SKILLMART INTERNATIONAL COLLEGE

School of Postgraduate Studies

Department of Project Management, Analysis &

Evaluation

EVALUATION OF PROJECT MANAGEMENT PRACTICES IN ADDIS

ABABA HOUSING DEVELOPMENT AND ADMINISTRATION BUREAU:
A CASE STUDY ON HOUSE DEVELOPMENT CORPORATION
PROJECT 03 BRANCH OFFICE

BY
ABRHAM DEGEFU

Advisor: BAMLAKU KASSIE (Ph.D.)

Skillmart International College

Addis Ababa, Ethiopia
January, 2024
 SKILLMART INTERNATIONAL COLLEGE
School of Postgraduate Studies

Department of Project Management, Analysis &

Evaluation

Evaluation of project management practices in Addis Ababa

Housing Development and Administration Bureau: A case study on
House Development Corporation Project 03 Branch Office

By
Abrham Degefu

Advisor: Bamlaku Kassie (Ph.D.)

A Thesis Submitted to Skillmart International College Department of Project

Management, Analysis and Evaluation in Partial Fulfilments of The Requirement for The
Award of Master of Science Degree in Project Management, Analysis and Evaluation.

Skillmart International College

Addis Ababa, Ethiopia
January, 2024

ii | P a g e
iii | P a g e
Declaration
I, Abrham Degefu, the undersigned, declare that this thesis entitled: Evaluation of Project
Management Practices in Addis Ababa Housing Development and Administration Bureau: A
case study on House Development Corporation Project 03 Branch Office is my original work. I
have undertaken the research work independently with the guidance and support of Bamlaku
Kassie (Ph.D.). This study has not been submitted for any degree or diploma program in this or
any other institution and all sources of materials used for the thesis have been duly
acknowledged.

________________ _________________
Name of Student Signature Date

This is to certify that the thesis entitled: Evaluation of Project Management Practices in Addis
Ababa Housing Development and Administration Bureau: A case study on House Development
Corporation Project 03 Branch Office submitted in partial fulfillment of the requirements for the
degree of Masters of Science in Project Management, Analysis & Evaluation of the Postgraduate
Studies, Skillmart International College and is a record of original research carried out by
Abrham Degefu Id PMAEE 043/14, under my supervision, and no part of the thesis has been
submitted for any other degree or diploma. The assistance and help received during the course of
this investigation have been duly acknowledged. Therefore, I recommend it be accepted as
fulfilling the thesis requirements.

___________ ________________ _________________

Name of Supervisor Signature Date
Certificate of Approval

This is to certify that the thesis prepared by Abrham Degefu, entitled Evaluation of Project
Management Practices in Addis Ababa Housing Development and Administration Bureau: A
case study on House Development Corporation Project 03 Branch Office is submitted in partial
fulfillment of the requirements for the Degree of Masters of Science in Project Management,
Analysis & Evaluation complies with the regulations of the college and meets the accepted
standards concerning originality and quality.

Signature of Board of Examiners:

____________________________ _______________ _______________
External examiner Signature Date
____________________________ _______________ _______________
Internal examiner Signature Date

____________________________ _______________ _______________

College Dean Signature Date

ii | P a g e
 Acknowledgments
Completing this paper was a challenging journey, and I am immensely grateful to God for giving
me the strength and determination to see it through. I would like to express my heartfelt
appreciation and thanks to my advisor, Dr. Bamlaku Kassie, for his invaluable guidance and
consistent support throughout this project. I also extend my gratitude to the individuals and
organizations who provided the necessary materials and support for this study to be realized.

I am deeply grateful for the unwavering support and constant encouragement I have received
from my family throughout this journey. I would also like to express my appreciation to each and
every one of my friends who helped me with this paper, in one way or another.

iii | P a g e
 List of Abbreviation & Acronyms
AAHDAB - Addis Ababa House Development and Administration Bureau
ANSI - American National Standards Institute
ECDSWC - Ethiopian Construction Design and Supervision Works Corporation
HDCP – Housing Development Corporation Projects
IPMA - International Project Management Association
ISO - International Organization for Standardization
PM – Project Management
PMBOK - Project Management Body of Knowledge
PMI - Project Management Institute
SOW - Statement of Work

iv | P a g e
Table of Contents
Acknowledgments..........................................................................................................iii

List of Abbreviation & Acronyms..................................................................................iv

List of Tables..................................................................................................................ix

List of Figures..................................................................................................................x

Abstract...........................................................................................................................xi

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

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

1.1 General Background of the Study....................................................................................1

1.2 Statement of the Problem.................................................................................................3

1.3 Research Questions..........................................................................................................4

1.4 Objective..........................................................................................................................4

1.4.1 Main objective...........................................................................................................4

1.4.2 Specific objective.......................................................................................................5

1.5 Significance of the Study.................................................................................................5

1.6 Scope of the study............................................................................................................6

1.7 organization of the study.................................................................................................6

CHAPTER TWO.............................................................................................................7

2. REVIEW OF LITERATURE..................................................................................................7

2.1 Introduction......................................................................................................................7

2.2 Theoretical Review..........................................................................................................7

2.2.1 An Overview of Project and Project Management....................................................7

2.2.1.1 Concepts of Project............................................................................................7

2.2.1.2 Project Management...........................................................................................8

2.2.1.3 Project management processes...........................................................................8

v|Page
 2.2.1.4 Project Management knowledge areas...............................................................9

2.2.1.5 General Project Management knowledge areas.................................................9

2.2.1.6 Additional Knowledge Areas of Project Management.....................................12

2.3 Empirical Review..........................................................................................................13

2.4 Conceptual framework...................................................................................................15

2.4.1 Operational definitions of variables.........................................................................16

2.4.1.1 Definitions of Dependent variables..................................................................16

2.4.1.2 Definitions of Independent variables...............................................................16

CHAPTER THREE.......................................................................................................18

3. RESEARCH METHODOLOGY..........................................................................................18

3.1 Description of the study area.........................................................................................18

3.1.1 Location...................................................................................................................18

3.2 Research Design............................................................................................................18

3.3 Research Approach........................................................................................................18

3.4 Population of the Study.................................................................................................19

3.5 Sampling size and Techniques.......................................................................................19

3.6 Method of Data Collection............................................................................................19

3.6.1 Primary data.............................................................................................................19

3.6.2 secondary data.........................................................................................................19

3.7 Method of Data Analysis...............................................................................................20

3.8 Ethical Consideration.....................................................................................................20

3.9 Validity and Reliability..................................................................................................20

CHAPTER FOUR.........................................................................................................21

4. RESULTS AND DISCUSSION............................................................................................21

4.1 Results of the Questionnaire..........................................................................................21

vi | P a g e
 4.2 Socio- Demographic data distribution...........................................................................22

4.2.1 Gender/sex of respondents.......................................................................................23

4.2.2 Age of respondents..................................................................................................23

4.2.3 Educational background of respondents..................................................................24

4.2.4 Work experience of respondents.............................................................................24

4.2.5 Respondents current position on the project office.................................................25

4.2.6 Job title of the respondents......................................................................................26

4.3 General Issues questions raised about the project.........................................................26

4.3.1 Is there project management training access in the organization? how often?........26

4.4 Project Management Practices in Terms of Project Management Knowledge Areas...27

4.4.1 Project Integration Management practices..............................................................28

4.4.2 Project scope management practices.......................................................................29

4.4.3 Project schedule management practices..................................................................30

4.4.4 Project Cost Management practices.........................................................................31

4.4.5 Project Quality Management practices....................................................................32

4.4.6 Project Human Resource Management practices....................................................33

4.4.7 Project Communication Management practices......................................................34

4.4.8 Project Risk Management practices.........................................................................35

4.4.9 Project Procurement Management practices...........................................................36

4.4.10 Project stakeholders’ management practice.............................................................37

4.4.11 Overall Project Management Practice:....................................................................38

CHAPTER FIVE...........................................................................................................39

5. FINDINGS, CONCLUSIONS, AND RECOMMENNDATIONS.......................................39

5.1 Introduction....................................................................................................................39

5.2 Summary of Findings....................................................................................................39

vii | P a g e
 5.3 Conclusions of the Study...............................................................................................40

5.4 Recommendations of the Study.....................................................................................41

5.5 Areas for Further Study.................................................................................................42

REFERENCE................................................................................................................43

List of Tables

viii | P a g e
Tabe 4.1 Results of the questionnaire............................................................................................21
Table 4.2 General background about the project...........................................................................22
Table 4.3 project management training access..............................................................................26
Table 4.5: Interpretation of percentage mean values (Moohammed, 2014)................................27
Table 4.6 Average results of each project management knowledge area......................................28
Table 4.7 Project Integration Management practices....................................................................29
Table 4.8 Project scope management practices.............................................................................30
Table 4.9 Project schedule management practices........................................................................31
Table 4.10 Project Cost Management practices............................................................................32
Table 4.11 Project Quality Management practices........................................................................33
Table 4.12 Project Human Resource Management practices........................................................34
Table 4.13 Project Communication Management practices..........................................................35
Table 4.14 Project Risk Management practices............................................................................36
Table 4.15 Project Procurement Management practices...............................................................37
Table 4.16 Project stakeholders’ management practice................................................................38

List of Figures

ix | P a g e
Fig 2.1 Conceptual framework......................................................................................................15
Fig 4.1 Gender...............................................................................................................................23
Fig 4.2 Age of respondents............................................................................................................23
Fig 4.3 Educational background of respondents........................................................................24
Fig 4.4 work experience of respondents........................................................................................25
Fig 4.5 Respondents current position............................................................................................25
Fig 4.6 Title of the respondent.......................................................................................................26

x|Page
 Abstract
The use of effective project management practices is crucial to the success of any project. Project
management is seen to be a more successful and resourceful strategy for reaching a goal than the other
methods, procedures, and strategies currently accessible. It is widely accepted that there are established
project management practices that can enhance the effectiveness of managing projects, regardless of the
organization or project type. This study aims to evaluate the project management practices of the Addis
Ababa House Development Administration Bureau concerning the HDC Project 03 Branch Office, using
the ten project management knowledge areas defined by PMBOK. Primary data was collected through
site visits and close-ended questionnaires distributed to employees involved in project work, selected in a
census survey. Secondary data was obtained from related books, articles, journals, and publications from
the project office. The study employed a descriptive research design and a quantitative approach,
analysing data using percentages and means. The findings showed that, in general, the project
management knowledge areas practice was practice with level 3 which is an average level of project
management practice which shows the project management practice were not effectively practiced, which
indicating that the basic project management processes and documentation exist in the project, but they
are not considered as an organizational standard that fits the scale of the project. The finding of the
research shows that the project management practice applied relatively in lower level in project
integration management, project communication management, project procurement management, project
cost management, project stakeholders' management, and project scope management. However, project
quality management, project human resource management, project schedule management and project
risk management were better implemented. The project lacks project management professionals and
training opportunities are limited. Therefore, the study recommended that the project management team
put in additional effort to improve the Project management practice by strengthening the focus on the
knowledge areas with a low project management level and also the project should follow formal
procedures based on the processes under each knowledge area to improve their project management
practices and by establishing a separate project department to increase communication among the
project team members.

