained me.
My sincere appreciation extends to my dedicated supervisor, Mr Mohamed Mwanga, whose
invaluable guidance and mentorship have played a pivotal role in shaping the trajectory of this
research. His expertise, constructive feedback, and encouragement have been instrumental in
refining the quality of this work.
Heartfelt thanks are extended to my family, whose unwavering support has been my anchor. My
family, have been beacons of encouragement, and I am profoundly grateful for their sacrifices and
belief in my academic pursuits. To my friends, your camaraderie and understanding have lightened
the burdens and added joy to this academic endeavor.
To each person who contributed, directly or indirectly, to the realization of this dissertation, I extend
my deepest appreciation. Your support has been indispensable, and I am truly blessed to have
journeyed alongside such remarkable individuals.
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ABSTRACT
The study aimed to assess the influence of local culture on project management practices in
Tanzania, focusing on Arusha City Council. The specific objectives included identifying cultural
values impacting project management in the Council, evaluating the role of communication in project
management practices, and exploring the relationship between local culture and project
management. The research design employed a descriptive survey approach, combining
quantitative and qualitative methods. Data collection methods encompassed questionnaires,
interviews, observation, and documentary analysis.
A sample size of 41 respondents was randomly selected to participate in the study. Data analysis
involved the use of the SPSS 26 Version, program to calculate frequencies and percentages. Both
primary and secondary data were utilized, with primary information gathered through surveys and
interviews, and secondary data obtained from documentary evaluations.
The study revealed a strong recognition among respondents regarding the influence of cultural
values on project management practices. The belief in the impact of cultural values on decision-
making, sustainability, community engagement, and transparency/accountability underscore the
multifaceted role that cultural factors play in shaping project outcomes. Effective communication
emerged as a critical determinant of project management success within Arusha City Council. Also,
the study demonstrated a noticeable relationship between the local culture of Arusha and the
performance of project management practices within the Council.
Furthermore, the research recommends promoting collaboration with community leaders. Involving
community leaders in project planning and implementation can facilitate smoother communication,
community engagement, and garner local support for projects.
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LIST OF ABBREVIATIONS
ACC Arusha City Council
CUV Cultural Values
IAA Institute of Accountancy Arusha
PM Project Management
PMBOK Project Management Book of Knowledge
PMP Project Management Practice
PPM Project Planning Management
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TABLE OF CONTENTS
DECLARATION .............................................................................................................................. i
CERTIFICATION ........................................................................................................................... ii
COPYRIGHT © 2023 .................................................................................................................... iii
DEDICATION ............................................................................................................................... iv
ACKNOWLEDGEMENTS .............................................................................................................. v
ABSTRACT .................................................................................................................................. vi
LIST OF ABBREVIATIONS ......................................................................................................... vii
LIST OF TABLES ........................................................................................................................xiii
LIST OF FIGURES ..................................................................................................................... xiv
CHAPTER ONE............................................................................................................................. 1
INTRODUCTION ........................................................................................................................... 1
1.1 Introduction .......................................................................................................................... 1
1.2 Background of the study ...................................................................................................... 1
1.3 Statement of the problem ..................................................................................................... 4
1.4 Research Objectives ............................................................................................................ 5
1.4.1 General Objective ............................................................................................................. 5
1.4.2 Specific Objectives............................................................................................................ 5
1.5 Research Questions ............................................................................................................ 6
1.6 Scope of the Study............................................................................................................... 6
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1.7 limitations of the study ......................................................................................................... 7
1.8 Significance of the Study...................................................................................................... 7
1.9 Organization of the Study ..................................................................................................... 8
CHAPTER TWO ............................................................................................................................ 9
LITERATURE REVIEW ................................................................................................................. 9
2.1 Introduction .......................................................................................................................... 9
2.2 Definition of Terms ............................................................................................................... 9
2.2.1 Local culture ..................................................................................................................... 9
2.2.2 Project planning .............................................................................................................. 10
2.2.3 Project management ....................................................................................................... 11
2.2.4 Project performance ........................................................................................................ 12
2.2.5 Project Communication ................................................................................................... 14
2.2.6 Project stakeholders ....................................................................................................... 16
2.3 Theoretical Framework Review .......................................................................................... 17
2.4 Empirical Literature Review ................................................................................................ 21
2.4.1 The Influence of Cultural Values on Project Management Practices ................................ 21
2.4.2 Contributions of Communication on Project Management Success ................................. 21
2.4.3 Relationship between Local Culture and Project Management Performance ................... 22
2.6 Research gap .................................................................................................................... 24
2.7 Conceptual framework ....................................................................................................... 25
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2.7.1 Conceptualization of Variables ........................................................................................ 26
CHAPTER THREE ...................................................................................................................... 27
RESEARCH METHODOLOGY .................................................................................................... 27
3.1 Introduction ........................................................................................................................ 27
3.2 Study area ......................................................................................................................... 27
3.3 Research Design ............................................................................................................... 27
3.4 Research Approach ........................................................................................................... 29
3.5 Population, Sampling and sample size ............................................................................... 29
3.5.1 Target Population............................................................................................................ 29
3.5.2 Sampling Technique ....................................................................................................... 30
3.5.3 Sample Size.................................................................................................................... 30
3.6 Data Collection Methods .................................................................................................... 31
3.7 Data analysis ..................................................................................................................... 32
3.8 Validity and Reliability Test ................................................................................................ 32
3.8.1 Validity ............................................................................................................................ 32
3.8.2 Reliability ........................................................................................................................ 33
3.9 Ethical Consideration ......................................................................................................... 33
CHAPTER FOUR ........................................................................................................................ 35
PRESENTATION AND DISCUSSION OF FINDINGS .................................................................. 35
4.1 Introduction ........................................................................................................................ 35
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4.2 Sample Description ............................................................................................................ 35
4.3 Demographic Information ................................................................................................... 35
4.3.1 Gender Distribution ......................................................................................................... 35
4.3.2 Age Information .............................................................................................................. 36
4.3.3 Education Information ..................................................................................................... 36
4.4 Presentation of Findings .................................................................................................... 37
4.4.1 Cultural values that influence project management practices in Arusha City Council. ...... 37
4.4.2 Role of communication on project management practices ............................................... 40
4.4.3 Relationship between Local Culture and Project Management Performance ........... 43
4.5 Discussion of Findings.................................................................................................... 45
4.5.1 Cultural values that influence project management practices in Arusha City
Council ............................................................................................................................... 46
4.5.2 Role of communication on project management practices ............................................... 48
4.5.3 Relationship between Local Culture and Project Management Performance ....... 49
CHAPTER FIVE .......................................................................................................................... 51
SUMMARY, CONCLUSION AND RECOMMENDATIONS .......................................................... 51
5.1 Introduction ...................................................................................................................... 51
5.2 Summary of the Study ..................................................................................................... 51
5.3 Conclusions of the Study ................................................................................................ 52
5.4 Recommendations of the Study...................................................................................... 53
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REFERENCES ............................................................................................................................ 56
APENDECES .............................................................................................................................. 61
Appendix 1............................................................................................................................... 61
Appendix 2............................................................................................................................... 66
Data Collection Letter .............................................................................................................. 68
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LIST OF TABLES
TABLE 2. 1 CULTURAL DIMENSION THEORY ........................................................................................................19
TABLE 3. 1 SAMPLE SIZE ................................................................................................................................31
TABLE 4 1 GENDER INFORMATION ...................................................................................................................36
TABLE 4 2 AGE INFORMATION.........................................................................................................................36
TABLE 4 3 EDUCATION LEVEL ..........................................................................................................................37
TABLE 4.1 1 CULTURAL VALUES ............................................................................................................................................ 37
TABLE 4.1. 2 IMPORTANCE OF TAKING CULTURAL VALUES INTO CONSIDERATION..................................................................... 38
TABLE 4.1. 3 CULTURAL VALUES AND BELIEFS CAN IMPACT PROJECT OUTCOMES .................................................................... 38
TABLE 4.1. 4 WHAT CULTURAL VALUES AND BELIEFS ARE MOST IMPORTANT ........................................................................... 39
TABLE 4.1. 5 CULTURAL VALUES AND BELIEFS INFLUENCE PROJECT PLANNING AND MANAGEMENT .......................................... 39
TABLE 4.1 6 EFFECTIVE COMMUNICATIONS TO THE SUCCESS OF PROJECT MANAGEMENT ....................................................... 40
TABLE 4.1 7 STRATEGIES HAVE YOU FOUND TO BE EFFECTIVE IN ADDRESSING ANY CHALLENGES ........................................... 41
TABLE 4.1 8 INSTANCES WHERE COMMUNICATION PLAYED A SIGNIFICANT ROLE ...................................................................... 41
TABLE 4.1 9 LANGUAGE PROFICIENCY IN ENSURING PROJECT PLANNING AND MANAGEMENT SUCCESS .................................... 42
TABLE 4.1 10 CHALLENGES ARISING FROM LANGUAGE BARRIERS........................................................................................... 42
TABLE 4.1 11 NOTICEABLE RELATIONSHIP ............................................................................................................................. 43
TABLE 4.1. 12 CULTURAL FACTORS MAY HAVE IMPACTED PROJECT MANAGEMENT PERFORMANCE .......................................... 44
TABLE 4.1 .13 SPECIFIC PROJECT MANAGEMENT PRACTICES CONTRIBUTING TO SUCCESSFUL OUTCOMES .............................. 44
TABLE 4.1 .14 CHALLENGES AND OBSTACLES IN IMPLEMENTING EFFECTIVE PROJECT MANAGEMENT PRACTICES .................... 45
