Australian Journal of Science and Technology

Volume 1; Issue 2; December 2017

ISSN Number (2208-6404)

Original Article

The role of project management in achieving project success:

Empirical study from local NGOs in Mogadishu-Somalia
Abdulkadir Mohamud Dahie1, Asho Abukar Osman1, Abdi Adan Omar2

Master in Development Study, Kampala University, Kampala, Uganda, 2Department Social Science, Faculty of Humanities,
1

University of Somalia, Mogadishu, Somalia

ABSTRACT
This study is about the role of project management in achieving success from local NGOs in Mogadishu-Somalia. The study has three objectives
which are to investigate the role of feasibility study on project success, to examine the impact of planning activities on project success, and to
identify the effect of human resource management (HRM) on project success from local NGOs in Mogadishu-Somalia. The researcher utilized
convenient sampling to collect 100 questionnaires from local NGOs staff in Mogadishu. Staffs from these NGOs were provided with main
constructs which are measuring feasibility study, planning activity, HRM as well as project success. However, using correlation and regression
analyses, the study found that all dimensions of independent variable have positive relationship with dependent variable which project success.
Keywords: Human resource management, planning activities, project management feasibility study, project success
Submitted: 14-11-2017,  Accepted: 06-12-2017,  Published: 29-12-2017

INTRODUCTION This can be contrasted from a routine set of activities or

daily operations which are intended to be continuous process
Project management has gained popularity as a distinct without a planned end. Projects are also characterized by
management concept used to drive not only business objectives general attributes such as the purpose, life cycle, uniqueness,
but also the economic development agenda of developing interdependencies, and conflict also defined a project as a
countries including Ghana. Several programs in Ghana, unique investment of resources to achieve specific objectives,
such as real estate development, event planning, product such as the production of goods or services, to make a profit or
development, and infrastructure development, especially those to provide a service for a community. A project is an irreversible
tied to foreign aid from development partners and Ghana’s own change with a life cycle and defined start and completion dates.
development policy programs such as the presidential special A key characteristic of projects is the role played by a key actor
initiatives (Ghana Investment Promotion Centre, 2001) and the aptly named as project manager. While the project manager
Ghana Poverty Reduction Strategy Papers I and II (National is central to the process of project management, s/he is only
Development Planning Commission, 2002; 2005), all lay heavy as good as the project team s/he leads. Thus, it might be an
emphasis on the use of projects and project management as a underestimation to propound that the success or otherwise of
tool to optimize the rate of success. The project management as a project depends solely on the project manager.
the discipline of planning, organizing, and managing resources
to bring about the successful completion of specific project To ensure the success of projects, the project manager must
goals and objectives. have the requisite knowledge of project management, which is
defined as the planning, organization, monitoring, and control
A project is a sequence of unique, complex, and connected of all aspects of a project and the motivation of all involved
activities having one goal or purpose that must be completed by to achieve project objectives safely and within defined time,
a specific time, within budget, and according to specification. cost, and performance. It is also the application of knowledge,

Address for correspondence: Abdulkadir Mohamud Dahie, Master of Developmental Study, Kampala University, Kampala, Uganda.
E-mail: [email protected]

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 Dahie, et al.: Empirical study from local NGOs in Somalia