Key words: Project management, Project management knowledge areas, Project management practice

xi | P a g e
 CHAPTER ONE

1. INTRODUCTION
1.1 General Background of the Study
A project is a temporary endeavor designed to achieve a specific goal or set of objectives.
Projects can be found in various industries, including construction, healthcare, software
development, and marketing.
Projects are typically unique, with a defined start and end date, and are often complex and
involve multiple stakeholders (PMI, 2004).
Project management institute describes Project management as the application of knowledge,
skills, tools, and techniques to project activities to meet the project requirements. And also,
Project management is accomplished through the appropriate application and integration of the
project management processes identified for the project. Project management enables
organizations to execute projects effectively and efficiently (PMBOK, 2017).
Project management practice involves managing resources, such as people, time, and budget, to
achieve specific goals and deliverables within a defined timeframe. It includes the processes of
project initiation, planning, execution, monitoring & control, and closure.
Project management practice is closely related to project management, as it involves applying
project management principles and techniques practically. The 10 knowledge areas identified by
the Project Management Institute (PMI) in the Project Management Body of Knowledge
(PMBOK) represent key areas of project management practice that project managers must
consider and manage effectively to complete their projects successfully.
Organizations can use project management strategies enabling them to execute projects more
successfully and efficiently. Successful project management is done by applying and integrating
project management strategies that are appropriate for the project at hand. Project management
approaches may be efficiently adopted from worldwide standards and recommendations such as
project management institute (PMI), ISO, ANSI, and IPMA, according to (Fraz, 2016).
Construction is a crucial sector for every society, economy, and culture primarily for developing
countries. Developing countries are mainly characterized by an enormous amount of infrastructure
and construction throughout the country (Knoepfel, 1992).
In Ethiopia to fulfill this demand, there are several big private and public construction
companies. AAHDAB (Addis Ababa House Development and Administration Bureau) is one of
the organizations founded to fulfill the above demand. In the construction industry of developing
countries, project management is in the early phases of development.
Recent studies on the Ethiopian construction industry’s project management practices illustrate
that there are problems with the method and demonstrate that the project management is
unsatisfactory. Research by Hailu stated that significant numbers of projects in Ethiopia are
under failed category because attention was not given to effective project management processes
like Planning, Time, Quality, Cost, and Communication processes (Hailu, 2016). Another study
by Ayalew identified that the construction industry in Ethiopia in terms of adopting project
management practices is very unsatisfactory (Ayalew, 2016).
Addis Ababa Housing Development and Administration Bureau (AAHDAB) is responsible for
developing and managing housing projects in the city of Addis Ababa, Ethiopia. As the city's
population continues to grow rapidly, the demand for affordable housing is increasing, making it
essential for AAHDAB to effectively manage its housing development projects. Project
management practices play a crucial role in ensuring the success of these projects by providing a
framework for planning, organizing, and controlling project activities.
Project teams should use the 10 Knowledge areas of PMBOK and other extension knowledge
areas for specific project types, as appropriate. The PMI identifies the 10 knowledge areas in the
PMBOK which are: project integration management, project scope management, project time
management, project cost management, project quality management, project human resource
management, project communications management, project risk management, project
procurement management, and project stakeholder management.
This study aims to evaluate project management practices in AAHDAB, specifically focusing on
the Housing Development Corporation Project 03 Branch Office. The HDC Project 03 Branch
Office is an important project for AAHDAB, as it aims to provide affordable housing to low- and
middle-income residents of Addis Ababa also in AAHDAB there are 10 HDC projects and to be
achievable and successful in selecting the broad project which is project 3 branch office is
crucial for the research.

2|Page
1.2 Statement of the Problem
In developing nations, particularly in Ethiopia projects whether government, commercial, or non-
governmental, face several challenges. The construction industry in Ethiopia, like other
developing countries, faces many challenges in its ability to adapt and implement best practices
(Mengesha, 2004). Moreover, according to (Ayalew, 2016) in Ethiopia, the level of construction
project management practice in terms of implementing general project management procedures,
functions, tools & techniques is insufficient.
The main reason for project failure in developing countries, as stated by (Malan, 2007) is the
lack of project management capability. Also, most of the construction projects in the country are
not delivered successfully to the client (Fetene, 2008). As mentioned by (Lemma, 2014), 79.06%
of projects had failed to success their objectives in Ethiopia. As far as studies go to solve this
problem, (Hailu, 2016) recommended that adequate studies must be done in evaluating the
effectiveness of the project management process of projects particularly in large organizations
responsible for public projects.
AAHDAB is responsible for managing housing development projects in the city specifically for
the low and medium income of the population. In AAHDAB there are 10 HDC project, one of
the significant projects undertaken by AAHDAB is HDC Project 03. Based on a preliminary
interview, in this project there are a huge problem on the customer disappointment, quality, and
also more than 2 years schedule delay of the house construction project. This project has
strategic benefit to the nation thus, the site problems with the project management practice will
have a direct effect on the country’s development. So, as the project progresses, it is essential to
evaluate the project management practices employed specifically within HDC Project 03 to
identify strengths, weaknesses, and areas for improvement. This evaluation aims to determine the
effectiveness and efficiency of the project management processes, procedures, and outcomes
focuses specifically on HDC Project 03 of AAHDAB. It does not encompass broader issues
related to other projects or the overall management of AAHDAB.
(Sileshi, 2017) conducted a study on “Assessment on Project Management Practices: a case
study on Japanese Social Development Trust Fund Grant Project” The result described that some
project management knowledge areas i.e., Project cost, time, quality, scope, risk, and integration
management were not successfully practiced in the project.

3|Page
(Iye, 2006) showed that top management support and their competence; the interaction between
project participants, owners’ competence, and monitoring and feedback by project participants
are the factors having positive contributions to achieving the desired quality level in a
construction project.
(Kaleab B, 2019) conduct a study on ‘Assessment of project stakeholder management practice;
the case of addis ababa housing development project office at “Bole Arrabesa” project site.’ The
study found that the major success factors that influence the stakeholder management process in
AAHDPO at Bole Arrabesa are implementing the strategy based on a schedule plan, ensuring
effective communication between the project and its stakeholder, and determining the
stakeholder knowledge. Effectively practiced stakeholder management in AAHDPO at Bole
Arrabesa will facilitate project success.
Numerous empirical studies on similar topics have been conducted worldwide in addition to the
literature review above. But there are gaps in the literature regarding unresolved problems such
as customer disappointment, quality, and schedule delays were not studied on the base of the ten
body of knowledge area that are concerning to house demanders and other stakeholders.
Therefore, this study aims to contribute to existing literature by identifying and evaluating
project management practices in the municipal of AAHDAB, specifically House Development
Corporation (HDC) Project 03 Branch Office, within the ten (10) project management body of
knowledge areas.

1.3 Research Questions

1. To what extent does the practice of project management knowledge area is applied in
HDC Projects 03?
2. Does the use of project management knowledge areas in HDC project 03 help the
project to be completed efficiently and effectively?
3. Which project management practices are relevant for HDC project 03, and how can they
be implemented to improve project outcomes?

4|Page
1.4 Objective
1.4.1 Main objective
The purpose of this study is to evaluate project management practices of Addis Ababa Housing
Development and Administration Bureau (AAHDAB) in case of HDC project 03 branch office.
1.4.2 Specific objective
The specific objectives of this study are:
 To examine the project management practices employed by AAHDAB in the HDC
Project 03 Branch Office, with a focus on project management knowledge areas;
 To identify the use of project management knowledge areas in HDC project 03 and how
it helps the project to be completed efficiently and effectively.
 To identify the project management practices that are relevant for HDC project 03 to
improve project outcomes.

1.5 Significance of the Study

Major contributions or significance of the research are:
The most important and initial step in resolving this issue was to identify and examine the
primary factors that contributed to the HDC Project's inefficient project management.
The research aims to provide a comprehensive evaluation of project management practices in the
Housing Development Corporation Project 03 Branch Office by analyzing and identifying
project management practices employed by AAHDAB and gathering data from project
stakeholders through surveys to gain insights into project management practices and identify
areas for improvement.
Based on this, the findings of the research will enable/provide information for those stakeholders
(contractors, owners, and consultants) involved in the housing business to address the problem of
inadequate project management in future projects.
Furthermore, the findings, conclusion, and recommendations from this research will be useful to
the Addis Ababa House Development and Administration Bureau in evaluating the current
situation and taking corrective actions.
This research can contribute to adding certain concepts to the existing body of knowledge in the
domain of project management, with a specific focus on house development projects that are

5|Page
now being applied. Despite the fact that the study focuses on HDCP, the findings and
conclusions may be useful to practitioners working on various sorts of projects.

1.6 Scope of the study

The study will focus on evaluating the project management practice of the Addis Ababa housing
development administration bureau considering project management knowledge areas. The
research is also limited to house development corporate project 03 and does not include other
HDC projects. Geographically this study tries to cover only the project management practices of
those housing projects located at Addis Ababa city in the selected HDCP 03 Bole Beshale sites.
Conceptually this study tried to assess only the project management practices of the site under
study even if there are many concepts related to project management that should be assessed.
The major target population of the research was those team members of the organization who are
part of the project.