xiii
LIST OF FIGURES
FIGURE 2. 1 CONCEPTUAL FRAMEWORK ............................................................................................................25
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CHAPTER ONE
INTRODUCTION
1.1 Introduction
The study sought to assess the influence of local culture on project management practices in
Tanzania, taking Arusha city Council as a case study. This chapter focused on the introductory part
of the study, encompassing the background, statement of the research problem, study objectives,
research questions, significance, justification, and scope.
1.2 Background of the study
Project management, as a global practice, was affected by various factors, with culture being a
significant determinant. Culture, inherently varied and dynamic across regions, influenced how
projects were conceptualized, planned, and executed. The 'Project Management Body of
Knowledge (PMBOK)', a guide by the Project Management Institute (PMI), acknowledged the
impact of organizational, environmental, and geographical influences on project management (PMI,
2017). In recent years, there had been a growing recognition of the importance of local culture in
influencing project management practices (Nzama, 2016).
This heightened attention to local culture's significance was attributed to the increasing globalization
of businesses and projects, bringing together individuals from diverse cultural backgrounds. As
organizations and project teams became more diverse, understanding and integrating local culture
into project management practices had become essential for ensuring effective communication,
collaboration, and stakeholder engagement.
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The failure of some projects in culturally diverse regions had stressed the need for cultural
adaptation, with various studies (Johnson et al., 2017; Smith & Brown, 2018) emphasizing that
cultural misunderstandings and conflicts could impede project progress and lead to failure.
Consequently, researchers and practitioners had recognized the significance of cultural intelligence
in navigating complexities to foster successful project implementations.
Project management practices played a pivotal role in project success. However, cultural
differences could have a significant impact on these practices, leading to misunderstandings,
miscommunication, and project failure. Culture, defined as shared values, beliefs, and norms
shaping individuals' and groups' behavior within a society (Hofstede, 2017), influenced various
aspects of project planning and management, including decision-making processes, communication
styles, and stakeholder engagement (Miron & Zviran, 2019).
In today's globalized world, effective project management was crucial for the successful execution
of initiatives in both the private and public sectors. However, the influence of local culture on project
management practices was often overlooked, despite playing a pivotal role in shaping project
outcomes and overall success. Local culture, within the project management context, encompassed
functional aspects that influenced how projects were planned, executed, and monitored. One
significant aspect was communication patterns. In culturally diverse settings like Arusha City
Council, communication styles could vary based on cultural norms, language preferences, and non-
verbal cues (Brown & Levinson, 2019). Understanding these communication differences was crucial
for effective project communication and avoiding misinterpretations that could impede progress.
Furthermore, cultural practices also influenced the approach to time management and deadlines.
In certain cultures, adherence to strict timelines was prioritized, while in others, flexibility and
adaptability were valued (Salvador & Folger, 2018).
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Understanding these temporal orientations was vital for scheduling project tasks and setting realistic
deadlines that aligned with the cultural context.
Moreover, local culture played a significant role in conflict resolution approaches. Some cultures
preferred direct confrontation or indirect and harmonious methods (Gelfand et al., 2017).
Emphasis on community involvement and collective decision-making often affected project
processes. Respect for hierarchy and authority, embedded in Tanzanian society, often impacted
the delegation of responsibilities and decision-making processes in project management. The high
value placed on relational harmony often encouraged a consensus-driven approach to managing
disputes and issues within projects. The role of communication, particularly in the local language of
Swahili, was a crucial factor influencing project management success in Arusha City Council.
Effective communication ensured alignment of project goals with community needs and facilitated
the resolution of conflicts (Kapinga, 2020). Moreover, the use of the local language in project
communication had been found to increase community involvement and ownership (Makombe,
2018).
A strong relationship existed between local culture and project management performance in Arusha
City Council. Cultural values, such as community involvement, respect for authority, and an
emphasis on harmony, had been observed to significantly affect project outcomes (Mkono, 2017).
For instance, community involvement often enhanced stakeholder engagement in projects, leading
to improved decision-making processes and project success. Respect for authority, on the other
hand, reinforced hierarchical structures in project management, ensuring adherence to established
procedures and accountability. The emphasis on harmony promoted conflict resolution and
cooperation among project teams, contributing to efficient project execution. Therefore, it was
evident that local cultural values played a critical role in shaping project management practices in
Arusha City Council.
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Therefore, assessing the influence of local culture on project management practices becomes
essential to bridge the knowledge gap and demonstrate the significance of embracing local culture
in project management implementations in Arusha City projects.
1.3 Statement of the problem
Project management practices were a crucial aspect of delivering successful projects in any setting.
However, they were widely acknowledged to be influenced by various local factors, including cultural
norms, beliefs, and values, as well as language and traditions, which had both positive and negative
impacts on project outcomes (Kerzner et al., 2016).
The role of culture in project management had been widely recognized across diverse academic
and professional literature. However, there was a lack of comprehensive research specifically
addressing the impact of local culture on project management practices within the context of Arusha
City Council. This represented a significant knowledge gap, given that project management success
was undistinguishably linked to the cultural context in which it operated. Successful Project
Management could not be separated from the cultural context within which it was implemented
(PMI, 2017).
Arusha, being a culturally diverse city, offered unique values and practices that could significantly
influence the approach to project management. Yet, these unique cultural characteristics had not
been fully explored and understood in terms of their impact on project management practices in the
region. Consequently, this lack of understanding limited the effectiveness of project management
strategies, potentially leading to project delays, cost overruns, or overall failure.
Moreover, communication was a crucial aspect of project management practices that had not been
thoroughly examined within the cultural context of Arusha. Effective communication was a
cornerstone of successful project management, and it could be significantly affected by local culture.
4
Communication formed the backbone of any project, and it could be significantly influenced by
cultural differences (Kerzner, 2016).
Understanding how local culture impacted communication in project management in Arusha City
Council was pivotal to enhancing project success.
Furthermore, the relationship between local culture and project management performance had been
inadequately explored, leaving a scarcity of understanding about this crucial aspect.
In this light, this research addressed these gaps by concentrating on the influence of local culture
on project management practices in Arusha City Council. It identified the cultural values influencing
these practices, examined the contribution of communication to project success, and investigated
the relationship between local culture and project management performance. The overall aim was
to provide understanding of the interplay between local culture and project management practices,
ultimately contributing to the effectiveness and success of projects within the Arusha City Council.
1.4 Research Objectives
1.4.1 General Objective
The general objective of this study was to explore the influence of local culture on project
management practices in Arusha City council.
1.4.2 Specific Objectives
i. To identify cultural values that influence project management practices in Arusha City
Council.
ii. To determine contributions of communication on project management success in Arusha
City Council.
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iii. To examine the relationship between local culture and project management performance
in Arusha City Council.
1.5 Research Questions
i. What are the specific cultural values that influence project management practices within
Arusha City Council?
ii. How does the local communication style contribute to the success of project management
practices within Arusha City Council?
iii. What is the relationship between the local culture of Arusha and the performance of project
management practices within the council?
1.6 Scope of the Study
The scope of this study was confined to the examination and exploration of the influence of local
culture on project management practices within the operational context of the Arusha City Council.
The study particularly focused on the following key aspects: the identification of cultural values that
had a significant influence on the project management practices, the determination of the role of
communication in the success of project management within the Council, and the examination of
the relationship between the local culture and project management performance.
The study was conducted in Arusha City and involved project managers, ward officers, city planning
officers, economists, heads of departments, and consultants who had experience working on
projects in the region. The area was selected due to its convenience to the researcher in relations
to the nature of the problem, time constraints, labor, and financial resources. Thus, the researcher
could not select samples from other organizations.
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1.7 limitations of the study
One potential limitation of the study was the challenge of getting truthful and thoughtful responses
from participants. To mitigate this limitation, the researcher took several measures. These included
providing a clear and detailed introduction to the study, emphasizing its persistence, significance,
and the merit of accurate information. Participants were assured of confidentiality and the use of
their responses solely for research purposes. The data collection process was conducted in a
neutral and non-threatening manner avoiding biases or leading questions.
1.8 Significance of the Study
The study aimed to examine the influence of local culture on project management practices in
Arusha City Council, Tanzania. The significance of this research lay in its contribution to the body
of knowledge regarding the impact of local culture on project management practices in Tanzania.
The findings were intended to inform the development of culturally sensitive project management
practices in the region. Additionally, the study results were expected to offer valuable insights for
project managers, contractors, and council officials engaged in project planning and management
in Arusha City Council.
The outcomes of the research were anticipated to enhance the level of cultural sensitivity in project
delivery, facilitating the overcoming of cultural barriers in project planning and management.
Furthermore, the study aimed to contribute to the improvement of project outcomes in terms of
quality, efficiency, and sustainability. By highlighting the importance of considering local cultural
factors in project management practices, the research sought to promote cultural awareness and
sensitivity among project stakeholders. This, in turn, could foster a more inclusive and effective
approach to project management in the unique cultural context of Arusha City Council.
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1.9 Organization of the Study
The study is structured into five chapters. The study's background, problem statement, research
aims, hypotheses, scope, significance, and limitations are all clearly stated in the first chapter.
The researcher outlined the methodologies to be used in conducting the study in the third chapter,
which includes the data source and sample size, research design and approach, variables and their
measurements, data analysis methods, model specifications, and estimation techniques. In the
second chapter, the researcher presents both the empirical and the theoretical literature reviews in
relation to the study and clearly shows the knowledge gap observed. The study's results are
presented in Chapter 4 along with a discussion of them in light of the examined research. Chapter
five brings to light the study’s summary, conclusions, recommendations and puts forward the areas
for further studies.
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CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
The literature review is a wide-range survey of the works printed in a particular field of study or line
of research, typically over a specific period. It takes the form of an in-depth, critical bibliographic
essay or annotated list, drawing attention to the most significant works (Papaioannou, 2016). This
review explores existing research, case studies, and relevant literature on local culture, its
implementation in various contexts, and its impacts on project management practices. This section
provides a theoretical background for the study and highlights gaps in the existing knowledge that
this research aims to address.
2.2 Definition of Terms
2.2.1 Local culture
This refers to the shared values, beliefs, customs, behaviors, and artifacts that define a community
or society and distinguish it from other communities or societies. In this study, local culture refers
specifically to the cultural practices and norms that are unique to the Arusha region of Tanzania
(Kroeber & Kluckhohn, 1952). It influences the behavior, communication, decision-making, and
expectations of individuals within that community. Understanding the local culture is essential in
project planning and management as it can impact the success or failure of a project.
One key reason why local culture is important is that it shapes the way people perceive and respond
to change.
9
A project that is not aligned with local values, beliefs, and customs may face resistance or even
rejection from the community. In contrast, a project that respects and incorporates local culture can
build trust, participation, and ownership among community members, leading to greater project
success.
2.2.2 Project planning
This refers to the process of defining the objectives, goals, scope, resources, and timelines of a
project, and developing a comprehensive plan to guide its implementation and monitoring. In the
context of this study, project planning refers to the specific tools and techniques used by Arusha
City Council to plan and manage development projects (PMBOK, 2017).
The success of a project is significantly influenced by project planning, which is essential for efficient
project management. Tam, da Costa Moura, Oliveira, and Varejao (2020) define project planning
as the creation of formal plans to execute the project with predetermined goals, including the
project's requirements and objectives. According to experts in construction management, project
planning is crucial because it creates the general framework for how the construction project will be
carried out in accordance with the expectations of the stakeholders (Akinradewo et al., 2019;
Alchammari, Ali. & Alshammare,2021). Functional requirements definition, technical specification
creation, and project management processes and procedures are all included in project planning
(Dvir, Raz & Shenhar, 2015).
One key aspect of project planning is defining project objectives and scope. This involves identifying