skills, tools, and techniques to project activities to meet project price; delivering the project within the timeframe stipulated by
requirements. In Pinkerton’s (2003) view, project management the customer; delivering the desired degree of feedback that the
harnesses the competencies of various individuals, grouping customer desires; and having a system of conflict resolution
them together and enabling them to achieve the objectives of that is fair to both the customer and the development team.
the project and ensure the success of the project. Quality is
a key factor in assessing the success of projects and project The distinguished between project success, which is measured
management practices. against the overall objectives of the project, and project
management success measured against the widespread and
Quality is considered an important outcome of a project traditional measures of performance against cost, time, and
since the performance measures of projects are usually based quality. Best practices for project management which was
on time, cost, and quality, also known as the iron triangle. believed to contribute to project success. These include: Project
Quality has different attributes - both subjective and objective mission - the initial clarity of goals and general direction; top
- some of which are difficult or impossible to quantify. The management support - the willingness of top management
comprehensive approach to the assessment of project quality to provide the necessary resources and authority for project
to include the traditional project success measures such success; project schedule/plans -  a detailed specification of
as cost, schedule, and safety, as well as measures such as individual action steps required for project implementation;
customer satisfaction, leadership, employee involvement, client consultation communication, consultation, and active
teamwork, training, and responsiveness. The dual system of listening to all impacted parties; personnel - recruitment,
measuring project quality using ratings from what he termed selection, and training of the necessary personnel for the
“conventional project quality” and “contemporary project project team; technical tasks - availability of the required
quality.” While “conventional project quality” deals with the technology and expertise to accomplish the specific technical
extent to which the customer’s requirements are met with action steps; client acceptance - the act of “selling” the final
respect to the budget, schedule, and technical specifications, product to its ultimate intended users; monitoring and feedback
“contemporary project quality” is subjective in nature and - timely provision of comprehensive control information at
involves a qualitative assessment of customers and project team each phase in the implementation process; communication - the
members as to how the project is meeting their expectations provision of an appropriate network and necessary data to all
with regard to issues such as: The communication of goals key actors in the project implementation; and trouble shooting
and values; peer review; customer expectations; partnering; ability to handle unexpected crises and deviations from plan.
and quality awards. For engineering or construction projects, Over the years, a number of researchers, have concurred that
and analogous procedure which assesses “earned quality” as a these practices do ensure effective and successful project
means of managing the build-up of quality in a project during management.
the design and construction phases.
In general, critical success factors are a set of project variables
Defining project success poses another challenge in or factors that are strongly correlated to project success, and
understanding project management and consequently assessing whose maximization or minimization, depending on whether
its performance. It is generally accepted, however, that the they are favorable or unfavorable, will lead to project success.
success or otherwise of a project can be defined through the The critical success factors are the limited number of areas in
convergence of the ability of the process to meet the technical which satisfactory results will ensure successful competitive
goals of the project while not deviating from the three performance for the individual, department, or organization.
constraints of scope, time, and cost; the usefulness of the They are the few key areas where things must go right for the
project as perceived by beneficiaries and sponsors as well as business to flourish. If results in these areas are not adequate,
the project team; and the performance of the project. By such the organization’s efforts for the period will be less than
a definition, project success or failure can only be effectively desired. The concluded that, generally, good planning, clear
measured at the completion of the project. responsibility and accountability, and schedule control as well
as Project leadership and Governance, and Communications
This is concurred with the study by definition of project success are key areas of successful projects. This means that a clear
which measures success or failure by the elements of the project project plan, a plan for risk management, and the commitment
log-frame, and thus, the effective utilization of the project and support from stakeholders are the critical success factors
output. Projects generally fail as a result of poor planning, for project management.
constant changes in the scope, and consequently, deadline and
budget, as well as the lack of monitoring and control. Five According to the PMI, 2008, body of knowledge projects, which
maxims of measuring project satisfaction regardless of project are temporary endeavours undertaken to meet unique goals
scope, size, or duration which are delivering the product that the and objectives within a defined scope, budget and timeframe,
customer desires or needs; delivering quality consistent with typically go through a life cycle. The project life cycle, which

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 Dahie, et al.: Empirical study from local NGOs in Somalia