1.7 organization of the study

This study will organize into five chapters. Chapter one will deal with the introduction of the
study, statement of the problem, research questions, objectives of the study, significance of the
study, the scope of the study, and organization of the study. The second chapter also covers the
theoretical and empirical literature relevant to the objectives of the study and it concludes with
an overview of the literature; the third chapter deals with an introduction to the methodology
used in the study, research approach, population& sampling, method of data collection,
procedures, method of data analysis and ethical consideration, chapter four looks Data analysis
and interpretation, while chapter five was Findings, conclusion, and recommendation

6|Page
 CHAPTER TWO

2. REVIEW OF LITERATURE
2.1 Introduction
This chapter discusses literature related to the issue under study. It contains an overview project,
project management, project management practices, and project management knowledge areas.
Besides, project management practice in the construction industry, past empirical findings on the
topic of the study, and related studies were also discussed in this section.

2.2 Theoretical Review

A project is the backbone of the economic development of a country, for developing countries
like Ethiopia's construction Industry mainly building construction is the backbone of the
economy. The construction industry is involving an increasing number of small companies
(small and medium enterprises) and a few big construction companies. Also, this construction
project is labor intensive and requires a good project management style because of difficult site
conditions and the bulky materials used.
2.2.1 An Overview of Project and Project Management
2.2.1.1 Concepts of Project
A project is a process undertaken with a single definable and unique product, service, or result.
Projects are temporary, the temporary nature does not necessarily mean the duration of the
project is short; it refers to the project's engagement and extended existence. The transient nature
of projects shows that a project has a specific beginning and end. The end is reached when the
project's objectives have been attained or when the project is terminated because its objectives
will not or couldn't be attained, or when the project is no longer needed. A project's life might
also be cut short if the client (customer or sponsor) wishes to terminate the project (PMI, 2013).
Projects, as a way to attain objectives, have been used since ancient times, generating important
results for society and culture like The Great Wall of China, Ancient Roman roads, the first
steam engine, and many others. A project is a new, unique, and temporary set of activities, with a
defined beginning and end, which uses resources in a planned and organized way to reach certain
objectives. The temporary nature of projects stands in contrast with repetitive or permanent
activities (Liviu et al., 2010).

7|Page
2.2.1.2 Project Management
According to (Project Management Institute, 2013) Project management involves utilizing
knowledge, skills, tools, and techniques to carry out project activities and achieve project
requirements. (Hearkens, 2012) Stated "The project management process calls for the creation of
a small organizational structure (the project team), which is often a microcosm of the larger
organization. Once the team has produced the desired outcome, the process then calls for the
decommissioning of that small organizational structure." Project management is also defined by
(PMI, 2003) as the application and integration of logically grouped processes that are divided
into five stages: initiating, planning, executing, monitoring& controlling, and closing, all of
which are carried out within a given scope, quality, schedule, budget, resources, and risk.
Project management, as defined by practitioners, is ‘the application of knowledge, skills, tools,
and techniques to meet or exceed stakeholder requirements from a project’ (PMBOK, 2004). On
the other hand, the academic literature defines project management as the activity series
performed to ‘initiate, plan, control and terminate’ the project execution activities (Davies,
2002).
This study uses ten Project management bodies of knowledge areas mainstreamed PM solutions
model to assess the level of managing the project. Those are Project integration management,
scope, quality, time, cost, Procurement, Human resource, communication, stakeholders, and risk
management.
2.2.1.3 Project management processes
The processes involved in project management can be understood by looking at how they
integrate with each other, interact, and serve their respective purposes. as stated, earlier (PMI,
2013) For a project to be performed, it must involve multiple processes. These processes are
described in the PMBOK Guide as a set of interrelated actions and activities that are performed
to create a product, service, or pre-specified result. The integration and interaction of these
processes can be organized into five groups of one or more processes according to the PMBOK
Guide:
A process is a way of doing something. As previously mentioned, the PMBOK® Guide
identifies five processes that are used to manage projects. however, they tend to be employed in
the sequence listed as the project progresses. That is, initiating is done first, then planning, then
executing, monitoring & evaluation, and finally closing. If a project goes, re-planning comes into
8|Page
play, and if a project is found to be in serious trouble, it may have to go back to the process
needs to be restarted from the beginning. (Heagney, 2015)
The project management process groups classify the project into different stages, each with its
own set of project management applications. These areas are commonly known as 'project
management knowledge areas'.
2.2.1.4 Project Management knowledge areas
As mentioned earlier, the PMBOK® Guide outlines ten knowledge areas that project managers
must be familiar with to be recognized as professionals. These areas are divided into different
components, and a project manager must have expertise in each of them. A knowledge area
stands for a complete set of concepts, terms, and activities that create a specialized professional
field known as project management. It is recommended that project teams utilize these
Knowledge Areas and any relevant extension Knowledge Areas based on the specific type of
project they are working on.
(PMI, 2013) defines the important aspects of each knowledge area and how it integrates with the
five Process Groups. The knowledge areas serve as supportive elements by providing a thorough
explanation of the inputs and outputs of project management processes. They also describe the
tools and techniques that are commonly used to achieve the desired outcomes. There are ten
general project management knowledge areas which are: project integration management, project
scope management, project time management, project cost management, project quality
management, project human resource management, project communications management,
project risk management, project procurement management, and project stakeholder
management.
2.2.1.5 General Project Management knowledge areas
1. Project Integration Management: Project integration management ensures that the project is
properly planned, executed, and controlled, including the exercise of formal project change
control.
The key components of project integration management consist of developing a project charter,
creating a project plan, executing the project plan, and implementing change control measures.
(Sileshi, 2017)

9|Page
Project integration management entails allocating resources, prioritizing objectives and
alternatives, managing interactions between the rest of the project management Knowledge
Areas, and creating an environment that encourages team members to fully engage in the project
and encourages creative approaches to developing the project plan.
2. Project Scope Management: According to (PMI, 2013), project scope management
comprises the processes required to make sure that the project is armed with all the appropriate
efforts to accomplish the project as needed.
Project Scope Management encompasses the necessary processes to ensure that all the required
work is included in the project and nothing more, in order to achieve successful completion. Its
main focus is to establish and regulate what is and is not part of the project. (Betelhem, 2020)
3. Project Time Management: According to (Hameri, 2002). The ultimate measure is project
success, based on effective control of time management processes, tools, and practices. The
development and management of a realistic project schedule and project plan is the primary
responsibility of the project manager to complete the project on time.

Project time management, as defined by PMI in 2013, involves managing the completion of a
project within the given timeline. This encompasses various processes such as planning the
schedule, defining and sequencing activities, estimating resources and duration, and developing
and controlling the schedule.
4. Project Cost Management: The definition of project success often includes not only
completing the project on time but also completing the project within budget.
The PMBOK outlines the main steps involved in project cost management, which are resource
planning, cost estimation, budget determination, and cost control. Resource planning involves
identifying the necessary resources, such as personnel, equipment, and materials, and
determining the required quantities for project activities. Once resources are identified, the next
step is to estimate their costs, including indirect costs and contingency reserves. The overall cost
estimate is then allocated to individual work items, and a schedule for spending the funds is
determined. Finally, the project budget is subject to change control to ensure that it aligns with
funding requirements. (Sileshi, 2017)
5. Project Quality Management: Quality management is essential to ensure that the final
product meets the business requirements. While some quality measures can be assessed during

10 | P a g e
the project, others may only be measured months after its completion. The techniques and
measures used for quality management vary depending on the type of deliverables produced by
the project. As per (PMI, 2013), project quality management comprises the process and activities
of the performing organization that establish quality policies, objectives, and responsibilities to
ensure that the project meets its intended purpose.
6. Project Human Resource Management: Having strong human resource management skills
is crucial for project managers. A project team often includes individuals who are meeting for the
first time, and it is the project manager's responsibility to unite them as a cohesive team that will
collaborate effectively to accomplish the project's objectives. The project management team is a
subset of the project team and is responsible for initiating, planning, executing, monitoring,
controlling, and closing the various phases of the project, according to (PMI, 2013).
7. Project Communications Management: Completing a complex project successfully requires
teamwork, and teamwork requires good communication among team members. Project managers
devote most of their time to communicating with team members and other involved bodies,
whether they are insiders or outsiders of the organization. Effective communication creates a
hinge between the different involved bodies having different backgrounds, different experiences,
and different viewpoints which has a significant impact on the bottom line of a project. (PMI,
2013).
8. Project Procurement Management: (PMI, 2013) stated that Project Procurement
Management includes the processes necessary to purchase or acquire products, services, or
results needed from outside the project team.
The acquisition of goods and services from outside the organization is a crucial process that
involves several steps, as outlined by the PMBOK. The first step is procurement planning, which
helps determine what to purchase, when to purchase, and whether to obtain products/services
externally. The next step is solicitation planning, which involves documenting product
requirements and identifying potential sources, followed by solicitation to obtain quotations or
proposals. The third step is source selection, where potential sellers are evaluated, and the
contract is awarded. Control/administration of procurement helps in managing the relationship,
monitoring contract performance, and making changes if necessary. Finally, the contract is
closed out, including resolution of any open items. Throughout the procurement process, it is

11 | P a g e
important to seek legal advice, as the Procurement Statement of Work (SOW) is a legal
document subject to review.

9. Project Risk Management: The key discipline of project risk management lacks the
optimality that is assumed in best practice standards.
Project risk refers to events or conditions that may occur during a project, which could have
either a positive or negative impact on the project objective. Each risk has a cause and a potential
consequence if it occurs. For example, the permit process may take longer than anticipated, or
the personnel assigned to the task may not be adequate. If either of these events happen, there
could be a negative impact on the project schedule, quality, or cost. Risk conditions could also
arise from aspects of the project environment, such as poor project management practices or a
reliance on external participants who cannot be controlled. For an organization to achieve
success, it is crucial to prioritize risk management throughout the project. A key indicator of the
organization's commitment is its effort to collect accurate and detailed data on project risks and
their attributes. (PMBOK, 2000)
10. Project Stakeholder Management:
Effective project stakeholder management involves identifying individuals, groups, or
organizations that may have an impact on the project, analyzing their expectations, and
developing strategies to engage them in project decisions and execution. This process helps to
ensure that stakeholders are properly managed and their needs are met throughout the project.
According to (PMI, 2013), stakeholder management is a crucial aspect of project management.
2.2.1.6 Additional Knowledge Areas of Project Management
Particular project types may include further knowledge areas where they are critical for them.
For the construction industry, in addition to the above ten project knowledge areas, the (Project
management institute, 2003) provides four knowledge areas. The following are four crucial areas
of project management: safety, environmental, financial, and claim management. Let's take a
closer look at each of them.