what the project aims to achieve and the specific deliverables that will be produced. It is important
to involve stakeholders in this process to ensure that their expectations are aligned with the project
goals and that the scope is well-defined and achievable (PMBOK, 2017).
10
Another important aspect of project planning is creating a detailed project plan. This includes
identifying project milestones, creating a work breakdown structure, estimating project resources
and timelines, and identifying potential risks and opportunities.
A well-defined project plan serves as a roadmap for the project team, ensuring that everyone is on
the same page and that the project is moving in the right direction.
In addition, project planning involves defining project roles and responsibilities and ensuring that
the necessary resources are available to carry out the project. This includes identifying the project
team members and their roles, as well as any external resources that may be required, such as
consultants or vendors.
Effective project planning also involves monitoring and controlling project progress to ensure that
the project is on track and that any issues or risks are identified and addressed in a timely manner.
This may involve regular project status meetings, tracking progress against the project plan, and
adjusting the plan as needed to keep the project on track (PMBOK, 2017).
2.2.3 Project management
Project management is the process of planning, executing, and controlling projects to achieve
specific goals within a defined timeline and budget. Project management involves applying a range
of knowledge, skills, tools, and techniques to ensure that projects are delivered on time, within
budget, and to the satisfaction of stakeholders (PMBOK, 2017).
One key aspect of project management is planning. This involves defining project objectives, scope,
timelines, resources, risks, and opportunities, and creating a project plan that serves as a roadmap
for the project team. Planning also involves identifying project requirements, creating a work
breakdown structure, and identifying potential risks and opportunities (PMBOK, 2017).
11
Another important aspect of project management is executing. This involves carrying out the project
plan, assigning tasks, managing resources, and ensuring that the project is on track.
Execution also involves tracking progress against the project plan, managing changes, and
communicating with stakeholders to ensure that they are informed of project status and any issues
or concerns. Controlling is another key aspect of project management.
This involves monitoring project progress against the project plan, identifying any issues or risks,
and taking corrective action as needed to keep the project on track. Controlling also involves
managing project changes and ensuring that the project is completed within the allocated budget.
Effective project management also involves communication and collaboration with stakeholders.
This includes regular communication with project team members, project sponsors, and other
stakeholders to ensure that everyone is aligned with the project objectives and that any issues or
concerns are addressed in a timely manner (PMBOK, 2017).
2.2.4 Project performance
Project performance refers to the measurable outcomes and achievements of a project, reflecting
its success in meeting predefined objectives and delivering value to stakeholders. It is a
comprehensive evaluation encompassing various aspects such as time, cost, quality, scope, and
stakeholder satisfaction. The success of a project is often determined by its ability to adhere to the
project plan, achieve goals within the allocated resources, and meet or exceed stakeholder
expectations. According to the Project Management Institute (PMI), project success is commonly
measured by the degree to which a project meets its objectives within the constraints of time, cost,
scope, and quality (PMI, 2017).
Project performance, in contemporary project management, is a nuanced concept encompassing
various dimensions to gauge the overall success and effectiveness of a project.
12
Traditionally, the triple constraint model—highlighting the interconnectedness of time, cost, and
scope has been pivotal in understanding project dynamics.
However, the evolving perspective, as advocated by the Project Management Institute (PMI),
expands the evaluation criteria beyond these constraints to include stakeholder satisfaction and the
realization of project objectives. Stakeholder satisfaction, identified as a crucial component of
project performance, is recognized for its role in reflecting the adaptability and success of a project
in meeting diverse stakeholder expectations.
Measuring project performance involves the application of key performance indicators (KPIs),
quantifiable metrics such as on-time delivery, budget adherence, and adherence to quality
standards. These indicators provide a tangible and objective means to assess a project's success
against predefined criteria. Additionally, the recognition of adaptability and continuous improvement
as integral to project performance signifies an understanding that projects operate in dynamic
environments. Projects that can flexibly respond to unforeseen challenges and incorporate lessons
learned for continuous enhancement are considered more likely to achieve lasting success. In
essence, project performance is now understood as a comprehensive evaluation that not only
ensures timely and budget-conscious project delivery but also aligns the delivered outcomes with
stakeholder expectations and industry standards.
In examining the relationship between local culture and project management performance, the
research aligns with the dynamic nature of projects discussed in the literature review. The ability of
projects to adapt to the cultural context, learn from experiences, and continuously improve echoes
the contemporary understanding of project success.
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This research, therefore, serves as a platform to apply and test the broader conceptualization of
project performance within the specific cultural setting of Arusha City Council, shedding light on how
cultural values influence the project management.
2.2.5 Project Communication
Communication management in the context of project management is a multifaceted process that
involves planning, executing, and monitoring the flow of information within a project and between
its stakeholders. Effective communication management is crucial for the success of any project,
ensuring that information is disseminated in a timely and clear manner to facilitate collaboration,
decision-making, and problem-solving (Schwalbe, 2021; PMI, 2017).
In-depth planning is a foundational element of communication management. This includes
identifying stakeholders, understanding their communication needs, and determining the most
effective channels and methods for information exchange. As highlighted by the Project
Management Institute (PMI, 2017), communication planning should be a proactive process,
considering the diverse needs of project stakeholders and tailoring communication strategies
accordingly.
Execution of communication management involves putting the communication plan into action. This
includes the regular distribution of project updates, status reports, and other relevant information to
stakeholders. The aim is to ensure that everyone involved in the project is well-informed and aligned
with project goals. Schwalbe (2021) emphasizes the importance of adaptability in execution, as
projects often require adjustments to the communication plan to address changing circumstances.
Effective project communication, recognized as a critical element in contemporary project
management, has undergone significant evolution in recent years (Smith et al., 2016; Turner, 2018).
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More than a simple information exchange, it is now seen as a dynamic process crucial for
collaboration, risk mitigation, and overall project success. This evolution reflects the understanding
that communication is not a one-size-fits-all concept but a multifaceted approach integral to the
complexities of modern project landscapes (Gareis et al., 2019).
Recent literature consistently emphasizes key components of project communication. Stakeholder
engagement, as highlighted by Turner (2018), involves establishing clear channels for
communication to ensure all parties are well-informed and aligned with project objectives. Timely
and transparent information sharing, outlined by Smith et al. (2016), builds trust among stakeholders
and facilitates proactive problem-solving.
Moreover, modern project communication extends beyond formal channels, emphasizing the
significance of collaboration and positive team dynamics (Gareis et al., 2019). Open communication
channels empower team members to share ideas, address challenges, and collectively work
towards project success, as noted by Turner (2018).
In managing changes and risks, recent literature (Heagney, 2016; Schwalbe, 2020) underscores
the crucial role of effective communication. Transparent communication about changes involves
explaining reasons, outlining impacts, and addressing concerns. For risk mitigation, communication
is vital in identifying and addressing potential challenges, as highlighted by Smith et al. (2016) and
Schwalbe (2021).
Examining communication channels, recent insights emphasize the importance of formal meetings,
project documentation, digital communication platforms, and informal channels (Turner, 2018;
Schwalbe, 2021). Formal meetings provide a structured platform for informed decision-making, and
well-documented information serves as a reference point for stakeholders. Digital platforms
enhance efficiency, especially in remote teams, and informal channels contribute to relationship-
building, fostering a positive team environment.
15
In conclusion, communication management is a comprehensive process in project management,
encompassing planning, execution, and monitoring of information flow.
2.2.6 Project stakeholders
Project stakeholders play a pivotal role in project management, representing people or groups who
have a vested interest or are impacted by the project's outcomes. The dynamics of stakeholder
engagement and management have evolved over time, acknowledging the importance of fostering
positive relationships to ensure project success (Freeman, 2018; PMI, 2017). Identifying and
classifying stakeholders is a foundational step in effective stakeholder management. According to
the Project Management Institute (PMI, 2017), stakeholders can be categorized into various groups,
including internal and external stakeholders, primary and secondary stakeholders, and positive and
negative stakeholders. This classification aids in tailoring communication strategies and
engagement plans to address the unique needs and expectations of each stakeholder category.
Stakeholder identification and classification within the Arusha City Council context involve
recognizing a diverse array of stakeholders, ranging from internal decision-makers to external
community members impacted by project outcomes. Categorizing stakeholders based on their
influence, interest, and role assists in tailoring communication and engagement plans to meet the
unique needs of each stakeholder group. Proactively determining the interests, expectations, and
potential contributions of stakeholders, including local community leaders, government officials, and
project teams, fosters positive relationships and ensures that stakeholder concerns are integrated
into project decision-making processes.
Communication emerges as the linchpin of successful stakeholder management within the Arusha
City Council case study. Transparent and regular communication becomes crucial in keeping
stakeholders abreast of project developments, changes, and potential challenges.
16
Acknowledging and mapping these dynamics within the Arusha City Council project ensures that
decision-making aligns with the broader interests of the community, government bodies, and project
teams. The delicate act of managing stakeholder expectations gains prominence within the Arusha
City Council project.
2.3 Theoretical Framework Review
This study was guided by Hofstede’s Cultural Dimensions Theory.
The Hofstede's Cultural Dimensions Theory is a framework for cross-cultural communication
developed by Geert Hofstede. It describes the effects of a society's culture on the values of its
members, and how these values relate to behavior, using a structure derived from factor analysis.
There are six dimensions to this theory, namely:
1. Power Distance Index (PDI): This dimension expresses the degree to which the less
powerful members of a society accept and expect that power is distributed unequally.
2. Individualism versus Collectivism (IDV): This dimension expresses the degree to which
individuals are integrated into groups.
3. Uncertainty Avoidance Index (UAI): This dimension expresses the degree to which the
members of a society feel uncomfortable with uncertainty and ambiguity.
4. Masculinity versus Femininity (MAS): This dimension expresses the distribution of roles
between the genders.
5. Long-Term Orientation versus Short-Term Normative Orientation (LTO): This
dimension expresses societies' approach towards time - whether they prioritize the future
(long-term) or the past and present (short-term).
17
6. Indulgence versus Restraint (IVR): This dimension expresses the degree to which a
society lets relatively free satisfaction of basic and natural human drives related to enjoying
life and having fun.
Hofstede's cultural dimensions theory is a key tool for understanding the impact of cultural
differences on the management of projects. The understanding of these dimensions aids in
developing strategies that are in line with the local culture, ensuring better acceptance and
implementation of projects. Hofstede, G. (2017).
Applying Hofstede's Cultural Dimensions Theory to project management involves understanding
the cultural values of the project team and stakeholders, and aligning the project's goals and
processes accordingly. This is particularly important in the context of Arusha City Council, where
local culture has a significant influence on project management practices.
18
Table 2. 1 Cultural Dimension Theory
Cultural Dimension Implication for Project Management
Power Distance Index (PDI) High PDI implies a hierarchical structure in the
project team, which may affect communication
and decision-making processes.
Individualism vs Collectivism (IDV) A collective culture emphasizes teamwork and
collaboration, which can enhance project success.
Uncertainty Avoidance Index (UAI) High UAI may necessitate a detailed and risk-
averse project plan.
Masculinity vs Femininity (MAS) Masculine cultures may favor competitive
projects, while feminine cultures may favor
cooperative and social projects.
Long-Term Orientation vs Short-Term Long-term orientation can support strategic and
Normative Orientation (LTO) sustainable projects.
Indulgence vs Restraint (IVR) Indulgent cultures may respond well to projects
that provide immediate benefits, while restrained
cultures may be more patient and long-term
oriented.
The local culture in Arusha City Council is characterized by several cultural dimensions that
significantly influence project management practices. The Power Distance Index (PDI) is notably
high in the local culture, implying a hierarchical structure in the project team.
19
This hierarchical structure, while bringing clarity of roles and responsibilities, can impact the
communication and decision-making processes, potentially hindering the free flow of ideas and
innovation in project management.
Moreover, Arusha City Council embraces a sense of collective responsibility, mirroring the cultural
aspect of Individualism versus Collectivism (IDV).
The emphasis on teamwork and collaboration within this culture can serve as a catalyst for project
success, fostering unity and shared accountability in project execution.
Communication is a cornerstone of effective project management within Arusha City Council. The
aforementioned high Power Distance Index (PDI) and collectivist cultural values necessitate robust
and inclusive communication strategies. These strategies engage all project team members,
despite their hierarchical position, promoting mutual understanding and alignment towards project
objectives. Effective communication also facilitates the resolution of project issues and risks,
contributing to overall project success. Arusha City Council's local culture has a considerable impact
on project management performance. The Council's high Uncertainty Avoidance Index (UAI) calls
for detailed and risk-averse project plans. These comprehensive plans, while requiring significant
effort and meticulousness, contribute to effective risk management, thereby enhancing project
performance.
