Project Proposal

Assessment of Project Management Practices in selected private

Architectural Design Firms in Addis Ababa

By

Addis Adugna Amanu

Submitted to: The Coordinator (Projects), School of Management Studies,

IGNOU, Maidan Garhi, New Delhi-110068

In Partial fulfillment of the requirements of Masters Degree in Business

Administration (MBA) of Indra Ghandi National Open University

Enrollment Number: ID 1116745

Advisor: Matiwos Ensermu Jaleta (PhD)

Date: February 2014

Addis Ababa

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 Table of Contents

1 Introduction ...................................................................................................................... 1

1.1 Background of the research .................................................................................. 1

1.2 Background of the case firms ............................................................................... 3

1.3 Rationale of the study ........................................................................................... 4

1.4 Significance of the study ....................................................................................... 5

1.5 Scope of the study ................................................................................................ 5

1.6 Organization of study ............................................................................................ 6

2 Statement of the Problem and Research Questions ....................................................... 6

3 OBJECTIVE ..................................................................................................................... 7

3.1 GENERAL OBJECTIVE ........................................................................................ 7

3.2 SPECIFIC OBJECTIVES ...................................................................................... 7

4 Research Methodology .................................................................................................... 8

4.1 Research Design .................................................................................................. 8

4.2 Nature & Source of Data ....................................................................................... 8

4.3 Sample & Sampling Techniques ........................................................................... 8

4.4 Type of Data & Collection Method ........................................................................ 9

4.5 Data handling & Analysis .................................................................................... 10

4.6 Finding & Conclusions ........................................................................................ 10

5 Limitation of the study .................................................................................................... 10

6 Future Direction for further research .............................................................................. 11

7 Research Work Plan (tentative Plan) ............................................................................. 12

8 Budget of research Project ............................................................................................ 12

References ........................................................................................................................ 13

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1 Introduction
1.1 Background of the research
Projects, as a way to attain objectives, have been used since ancient times,

generating important results to 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 planed and organized way with the purpose of reaching certain

objectives (Liviu, Emil and IOANA, 2010). A project is defined as a temporary

endeavor undertaken to create a unique product or service, or result (PMI, 2013).

The characteristics of a project require a specific type of management. Project

management is the application of knowledge skills, tools and techniques to project

activities. Project management is accomplished through the application and

integration of the project management processes of initiating, planning, executing,

monitoring and controlling, and closing (PMI, 2013). Project management is

recognized to be the key enabler of business change and a vital contributor to future

business success (Whitty & Maylor, 2009).

Project management has evolved over time to a sophisticated and complex

process, becoming the principal mean of dealing with change in modern

organizations. As projects developed and knowledge was gained in this field,

standards have occurred. Organizations and project management associations all

over the world started to develop and follow these standards in order to optimize the

project management activity.

One of the primary purposes of project management is to identify potential

risks as much as possible and to plan, organize and control activities so that projects

are completed successfully in spite of all the risks. This process should start well

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before any resource is committed, and must continue until all work is finished. The

primary aim of the project manager is to satisfy the project sponsor or purchaser and

all other principal stakeholders, within the promised timescale and without using

more money and other resources than those that were originally set aside or

budgeted.

Wideman (1999:2) defines practice as “a way of doing things”. A best practice

is defined as “a strategy, approach, method, tool or technique that is particularly

effective in helping an organization achieves its objectives for managing a project”

(Best practices in project management: Private and public sectors internationally,

2001:1).

(Dougles, 2009) argued that,

“…as architects and designers, we are drawn to our professions with the

lure of being part of a creative process and the opportunity to design great

projects”. We spend significant time and energy developing rigorous design

processes to ensure unique and thoughtful projects. The management of

these projects, however, is a secondary thought at best, often a necessary

evil of securing the design work. As a result, many clients do not believe that

working with design professionals is a positive experience, nor are they

particularly satisfied with the delivery process, regardless of the outcome.

Project management is perhaps the single most sought-after method in the

design industry, even outpacing the search for design talent. The growing

number of independent project management firms and the fact that 30 percent

of projects today are design-build confirm that clients are demanding higher

levels of leadership and accountability than ever before for the success of

their projects. Yet Architectural design firms are falling short of clients’

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 expectations in the delivery and management of those projects. While few in

the design professions went to school with the intention of being project

managers, they often seek that route as a fast track to becoming principal.”