is a logical sequence of activities to accomplish the project’s scheduling feasibility, we estimate how much time the
goals, is made up five stages, namely, the project initiation system will take to complete, and with our technical skills,
stage, the project planning stage, the project execution stage, we need to estimate the period to complete the project
the monitoring and controlling stage, and the project closure using various methods of estimation.
stage. Attention to detail, along with the involvement of key
stakeholders and proper documentation at each stage, ensures Planning Activities
the success and quality of the project. The sequential phases are The important of the planning provided by a project manager
generally differentiated by the set of activities that are carried is to avoid any problems during the process of construction
out within the phase, the key factors involved, the expected project. In planning activities, the project manager can
deliverables, and the control measures put in place (PMI, 2004). forecast any incremental of budget if completed projects
exceed the expected time. Project managers need to provide
Feasibility Study planned work schedule so that every part of the work must
Feasibility studies are a widely dispersed research tool. be completed according to the plan. Besides that the project
Unfortunately, general standards, requirements, or guides on manager also has the responsibility to manage the budget that
feasibility study design are missing. The aim of any feasibility has been provided from the client or developer to complete the
study is to examine and/or evaluate the possible future success construction project. Strategic planning is an organizational
or failure of prospective endeavors (Palvia and Palvia, 1988; management activity that is used to set priorities, focus energy
Brockman, 2008; Bowen et al., 2009). and resources, strengthen operations, ensure that employees
and other stakeholders are working toward common goals,
Five Areas of Project Feasibility establish agreement around intended outcomes/results, and
1. Technical feasibility: Assessment is centered on assess and adjust the organization’s direction in response to a
the technical resources available to the organization. It changing environment. It is a disciplined effort that produces
helps organizations to assess if the technical resources fundamental decisions and actions that shape and guide what
meet capacity and whether the technical team is capable an organization is, who it serves, what it does, and why it
of converting the ideas into working systems. Technical does it, with a focus on the future. Effective strategic planning
feasibility also involves evaluation of the hardware and articulates not only where an organization is going and the
the software requirements of the proposed system. actions needed to make progress but also how it will know if
2. Economic feasibility: It helps organizations to assess it is successful.[1]
the viability, cost, and benefits associated with projects
before financial resources are allocated. It also serves Human Resource Management (HRM)
as an independent project assessment and enhances Since 1980s, HRM strategy has become an important topic
project credibility, as a result. It helps decision-makers for the management area; HRM strategy has achieved its
to determine the positive economic benefits to the prominence because it provides competitiveness and promotes
organization that the proposed system will provide and managerial efficiency in the business area. The rise of HRM in
helps to quantify them. This assessment typically involves the 1980s brought managerial scholars to the link between the
a cost/benefits analysis of the project. management of people and performance. A number of attempts
3. Legal feasibility: It investigates if the proposed system were made to put empirical facts with the theoretical bones
conflicts with legal requirements like data protection acts of the knowledge-based firms and the specific HRM views
or social media laws. concerning how the systems on HR practice, which can make
4. Operational feasibility: This involves undertaking a study an increment on the organizational performance. The approach
to analyze and determine whether your business needs can that focuses on individual HR practices and the link with the
be fulfilled using the proposed solution. It also measures performance continued since early 1990s.
how well the proposed system solves problems and takes
advantage of the opportunities identified during scope HRM is used in a global context which contains: (a) Specific
definition. Operational feasibility studies also analyze human resource practices such as recruitment, selection, and
how the project plan satisfies the requirements identified appraisal, (b) formal human resource policies, which direct and
in the requirements analysis phase of system development. partially constrain the development of specific practices, and
To ensure success, desired operational outcomes must (c) overarching human resource philosophies, which specify
inform and guide design and development. These include the values that inform an organization’s policies and practices.
such design-dependent parameters such as reliability,
maintainability, supportability, usability, disposability, More recently, organizations consider the HR department as
sustainability, affordability, and others. playing a major role in staffing, training, and helping to manage
5. Scheduling feasibility is the most important for project people so that people and the organization are performing at
success. A project will fail if not completed on time. In maximum capability in a highly fulfilling manner. In the global

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 Dahie, et al.: Empirical study from local NGOs in Somalia

business, HRM is increasingly considered a contemporary is based on Likert Scale. The study concluded that project
development to reshape employment relationships as a tool manager leading characteristics influence the success of the
that may have effectively replaced other management traditions project positively, and it can be acquired through never-ending
such as personnel management and industrial relations. training and learning.[4]

