Challenges Of Project Management And Sustenance Of Business Organization In Nigeria

Challenges Of Project Management And Sustenance Of Business Organization In Nigeria

Abstract

The aim of this study to assess the challenges of project management and sustenance of business organization in Nigeria. The specific objectives of this research are to identify the project management practices carried out by the organizations for sustenance of business; to measure the awareness of project management for sustenance of business organizations; and to determine the major constraints inhibiting project management for sustenance of business organization. The project management practices carried out by the organizations for sustenance of business were shown to include Determine customer requirements/ Identify scope and develop a work plan, Use basic scheduling tools and set realistic schedules, Break the work down into deliverables and activities, and Determine the sequence of activities and identify risks. The constraints were shown to include inadequate capital and resources that hindered the development of project management; Lack of venturing spirit that effect the development of business organization work plan; Having adequate knowledge and training background of the business they want to established for proper project planning and management; and Is the environment’s conducive for the growth of business organizations. The study concluded that government should endeavour to address the problem of industrialists in the country with special reference to the project management for sustenance of business and providing the necessary infrastructure and establishing environment for the organizations.

Table of Content

Preliminary Page(s)

• Title Page
• Declaration
• Approval
• Dedication
• Acknowledgement
• Abstract
• Table of Content

Chapter One

1.0 Introduction

• 1.1 Background of the Study
• 1.2 Statement of Problem
• 1.3 Research Objectives
• 1.4 Research Questions
• 1.5 Research Hypothesis
• 1.6 Significance of the Study
• 1.7 Definition of Terms
• 1.8 Organization of Study

Chapter Two

2.0 Literature Review

• 2.1 Conceptual Review
• 2.2 The Differences In Pm Practices
• 2.3 Certain Organizational Practices And Attributes
• 2.3.1 Practices In Management Of Project Funding
• 2.4 Project Management Functions As Practices
• 2.4.1 The Function Of Project Definition
• 2.4.2 The Function Of Setting Organizational Matters
• 2.4.3 The Function Of Programming
• 2.4.4 The Function Of Quality Management
• 2.5 Project Performance
• 2.5.1 Dimensions Of Project Performance
• 2.5.2 The Problem Of Poor Project Performance
• 2.5.3 Managerial And Administrative Issues & Project Performance
• 2.5.4 Project Management Structure And Project Success
• 2.5.5 Decision-Making & Experience And Project Success

Chapter Three

3.0 Methodology

• 3.1 Research Design
• 3.2 Identification Of Pm Practices
• 3.3 Design Of Questionnaire
• 3.4 Method Of Data Collection
• 3.5 Data Analysis

Chapter Four

4.0 Results and Discussion

• 4.1 Results

Chapter Five

5.0 Conclusion and Recommendation

• 5.1 Conclusion
• 5.2 Recommendations
• References
• Appendix

Chapter One

1.0 Introduction

1.1 Background of the Study

In the globalized economy, there is an increasing demand for experienced project managers across many industries. Projects and project management have become integral business processes that support organizational performance and ultimately affect society. Project management is a vehicle through which innovation and change come to fruition. Project management has gained currency as a profession in its own right and not just as an ancillary set of skills possessed by other professionals. Organizations need strong managers to lead their staff toward accomplishing business goals (Barkley & Saylor, 2001).

Incidentally, managers are more than just leaders; their expected roles are problem solvers, cheerleaders, and planners as well. Managers do not come in one-size-fits-all shapes or forms. Managers need to fulfill many roles and have varied responsibilities at each level of management within an organization (Cleland and Ireland, 2002). Commercial organizations employ project management techniques to achieve organization’s goals and growth objectives. Though many have succeeded, there are a few that do not experience successful commercial closure in spite of the analytical tools and techniques employed. One possible reason for the negative outcome could be due to the culture of the organization. Research studies have indicated the integral role of organizational culture influencing the project success and the efficacy and sustainability of various business processes affecting the overall performance of the organization (Barkley & Saylor, 2001).

Execution of building projects is undertaken through management practices carried out by various project managers daily. Specific project objectives are set to be achieved at the end of the project. The objectives may vary from one project to the other. Time, cost and quality objectives are however basic and common to almost all projects; they are discussed in the success subject matter of most projects. [Belassi and Tukel, 1996; Walker, 1995, 1996].

In order to achieve set project objectives, specific Project Management (PM) practices are carried out daily by project managers. It has been argued that the PM practices may vary from organization to organization. Other project managers however argue that since professional practice within the construction industry is required to follow set down guidelines and ethics, PM practices may not necessarily vary from organization to organization; the purpose of adopting a particular practice may therefore be due to peculiar environmental and social demands of the project at hand. Highly satisfactory performance cannot be compromised on and so is the need for optimum practices. As asserted by [Ramabadron et al., 1997], the high performance achieved by a project is what makes a practice adopted optimum.

The factors that affect the individual set project objectives are the ones that confront or promote the project success, outcome or performance. Although project performance is influenced by several factors [Blismas et al., 2004], this study focuses on the relationship that exists between PM practices and project performance. Performance of a project therefore needs to be measured to pave way for knowing the optimum practices among the lot.

In-spite of slight disparity in the specific organizational goals, supplementing and improving educational facilities is common amongst the organizations. This common feature is capitalized upon to pursue the research objectives. The focus is therefore not in the distinguishing features.