12 | P a g e
Project Safety Management: Accidents, personal injuries, and fatalities remain a significant
concern in the construction industry. These incidents result in both human losses and
direct/indirect costs to the industry, as noted by (PMI, 2003).
Project Environmental Management: Project environmental management includes the
processes required to make certain that the impact of the project implementation on the
environment will stay within the limits stated in legal permits. It is related to determining the
environmental characteristics nearby the construction site and the possible impacts the
construction may carry on the environment; planning the approach toward diminishing
environmental impacts and achieving environmental conservation and improvement, (PMI,
2003).
Project Financial Management: (PMI, 2003) noted that financial management includes the
processes to acquire and manage the financial resources for the project and is more concerned
with revenue sources and analyzing/updating net cash flows for the construction project than cost
management. Financial management is a separate concept from cost management, as cost
management mainly focuses on handling the project's daily expenses for labor and materials.
claim management: According to (Levin, 1998) A construction claim refers to a request or
statement made by one of the parties involved, seeking an adjustment or interpretation of the
contract terms, payment of money, an extension of time, or other forms of relief that are entitled
to them under the contract.

2.3 Empirical Review

This section will deal with literature based on previous research evidence on construction
projects with perspectives of project management. It provides empirical pieces of evidence of
project management practices on construction projects. The theoretical part of this paper shows
that project management is a very important factor for the successful completion of projects.
(Sileshi, 2017) conducted a study on “Assessment on Project Management Practices: a case
study on Japanese Social Development Trust Fund Grant Project” According to the analysis,
certain areas of project management – such as project scope, time, quality, cost, risk, and
integration management – were not executed efficiently during the project. On the other hand,
project stakeholders, human resources, communication, and procurement management were
carried out in a customary manner, though without adhering to formal procedures as expected in

13 | P a g e
proper project management. This was attributed to the absence of a professional project
management person being assigned to the project. Thus, this study recommends for the housing
project implement project management knowledge areas by following formal procedures based
on the processes under each knowledge area.
(Yordanos, 2021) conduct a study on ‘‘assessment of project management practices in the case
of government initiated mega projects in Addis Ababa (Adwa zero-kilometer museum project)’’
According to the study's results, certain areas of project management knowledge such as project,
risk, communication, and integration management were found to be at a low level of maturity.
However, project human resource, scope, cost, and procurement management were being
practiced at a relatively good level of maturity. One major issue identified was the lack of project
management professionals, and there were limited training opportunities available. To improve
the project management practice, the study recommends that the project management team
should focus on strengthening the knowledge areas with a low level of maturity.
(Bisrat, 2020) conduct a study on ‘‘assessment of project management practices: a case of
Ethiopian construction design and supervision works corporation’’ According to the research, the
organization has a moderate level of project management practice. Among the process groups,
planning has the highest level of practice while project closure has the lowest. The study also
found that activities related to risk, procurement, communication, project control, cost, time, and
documentation have a low level of practice. Therefore, it is recommended that the organization
should focus more on these processes, including distribution of lessons learned, to strengthen the
practice of project management in ECDSWC.
(Fred Venter, 2005) Conducted research in Ghana to assess project management practices and to
identify causes of project management-related problems. Consequently, the researcher forwarded
causes of different project management problems as the following: Causes of problems related to
project Conceptualization, Definition, and Selection, causes of problems related to planning,
Scheduling, and Control, causes of problems related to Human Factors, causes of problems
related with Monitoring, Termination and Evaluation and Causes of problems related with
Political, Social and Community Factors.
(Betelhem, 2020) conduct research on ‘‘Assessment on Project Management Practices: A Case
Study on SNV’s Gender and Youth Empowerment in Horticulture Market (GYEM) Project.’’
Based on the findings of this study, it appears that the project has effectively managed time, cost,

14 | P a g e
and scope, and has demonstrated an acceptable level of quality management. Additionally, the
project has demonstrated strong management of human resources, stakeholders, integration, and
procurement, although there appears to be room for improvement in the area of risk
management. The researcher also noted a need for improved communication management. The
paper recommended that; the project implement formal procedures based on the processes
outlined in each knowledge area of project management.
Several global studies have explored similar topics, as mentioned in the literature review.
However, there are still gaps in the literature that need to be addressed, particularly with regards
to unresolved issues affecting customers, quality, cost overruns, and schedule delays in house
development. These issues have yet to be thoroughly studied within the ten project management
knowledge areas.

2.4 Conceptual framework

A conceptual framework is an analytical tool with several variations and contexts. a conceptual
framework related to the research study area and the concept of project management. The
construction industry like any other industry has been constrained by challenges that affect the
performance and output of the project.
Project Management practice can be described from several points of view. In this study, project
management is viewed from the ten project management knowledge areas.

Dependent Variable
Project integration Project human resource
management management

Project scope Project communications

management management
Delivery of

Project time management Project /Successful Project risk management

Completion

Project cost management Project procurement

management

Project quality Project stakeholder

management management

15 | P a g e
Independent Variable Independent Variable
Fig 2.1 Conceptual framework
Source: developed by the researcher, 2023

Project management practice has an important role in the successful completion of projects. The
contribution of project management practice is viewed in this study also using the above
perspectives which is the contribution of project management knowledge areas to HDC project
03 office.
2.4.1 Operational definitions of variables
2.4.1.1 Definitions of Dependent variables
Delivery of Project /Successful Completion: - The process of fulfilling all the requirements of a
project, from start to finish. This refers to the process of initiating, executing, controlling, and
completing all the necessary project tasks and objectives, including meeting all requirements
within the specified time frame.
2.4.1.2 Definitions of Independent variables
1. Project Integration Management: Project integration management encompasses all project
management knowledge areas, unifying tasks and processes toward specific goals and
deliverables.
2. Project Scope Management: It is creating a management plan that clearly defines, validates,
and controls the scope of the project to ensure that your project stays on track and meets
everyone's expectations.
3. Project Time Management: is creating a plan that will determine which tasks can be adjusted
and how the team’s resources will be allocated and managed throughout the project.

4. Project Cost Management: Project cost management is all about managing costs associated
with completing a project on time and within budget. This involves setting a budget, tracking
prices and expenses related to the project, and identifying ways to reduce costs or maximize
resources.

16 | P a g e
5. Project Quality Management: Project quality management is all about ensuring that the
deliverables and processes associated with a project meet predetermined standards of excellence.
This includes developing plans for quality assurance, testing products before release, and
auditing results to ensure compliance with established quality standards.
6. Project Human Resource Management: Project resource management involves managing
people and other resources to complete a project successfully.
This includes recruiting team members, assigning project tasks according to their skills,
motivating them to perform at their best, and monitoring resources used throughout the project
lifecycle.
7. Project Communications Management: Project communications management ensures that
all stakeholders know the project’s progress and have access to the information they need at the
right time.
This includes setting up a communication plan, establishing channels for communication,
communicating effectively with team members and other stakeholders, and managing conflicts
among stakeholders.
8. Project Procurement Management: Project procurement management is concerned with
acquiring goods and services required to complete a project. From identifying potential vendors,
evaluating offers from suppliers, negotiating contracts and terms, managing the procurement
process, and ensuring compliance with legal requirements, it all falls within this step of the PM
knowledge areas.
9. Project Risk Management: Project risk management is all about identifying potential risks or
issues that can slow down the project and creating plans or strategies to respond to them if they
arise. According to the Project Management Body of Knowledge (PMBoK), it includes
quantitative risk analysis associated with the project, developing contingency plans in case those
risks materialize, and monitoring risks throughout the project’s lifecycle.
10. Project Stakeholder Management: Project stakeholder management is an integral part of
any successful project.
It involves identifying stakeholders and their interests in the project, engaging with them
throughout the project’s life cycle, responding to their concerns or questions promptly, and
keeping them informed about the progress made toward completion.

17 | P a g e
By doing so, stakeholders can be sure that their goals are being taken into account when making
decisions about the project.

CHAPTER THREE

3. RESEARCH METHODOLOGY
3.1 Description of the study area
3.1.1 Location
Addis Ababa is the capital city of Ethiopia. Its area is about 540 km 2. The total population of the
city is estimated nearly 3.94 million (CSA, 2023). For administrative purposes, Addis Ababa is
divided into 11 sub-cities. Even though there is a shortage of living house for the population of
the city and AAHDAB is start house development project and it has 10 HDC projects from this
project HDC project 3 located around Bole Beshale and the project has more than 58 blocks
work on progress to facilitate this work there are more than 70 staff and 6 consultancies on this
house development corporation project.

3.2 Research Design

There are three types of research exploratory, descriptive and explanatory Saunders, Lewis and
Thornhill, 2009). This thesis takes on a descriptive in evaluating project management practices
of AAHDAB specifically in HDC project 03. Descriptive research is aimed at describing
phenomena and is not particularly concerned with understanding why behavior is the way it is. It
doesn't involve changing or modifying the situation under investigation, nor does it intend to
detect cause-and-effect relationships. This type of research is very useful for setting out baselines
or 'templates' of how we think the world is (Adams et al.,2007). And also, it was well suited for
examining and describing the current state of project management practice in HDC project 03.

18 | P a g e
3.3 Research Approach
The study is mixed as it combines elements of quantitative research and qualitative research in
order to answer the research question. Mixed methods can help to gain a more complete picture
than a standalone quantitative or qualitative study, as it integrates benefits of both methods. It is
quantitative since it involves statistical models such as means and standard deviations. On the
other hand, it is also qualitative research since it describes the actual condition of project
management practice in HDC projects 03 in non-numerical ways aided by quantitative
approaches.

3.4 Population of the Study

According to Hair et al. (2010), target population is said to be a specified group of people or
object for which questions can be asked or observed made to develop required data structures
and information. Therefore, for this study, the targeted population consists of employes who are
working in AAHDAB specifically in HDC project 03 which are experts that are General
manager, project managers, supervisor, engineers, contractors and consultant with direct contacts
in the project. Thus, the target population identified within the HDC 03 project is found to be 42
staff employees and 6 consultants. Thus, the total target population of the project found to be 48
participants.

3.5 Sampling size and Techniques

There are two main types of sampling designs: probability sampling and non-probability
sampling. In probability sampling, the population elements have a known chance or probability
of being selected as sample subjects. On the other hand, non-probability sampling (also known as
purposive sampling) involves selecting elements without a predetermined chance of being
chosen as subjects.
To ensure that the study receives relevant and accurate information based on practical
experience, a purposive sampling technique was utilized to select participants who are capable of
providing such insights.
In order to meet the research objective and account for the size of the population, a census survey
was utilized for the study. This allowed all 48 participants to participate, reducing concerns about
accuracy, For the qualitative method, samples were purposively selected from the target population

19 | P a g e
consisting of individuals who worked in the project management office and had sufficient knowledge
about the organization's project management practices.