Project management should not be an alien subject but rather part of the

design process, one that simply meets another dimension of the design. If one

believes that design is problem-solving, then project management is merely

resolving an additional component and should be approached with the same

enthusiasm as the design process itself. Traditionally, project management is a very

linear process, and as such, the enjoyment for both clients and staff responsible for

management is diminished. Instead of being perceived as a continuing hassle,

project management could be re-created as an experience so pleasurable to all

stakeholders — clients, consultants, and staff — that they wouldn’t consider working

with anyone else.

(William, 2006) argued that for design firms to succeed in all fronts-

financially, artistically, technically –effective project management is essential.

Effective project management is the design firm’s bread and butter.

1.2 Background of the case firms

(Wouhib, 2003) noted that it is not recorded when the first architectural

practice was set-up in Ethiopia. Expatriate architects commissioned by either the

government or prominent landlords may have prolonged their stay after their first

commission expired. It was, however, a general trend for these expatriates to start

full-fledged offices. Some of the best known of this era are: Bureau de etudes, Henri

Chommette, Studio Mezzedimi, Z.Enav & M.Tedros,Z. Kovacevic & ,I. strauss, M.

Kalos, Technoexporstory, Norconsult and Centroproject .

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 These offices carried out the design and supervision of most of the prominent

buildings in Addis Ababa. Other expatriates such as Alexander Doxiades and Aarno

Ruusuvuori, did not establish local offices. The mentioned above offices were

apparently staffed by expatriate Architects, since the first graduates of the school of

Architects were not ready for employment before the late 60’.

The first Ethiopian partner in Architectural firm was Micheal Tedros of Z.Enav

& M.Tedros. Then in the early 70’s National Consultants followed a year later by

Getachew Bekle were established as the Ethiopian Consulting Firms.”

The revolution of 1974 made dramatic changes in the rendering of design

services. The 'established expatriate offices began to close shop one after the other,

and offices with Ethiopian principals started to come on the scene. The government

offices also absorbed majority of graduating architects. After establishment of the

Ministry of Construction, now called Ministry of Works and Urban Development,

licensing of design offices began to take definite shape, Registration of professionals

also followed suit.

As per the valid registration of consultants of 2004 E.C (2011/2012) data,

there are 189 private and government consulting firms registered by Ministry of

Works and Urban Development in 6 different categories.

1.3 Rationale of the study

The rationale of the study is to assess whether the Project Management

practices are implemented effectively in private Architectural Design Firms. Moreover

the study is to suggest workable recommendations how effective project

management practices such as Project Integration management, project scope

management, Project Time Management, Project Cost Management ,Project Quality

Management , and, Project human resource Management, Project communication

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Management, Project risk Management , Project procurement Management and

project stakeholder management can sustain the competitiveness of the firms and

identifying the problems in order to overcome these problems and suggest in light of

problems identified and propose areas for future research. Moreover, the researcher

will observe how lack of effective project management practices consequently leads

to project failure and makes practical recommendation for Architectural design firms

to make improvement on the above issues and provide ideas for further research.

1.4 Significance of the study

The finding of this study will be considered important in providing insight into

the various project management knowledge areas needed and give feedback and

help private Architectural Design Firms to apply the recommendations.

The study can encourage a well designed project management practices to

achieve Architectural Design Firm’s objective. It will be useful to firm’s principals and

project management practitioners to design the project management knowledge

areas at firm’s level on order to maximize performance towards achieving

architectural firm’s objective.

This research paper can be useful for researchers who would like to know

about project management knowledge areas and practices issues for future

research. Besides, the study could serve as a reference to similar government and

private firms who want to benefit from the study as a whole.

1.5 Scope of the study

With regard to the scope of the study, even if both effective office

management and project management are crucial for proper management of

Architectural design firms, the study is made to focus on the effective project

management practices during design development phase of the private Architectural

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design firms in Addis Ababa. However, the study will exclude government and

regional private Architectural design firms.