Furthermore, the local culture's Long-Term Orientation (LTO) fosters strategic and sustainable
project planning and execution. This orientation aligns with the Council's commitment to long-term
community development, thus enabling projects that yield lasting benefits for the city and its
residents.
Consequently, the local culture significantly enhances project management performance in Arusha
City Council, serving as a testament to the value of cultural considerations in effective project
management.
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2.4 Empirical Literature Review
2.4.1 The Influence of Cultural Values on Project Management Practices
Several scholars emphasized the influence of cultural values on project management. Hofstede's
cultural dimensions theory, for instance, suggested that values like power distance, individualism
versus collectivism, uncertainty avoidance, and masculinity versus femininity significantly influenced
project management practices (Hofstede, 2017). In the context of Arusha City Council, these cultural
dimensions played a crucial role in shaping project management practices. For example, a high-
power distance score might result in a hierarchical structure in project teams, influencing decision-
making processes and communication flows (Müller & Turner, 2020). The degree of individualism
or collectivism could affect team dynamics and project outcomes. In a collectivist culture, teamwork
and collaboration were highly valued, impacting resource allocation, conflict resolution, and risk
management within the project. The dimension of uncertainty avoidance alluded to the society's
tolerance for ambiguity and uncertainty, influencing project planning and control mechanisms.
Finally, the masculinity versus femininity dimension impacted project management practices,
affecting leadership styles, negotiation tactics, and decision-making processes.
2.4.2 Contributions of Communication on Project Management Success
Effective communication was a cornerstone of good project management. In the context of Arusha
City Council, communication practices were influenced by the local culture.
Communication was not just about the transmission of information but also about ensuring
understanding and promoting dialogue, deeply rooted in the local cultural context. According to
Sanchez and Robert (2018), effective communication practices within project management were
inseparable from the cultural context.
21
In the specific case of Arusha City Council, local Tanzanian culture, with its emphasis on respect,
consensus-building, and communal decision-making, significantly impacted the communication
process within project management. This cultural tendency towards collective dialogue and
agreement, as described by Masele (2019), fostered a more inclusive and participatory approach
to project management, encouraging stakeholder involvement at all stages of the project life cycle.
However, cultural norms and expectations could also pose challenges to project communication.
As observed by Mwita and Zeleza (2020), hierarchical structures inherent in Tanzanian culture
might result in top-down communication, limiting feedback and impeding information flow. In such
scenarios, project managers needed to balance cultural respect with the need for open, transparent
communication. Furthermore, the relationship between communication and project success was
well-documented. Nchimbi (2021) argued that effective communication contributed significantly to
project success by facilitating a clear understanding of project goals, fostering teamwork, and
enabling timely and informed decision-making. In the Arusha City Council context, culturally-
informed communication practices could be a critical determinant of project success.
2.4.3 Relationship between Local Culture and Project Management Performance
The interaction between local culture and project management performance was a complex,
multifaceted relationship. The local culture could both enable and constrain project management
practices and outcomes. For instance, a culture that valued collaboration and consensus might
enhance project team cohesion and stakeholder buy-in, but it might also lead to slower decision-
making processes. According to Doolen and Marquardt (2017), cultural values such as collectivism
and high-power distance significantly influenced project management practices. In the context of
Arusha City Council, these values might manifest in a strong preference for hierarchical decision-
making and collaborative approaches.
22
The cultural value of collectivism, for instance, emphasized group harmony and consensus,
potentially slowing down the decision-making process but fostering stronger team cohesion.
This interplay between cultural values and team dynamics was crucial in understanding the
performance of project management in a culturally diverse environment like Arusha City Council. In
addition to cultural values, communication played a fundamental role in project management
success. As posited by Müller and Turner (2018), effective communication was key in managing
project stakeholders, risks, and changes. In Arusha City Council, the cultural context might affect
how communication was conducted and perceived. The cultural norms and expectations regarding
communication could impact how information was shared and understood, ultimately influencing
project outcomes. Therefore, understanding the cultural context of communication was instrumental
in ensuring project management success in Arusha City Council. Lastly, the relationship between
local culture and project management performance in Arusha City Council was influenced by the
interaction of cultural values and communication practices. According to Anbari, Khilkhanova,
Romanova, and Umpleby (2020), local culture shaped the approach and style of project
management.
For example, a culture that valued face-to-face communication might influence the project
manager's choice of communication channels, impacting project performance. Therefore,
understanding the interplay between local culture and project management practices was critical for
effective project management in Arusha City Council. This connection was the key to overcoming
cultural barriers and leveraging cultural strengths for project success. This understanding also
helped in designing and implementing culturally sensitive project management strategies, thereby
enhancing project performance. Lastly, the relationship between local culture and project
management performance in Arusha City Council was influenced by the interaction of cultural
values and communication practices.
23
Local culture, as highlighted by Anbari, Khilkhanova, Romanova, and Umpleby (2020), dictated the
approach and style of project management. For instance, a culture that valued face-to-face
interaction might guide the project manager's choice of communication.
2.6 Research gap
While existing research provides valuable insights into the relationship between local culture and
project management performance, there is a notable gap in literature specifically addressing the
context of Tanzania, and more specifically Arusha City Council. Existing studies on the broader
Tanzanian context primarily focus on national level frameworks, overlooking the differences of local
cultures and their influence on project management. Despite the fact that many studies have looked
at project management practices, little is known on the influence of local culture on project
management practices in Tanzania. While some studies have examined the impact of cultural
factors on project management practices in other countries such as Iran (Shirazi et al., 2020) and
South Africa (Van der Waldt et al., 2019), there is still a need for research on the influence of local
culture in Tanzania.
Previous studies focus on the local culture variables such as language, decision making as well as
leadership style but the current study focus on cultural values, communication and project
performance. This study applied the cultural dimension theory in opposition to the examined
literature, asserting that local culture influences or affects the performance of project management
practices. This inquiry, therefore, addressed the identified gap in the reviewed literature.
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2.7 Conceptual framework
A conceptual framework is a visual representation of the variables, concepts, and their relationships
in a study (Guest, Namey & Mitchell 2022). The conceptual framework for this study illustrates the
relationship between the independent variables.
In Gall, Borg & Gall's (2018) definition, a dependent variable refers to the variable that is being
measured by the researcher in the experiment and is subject to change or influence by other
variables. Conversely, an independent variable is the variable that remains constant and is not
affected by the other variables in the experiment.
The independent variables of this study were cultural values, communication and performance while
dependent variable was project management practices
Figure 2. 1 Conceptual Framework
INDEPENDENT VARIABLES
DEPENDENT VARIABLE
Cultural Values
Project management
practices Communication
Project Performance
Source: Researcher (2023).
25
2.7.1 Conceptualization of Variables
The conceptualization of variables in this study involves a detailed definition of key elements
shaping the relationships within the research framework. The independent variables encompass
cultural values, communication, and performance, while the dependent variable is project
management practices.
Cultural values encompass the shared beliefs, norms, and values in Arusha City Council, influencing
how project tasks are perceived and approached. Communication refers to the exchange of
information within the project management context, influenced by cultural nuances. Effective
communication is vital for successful project management. Performance measures the overall
success and outcomes of project management, including meeting goals and stakeholder
satisfaction.
Project management practices, the dependent variable, involve methods and processes for project
execution, shaped by cultural values, communication effectiveness, and overall performance
outcomes. This conceptualization lays the groundwork for understanding the dynamics between
these variables in the specific cultural context of Arusha City Council.
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CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
This chapter provides a discussion of the outline of the research methodology that was used in this
study. It focuses on the research design, data collection methods and comes to a conclusion with
the data analysis and data presentation methods that were used in this study.
3.2 Study area
Study area is geographic boundaries shaped in business analyst used to describe the extent of your
analysis. They are basically shaped when starting a project to ensure that your data is narrowed to
a specified area. Only layers within the study area are considered in an analysis, so processing time
is enhanced if a study area is created (Khomenko, 2018).
This study was conducted in Arusha City Council because it has many cultural factors that influence
project management practices, and it signifies the urban center with economic significance. Also,
Arusha City Council has local significance to the research topic, counting some government
institutions, large, medium, and small enterprises to gather views on the influence of local culture
on project management practices.
3.3 Research Design
According to Ishtiaq (2019), research design encompasses the overall strategy selected by a
researcher to effectively address the research problem by logically integrating its various
components.
27
This study employed a mixed-methods research design, involving both quantitative and qualitative
data collection and analysis to comprehensively explore the influence of local culture on project
management practices in the Arusha City Council.
The choice of a mixed-methods approach was driven by the desire to obtain a holistic understanding
of the interaction between culture and project management in the specific context of Arusha City
Council. The mixed-methods research design was particularly advantageous in this study as it
allowed for the identification of cultural values that influence project management practices in
Arusha City Council. It provided a framework for integrating numerical data with narrative data,
contributing to a more nuanced understanding of the cultural aspects.
The quantitative part of this study focused on gathering numerical data to determine the
contributions of communication to project management success. Surveys and questionnaires were
used to gather data on communication efficacy, frequency, and modes within project management
practices. It offered hard data that could be statistically analyzed to provide concrete evidence of
the impact of communication on project success. On the other hand, the qualitative part of the study
was central in examining the relationship between local culture and project management
performance. Interviews and focus group discussions were used to collect rich, descriptive data,
providing insights into how local cultural values, beliefs, and norms influence project management
processes, decision-making, and outcomes. This data supplemented the quantitative findings and
provided a more comprehensive picture of the influence of local culture on project management
practices in the Arusha City Council.
28
3.4 Research Approach
The research approach discusses to the plan and process that consist of the assortment of an
method used in the study, depending on the nature of the question under consideration and the
researcher's objectives, according to Priya (2016). A mixed-methods approach was utilized in this
study. According to Creswell and Creswell (2018), mixed-methods research is an approach that
combines both qualitative and quantitative data collection and analysis techniques.
The use of both methods allowed for a more comprehensive understanding of the research problem
by providing a rich, in-depth analysis of the cultural factors influencing project planning and
management, as well as numerical data to support the findings.
In order to comprehensively explore the influence of local culture on project management practices
in Arusha City Council, a triangulated research approach was employed. This strategy
encompassed three distinct methodologies: surveys, interviews, and document analysis. Each
technique contributed in unique ways to the achievement of the stated objectives. The primary data
collection tool was an online survey. The survey incorporated a combination of structured and semi-
structured questions to explore both qualitative and quantitative data. The purpose of the survey
was to identify the cultural values that impacted project management practices in Arusha City
Council and to evaluate the significance of communication in project management success.
3.5 Population, Sampling and sample size
3.5.1 Target Population
The target population for the study "The Influence of Local Culture on Project Management
Practices in Tanzania: A Case Study of Arusha City Council" was all individuals and organizations
involved in project planning and management activities within Arusha City.
29
This included ward officers, project managers, project team members, city planning officers,
economists, heads of departments, and any other relevant parties involved in project management
practices within the council.
3.5.2 Sampling Technique
The study employed probability sampling techniques to obtain sampling units (a frame). Probability
sampling is a method that involves randomly selecting participants from a larger population to
ensure that each member of the population has an equal chance of being included in the sample
(Kothari, 2014). This process entails selecting participants at random from the sampling frame,
which is a list of all members of the population. Simple random sampling was considered one of the
most representative and unbiased forms of sampling, as it eliminated the potential for researcher
bias and allowed for the generalizability of findings to the population (Sekaran & Bougie, 2019). In
this study, the sampling technique used was simple random sampling.
3.5.3 Sample Size
The sample size, referring to the subset of the population from which the researcher selected
respondents to obtain necessary information to meet the study objectives, consisted of 46
respondents from selected projects in Arusha. This sample size was deemed sufficient for
information generation in the study. The ideal sample size of 41 respondents was determined using
Solving’s formula, as given by Equation 1 below:
n = N/(1 + 𝑁(ℯ )^2 …………………………………………………………………..….. [1]
Where n = number of samples,
N = total population=46;
e = margin error of sampling (5%)
n=46/(1 + 46 ∗ 〖0.05〗^2 ) = 41 …………………………………………. ….. [2]