LITERATURE REVIEW This paper discusses the issues involved in project success and
failure and presents the feedback of 50 undergraduate students
This paper aims to focus on the pivotal factor of scope which who undertook a team project of the project management
influences the project’s objectives and consequently affects the course. A questionnaire was designed to investigate the factors
critical success factors of a project. A formal documentation of that contributed to project success and also factors that resulted
scope is essential to keeping a project on track. The purpose in project failure. The study found top three factors that
of the research is to explore the proposition that a recognition cause project success is as follows: User involvement, good
of the scope in the success of projects. A secondary research planning and estimations, good leadership, and team members’
is used in this paper. In this regard, past relevant researches technical skills. Comparing the case study results with the
have been reviewed generally dealing with project success Standish Group report, and it is obvious that these factors
and scope in particular. The research depicts the relationship are fundamental and exhibit strong impact on many projects
between project and product successes. It is concluded that failure. Applying good project management practices would
a better appreciation of the distinction between project help to avoid these failure factors and lead to project success.[5]
and product scope can bring a higher possibility of project
success.[2] The aim of this article is to highlight the significance of
leadership skills that are vital for project managers’ while
The purpose of this paper is to describe the conceptual managing projects effectively and efficiently. An interesting
framework of an ongoing PhD research, which seeks to observation has been noted from literature in the field of
develop a procedure that can help the project management project management that research on leadership of project
team integrate stakeholders’ perspectives into the project managers is still limited even though calls have been made to
scope definition process at the pre-project planning stage, conduct more research for more than one decade. The literature
thereby facilitating better project outcomes. The research was reveals that project managers must possess essential qualities
carried out by a mixed method (quantitative and qualitative) and competencies of leadership in addition to management
approach. It was conducted in three main phases. Phase one was skills for effective accomplishments of business and projects
studied the relationships and interactions among the project results. The project manager must apply right skills at right
definition elements. The analysis was conducted using two time and embrace right knowledge for right jobs. A sufficient
quantitative techniques: Interpretive structural modeling (ISM) research is required to develop and authenticate a single model
and analytical network process. ISM is capable of formulating for project manager’s leadership which suits all the projects
and constructing the relationships network between elements. across the countries as well as all the industries. The impact
After formulating the relationships network, the significant of project management qualification on project success and
weight of each element that accounts for the interaction among career outcome also needs to be addressed in future research.[6]
them was determined by prioritizing and weighting elements.
The study suggests that project scope definition practices and The study sought to identify and assess the quality of project
stakeholders’ management are two separate domains, which management practices as well as the critical success factors
are often investigated separately. However, project scope for projects in Ghana. The study adopted an exploratory
definition practices can benefit from stakeholders’ management approach and utilized a survey method to collect data on
theories.[3] project management practices of Ghanaian organizations.
Purposive sampling was used in selecting the sample which
The main objective of the study is to identify the influence comprised 200 managers from different economic sectors.
of project manager’s leadership skill toward successful of Results from the study indicated that the critical factors that
a construction project. To achieve the research objectives, contribute to the success of a project include top management
a systematic method in conducting this research had been support, effective communication, clarity of project purpose
organized. This study has used the concept of questionnaires and goals, and stakeholder involvement Documentation and
to ensure that the study is conducted is practical and realistic dissemination of critical success factors and best practices
from the point of view of the various agencies involved in the in project management will improve the quality of project
construction industry. A total of 60 questionnaires given to the management in Ghana.[1]
respondents involved in the construction industry in Perak.
Target population is 60 respondents but the sampling size This research seeks to find the contribution of these information
is only 33 respondents. The scale used in the questionnaire systems toward project success. The quality of the software, the

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 Dahie, et al.: Empirical study from local NGOs in Somalia