3.6 Method of Data Collection

In order to carry out this research, the study employs both primary and secondary sources of
information.
3.6.1 Primary data
Primary data are collected via questionnaire (close ended questions) and observation.
3.6.2 secondary data
Secondary data are collected from review of company files, prior research studies, and different
international journals related to the subject matter under study.

3.7 Method of Data Analysis

The information gathered from the questionnaire is thoroughly reviewed to ensure that it is
complete and accurate. The data is then meticulously organized and checked for consistency.
Each response is given a unique code number, which is used to generate a coding frame. This
coding frame is then entered into STATA 14 software, and presented using frequencies, means,
percentiles, and bar charts to make it more comprehensible.
Data collected via observation and the company’s document review are interpreted qualitatively
using narrative analysis by bringing sentences and phrases that have common ideas and concepts
together into a common understanding.

3.8 Ethical Consideration

In this research, to collect the necessary data through questionnaires the researcher requests full
consent from different concerned bodies. The researcher keeps the confidentiality of the
information obtained from the respondent. Codes are used to hide the identities of the
respondents and the information obtained from them. All the data collected are kept and stored in
a secure place and will not be disclosed to anyone else.

3.9 Validity and Reliability

The research's validity and reliability have been given significant attention. The study has taken
into account issues related to data, process, and output of the research. The questionnaire's

20 | P a g e
validity has been ensured through consultation with the advisor to identify any inherent errors in
its measurement. Additionally, the findings' reliability and the tools used have shown internal
consistency for the different sections of the same questions applied in the questionnaire.

CHAPTER FOUR

4. RESULTS AND DISCUSSION

This chapter focuses on analyzing and presenting the data that was collected through a
questionnaire. The findings from the questionnaire were analyzed using STATA 17. Descriptive
statistics like frequencies and means were used to analyze the data, and interpretations were
made based on the frequency and percentages of the data. The results from the study are
presented in the form of a frequency table. Out of 48 questionnaires that were distributed to
employees as a representative of the total population, 44 questionnaires were properly filled and
returned, resulting in a response rate of 91.7%. The first section of the questionnaire collected
demographic information about the participants' personal and professional traits. The second
section was about the general issues and status of the project, and the third section was designed
to get respondents' opinions and perceptions about the practice of project management in terms
of project management knowledge areas.

4.1 Results of the Questionnaire

Tabe 4.1 Results of the questionnaire
Group Questionnaire Questionnaire Response Rate
Distributed Returned

Contractor 6 2 33.3

21 | P a g e
 Consultant 6 6 100

Client 36 36 100

Total 48 44 91.7

Source: own survey, 2024

According to the above table, the survey has an overall response rate of 91.7%, with a total of 44
respondents out of 48. The response rate for clients is 100%, while contractors' response rate is
33.3%, and consultants' response rate is also 100%.

4.2 Socio- Demographic data distribution

Table 4.2 General background about the project
Items Category Frequency Percent
Male 31 70.45
Sex/gender Female 13 29.55
Total 44 100
Below 25 5 11.36
Age 25-35 26 59.09
36-50 13 29.55
Above 50 - -
Total 44 100
diploma - -
1st degree 30 68.18
Educational level Masters and above 14 31.82
Total 44 100
Work experience 0-5 years 25 56.82
6-10 years 9 20.45
11-20 years 10 22.73
total 44 100
Current position in contractor 2 4.55
project consultant 6 13.64

22 | P a g e
 client 36 81.82
total 44 100
Job title of the Project manager 4 9.09
respondent Site engineer 8 18.18
Office engineer 32 72.73
Contract administration - -
Total 44 100

4.2.1 Gender/sex of respondents

The purpose of this question is to determine the frequency of gender distribution among the
respondents. Gender/sex information is crucial for examining the gender balance in
condominium housing projects. According to Figure 4.1, male respondents account for 70.45%
of the sample size while female respondents account for the remaining 29.55%. This data
indicates that there are more male than female in the project office.

Gender/ Sex

male
30%
female

70%

Fig 4.1 Gender

4.2.2 Age of respondents
As shown in figure 4.1 below, 11.4% of the total respondents are below 25 and 29.55 % of the
respondents are between the ages of 36 and 65, which is the second biggest age group. The age
group of 25-35 years hold accounts for 59 percent of the total number of responses. From this
perspective, we may deduce that the 03-project office employs the majority of young individuals.

23 | P a g e
 A ge of R es pondents
30

Frequncy
20
10 26
13
0 5
below 25 25-35 36-50
Age

Fig 4.2 Age of respondents

4.2.3 Educational background of respondents

As indicated in Figure 4.3, respondents were asked to show their highest level of education
achieved and indicated majority which is 68% of them have first degree and 32% of the
respondents in the project have master’s degree This indicates majority of the project staffs have
first degree of education.

Educational background

1st Degree
32%
Masters and above

68%

Fig 4.3 Educational background of respondents

4.2.4 Work experience of respondents
As shown above in figure 4.4 below, project 03 office were asked to fill their work experience in
the company and indicated majority of them which is 25 of them have 0-5 years of work
experience. 9 of the respondents have 6 – 10 years of work experience and the rest 10
respondents have 11-20 years of work experience in the project office. This indicates majority of
the staff assigned in the project have less than five years of work experience or can be said
adequate number of senior professionals were not assigned in the project and this might not
positively contribute for successful implementation of the project.

24 | P a g e
 wor k exper ience
work experience
30
25
20
Frequncy

15
25
10
5 9 10
0
0-5 years 6-10 years 11-20 years
Work Experience

Fig 4.4 work experience of respondents

4.2.5 Respondents current position on the project office
Respondents were also asked to fill their current job position in the organization and as depicted
in figure 4.5 below, majority of the respondents of the questionnaire 36 of them are from client
side followed by second large number 6 which is from consultant and from the contractor group
2 of the respondent are fill the questioner.

25 | P a g e
 Wor k Pos iti on
40
35
30
25

Frequncy
20
36
15
10
5
6
0 2
Contractor consultant client
Work position

Fig 4.5 Respondents current position

4.2.6 Job title of the respondents

As shown in below figure 4.6, 73% of the respondents are office engineers, 18% are site
engineer and 9% are from Project manager group.

Job Title

9% project Manager
Site Engineer
18%
Office Engineer

73%

Fig 4.6 Title of the respondent

4.3 General Issues questions raised about the project
4.3.1 Is there project management training access in the organization? how often?
Table 4.3 project management training access
Project How often?

26 | P a g e
 management Once None Total
training given

No 0 7 7
Yes 37 0 37
Total 37 7 44
As indicated in Table 4.3 above, project management training is given in the organization as
most of 84% of the respondent agree with.
The responses show that the organization is concentrated to apply project management practice
within its organization by increasing its employee’s capabilities towards project management.

4.4 Project Management Practices in Terms of Project Management

Knowledge Areas
As it is discussed in the literature review, project management knowledge areas are back bone of
project management practice. In this section of the analysis, the practice of project management
of AAHDAB is assessed based on project management knowledge areas.
The mean scores of the questions and responses of respondents under each knowledge area were
used to determine the level of maturity in respect to each of the ten project management
knowledge categories in the HDC project 03. Respondents were asked to rate the level of
maturity of the project management knowledge areas their organization is practicing on the
project. Mean values have been interpreted by adopting at scale as a criteria. By using a 5 Point
Likert scale, respondents were asked to rate each level as follows: Level 1- very low maturity,
Level -2 low maturity, Level- 3 Average maturity, Level- 4 Good Maturity, and Level- 5 Very
good maturity. The respondent’s responses were analyzed using mean scores to assess the project
management maturity. The mean value indicates the level to which the respondents averagely
agree or disagree with the statement. Accordingly, as the mean value is lower, maturity level is
low, and as the mean value is higher, the maturity level is high.

27 | P a g e
The following table 4.6 shows average results of each project management knowledge area out
of five and in percent, and standard deviations.
Table 4.5: Interpretation of percentage mean values (Moohammed, 2014)

The interpretation of the mean percentage scores was adopted from (Moohammed, 2014), as
shown in Table 4.5 above. It was adopted to describe the level of project management method or
processes being practiced.
Table 4.6 Average results of each project management knowledge area
Responses from AAHDAB Project 03 branch office staffs
Average Average Standard PM
Project Management Result out Result in Deviation, SD practice
Knowledge Areas of Five Percent, % level
(mean
score)
Project Integration Management 2.93 58.64% 0.6838 Level 3
Project Scope Management 3.00 59.91% 0.711 Level 3
Project schedule Management 3.13 62.64% 0.711 Level 3
Project Cost Management 3.12 62.39% 0.742 Level 3
Project Quality Management 3.15 63.00% 0.771 Level 3
Project Human Resource 3.22 64.45% 0.834 Level 3
Management
Project Communication 3.12 62.36% 0.751 Level 3
Management
Project Risk Management 3.13 62.55% 0.661 Level 3

28 | P a g e
 Project Procurement 3.12 62.34% 0.644 Level 3
Management
Stakeholders Management 2.98 59.55% 0.691 Level 3
Sum 30.89 617.81 7.1997
Overall project management 3.09 61.78 0.72 Level 3
Source: - own survey 2024
4.4.1 Project Integration Management practices
According to the table 4.7 shown below with 2.82 mean value the respondents agreed that in
project integration management the Project plan was developed and defined with an Average
level of project management practice and also, with 2.98 mean value the respondents agreed that
the Project work was managed and defined with an Average level of project management
practice.
The other question put forward to the respondents was if Project work was monitored and
controlled in project integration management with 3.32 mean value the respondents agreed that
Project work was monitored with an Average level of project management practice.
Participants were asked if there was effective coordination of project activities and with 2.61
mean value participant responded that effective coordination of project activities was defined at
an average level of project management practice.
Integration management refers to the process of unifying, consolidating, communicating, and
establishing interdependence between project management (PM) processes, as stated in the PM
Body of Knowledge guide. The average level of Project Integration Management Practice (2.93)
for the AAHDAB HDC Project 03 indicates that the project's integration management practices
are at an average level. This highlights that project offices concentrate on performing individual
activities, rather than integrating them in a cohesive manner.