30
After applying the formula, a sample size of 41 respondents was obtained. According to Hair et al.
(2016), a research study designed to reveal factor structures should have more observations than
variables, and the minimum absolute sample size should be 50 observations. Therefore, the study's
sample size is deemed relevant for further analysis.
Table 3. 1 Sample Size
Respondent Population Sample Size
Ward officers 25 23
Head of Department 13 12
City planning officers 4 3
City Economists 4 3
Total 46 41
Sampling Technique Simple random sampling
Source: Researcher, 2023
3.6 Data Collection Methods
Yin (2014) identified six sources of data appropriate for case studies, including documentation,
archival records, interviews, direct observations, participant observation, and physical artifacts. In
this study, both open and closed-ended questionnaires were utilized for data collection. Primary
data, collected from the field as fresh information, aimed to ensure information generation for
addressing the identified research gaps. This data was obtained from the relevant respondents
selected as the sample size for the study.
The questionnaire techniques enabled the researcher to reach all respondents in the study
simultaneously, simplifying the data collection process. The closed-ended questionnaire was
prepared using a Likert scale.
31
The Likert scale consisted of five options, where respondents could choose their appropriate
answers to the questions. The scale ranged from 1 = Strongly Disagree, 2 = Disagree, 3 = Neutral,
4 = Agree, to 5 = Strongly Agree.
3.7 Data analysis
Sutton (2015) argued that the collected data should be administered to get more meaningful
information. The descriptive fundamentals of the study were analyzed using the correlation analysis
method in the form of frequencies and percentages. A correlation between variables can be either
positive or negative.
3.8 Validity and Reliability Test
3.8.1 Validity
Validity refers to the extent to which the study methodology can facilitate the generation of findings
that can be generalized to the entire population. In order to ensure the validity of measures, data
was collected from ward officers, head of departments, economist and city planning officers as well
as project managers. The measurement of variables was tested to confirm their accuracy in
alignment with the intended objectives.
This study employed decimals and percentages to represent measurements of variables based on
responses obtained from the sample, ensuring conformity with the standard data formats
established by the organization. Validity was also confirmed by ensuring that the data contained the
expected values and was structured appropriately.
32
3.8.2 Reliability
Reliability refers to the extent to which a respondent maintains consistency in their answers,
demonstrating reliability across repeated measures over time and among different observers. Data
quality is an assessment of the state of data, considering factors like accuracy, completeness,
consistency, and reliability, as well as whether it is up-to-date (Wickham, 2016). In this study,
completeness involves ensuring that the dataset, such as questionnaires, contains all necessary
data elements to extract the required responses from the sampled population, facilitating the
derivation of research conclusions.
Consistency was rigorously maintained in the data collection process of this study. All respondents
were provided with questionnaires to yield only one response for each question per individual,
mitigating conflicts between identical data values in the datasets.
Uniqueness in data quality control was emphasized in this study, highlighting the absence of
duplicate data records in databases and data warehouses. Timeliness, or currency, was a pivotal
consideration, with the research focused on obtaining updated information to ensure its relevance
and applicability in drawing conclusions for this study.
3.9 Ethical Consideration
According to Zeenath (2021),ethics were the norms or behaviors that distinguished between
desirable and undesirable conduct. The author further defined ethics as strategies, methods, or
perspectives employed to analyze challenges, issues, and problems to make appropriate decisions.
In the same vein, this study scrutinized all ethical issues involved. The research strictly adhered to
ethical guidelines, prioritizing the privacy and confidentiality of participants.
33
Informed consent was obtained from all participants, and their identities were kept anonymous
when reporting the research findings.
34
CHAPTER FOUR
PRESENTATION AND DISCUSSION OF FINDINGS
4.1 Introduction
The primary focus of this research was to examine how local culture influences project management
practices in Tanzania, with Arusha as a case study. This chapter represent findings in relation to
the objectives stated in this research.
4.2 Sample Description
Out of the initially distributed 46 questionnaires, 42 were returned and analyzed, resulting in an
impressive response rate of approximately 91%. This high level of participation reflects the genuine
commitment and active engagement of the survey participants, enhancing the richness and
reliability of the data pool for comprehensive analysis.
4.3 Demographic Information
Demographic information, including gender, age, education level, and years of experience, provides
a comprehensive snapshot of the workforce, essential for contextualizing the impact of local culture
on project management practice
4.3.1 Gender Distribution
Table 4.1 illustrates the gender distribution among respondents at Arusha City Council. The
workforce is relatively balanced, with 69% identifying as male and 31% as female. This balanced
representation suggests diversity in perspectives and experiences within the study sample.
35
Table 4 1 Gender Information
Response Frequency Percent
Gender Male 29 69.0
Female 13 31.0
Total 42 100.0
Source; Field Data (2023)
4.3.2 Age Information
Table 4.2 presents the age distribution, with 42.9% falling within the 18-35 age range and 57.1%
above 35. This breakdown provides insight into the age composition of the surveyed population.
Table 4 2 Age Information
Years Frequency Percent
18-35 18 42.9
Above i35 24 57.1
Total 42 100.0
Source: Field Data (2023).
4.3.3 Education Information
All 42 respondents in the study possess a post-secondary level of education. This uniform
educational background provides a consistent foundation for analyzing the impact of local culture
on project management practices. The homogeneity in education level allows for a focused
examination of cultural influences, as any observed variations can be more confidently attributed to
cultural factors rather than differences in educational qualifications among respondents.
36
Table 4 3 Education Level
Post Secondary 42 100.0
4.4 Presentation of Findings
4.4.1 Cultural values that influence project management practices in Arusha City Council.
Findings shows that 71.4% of respondents strongly agree on the substantial impact of cultural
values on project planning and management, indicating a widespread recognition of cultural
significance in this context. Complementing this, 28.6% of respondents express agreement,
reinforcing the collective understanding of the profound influence that cultural values exert on
project processes.
Table 4.1 1 Cultural Values
Strongly Agree 30 71.4
Agree 12 28.6
Total 42 100.0
In terms of the importance of considering cultural values in project planning, two-thirds (66.6%) of
respondents assert that it is very important, demonstrating a high level of awareness and
acknowledgment of the significance of integrating cultural considerations into project management
strategies. The remaining 33.3% finding it somewhat important further solidifies the prevailing
37
understanding of the importance of cultural factors in the planning and execution of projects.
Table 4.1. 2 Importance of taking cultural values into consideration
Very important 28 66.6
Somewhat important 14 33.3
Total 42 100.0
Respondents overwhelmingly affirm that cultural values can significantly impact project outcomes
in Arusha, with 85.7% expressing agreement. While a small percentage (14.3%) conveys
uncertainty about the exact influence of cultural values on project outcomes, the majority belief
underscores a strong consensus regarding the cultural impact on project success.
Table 4.1. 3 cultural values and beliefs can impact project outcomes
Yes 36 85.7
Not sure 6 14.3
Total 42 100.0
The identification of specific cultural values is crucial, and respondents highlight community
engagement (61.9%) as the most crucial cultural value in Arusha. Additionally, 31.0% emphasize
the significance of respecting elders, and 7.1% acknowledge hospitality as important cultural values.
This diversity in identified values underscores the complex and multifaceted nature of cultural
influences in the project management context.
38
Table 4.1. 4 what cultural values and beliefs are most important
community engagement 26 61.9
Respecting elders 13 31.0
Hospitality 3 7.1
Total 42 100.0
In terms of specific impacts, cultural values are perceived to shape decision-making (71.4%),
influence project sustainability (7.1%), play a role in community engagement (9.5%), and contribute
to transparency and accountability (11.9%). These findings provide valuable insights for project
managers, indicating the need to consider cultural dimensions in various aspects of project
management.
Table 4.1. 5 cultural values and beliefs influence project planning and management
Decision making 30 71.4
project sustainability 3 7.1
Shaping community engagement 4 9.5
Transparency and accountability 5 11.9
Total 42 100.0
Source; research findings (2023).
39
4.4.2 Role of communication on project management practices
The examination of the role of communication in project management practices within Arusha City
Council, as presented in Table 4., reveals significant understandings. A substantial 83.3% of
respondents emphasize the utmost importance of effective communication for the success of
project management, while 16.7% consider it important. This consensus underscores the critical
role communication plays in the success of projects within the council, establishing a foundation for
effective collaboration and coordination.
Table 4.1 6 effective communications to the success of project management
Very Important 35 83.3
Important 7 16.7
Total 42 100.0
Respondents identify working with community leaders (31.0%) and providing education and
awareness (69.0%) as effective strategies to address challenges posed by poor communication in
project management. The emphasis on community engagement and educational initiatives
highlights a proactive approach to mitigating communication challenges, showcasing a recognition
of the importance of these strategies in enhancing project outcomes.
40
Table 4.1 7 Strategies have you found to be effective in addressing any challenges
Working with community leaders 13 31.0
Providing education and awareness 29 69.0
Total 42 100.0
Instances where communication played a significant role in projects within the council
overwhelmingly lean towards success, with 97.6% attributing communication to successful
outcomes. This high percentage underscores the pivotal role of communication in ensuring project
success, highlighting its influence on effective project planning, implementation, and stakeholder
engagement. The relatively low percentage (2.4%) attributing communication to project failure
suggests a rarity of instances where communication breakdowns lead to unsuccessful project
outcomes.
Table 4.1 8 instances where communication played a significant role
Success 41 97.6
Failure 1 2.4
Total 42 100.0
41
The importance of language proficiency in ensuring project planning and management success is
evident, with 85.7% emphasizing its critical role. A smaller percentage (14.3%) considers language
proficiency somewhat important, highlighting the centrality of linguistic capabilities in facilitating
effective communication and project success.
Table 4.1 9 language proficiency in ensuring project planning and management success
Total 42 100.0
Challenges arising from language barriers include misunderstandings (38.1%), delays in decision-
making (42.9%), and lack of stakeholder engagement (19.0%). These challenges underscore the
need for clear communication strategies to overcome linguistic barriers and enhance project
efficiency.
Table 4.1 10 Challenges arising from language barriers
Misunderstandings 16 38.1
Delays in decision making 18 42.9
Lack of stakeholder engagement 8 19.0
Total 42 100.0
Source; research findings (2023)
42
The findings presented in Table 4.14 shed light on the perceived relationship between the local
culture of Arusha and the performance of project management practices within the Council. A
substantial 78.6% of respondents strongly agree, and an additional 19.0% agree, indicating a
widespread acknowledgment of the connection between local culture and project management
outcomes. The high percentage of respondents expressing strong agreement underscores the
cultural nuances that influence project management practices, emphasizing the need for a tailored
and culturally sensitive approach to project execution within the Arusha City Council.
Table 4.1 11 noticeable relationship between the local culture of Arusha and the performance
of project management practices
Strongly agree 33 78.6
Agree 8 19.0
Neutral 1 2.4
Total 42 100.0
Respondents overwhelmingly acknowledge the impact of cultural factors on project management
performance, with 97.6% indicating that cultural elements have played a role, either positively or
negatively. This acknowledgment underscores the complexity of project management in a culturally
diverse context, where local values, traditions, and communication styles can significantly shape
project outcomes. The diversity of scenarios provided by respondents is likely to offer valuable
insights into the specific ways in which cultural factors manifest in project management practices.
43
Table 4.1 12 how cultural factors may have positively or negatively impacted project
management performance
Yes 41 97.6
No 1 2.4
Total 42 100.0
In terms of the specific project management practices contributing to successful outcomes,
respondents highlight effective risk management (33.3%), clear project goals (52.4%), and regular
progress assessments (14.3%). This insight reflects an awareness of the critical aspects that
contribute to project success within the unique cultural context of Arusha. The emphasis on clear
goals and risk management suggests an understanding of the importance of strategic planning and
adaptability in navigating cultural complexities.
Table 4.1 13 specific project management practices contributing to successful outcomes
effective risk management 14 33.3
Clear project goals, 22 52.4
regular progress assessments, 6 14.3
Total 42 100.0
Challenges and obstacles in implementing effective project management practices within the
Council are identified, providing valuable insights for improvement. Limited resources for
comprehensive project planning (33.3%), insufficient project management tools and software
(21.4%), lack of a collaborative culture (9.5%), and unclear objectives (35.7%) emerge as significant
challenges.
44
These challenges highlight practical areas for intervention, emphasizing the need for resource
allocation, technological support, and a collaborative work culture to enhance project management
effectiveness in Arusha City Council.
Table 4.1 14 Challenges and obstacles in implementing effective project management