quality of information output, and the influence of the PMIS 23 public institutions in Lagos to generate primary data. The
user on the project success were tested. Purposive sampling was descriptive analysis techniques using percentages and table
used and data measured on a Likert scale. The research found presentations coupled with coefficient of correlation were
that the use of the software to generate quality information used for data analysis. The study revealed that application
needed by the user (project manager) to perform project tasks of PM tools and techniques is an essential management
helped the project managers perform their tasks in a more approach that tends to achieve specified objectives within
professional manner, thus increasing the success rate of the specific time and budget limits through the optimum use of
project. The three independent variables (quality of software, resources. Furthermore, the study noted that there is lack of
quality of information output, and influence of the user) were in-depth knowledge of PM tools and techniques in public sector
transformed to get a single variable PMIS which had a strong institutions sampled, and also, high cost of application was
and positive correlation (0.954) with the dependent variable also observed by the respondents. The study recommended
(project success). It was therefore concluded that the use of among others that PM tools and techniques should be applied
PMIS helped in the achievement of the project success while gradually, especially in old government institutions, where
respecting the projects constraints and meeting the project resistance to change is perceived to be high.[10]
objectives.[7]
The main objective of this research is to identify the importance
The purpose of this study is to investigate the critical factors of project manager and project team role for the successful
that influence a successful project among manufacturing implementation of EMP in the Malaysian construction industry.
companies in Penang, Malaysia. In addition, this study is Using the survey method, questionnaires were sent to the
also aimed to explore if project change control plays a role in Malaysian construction stakeholders that included consultants,
moderating the relationship between the independent variables contractors, and clients, and 122 questionnaires were analyzed.
and dependent variable identified in this research. This study This study found that most of the construction stakeholders
was carried out using structured questionnaire. “Questionnaire agreed that project team commitment, project manager’s
is a popular method of collecting data because researchers leadership skills, and communication system effectiveness are
can gather information fairly easily and the questionnaire very important to ensure the success of EMP. The results further
responses are easily coded.” The questionnaire used is adopted demonstrate that three of the independent variables - project
from Pinto’s Project Implementation Profile, which has been manager and project team competency, project management
verified to be reliable and valid. The findings showed that top aspects, and procurement related factors have significant
management support is positively related to indirect project relationships with EMP Success.[11]
success in manufacturing which is in line with the findings
of that a project is likely to be successful if visible support After reviewing several literatures, the researcher generated
and commitment are present from the top and executive the following hypothesis.
management.[8]
Conceptual Framework
This study aims to measure the recent scenario of the project
H1: There is positive relationship between feasibility study and
management success field as a way to better understand this
project success from local NGOs in Mogadishu-Somalia.
field of research. A bibliometric study was developed with a
H2: There is positive relationship between planning activities,
portfolio of 64 papers about “project management success”
tasks, schedules, budgets, and project success from local
collected at the Web of Science (ISI) database, covering the
NGOs in Mogadishu-Somalia.
evolution of this topic over the past 5 years (from 2000 to
H3: There is positive relationship between managing human
2014). Articles were analyzed by journal, most cited keywords,
resource and project success from local NGOs in
citations, cocitations, journals’ impact factors, and abstract
Mogadishu-Somalia.
analysis. Conclusions pointed out significant authors and
journals and also a significant cluster of papers written by
Aaron Shenhar, as a relevant source of information to the METHODOLOGY
project management success field. This information may be
used by other authors to spur other studies about the project This study was conducted through survey study method to
management success subject, not covered by this research.[9] examine the role of project management in achieving success
in Mogadishu-Somalia. The study utilized regression and
The paper examined the application of the project management correlation analysis to answer the research objectives and to
practice in public sector in Nigeria. The PM lifecycles, tools, test the research hypothesis.
and techniques were presented. The study was carried out in
Lagos because of its metropolitan nature and rapidly growing The researchers utilized convenient sampling to collect 100
economy. 23 copies of questionnaire were administered to employees from local NGOs in Mogadishu-Somalia. These

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 Dahie, et al.: Empirical study from local NGOs in Somalia

respondents were provided a questionnaire with four main Table 1: Reliability test
construct which measuring feasibility study, planning activities, Variables Items Cronbach alpha
managing human resource, and project success. All variables Feasibility study 5 0.790
of the study gained high inside reliability as shown in Table 1,
Planning activities, tasks 4 0.770
and this allows as to make further analysis and discussion.
Managing human resource 5 0.765
Project success 9 0.806
DATA ANALYSIS AND DISCUSSION