1.6 Organization of study

As indicated above the scope of the study will be organized systematically to

make clear the facts in the most comprehensive manner. The entire project will

contain five chapters organized as follows: Chapter one will incorporate an

introduction consisting of the background, the statement of the problem, and

objective of the study, scope, expected contribution and limitation of the study.

Chapter two will consist of an extensive but selected review of related

literature on the subject. Chapter three will explain the methodology used in

conducting the study. Chapter four will contain the finding or results, discussions and

analysis used in the study. Chapter 5 will consist of conclusion and possible

recommendations made based on the findings.

2 Statement of the Problem and Research Questions

Architectural design offices perform majority of their activities in project

environments. Each architectural design is a unique project. However, most of the

firms are not prepared enough to handle their Project Management processes

professionally. This might be because of the lack of awareness for PM concepts.

Another reason could be inadequate training of architects in project management

both at undergraduate level and after graduation. On the other hand, architectural

design projects are becoming more complex and nowadays clients are increasingly

demanding more professional approach on project management practice from

architectural firms.

In Ethiopia, to counteract the low project management practice in private

architectural design firms, clients start to adopt Design – Build delivery method for

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their complex projects. As this delivery method mostly controlled by contractors, it

creates further pressure on private architectural design firms. Therefore, the

research mainly will focus on the following questions:

1. What is the overall status of PM practice in Private architectural design firms?

2. What is the major difference in project management practice among various

categories of Private architectural design firms?

3. What is the ISO certification impact on PM Practice of Private architectural

design firms?

4. What is the year of experience impact on PM practice of Private architectural

design firms?

5. What is the staff number impact on PM practice of Private architectural design

firms?

3 OBJECTIVE
3.1 GENERAL OBJECTIVE
The general objective and central theme of this research focuses on

assessing project management practice in private architectural design firms.

3.2 SPECIFIC OBJECTIVES

 To assess the overall status of PM practice in Private architectural design

firms;

 To find out the level of PM practice under each project management

knowledge area in various categories of Private architectural design firms.

 To examine ISO certification Impact on PM practice of Private architectural

design firms.

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  To examine year of experience impact on PM practice of Private

architectural design firms.

 To examine staff number impact on PM practice of Private architectural

design firms.

 To provide recommendation to improve project management practice in

private Architectural design firms;

4 Research Methodology
4.1 Research Design
Since the study will focus on present situations, the research study will use

the descriptive research methodology. It involves the recording, description, analysis

and interpretation of the present project management practices of architectural firms.

Under the descriptive research method, the technique that will be utilized is the case

study method. The results and findings of the study will be compared with universally

accepted project management practices.

4.2 Nature & Source of Data

The methodology used to prepare this paper is the descriptive type of

research. Therefore, the researcher will use both primary and secondary sources.

Primary data source will be from questioners and group discussion and

secondary data source will be collected from relevant sources which include the

architectural firm’s design projects reports. Besides relevant books, previous studies

and project management guidelines, internet search from reliable sources, journals

and similar periodicals will also be consulted for this purpose.

4.3 Sample & Sampling Techniques

The sample frame for the case study is established from list of consultants

which are operating in Ethiopia from the valid registration of 2004 E.C (2011/2012).

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 The total number of consultants with valid registration for 2004 E.C

(2011/2012) is estimated to be 189. The corresponding minimum sample size for the

population is chosen by stratifying. The first strata that have higher project handling

capacity are taken for analysis; the population for each strata are classified here

under. Thus Category I has a total population of 19, (70% of the population),

fourteen companies will be chosen for the survey, similarly from category II, 40% of

the population or 4 companies. Finally, from category III, 15% of the population or 12

companies will be taken for analysis. To select the participating firms, the researcher

will use convenience sampling technique.

Strata CAE (N) Sample Size

1 19 14

2 9 4

3 77 12

4 30

5 48

6 6

Total 189 30

Consultants registered in year 2004 E.C (2011/2012) stratified in their respective category
4.4 Type of Data & Collection Method
The researcher will use primary and secondary data for analysis. Data will be

collected from selected private Architectural design firms in Addis Ababa.