practices
Limited resources for comprehensive project 14 33.3
planning
insufficient project management tools and software 9 21.4
lack of a collaborative culture 4 9.5
unclear objectives 15 35.7
Total 42 100.0
4.5 Discussion of Findings
This study aimed to assess the influence of local culture on project management in Arusha City,
focusing on three specific objectives. The first objective was to identify cultural values that influence
project management practices in the Arusha City Council. The second objective was to determine
the contributions of communication to project management success in the Council. The third and
final objective aimed to explore the relationship between local culture and project management
performance in Arusha City Council.
The research utilized statistical data obtained through responses to questionnaires and personal
interviews. The statistical findings derived from the responses indicate a positive correlation
between local culture and project management practices.
45
4.5.1 Cultural values that influence project management practices in Arusha City Council
From the sample of this study, the analysis of responses concerning the influence of cultural values
on project management practices in Arusha City Council reveals insightful perspectives. In
response to the question regarding the importance of considering cultural values and beliefs when
planning and managing projects in Arusha, a robust 71.4% of respondents expressed a strong belief
in the profound impact of cultural values on project planning and management. Complementing this
sentiment, an additional 28.6% of respondents indicated agreement, solidifying a collective
acknowledgment of the influential role of cultural values in the project management context.
Examining the perceived importance of incorporating cultural values, a significant 66.6% of
respondents deemed it "very important," emphasizing a heightened awareness of the necessity for
cultural sensitivity in project planning and execution. The remaining 33.3% found it "somewhat
important," further underlining the overall recognition of the significance of cultural considerations
in the realm of project management within the Arusha City Council.
Turning to the belief in the impact of cultural values on project outcomes, an overwhelming 85.7%
of respondents affirmed that cultural values can substantially influence the success or failure of
projects in Arusha. While a minor 14.3% expressed uncertainty, this acknowledgment does not
diminish the prevailing belief in the profound influence of cultural factors on project outcomes.
Identifying specific cultural values, respondents highlighted community engagement as the most
crucial aspect, with 61.9% emphasizing its significance. Additionally, 31.0% recognized the
importance of respecting elders, and 7.1% acknowledged hospitality as influential. These findings
underscore the diverse and multifaceted nature of cultural influences on project management
practices.
46
Exploring the influence of cultural values on various project management aspects, the study
revealed that decision-making is notably affected, with 71.4% attributing cultural values to shaping
strategic choices. Additionally, cultural impact on project sustainability (7.1%), community
engagement (9.5%), and transparency/accountability (11.9%) further demonstrated the broad
spectrum of project management facets influenced by cultural values.
In an interview with one of the respondents, the individual emphasized the significance of cultural
values in the context of project management within Arusha City Council. The respondent expressed,
"Yes, it is important because it is used as the identity of Africans. For example, Maasai
culture and values are originated in Africa."
This statement underscores the respondent's recognition of the pivotal role that cultural identity
plays, particularly drawing attention to the example of the Maasai culture as a representation of
African heritage. The acknowledgment highlights the importance of integrating cultural values into
project management practices, emphasizing their role as foundational elements rooted in the rich
cultural tapestry of the African continent.
Another interviewee stressed the importance of cultural values in project management by stating,
"Because they shape how people interact, communicate, and make decisions." This response
underscores the profound impact of cultural values on various aspects of human behavior and
interaction. The interviewee recognizes that cultural values are not only reflective of identity but also
serve as influential factors in shaping communication styles, interpersonal dynamics, and decision-
making processes.
This perspective aligns with the broader understanding that cultural considerations are integral to
effective project management, as they influence the dynamics of collaboration and decision-making
within the context of Arusha City Council.
47
According to Respondents provided their view on cultural values that influence project management
practices in the table below
Table 4.5. 1 Cultural values that influence project management practices in Arusha City
Council
Total 42 100.0
4.5.2 Role of communication on project management practices
The findings from Table 4.5:2 regarding the role of communication in project management practices
within Arusha City Council underscore the critical importance of effective communication for project
success. The data reveals that 83.3% of the respondents perceive effective communication as "Very
Important," while 16.7% consider it "Important." This high percentage attributing utmost importance
to communication signifies a strong consensus among respondents regarding its crucial role in the
success of projects within the council.
The majority of respondents emphasizing that effective communication is "Very Important" indicates
a clear recognition of the pivotal role communication plays in ensuring the success of project
management initiatives. This acknowledgment aligns with the broader understanding that
communication serves as a foundational element for collaboration, coordination, and overall project
effectiveness.
48
The smaller but noteworthy percentage (16.7%) recognizing communication as "Important"
suggests a diversity of perspectives among respondents. While not everyone categorizes
communication as "Very Important," the acknowledgment of its importance implies a shared
understanding that effective communication contributes significantly to project success. This
diversity in perception may stem from various factors, including individual experiences, project
contexts, and cultural influences.
In the context of local culture in Arusha City Council, these findings resonate with the idea that
communication practices are influenced by cultural dynamics. The emphasis on effective
communication aligns with the understanding that adapting communication strategies to the local
cultural context is essential for successful project management.
Table 4.5 2 Role of communication on project management practices
Very Important 35 83.3
Important 7 16.7
Total 42 100.0
Findings from the responses to the question about the relationship between the local culture of
Arusha and the performance of project management practices within the Council reveal interesting
insights.
49
The majority of respondents, accounting for 78.6%, strongly agree that there is a noticeable
relationship between the local culture of Arusha and the performance of project management
practices. Additionally, 19.0% agree with this perspective, while a small percentage of 2.4% remain
neutral. The significant percentage of respondents strongly agreeing with the noticeable relationship
between local culture and project management practices indicates a consensus among participants.
This strong agreement implies a shared belief that the local culture in Arusha significantly influences
how project management practices are performed within the Council. The acknowledgment of this
relationship suggests that cultural considerations play a pivotal role in shaping the approach to
project management in Arusha.
The 19.0% who agree, though a smaller percentage, still adds weight to the overall consensus. It
indicates that there is a substantial portion of respondents who recognize, to some extent, the
impact of local culture on project management practices. This diversity in responses could reflect
varying degrees of emphasis individuals place on cultural influences, contributing to a nuanced
understanding of the relationship.
Table 4.5 3 Relationship between Local Culture and Project Management Performance
Strongly agree 33 78.6
Agree 8 19.0
Neutral 1 2.4
Total 42 100.0
50
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Introduction
Chapter five provides a summary of the key findings, draws conclusions based on the study's
objectives, and offers recommendations for future actions. This section aims to distill the essence
of the research and guide potential initiatives or improvements informed by the study's outcomes.
5.2 Summary of the Study
The first objective sought to identify and analyze the cultural values influencing project management
practices within Arusha City Council. Through survey responses and interviews, the study revealed
a strong consensus among respondents, with 71.4% emphasizing the substantial impact of cultural
values on decision-making processes. Notably, community engagement (61.9%) and the
importance of respecting elders (31.0%) emerged as pivotal cultural values influencing project
planning. Moreover, an overwhelming 85.7% of respondents affirmed the significant influence of
cultural values on project outcomes, underlining the critical role these values play in shaping various
aspects of project management, including decision-making, sustainability, community engagement,
transparency, and accountability. Effective communication emerged as a cornerstone for project
management success within Arusha City Council. A significant majority (83.3%) considered
effective communication "very important," while 16.7% deemed it "important." Respondents
highlighted strategies such as working with community leaders and providing education and
awareness to address challenges posed by poor communication. Instances where communication
played a significant role overwhelmingly leaned towards success (97.6%), indicating its pivotal role
in project planning, implementation, and stakeholder engagement.
51
Language proficiency was deemed crucial by 85.7% of respondents, with associated challenges
including misunderstandings, delays in decision-making, and lack of stakeholder engagement. The
research revealed a noticeable relationship between the local culture of Arusha and the
performance of project management practices within the Council. A significant 78.6% of
respondents strongly agreed, and 19.0% agreed, highlighting a consensus on the impact of local
culture. Respondents provided examples illustrating how cultural factors positively or negatively
influenced project management performance. Key project management practices contributing to
successful outcomes included effective risk management, clear project goals, and regular progress
assessments. Challenges in implementing effective project management practices included limited
resources, insufficient tools/software, lack of a collaborative culture, and unclear objectives.
5.3 Conclusions of the Study
The study revealed a strong recognition among respondents regarding the influence of cultural
values on project management practices. The belief in the impact of cultural values on decision-
making, sustainability, community engagement, and transparency/accountability underscore the
multifaceted role that cultural factors play in shaping project outcomes. The identification of key
cultural values, such as community engagement and respecting elders, emphasizes the need for
project managers to integrate cultural considerations into planning and implementation. Effective
communication emerged as a critical determinant of project management success within Arusha
City Council.
The overwhelming consensus on the importance of communication, coupled with identified
strategies to address communication challenges, highlights the need for clear and culturally
sensitive communication practices.
52
The positive correlation between instances where communication played a significant role and
project success reinforces the pivotal role of communication in achieving favorable project
outcomes.
Also, the study demonstrated a noticeable relationship between the local culture of Arusha and the
performance of project management practices within the Council. Respondents' strong agreement
on this relationship, coupled with examples illustrating cultural impact on project management,
provides valuable insights. The identified challenges, such as limited resources and unclear
objectives, emphasize the importance of addressing cultural nuances to enhance the effectiveness
of project management practices.
5.4 Recommendations of the Study
According to the findings of this study, the research recommends a multifaceted approach to
enhance project management practices within Arusha City Council. Firstly, there is a crucial need
for cultural sensitivity training for project managers and staff. This training should aim to cultivate a
deep understanding and respect for diverse cultural values, norms, and practices prevalent in
Arusha. By fostering cultural competence, project teams can navigate the intricacies of local culture
more effectively, leading to improved collaboration and stakeholder engagement. Incorporating
cultural values into project planning is another key recommendation. Project managers should
actively consider and integrate identified cultural values, such as community engagement and
respect for elders, when formulating project strategies and making decisions. This inclusive
approach ensures that projects align with and positively contribute to the cultural fabric of Arusha.
Also, project teams should adopt culturally sensitive communication practices, accounting for
language proficiency and leveraging local communication channels. By addressing potential
challenges arising from cultural differences, effective communication can bridge gaps and foster a
more cohesive project environment.