1.2 Statement of Problem

Within the sphere of a given project there are several project management activities. Several ways of carrying out these activities emerge and become accepted as day to day practices. The need to meet certain environmental and social challenges, as may be faced by a particular organization, may cause the adoption of certain PM practices. Personnel involved in project management may also adopt certain PM practices and stick to them for purposes which may however not relate to the project success. Several practices are therefore carried out in the management of projects but not recognized as PM practices.

The need to obtain successful projects calls for the need to also undertake optimum practices. Knowing the success, or outcome or performance of a project has a great deal of relevance to knowing the optimum practices. The effort put into the measurement of project performance in the country has portrayed little or no help in this direction. The possible, simple and most understanding way of measuring project performance with hard data is therefore needed in this regard.

Performance of group of projects managed by an organization may differ from performance of another group of projects with similar characteristics but managed by another organization. The kind of PM practices carried out by the different organizations for achieving project success may also influence variation in the performance of the projects. The significance of such differences in performance of the groups of projects is therefore necessary for determination of the characteristics of influential PM practices.

There is a relationship between PM practices and project performance [Ramabadron et al., 1997]. Certain PM practices adopted do not necessarily have a significant satisfactory influence on projects performance whilst some have. There would therefore be the need to promote optimum practices and a second look taken at others that confront the success of building projects.

1.3 Research Objectives

The principal aim of this research is to assess the challenges of project management and sustenance of business organization in Nigeria.

The specific objectives of this research are:

1. To identify the project management practices carried out by the organizations for sustenance of business
2. To measure the awareness of project management for sustenance of business organizations
3. To determine the major constraints inhibiting project management for sustenance of business organization

1.4 Research Questions

1. What are the project management practices carried out by the organizations for sustenance of business?
2. Are people aware of project management for sustenance of business organizations?
3. What are the major constraints inhibiting project management for sustenance of business organization?

1.5 Research Hypothesis

HO1: The performance of building projects managed by one organization differs significantly from the performance of building projects managed by another organization

1.6 Significance of the Study

The study is will be significant to the development of Project Management in the Country according to the following expected outcomes: The study aims at finding out the relationship between PM Practices and Project Performance; by having this knowledge Project team members would accordingly extricate themselves from PM practices that have negative relationship with Performance while engaging more in those that exhibit positive relationship. This would contribute to realizing improved performance of building projects in the country.

Furthermore, with the information that projects managed by one organization differs significantly from similar ones managed by another organization, and that this is influenced by variation in the PM practices carried out, one organization would be prompted to benchmark relevant practices that would improve the performance of the projects it manages. In the long run, organizations involved in project management in the country would have enhanced quality of PM practices.

1.7 Definition of Terms

Project Management:

Ways of carrying out the day to day project practices management and administrative activities and decisions from the “cradle” to the “grave” of a project

Project Performance:

The totality of time, cost and quality performance of a given project

Time Performance:

The degree to which a project’s time objective is achieved, measured on the basis of a before-and- after effect

Construction Time:

The number of days from the commencement of work on site to the practical completion point.

Cost Performance:

The degree to which a project’s cost objective is achieved measured as the “unit cost”

Quality performance:

The degree to which a project’s quality objective is attained which is subjectively measured on a ranking scale.

1.8 Organization of Study

The study comprises of 5 chapters. In chapter one, the concepts are introduced and the problem of the study is established with the research objectives and questions. Chapter two presents the literature review while chapter three presents the research methodology. The fourth chapter presents the results and discussion, and the last chapter presents the conclusion and recommendation.

Chapter Five

5.0 Conclusion and Recommendation

5.1 Conclusion

Business organizations without doubts is an important component in the process of economic development. Infact, and development of small business remains one of the major ingredients of continued growth in any economy.

There is need to have good business training and management skills that enable them know the intricacies and logistics in business administration. The spectrum of data need includes among others, business trend, operating environment dynamics, ingredients for business survival etc. which all need proper management and coordination strategies.

As revealed in the study so far carried out shows that the problem that hinders the development of project management is raising the right amount of training and development at the time. They cannot afford to use the highly sophisticated management procedures nor employ qualified skills due to the poor incentive and inadequate knowledge and training background. Finally, government should endeavour to address the problem of industrialists in the country with special reference to the project management for sustenance of business and providing the necessary infrastructure and establishing environment for the organizations.

5.2 Recommendations

1. The function of identifying projects through systematic procedures should be encouraged on every individual project. This should not be left in the hands of only the end users of a project. This should be organized into an integrated function where project financiers and end users as well as project consultants are involved.
2. In the competitive selection of consultants for a contract or group of contracts, previous working experience with client should always be among factors given high attention.
3. Giving advance mobilization to contractors is said to motivate them to execute satisfactory work and this should therefore be possibly practiced on every project.
4. In order to minimize delay in the honoring of payment certificates after they have been issued, the number of persons involved in the process of checking and endorsing them should be reduced; only those who would be held responsible in the event of wrong payment should be involved.
5. Contractors should always confirm verbal instructions, whether given by the consultant or client’s team members, before the execution.
6. A linkage between organizations’ regional/district/local client’s offices and national head offices should be emphasized and always made to function in order to facilitate effective monitoring of projects.
7. The practice of valuation of works for payment at defined stages of the project should be, as much as possible, carried out by project managers and this, is believed, will always urge contractors to work at an increased pace.

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