Table 4.7 Project Integration Management practices

Variable Obs Mean Std. Dev. Min Max
.
Project plan was developed 44 2.818182 0.7240945 2 4
Project work was managed 44 2.977273 0.5493606 2 4
Project work was monitored and 44 3.318182 0.7078539 2 4
controlled

29 | P a g e
 There was effective coordination of 44 2.613636 0.7537784 2 4
project activities

4.4.2 Project scope management practices

Based on the table 4.8 shown below with 3.02 mean value the respondents agreed that in the
Scope management plan Project scope management practices was defined with an Average level
of project management practice and also, with 3.11 mean value the respondents agreed that the
requirements were clearly defined from the beginning was practices with an Average level of
project management practice.
The other question put forward to the respondents was if WBS (Work Breakdown Structure) was
created in Project scope management with 3.16 mean value the respondents agreed that Project
work was monitored with an Average level of project management practice.
Participants were asked if the Scope was verified and with 2.91 mean value participant
responded that Scope was verified was defined at an average level of project management
practice.
Project scope change controlled was the final criteria put forward to the respondents 2.77 mean
value participants rated project scope change was controlled at an average level of maturity.
Scope management entails defining the specific work to be done. It also involves establishing a
work breakdown structure, verifying the scope, and lastly controlling the scope. This activity
ensures that all activities are tracked and that the planned and actual actions are compared.
Over all the Average Project Scope Management Practice Level (3.00) indicates that Project
Scope Management is at an average practice level. (Level 3) indicating that management is
aware of their roles and responsibilities, and their decision is based on efficiency, effectiveness
evaluation, and based on previous data.

Table 4.8 Project scope management practices

Variable Obs Mean Std. Dev. Min Max
. Std.
Dev.
Scope management plan was defined 44 3.02272 0.5493607 2 4
7
Requirements were clearly defined 44 3.11363 0.6547114 2 4
from the beginning 6

30 | P a g e
 WBS (Work Breakdown Structure) 44 3.15909 0.8336857 2 4
was created 1
Scope was verified 44 2.90909 0.741407 2 4
1
Project scope change was controlled 44 2.77272 0.7735042 2 4
7

4.4.3 Project schedule management practices

Based on the table 4.9 shown below with 3.14 mean value the respondents agreed that in Project
schedule management practices Development of time/ schedule management plan was defined
with an Average level of project management practice and also, with 3.07 mean value the
respondents agreed that the activities were defined was practices with an Average level of project
management practice.
The other question put forward to the respondents was if activities were sequenced in Project
schedule management with 3.39 mean value the respondents agreed that activities were
sequenced with an Average level of project management practice.
Participants were asked if the Duration of activities were estimated and with 3.05 mean value
participant responded that Duration of activities were estimated was defined at an average level
of maturity.
Changes to the project schedule controlled was the final criteria put forward to the respondents
with 3.02 mean value participants rated Changes to the project schedule was controlled at an
average level of maturity.
The average score for the Project Time Management Practice Level 3 in the AAHDAB HDC
project 03 is 3.13, indicating an average level of practice. This means that management is
involved in decision making, there is an official Project Support Office that is staffed, and
project management documentation is being used. However, informal project performance
analysis is being carried out while all standard processes of project management are in place.

Table 4.9 Project schedule management practices

Variable Obs. Mean Std. Dev. Min Max
Development of time/ schedule 44 3.136364 0.6321212 2 4
management plan
Activities were defined 44 3.068182 0.7593672 2 4
Activities were sequenced 44 3.386364 0.5376914 2 4

31 | P a g e
 Duration of activities were 44 3.045455 0.8056355 2 4
estimated
Changes to the project schedule 44 3.022727 0.8209081 2 5
was controlled

4.4.4 Project Cost Management practices

Based on the table 4.10 shown below with 3.14 mean value the respondents agreed that in
Project Cost Management practices definition of cost plan was defined with an Average level of
project management practice and also, with 3.11 mean value the respondents agreed that the
Project cost estimation was practices with an Average level of project management practice.
The other question put forward to the respondents was if required budget determination in
Project Cost Management practices with 3.25 mean value the respondents agreed that the
required budget determination was with an Average level of project management practice.
Controlling project budget changes was the final criteria put forward to the respondents with
3.05 mean value participants rated Controlling project budget changes was controlled at an
average level of project management practice.

Based on the survey responses, the Project Cost Management Practice Level for the AAHDAB
HDC project 03 is 3.12, indicating that the project is at an average practice level. The
respondents reported that the cost plan management was practiced at a level 3 maturity, which is
good. However, the project cost estimation received a mean value of 3.11, indicating that the
budget was estimated but not to the full level. The factor with the lowest mean value of 3.05 is
the management of changes to the project budget, which suggests that it is not being controlled
to the required level, as agreed by the respondents.

Table 4.10 Project Cost Management practices

Variable Obs. Mean Std. Dev. Min Max
Definition of cost plan 44 3.068182 0.452267 2 4
Project cost estimation 44 3.113636 0.8684632 2 5
Required budget determination 44 3.25 0.967495 2 5
Controlling project budget changes 44 3.045455 0.6804426 2 4

32 | P a g e
4.4.5 Project Quality Management practices
Based on the table 4.11 shown below with 3.39 mean value the respondents agreed that in
Project Quality management practices identification of quality standards was defined with an
Average level of project management practice and also, with 2.91 mean value the respondents
agreed that the review of quality standards was practices with an Average level of project
management practice.
The other question put forward to the respondents was regular evaluation of project performance
with 3.07 mean value the respondents agreed that activities were sequenced with an Average
level of project management practice.
Participants were asked if checking and monitoring results to comply with quality standards and
with 3.11 mean value participant responded that Duration of activities were estimated was
defined at an average level of project management practice.
Controlling project quality changes was the final criteria put forward to the respondents with
3.27 mean value participants rated Changes to the project schedule was controlled at an average
level of project management practice.
Based on the findings presented in Table 4.6, it appears that the Project Quality Management
practices of the organization are not up to the mark, as the overall mean score is 3.15 with a
standard deviation of 0.771. Furthermore, the data in Table 4.11 suggests that all the processes
within the knowledge management area have been rated at an average level compared to the
mean values presented in Table 4.5.
The average rating for Project Quality Management Practice Level for the AAHDAB HDC
project 03 is 3.15, indicating an average practice level (Level 3). The factors considered in this
rating show that quality standards are regularly identified and reviewed. Management is aware of
their role, and their decisions are based on efficiency, effectiveness measurement, and historical
data. The project results are monitored to verify their compliance with the identified standards.
Although the project quality has not reached the expected level, the practice of project quality
management was identified and implemented.
Table 4.11 Project Quality Management practices
Variable Obs. Mean Std. Dev. Min Max
Identification of quality standards 44 3.386364 0.6547113 2 4
Review of quality standards 44 2.909091 0.7093456 2 4
Regular evaluation of project performance 44 3.068182 0.9498526 2 5

33 | P a g e
 Checking and monitoring results to 44 3.113636 0.7537784 2 4
comply with quality standards
Controlling project quality changes 44 3.272727 0.7883936 2 4

4.4.6 Project Human Resource Management practices

Based on the table 4.12 shown below with 3.2 mean value the respondents agreed that in Project
Human Resource Management Practices Identification of roles, responsibilities and required
skills was defined with an Average level of project management practice and also, with 3.29
mean value the respondents agreed that clear description of positions was practices with an
Average level of project management practice.

The other question put forward to the respondents was availability and assigning of human
resource with 3.41 mean value the respondents agreed that availability and assigning of human
resource was practice with an Average level of project management practice.
Participants were asked if Project team was developed and with 3.0 mean value participant
responded that Project team was developed was defined at an average level of project
management practice.
Project team was controlled and managed was the final criteria put forward to the respondents
with 3.2 mean value participants rated project team was controlled and managed was controlled
at an average level of project management practice.
The average mean of the factors is 3.22, which indicates that the AAHDAB HDC project 03 is in
an average position. It is noteworthy that the project team faced difficulty in managing and
controlling the project. However, it appears that the team members were provided clear
information regarding the project requirements, constraints, and specific schedule dates. Despite
this, the project team lacked knowledge about project management, and therefore, most of the
practices followed by them are traditional.

Table 4.12 Project Human Resource Management practices

Variable Obs. Mean Std. Dev. Min Max
Identification of roles, responsibilities and 44 3.204545 0.8781467 2 5
required skills
Clear description of positions 44 3.295455 0.7947369 2 5
Availability and assigning of human 44 3.409091 0.6583341 2 4
resource

34 | P a g e
 Project team was developed 44 3 0.9883037 2 5
Project team was controlled and managed 44 3.204545 0.851252 2 5

4.4.7 Project Communication Management practices

Based on the table 4.13 shown below with 3.29 mean value the respondents agreed that in
Project Communication Management practices the information and communication needed for
the project were determined was defined with an Average level of project management practice
and also, with 3.14 mean value the respondents agreed that the making needed information
available to project stakeholders was practices with an Average level of project management
practice.
The other question put forward to the respondents was collecting and disseminating performance
information with 3.09 mean value the respondents agreed that information was collected and
dispersed with an Average level of project management practice.
Participants were asked generating, gathering, and disseminating information to formalize phase
or project completion and with 3.18 mean value participant responded that generating, gathering,
and disseminating information to formalize phase or project completion was defined at an
average level of project management practice.
Control communication was the final criteria put forward to the respondents with 2.89 mean
value participants responded control communication was controlled at an average level of
maturity.
The Overall average of Project Communication Management Practice Level (3.12) indicates that
Project Communication Management of the AAHDAB HDC project 03 is at an average practice
level. Despite the fact there are structured processes informal procedures are used for
communication. Manual data collection and tracking of activities takes place hence making it
difficult to communicate regularly.