Demographic Profile Table 2: Demographic of the respondents

According to the gender respondents, 70.0% were male while Variables Frequency (%)
30.0% was female. 69.0% of the respondent’s age were between Gender
20 and 30 years old, 26.0% were between 31 and 40 years, 2.0%
Male 70 (70.0)
were between 41 and 50 years, while 3.0% were above 51 years.
In terms of marital status of the respondents, 54.0% were married Female 30 (30.0)
while 46.0% were single. In terms of educational background, Total 100 (100.0)
4.0% were secondary level, 20.0% of the respondents had Age (year)
diploma certificate, 65.0% of the respondents were bachelor 20‑30 69 (69.0)
degree, and 10.0% were master degree level, while 1.0%
31‑40 26 (26.0)
had other certificate. In terms of experience, 19.0% of the
41‑50 2 (2.0)
respondents had 1 year experience, 29.0% of the respondents had
2 years experience, and 24.0% of the respondents had 3 years 51 and above 3 (3.0)
experience, while 28.0% of the respondents had more than Total 100 (100.0)
3 years experience. In terms of occupation of the respondents, Marital status
35.0% of the respondents were employee/staff, 35.0% of the Single 46 (46.0)
respondents were managers, and 4.0% of the respondents were
Married 54 (54.0)
security, while 26.0% were other people [Table 2].
Total 100 (100.0)
Correlation between the Variables Education background of the respondents
Table 3 shows the result of correlation analyzes of the High school level 4 (4.0)
relationships among feasibility study, planning activities, Diploma level 20 (20.0)
managing human resource, and project success at local
Bachelor degree 65 (65.0)
NGOs in Mogadishu-Somalia. Feasibility study has positive
relationship with project success (r = 0.594 and P < 0.01). The Master degree 10 (10.0)
second objective of this study was to identify the relationship Others 1 (1.0)
between planning activities and project success at r = 0.664 and Total 100 (100.0)
P < 0.01. The third objective was to examine the relationship Experience of the respondents
between managing human resource and project success at 1 year 19 (19.0)
r = 0.663 and P < 0.01.
2 years 29 (29.0)
Regression Analysis 3 years 24 (24.0)
This study investigated the role of project management in Above 3 years 28 (28.0)
achieving success from local NGOs in Mogadishu-Somalia. Total 100 (100.0)
Three hypotheses were developed after reviewing the literature, Occupation of the respondents
to test the research, hypotheses were employed the linear
Employee/staff 35 (35.0)
regression analysis. The researchers checked regression
hypothesis before taking place to further analysis. The Manager 35 (35.0)
dependent variable which is project success was normally Security 4 (4.0)
distributed across all independent variable. Three hypotheses Others 26 (26.0)
were developed after reviewing the existing literature: H1 Total 100 (100.0)
confirmed that there is positive relationship between feasibility
studies with project success from local NGOs in Mogadishu- significant relationship between managing human resource
Somalia, H2 asserted that there is positive relationship between with project success at local NGOs in Mogadishu, Somalia
planning activities with project success, while H3: There is a [Table 4 and Figure 1].

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 Dahie, et al.: Empirical study from local NGOs in Somalia

Table 3: Correlation analyzes human resource and project success at local NGOs in
Variables Mean±SD 1 2 3 4 Mogadishu-Somalia. The researchers employed convenient
Feasibility 3.7640±0.95235 1 sampling to collect 100 respondents from local NGOs in
study Mogadishu. The result of correlation coefficient revealed
that project success (dependent variable) had significant
Planning 3.8300±0.86667 0.644 1
positive influence with three independent variables, namely,
activities, tasks,
feasibility study, planning activities, and managing human
and schedule
resource. The result of regression analysis found that three
Managing 3.8575±0.84779 0.609 0.722 1 constructs had statistically significant, positive, and direct
human resource effect on project success. The standpoint of this study
Project success 3.8856±0.64643 0.594 0.664 0.663 1 emphasizes the important role of innovation performance and
environmental performance when addressing the link between
Table 4: Regression analysis project management and achieving success. Subsequently,
incorporation of the green element in project management
Variables Beta t‑value Significant Results
will certainly enhance sustainable improvements which benefit
Feasibility 0.206 2.176 0.032 H1 accepted
long-term organizational performance.
study
Planning 0.299 2.757 0.007 H2 accepted
activities, tasks,
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