Here are the two ways of collecting primary data for this study:

 Through Questionnaires; Collecting primary data through

questionnaires can be done by sending questionnaires to firm’s project

managers and principals

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  Observation; as practicing project manager, the researcher will include

his own personal observation.

Secondary data source includes a review of literature on major project

management text books, architectural firms project files, and peer reviewed journal

articles, annual reports and other research materials available in architectural design

firms with other relevant documentation and publications.

4.5 Data handling & Analysis

The next step after necessary data is collected from different data sources in

this research study is to process the data into useful information, i.e. examine,

categorize, arrange and rearrange and recombine the data (Patel and

Davidson,1994). For this study a qualitative and quantitative methods will be used to

analyze the findings to reach at the result. For better understanding of the cases

under discussion different statistical methods, graphs and diagrams will be used for

presentation and analysis.

4.6 Finding & Conclusions

The conclusion part will include the aim of the research, comments on the

objectives and research questions as well as personal recommendation. The results

and findings of the study always are compared with best practice.

5 Limitation of the study

The limitations associated with this research are listed below:

 Time is the first constraint researcher encountered versus the

complexity of the study undertaken.

 The research is focused only on design stage works of the private

Architectural design firms in Addis Ababa.

 A lot will depend on how the selected private Architectural design firm’s

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 principal or project manager or senior professionals reacts to the study

and appreciate the work undertaken. It will be limited by response

which will be given and efforts made to assist the researcher to

complete the work in the given time effectively and efficiently. However,

the recommendation is made based on the finding and can be used as

a source of information for government and regional private

architectural design firms having similar problems.

6 Future Direction for further research

Undertaking this research has opened many venues for further research

initiatives which are presented below:

 Researchers can also investigate the project management practices in

selected private Architectural design firms to have an overall picture of

the project management practices in Architectural design industry.

 Researchers can also research on short term and long term strategies

for the private Architectural design firms to reach the higher maturity

level in project management.

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7 Research Work Plan (tentative Plan)
Sr. No. Major Activities Timelines

1 Preparation of draft research proposal December 1, 2013-February 14, 2014

2 Review of draft research proposal by February 15-25, 2014

project advisor

3 Submission of final research proposal February 26,2014

4 Data Collection February 26 - March 12,2014

5 Data Analysis and interpretation March12-April 4,2014

6 Draft report preparation April 5 - 25,2014

7 Draft report submission April 26 - May 4, 2014

8 Final report submission May 5-10,2014

8 Budget of research Project

Sr. No. Major Activities Budget required in USD

1 Data Collection

1.1 Per diem for data collectors 4 individuals 1000

1.2 Orientation for data collection half day 250

1.3 Transport service for data collection 600

2 Clerical works

2.1 Secretarial service/ Printing and binding/ 900

2.2 Stationary material paper 200

3 Presentation

3.1 Group discussion for 5 persons 300

Total USD 3250

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References
1. Ahlemann, F.; Teuteberg, F.; Vogelsang, K., (2009) “Project management

standards – Diffusion and application in Germany and Switzerland”, International

Journal of Project Management 27.

2. Douglas R. Parker, Integrating Project Management and Design, Design

intelligence update free e-newsletter, January 15, 2009.

3. Dr S. G Naoum, Dissertation research & Writing for Construction Students,

second edition, 2007, Elsevier, UK.

4. Ford, M., (2008) “We need a project management standard”, Conference and

Incentive Travel.

5. Liviu, Emil and IOANA, 2010, Best Practice in Project Management, Review of

International Comparative Management, Volume 11 (1).

6. Project Management Institute, (2013) A guide to Project Management Body of

Knowledge.

7. Sean Maserang, Project management: Tools and techniques, 2000:3,

http://www.umsl.edu/~sauterv/analysis/488_f02_papers/ProjMgmt.html.

8. Whitty, S. J.; Maylor, H., (2009) “And then came Complex Project Management

(revised)”, International Journal of Project Management 27 12. www.aipm.com.

9. William G. Ramroth, JR, AIA, Project management for design professionals, 2006,

Kaplan Publishing

10. Wouhib Kebede, Registration & Licensing, AEA Annual Journal, December 2003,

page 10.

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