Table 4.13 Project Communication Management practices

Variable Obs. Mean Std. Dev. Min Max
The information and communication 44 3.295455 0.7947369 2 5
needed for the project were determined
Making needed information available to 44 3.136364 0.8238003 2 4
project stakeholders

35 | P a g e
 Collecting and disseminating 44 3.090909 0.675766 2 4
performance information
Generating, gathering, and 44 3.181818 0.8428282 2 4
disseminating information to formalize
phase or project completion
Control communication 44 2.886364 0.6181709 2 4

4.4.8 Project Risk Management practices

Based on the table 4.14 shown below with 3.11 mean value the respondents agreed that in
Project Risk Management practices development of risk plan was defined with an Average level
of project management practice and also, with 3.23 mean value the respondents agreed that
identification and registration of risks was practices with an Average level of project management
practice.
The other question put forward to the respondents was prioritization of risks and estimation of
implications with 3.07 mean value the respondents agreed that information was collected and
dispersed with an Average level of project management practice.
Participants were asked development of risk response plan and with 3.16 mean value participant
responded that development of risk response plan was defined at an average level of project
management practice.
Control of identified risks was the final criteria put forward to the respondents with 3.07 mean
value participants responded control of identified risks was controlled at an average level of
project management practice.
The aim of risk management is to anticipate potential risks and address them according to a
priority system depending on their severity. It also necessitates keeping track of all negative
events in order to mitigate future dangers. Risk management also entails information of a
company's strengths, weaknesses, opportunities, and dangers so that management is aware of
their position and what they can do about it.
The mean of each factor, as well as the average mean (3.13) of the elements, are average. This
indicates that the project has not implemented project risk management in the manner in which
projects are required.

36 | P a g e
Table 4.14 Project Risk Management practices
Variable Obs. Mean Std. Dev. Min Max
Development of risk plan 44 3.113636 0.6181709 2 4
Identification and registration of risks 44 3.227273 0.7428304 2 4
Prioritization of risks and estimation of 44 3.068182 0.501056 2 4
implications
Development of risk response plan 44 3.159091 0.7453166 2 4
Control of identified risks 44 3.068182 0.6954245 2 4

4.4.9 Project Procurement Management practices

Based on the table 4.15 shown below with 3.27 mean value the respondents agreed that in
Project Procurement Management practices the resources needed for the project were determined
was with an Average level of project management practice and with 2.95 mean value the
respondents agreed that requirements of the project materials were documented with an Average
level of project management practice and also with 3.04 mean value the respondents agreed that
potential sources were identified was with an Average level of project management practice.
The other question put forward to the respondents was appropriate quotations, bid, offers or
proposal were obtained with 3.16 mean value the respondents agreed that appropriate quotations,
bid, offers or proposal were obtained with an Average level of maturity and with 2.84 mean value
the respondents agreed that choosing from among potential sellers was with an Average level of
project management practice.
Participants were also asked the relationship with the seller was managed and with 3.29 mean
value participant responded that the relationship with the seller was defined at an average level
of project management practice.
Contract was completed and settled properly was the final criteria put forward to the respondents
with 3.25 mean value participants responded contract was completed and settled properly was
controlled at an average level of project management practice.
The Overall average of Project Procurement Management Practice Level (3.13) indicates that
Project Procurement Management of the AAHDAB HDC project 03 is at an average level of
project management practice.

37 | P a g e
Table 4.15 Project Procurement Management practices
Variable Obs. Mean Std. Dev. Min Max
Resources needed for the project were 44 3.272727 0.6237037 2 4
Determined
Requirements of the project materials was 44 2.954545 0.6453607 2 4
documented
Potential sources were identified 44 3.045455 0.6804426 2 4
Appropriate quotations, bid, offers or proposal 44 3.159091 0.7453166 2 4
were obtained
Choosing from among potential sellers 44 2.840909 0.775892 2 4
The relationship with the seller was managed 44 3.295455 0.4615215 3 4
Contract was completed and settled properly 44 3.25 0.5756695 2 4

4.4.10 Project stakeholders’ management practice

Based on the table 4.16 shown below with 3.02 mean value the respondents agreed that in
Project Stakeholders’ Management practices identification of project stakeholders was defined
with an Average level of project management practice and also, with 2.93 mean value the
respondents agreed that definition of stakeholder management plan was practices with an
Average level of project management practice.

The other question put forward to the respondents was effectiveness of communication between
stakeholders with 2.72 mean value the respondents agreed that effectiveness of communication
between stakeholders was with an Average level of project management practice.
Participants were asked control of stakeholder engagement and with 3.32 mean value participant
responded that control of stakeholder engagement was defined at an average level of project
management practice.
Frequent revision of project progress with stakeholders was the final criteria put forward to the
respondents with 2.89 mean value participants responded frequent revision of project progress
with stakeholders was controlled at an average level of project management practice.
The Overall average of Project Stakeholder Management Maturity Level (2.98) indicates that
Project Stakeholder Management of the AAHDAB HDC project 03 is at an average level of
project management practice. All involved parties (client, consultant and contractor and
government) have their own organizational culture, communication practices and several other
factors that need to follow certain standards in order to work in collaboration.

38 | P a g e
Table 4.16 Project stakeholders’ management practice
Variable Obs. Mean Std. Dev. Min Max
Identification of project stakeholders 44 3.022727 0.7621462 2 4
Definition of stakeholder management 44 2.931818 0.6954245 2 4
plan
Effectiveness of communication between 44 2.727273 0.6237037 2 4
stakeholders
Control of stakeholder engagement 44 3.318182 0.561258 2 4
Frequent revision of project progress with 44 2.886364 0.8131452 2 4
stakeholders

4.4.11 Overall Project Management Practice:

In terms of project management practices, project human resource management is given the
highest priority, followed by project quality management. Project cost management, project
schedule management, project communication management, project risk management, and
project procurement management are all given equal importance at a moderate level. On the
other hand, project integration management, project scope management, and project
stakeholders' management practices are given the least priority at a low level.
After analyzing the results, it was found that the level of project management practices in HDC
Project 03 Branch Office of Addis Ababa House Development Administration Bureau
(AAHDAB) was lower. The ten knowledge areas were exercised in descending order.

CHAPTER FIVE

5. FINDINGS, CONCLUSIONS, AND RECOMMENNDATIONS

5.1 Introduction
This chapter marks the end of the research. Firstly, it summarizes the main outcomes from the
previous chapter. Then, it draws conclusions from the summary. Lastly, it suggests further
research recommendations for the branch project office and the AAHDAB.

39 | P a g e
5.2 Summary of Findings
In the data presentation and analysis chapter, the project management practice of the HDC
project 03 branch office has been evaluated based on project management knowledge areas. The
analysis has led to the following major findings regarding the study:

 The study reveals that the project management practice of Addis Ababa house
development and admiration bureau in house development corporate project 03 is
currently at level 3 which implies that relatively most processes used are standard for all
projects and lack integration with corporate process, Management has institutionalized
rather than an organizational entity view, there is more of an Informal analysis of project
performance and Estimates, schedules may be based on industry standards rather than
based on organization specific.
 The assessment and examining of the project management practices in Addis Ababa
house development and admiration bureau in house development corporate project 03
revealed that the project management practice applied relatively in lower level in project
integration management, project communication management, project procurement
management, project cost management, project stakeholders' management, and project
scope management. However, project quality management, project human resource
management, project schedule management and project risk management were better
implemented.
 According to the responses received in the questionnaire, most participants confirmed
that there was access to training within the organization, although the training schedule
was only offered once.
 According to the results, site observation and the company files, significant challenges
faced by the projects within the organization included time, cost, resource, and external
issues.
 Generally, the project is applying project management practices in an average level (level
3) of project management practice, and also the project management practice of the
project is fairly successful with 65% success rate from the collected company project
evaluation data and site observation.

40 | P a g e
5.3 Conclusions of the Study
In the summary section above, the study lists its major findings. These findings are then used to
draw conclusions. In this section, we will discuss the conclusions that were drawn. This study
focuses on the Evaluation of project management practices in AAHDAB, specifically on the
HDC Project 03 branch office.

Project Management Practice in terms of the Project Management Knowledge Areas: The
practice of ten project management knowledge areas is evaluated in this study Accordingly:

The principal objective of the study was to evaluate the project management practice in
AAHDAB specifically to HDC project 03 branch office based on the ten knowledge areas
defined by the PMBOK. The study used both quantitative and qualitative methods by obtaining
data from the field using a questionnaire and site observation then carrying out the project has
taken into considerations these ten knowledge areas in an improper degree in the project.

The extent to which these knowledge areas are applied in HDC Projects 03 should be applied
comprehensively to ensure project success but it is applied in an average level with level 3.

While the application of project management knowledge areas does not guarantee project
success on its own, using these practices can significantly increase the likelihood of completing
HDC Project 03 efficiently and effectively. Even if application of PMP in the project is in
average level it led the project to a fairly successful progress with a 65.91% of success rate.

From the site observation and other gathered information project time, cost, quality, risk and
communication management are Relevant for project management practices in AAHDAB
specifically HDC project 03 office.

Having said this, the researcher has gone through further analyzed and site observation from this
finding even if project management training was given some glitches were noted in the project as
not having a separate project department as one reason for noting frequent neutrality or
unsureness among the project teams if certain important factors were applied or not. This further
tells, lack of communication among the project team members.

Generally, the study discovered that the level of project management practice in AAHDAB in
terms of performing the activities under each knowledge area to be Average level. Also, the

41 | P a g e
result of this research and information obtained from the literature reviewed showed that there is
a gap within the project management practices of AAHDAB. So, to fill the gaps within the
practice, the researcher recommends that activities related to risk, procurement, communication,
cost, time, quality, stakeholders and Project integration management to be given more
considerable attention during the implementation of projects within the organization.

5.4 Recommendations of the Study

Based on the study and mainly from the conclusion there are different recommendations to be
suggested. These recommendations are classified in to two as recommendation for: further study
and Bole branch office.

The Following are the Recommendations: -

 HDC project 03 branch office should have to develop and improve their project
management practice in the ten knowledge areas since they are poorly practiced but have
ability and chance to grow.
 HDC project 03 branch office provided project management training to the project teams.
However, it was noted that there were concerns among the teams regarding whether
certain important factors were being implemented or not. To address this issue, it is
recommended to establish a separate project department and increase communication
among the project team members.
 The AAHDAB and HDC Project 03 branch office should take into account the causes of
delay problems that they encounter while planning and making decisions related to on-
time delivery of projects. These problems include material and equipment price variation,
resource shortage, manpower shortage, and uneven collection of fees from customers.
Similarly, while planning and making decisions related to cost structures, the branch
office should consider the causes of cost escalation such as supply market instability,
devaluation of birr against the dollar, and existence of poor construction manpower.
 The AAHDAB and HDC Project 03 branch office should deliberate which project
management practice is relevant for the project and give emphasis on those knowledge
areas.