53
Furthermore, the research recommends promoting collaboration with community leaders. Involving
community leaders in project planning and implementation can facilitate smoother communication,
community engagement, and garner local support for projects.
Their insights can be valuable in ensuring that projects align with the needs and expectations of the
local community. Investing in comprehensive project management tools and software is another
vital recommendation. This addresses challenges related to limited resources and unclear
objectives. Modern project management tools can significantly enhance planning, monitoring, and
evaluation processes, contributing to more efficient project outcomes.
Regular assessments of ongoing projects are essential to identify and address emerging challenges
promptly. By conducting periodic evaluations, project managers can gain a nuanced understanding
of the evolving dynamics of projects, enabling them to make necessary adjustments for sustained
success.
Promoting a collaborative culture within Arusha City Council is also recommended. Fostering
teamwork, knowledge sharing, and open communication can improve coordination among project
teams, reduce misunderstandings, and enhance overall project performance.
This research has concluded a positive correlation between cultural values and effective project
management practices in Arusha City Council. As such, it is recommended that further studies delve
deeper into the specific nuances of cultural influences on project outcomes. Researchers could
explore specific cultural values, such as community engagement, and assess their impact on
different project types. Additionally, investigating how cultural influences vary across industries or
sectors within Arusha could provide valuable insights for tailored project management approaches.
Moreover, considering the dynamic nature of cultural trends, it is recommended that future studies
adopt a longitudinal approach.
54
Tracking changes in cultural values and their subsequent effects on project management practices
over time would contribute to a more comprehensive understanding of this relationship. Longitudinal
studies can capture evolving cultural dynamics and provide project managers with insights into
adapting strategies accordingly.
In conclusion, further research is encouraged to extend the knowledge base on the interplay
between local culture and project management in Arusha.
Exploring these aspects in more detail and over extended periods will not only contribute to
academic scholarship but also offer practical guidance for project managers seeking to navigate the
cultural landscape for successful project outcomes.
55
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APENDECES
Appendix 1
Questionnaires
Questionnaire for local cultures influencing project management practices in Arusha
Dear respondent,
I am JOSEPH L SUNG’ARETI a colleague of Arusha Institute of Accounting conducting research
concerning Influence of local culture on project management practices, a case study of Arusha City
Council. I kindly request to provide answers to the questions below at your best knowledge of
understanding so as to facilitate completion of this research.
SECTION A: DEMOGRAPHIC INFORMATION (Tick the appropriate answer)
Gender Male
Female
Age 18-25 Years
25-34 Years
35-Years and above
Education Level Secondary Eduction
Post Secondary
SECTION B: CULTURAL VALUES THAT INFLUENCE PROJECT MANAGEMENT PRACTICES
1. To what extent do you believe cultural values and beliefs influence project planning and
management in Arusha?
a. Strongly Agree b. Agree c. Disagree d. Strongly Disagree
2. How important do you think it is to consider cultural values and beliefs when planning and
managing projects in Arusha?
61
a. Very important b. Somewhat important c. Not important d. Not sure
3. Do you think cultural values and beliefs can impact project outcomes in Arusha?
a. Yes b. No c. Not sure
If Yes/No
Why
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………
3. In your opinion, what cultural values and beliefs are most important in Arusha?
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
………………………………
4. How do these cultural values and beliefs influence project planning and management in
Arusha?
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
…………………………………………
5. In your experience, what are some examples of how these cultural values and beliefs have
impacted specific projects in Arusha?
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
62
SECTION C: ROLE OF COMMUNICATION ON PROJECT MANAGEMENT PRACTICES
6. How important is effective communication to the success of project management within
Arusha City Council, in your opinion?
a. Very important
b. Important
c. Not very important
d. Not important at all
e. Other (Please Specify)
7. What strategies have you found to be effective in addressing any challenges posed by poor
communication strategies to project management practices in Arusha City?
a. Working with community leaders
b. Providing education and awareness
c. Modifying communication plans to accommodate the project
d. Other (Please Specify)
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
8. Can you share instances where communication played a significant role in either the
success or failure of projects in the Council? (Please describe specific instances.)
……………………………………………………………………………………………………………
…………
9. How important is language proficiency in ensuring project planning and management
success in Arusha?
a. Very important
63
b. Somewhat important
c. Not important
d. Not sure
e. Other (please specify)
10. What communication challenges have you faced due to language barriers when planning
and managing projects in Arusha City Council?
a. Misunderstandings
b. Delays in decision-making
c. Lack of stakeholder engagement
d. Other (please specify)
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………
SECTION D: Relationship between Local Culture and Project Management Performance
8. Do you believe there is a noticeable relationship between the local culture of Arusha and
the performance of project management practices within the Council?
• Strongly agree
• Agree
• Neutral
• Disagree
9. Could you provide examples or scenarios illustrating how cultural factors may have
positively or negatively impacted project management performance in the Council?
• Yes (Please provide examples)
64
• No
10. What specific project management practices do you believe contribute most to successful
project outcomes in Arusha City Council?
• effective risk management
• Clear project goals,
• regular progress assessments
11. Are there any challenges or obstacles you have encountered in implementing effective
project management practices within Arusha City Council?
• Limited resources for comprehensive project planning
• insufficient project management tools and software
• lack of a collaborative culture
• unclear objectives
Thank you for taking the time to complete this questionnaire. Your responses will be
used for research purposes only and will remain confidential.
65
Appendix 2
Activities Schedule Table
Year
2023
Activities Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov
Months e
Selection of ****
Topic and
Allocation of
Supervisor
Proposal Writing **** ****
Proposal Defense ****
Collection of **** ****