42 | P a g e
5.5 Areas for Further Study
Further study is recommended to have Project document-based Research which enable to have
more reliable and massive amount of data than collecting data through questionnaires. In
addition to this, it is possible to have wide range of study on Practice of project management of
condominium housing projects.
It is possible to conduct a detailed study to evaluate the practice of a specific project
management knowledge area. This would involve examining the requirements and activities of
each knowledge area to assess its practice. As mentioned earlier, in chapter two, many
researchers base their studies on project management knowledge areas or project management
process groups. This approach may limit a full understanding of what occurred during each
construction phase. Therefore, further studies should consider all knowledge areas and process
groups to gain a comprehensive understanding.
Single project management knowledge areas can be studied in the following ways: -
 At main office level, for those knowledge areas which are found in this study as practiced
consistently across the Bole Beshale branch office (having low standard deviation). These
Project management knowledge areas include project risk management, project
procurement management, project schedule management, project stakeholders’
management and project scope management.
 At branch office level, for those knowledge areas which are found by this study as not
consistently practiced (having high standard deviation). These Project management
knowledge areas include project cost management, project quality management, project
communication management and project human resource management. project risk
management, project procurement management, project schedule management, project
stakeholders’ management and project scope management.

REFERENCE
Ayalew, T. (2016). Assessment on Performance and Challenges of Ethiopian Construction
Industry. Journal of Architecture and Civil Engineering, 2 (11), pp. 01-11.

Ali, A. (2010). Investigating Project Management Practices in Public Sector Organizations of a

Less Developed Country. PHD, RMIT University.

43 | P a g e
Betelhem, M. (2020): Assessment on Project Management Practices: A Case Study on SNV’s
Gender and Youth Empowerment in Horticulture Market (GYEM) Project. MA thesis Addis
Ababa University.

Bisrat, Z. (2020): Assessment of Project Management Practices: A Case of Ethiopian

Construction Design and Supervision Works Corporation. MA thesis Addis Ababa University.

CSA (2023) Central Statistical Agency of Ethiopia, Annual Report.

http://www.statsethiopia.gov.et/wp-content/uploads/2023/08/Population-Size-of-Towns-by-Sex-
as-of-July-2023

Fetene, N. (2008). Cause and Effects of Cost Overrun on Public Building Construction Projects
in Ethiopia. Master's Thesis. Addis Ababa University.

Fraz, A. (2016). Effect of Project Management Practices on Project Success in Make-to-Order

Manufacturing Organizations. Indian Journal of Science and Technology, 9(21).

Hailu, T. (2016). The Effectiveness of Project Management Processes on Performance of

Construction Projects: Case Study Analysis in Selected Companies in Addis Ababa. Journal of
Management, 6(6), pp. 203-212.

Hameri &Heikkila, (2002): Project management maturity: a critical analysis of existing and
emergent contributing factors

Iye, K.N. Jha and K.C. (2006). Critical Factors Affecting Quality Performance in Construction
Projects, Journal of total quality management and Business excellence.

Joseph Heagney, (2015). Fundamentals of PROJECT MANAGEMENT FIFTH EDITION New

York • Atlanta • Brussels • Chicago • Mexico City • San Francisco • Shanghai Tokyo • Toronto •
Washington, D.C.

Kaleab, B. (2019): Assessment of Project Stakeholder Management Practice; The Case of Addis
Ababa Housing Development Project Office (AAHDPO) At “Bole Arrabesa”. MA thesis Addis
Ababa University.

44 | P a g e
Knoepfel, H. (1992). Theory and practice of project management in construction. International
Journal of Project Management, 10(4).

Lemma, T. (2014). The role of project planning on project performance in Ethiopia. Master’s
thesis, Addis Ababa University.

Levin, Paul. (1998) Construction Contract Claims, Changes and Dispute Resolution. Second
Edition, Boston; ASCE Press,

Liviu, I., Emil, C., & Ioana, M. N. (2010). Review of International Comparative Management.
Bucharest: Faculty of Management, Academy of Economic Studies.

Mohammad, I., Nor'Aini , Y., & Ernawati , K. M. (2014). Empirical assessment of Nigerian
construction industry consultancy services innovation practices. International Journal of
Managerial Studies and Research, 175-186.

PMBOK Guide, (2000). A guide to the project management body of knowledge. PMBOK guide
2000 edition

PMI, (2004). A Guide to the Project Management Body of Knowledge, (3rd Edition). Sylva,
North Carolina: Project Management Institute, Newton Square.

PMI, (2017). A Guide to the Project Management Body of Knowledge, (6th Edition.).
Pennsylvania: Project Management Institute, Newton Square.

Project Management Institute. (2003). Construction Extension to: A Guide to the Project
Management Body of Knowledge. Pennsylvania: Project Management Institute, Inc.

Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge.
5th ed. Pennsylvania: Project Management Institute, Inc.

Tigest Sileshi, (2017): Assessment on Project Management Practices: a case study on Japanese
Social Development Trust Fund Grant Project. MA thesis Addis Ababa University.

Yordanos Tesfaye, (2021): Assessment of Project Management Practices in The Case of

Government Initiated Mega Projects in Addis Ababa (Adwa Zero Kilometer Museum Project).
MA thesis Addis Ababa University.

45 | P a g e
 Appendix

Questionnaires

46 | P a g e
 Questionnaires
SKILLMART INTERNATIONAL COLLEGE

Department of Project Management Analysis and Evaluation

Dear Participant,
This questionnaire is designed to conduct research on the topic of Evaluation of Project
Management Practices in Addis Ababa Housing Development and Administration Bureau:
A Case Study on HDCP 03 Branch Office
The purpose of the study is for the partial fulfillment of the requirements of MSC Degree in
Project management analysis and evaluation at Skillmart international college, Department of
Project Management Analysis and Evaluation. For the successful accomplishment of the
research, the genuine response of the contractor, consultants and administrative staffs of Addis
Ababa housing development and administration bureau, House development corporate
project 3 branch office Will have an important role and the responses will be used as a valuable
and primary input for the study. For this reason, you are kindly requested to take few minutes of
your busy schedule and genuinely fill this questionnaire.
Confidentiality: This research would like to assure you that, this research is only for academic
purpose for Partial fulfillment of the Requirements for the Degree of Masters of Science in
Project Management analysis and evaluation at Skillmart international college. No other person
will have access to data collected. In any sort of report published, the researcher will not include
any private information that will make it possible to identify any respondent. If you have any
question or enquiry, please don’t hesitate to contact me at any time through the following
address:
Abrham Degefu
abrhamdegefu7@gmail.com or Tel: +251913652935

Thank you in advance for your genuine, honest, and quick response!

Section I: Respondent Profile questioner

Writing your name is not necessary.

Put tick mark “√” for each question as required or answer the questions in the space provided.

1. Sex

47 | P a g e
 Male Female
2. Age (Years)

Below 25 25- 35 36- 50 above 50

3. Educational level

Certificate Diploma 1st Degree Masters and above

Others (specify) -------------------------------------------

4. How long have you been with the organization?

0-5 years 6-10 years 11-20 years 21 years and above

5. What is your current position in the project 04 (Bole Beshale Branch Office)?

Contractor consultant client others

6. Job title of the respondent

 Project manager

 Site Engineer

 Office Engineer

 Resident Engineer

 Contract Administration

 Other(specify)? ----------------------------------------

Section II: General Issues

1. Is there project management training access in the organization?
Yes [ ] No [ ]

2. If your answer to Question number (1) is yes, how often?

Monthly [ ] Quarterly [ ] Semi-annually [ ] Yearly [ ] Once [ ] None [ ]

48 | P a g e
 Section III: Survey Questionnaire

Questionnaire on Project Management Knowledge Areas to be filled by Bole 03 office staff

Kindly indicate the extent to which AAHDAB (project 03) implements/practices the following
activities in relation to project management: Please respond as

SA= Strongly Agree (5)

A= Agree (4)

N=Neutral (3)

DA=Disagree (2)

SDA=Strongly Disagree (1)

Questions Scale

Project Integration Management practices 5 4 3 2 1

1 Project plan was developed
2 Project work was managed
3 Project work was monitored and controlled
4 There was effective coordination of project activities
Project Scope Management practices 5 4 3 2 1
1 Scope management plan was defined
2 Requirements were clearly defined from the beginning
3 WBS (Work Breakdown Structure) was created
4 Scope was verified
5 Project scope change was controlled

Project Time Management practices 5 4 3 2 1

1 Development of time/ schedule management plan
2 Activities were defined
3 Activities were sequenced
4 Duration of activities were estimated
5 Changes to the project schedule was controlled
Project Cost Management practices 5 4 3 2 1
1 Definition of cost plan
2 Project cost estimation
3 Required budget determination
4 Controlling project budget changes

49 | P a g e
Project Quality Management practices 5 4 3 2 1
1 Identification of quality standards
2 Review of quality standards
3 Regular evaluation of project performance
4 Checking and monitoring results to comply with quality
standards
5 Controlling project quality changes
Project Human Resource Management practices 5 4 3 2 1
1 Identification of roles, responsibilities and required skills
2 Clear description of positions
3 Availability and assigning of human resource
4 Project team was developed
5 Project team was controlled and managed
Project Communication Management practices 5 4 3 2 1
1 The information and communication needed for the project
were determined
2 Making needed information available to project
stakeholders
3 Collecting and disseminating performance information
4 Generating, gathering, and disseminating information to
formalize phase or project completion
5 Control communication
Project Risk Management practices 5 4 3 2 1
1 Development of risk plan
2 Identification and registration of risks
3 Prioritization of risks and estimation of implications
4 Development of risk response plan
5 Control of identified risks
Project Procurement Management practices 5 4 3 2 1
1 Resources needed for the project were Determined
2 Requirements of the project materials was documented
3 Potential sources were identified
4 Appropriate quotations, bid, offers or proposal were
obtained
5 Choosing from among potential sellers
6 The relationship with the seller was managed
7 Contract was completed and settled properly
Stakeholder Management practices 5 4 3 2 1
1 Identification of project stakeholders
2 Definition of stakeholder management plan
3 Effectiveness of communication between stakeholders
4 Control of stakeholder engagement
5 Frequent revision of project progress with stakeholders

50 | P a g e
If you have opinion for other factors, please describe

______________________________________________
______________________________________________

************************ Thank you for your time ************************

51 | P a g e