Data and Analyzing of
Data
Report writing ****

****
Submission of ****
Completed and Edited
Report
FINAL ****
DEFENSE
Submission of Project ****

Books
Missing work * * * * * * *
66
Estimated Research Budget Table
S/NO. ACTIVITIES ITEMS COST (Tshs)
1. Proposal Preparation Typing and Printing 50,000.00
Photocopies 45,000.00
Binding 15,000.00
Transport 50,000.
2. Data Collection Photocopy 40,000.00
Transport 50,000.00
Soft drinks 40,000
Typing 30,000.00
Printing 60,000.00
Binding hard cover & Copies 30,000.00
3. Data Processing & Report Photocopy 10,000.00
Writing Transport 30,000.00
Printing 50,000
Grand Total 500,000
Source of fund: Researcher 2023.
67
Data Collection Letter
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Influence of Local Culture On Project Management Practices in Tanzania A Case Study of Arusha City Council Joseph L Sung'areti

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Influence of Local Culture On Project Management Practices in Tanzania A Case Study of Arusha City Council Joseph L Sung'areti

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INFLUENCE OF LOCAL CULTURE ON PROJECT MANAGEMENT PRACTICES

A CASE STUDY OF ARUSHA CITY COUNCIL

Master of Science in Project Planning and Management of the Institute of

A CASE STUDY OF ARUSHA CITY COUNCIL

A Research Dissertation Submitted in partial fulfilment of the requirements for

the Master of Science in Project Planning and Management of the Institute of

Mr. MOHAMED MWANGA

Institute of Accountancy Arusha.

To my late mother; JOYCE SUNG’ARETI

This dissertation is a testament to the faith that sustained me.

My sincere appreciation extends to my dedicated supervisor, Mr Mohamed Mwanga, whose

refining the quality of this work.

the burdens and added joy to this academic endeavor.

journeyed alongside such remarkable individuals.

management. The research design employed a descriptive survey approach, combining

quantitative and qualitative methods. Data collection methods encompassed questionnaires,

interviews, observation, and documentary analysis.

interviews, and secondary data obtained from documentary evaluations.

making, sustainability, community engagement, and transparency/accountability underscore the

performance of project management practices within the Council.

community engagement, and garner local support for projects.

ACC Arusha City Council

CUV Cultural Values

IAA Institute of Accountancy Arusha

PMBOK Project Management Book of Knowledge

PMP Project Management Practice

PPM Project Planning Management

COPYRIGHT © 2023 .................................................................................................................... iii

LIST OF ABBREVIATIONS ......................................................................................................... vii

LIST OF TABLES ........................................................................................................................xiii

LIST OF FIGURES ..................................................................................................................... xiv

1.1 Introduction .......................................................................................................................... 1

1.2 Background of the study ...................................................................................................... 1

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

1.4 Research Objectives ............................................................................................................ 5

1.4.1 General Objective ............................................................................................................. 5

1.4.2 Specific Objectives............................................................................................................ 5

1.5 Research Questions ............................................................................................................ 6

1.6 Scope of the Study............................................................................................................... 6

1.8 Significance of the Study...................................................................................................... 7

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

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

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

2.1 Introduction .......................................................................................................................... 9

2.2 Definition of Terms ............................................................................................................... 9

2.2.1 Local culture ..................................................................................................................... 9

2.2.2 Project planning .............................................................................................................. 10

2.2.3 Project management ....................................................................................................... 11

2.2.4 Project performance ........................................................................................................ 12

2.2.5 Project Communication ................................................................................................... 14

2.2.6 Project stakeholders ....................................................................................................... 16

2.3 Theoretical Framework Review .......................................................................................... 17

2.4 Empirical Literature Review ................................................................................................ 21

2.4.1 The Influence of Cultural Values on Project Management Practices ................................ 21

2.4.2 Contributions of Communication on Project Management Success ................................. 21

2.6 Research gap .................................................................................................................... 24

2.7 Conceptual framework ....................................................................................................... 25

CHAPTER THREE ...................................................................................................................... 27

RESEARCH METHODOLOGY .................................................................................................... 27

3.1 Introduction ........................................................................................................................ 27

3.2 Study area ......................................................................................................................... 27

3.3 Research Design ............................................................................................................... 27

3.4 Research Approach ........................................................................................................... 29